International Journal of Management (IJM)

Volume 11, Issue 8, August 2020, pp. 199-207, Article ID: IJM_11_08_019
Available online at http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=8
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.8.2020.019

© IAEME Publication Scopus Indexed

EVOLUTION OF FUEL RETAIL IN INDIA

VIS-A-VIS INDIAN CUSTOMER: SHIFT IN
CONSUMER BEHAVIOR
Santanu Purohit
School of Business, University of Petroleum & Energy Studies. Dehradun, India

Arvind Kumar Jain

School of Business, University of Petroleum & Energy Studies. Dehradun, India

ABSTRACT
India is one of the largest energy consumers in Asia-Pacific, standing 3rd in the
world after USA and China. Indian Fuel retail market has experienced the evolution
of concept of fuel retail product from a commodity to service-based product over last
two decades. From a basic commodity (in the pre-independence era) customer
perception regarding fuel as a product has evolved over the last two decades to
include value added services like free air, oil change, servicing etc. With the
technological advancement in the society and upgradation of customers in the arena
of technology landscape, customer desires have evolved towards getting value added
services under one roof, forcing oil marketing companies (OMCs) to develop large
format fuel station which offer many value added services. Consumer experience is
also getting increasingly sophisticated as consumer buying behavior and expectations
evolve over time. Fuel stations in India have experienced a major shift from “only
Petrol Pump” having fuel products for sale to “Recreation Centre” with the concept
of value-added services under one roof.
Key words: Consumer behavior, Indian fuel retail, Petro retail, Petrol Pump, Value
added services
Cite this Article: Santanu Purohit and Arvind Kumar Jain, Evolution of Fuel Retail in
India Vis-a-Vis Indian Customer: Shift in Consumer Behavior, International Journal
of Management, 11(8), 2020, pp. 199-207.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=8

1. INTRODUCTION
India has recorded 3rd position on energy consumption with 913 Mtoe in the year 2019 after
China and USA (Global Energy Statistical yearbook 2019, Enerdata) and is also expected to
be among the fastest growing markets. India is emerging as third largest market of global
passenger vehicles with a CAGR of 9% for the period 2014-21 (HIS Global Insight, Team

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 Evolution of Fuel Retail in India Vis-a-Vis Indian Customer: Shift in Consumer Behavior

Analysis). All India Retail Petrol and Diesel demand is expected to be 111Mn KL in 2017.
This includes 6.3 percent increase in Petrol demand and 17.6 percent Diesel demand per
annum (IPR data, Mckinsey Insights).
All this has resulted in enhanced focus on the Indian fuel retailing sector. Traditionally,
fuels such as Petrol and Diesel have been sold in India at fuel stations operated by the oil
company (oil marketing companies, ie OMCs) or their dealers & distributors. A fuel station
(petrol pump) is a facility that sells fuel and engine lubricants for motor vehicles. The most
common fuels sold in the recent decade are Gasoline (gasoline or gas in the U.S. and Canada,
generally petrol elsewhere), Diesel fuel and Compressed Natural Gas.
In pre-independence and early years of post-independence era in India, fuel used to be
made available as a commodity – as a basic requirement of customer. Price of petrol and
diesel were regulated by government and fuel retailing was considered a commoditized
business since most of the market share was with state run oil companies (PSUs). They were
less focused on customer needs, though customers were evolving with the enhancement of
exposure in technological advancement.
The large capital investments required in the sector, as well as the commoditized nature of
the market meant that fuel retail market was close to being Oligopolistic in nature, though
there was high inter –firm competition among the OMCs. Dealers & distributors delivered
value to customer and remained competitive by working on inventory, real estate and human
resources, whereas OMCs faced challenges in terms of ROI, customer recognition and Brand
recognition.
With the phased introduction of price deregulation for Petrol & Diesel by Government of
India during last two decades, a level playing field was created for private players like Shell,
Reliance, Nayara to enter in the marketplace. Private players introduced advanced
technology-based value-added service to enrich customer experience and influenced their
buying behavior to a large extent and also increased the competition among the OMCs forcing
them to adopt, upgrade their approach to serve customers.
It is in this context that Consumer Buying Behavior, which involves the decision
processes and acts of people involved in buying and using products, has gained importance.
Indian fuel retail market has experienced the evolution of the concept of fuel retail from a
commodity to a service-based product over the last two decades. The earliest models of Fuel
Retail involved simple fuel sale. However, over a period of time, and due to competitive
market scenario, fuel retail companies started providing various value-added services like
Free Air for Vehicle Tyres, Car Wash, Quick Car Check-up and Service, Convenience Stores,
Quick Serve Restaurants, Kids Zone, Clean toilets. Recently, there have been a lot of direct
marketing initiatives to attract and retain the customers viz; Loyalty Programs, Cash Back,
Free Gifts, Promotions & Schemes. Customer buying behavior has also evolved with the
concept of availing value-added services leading to a service-based industry. This change has
happened on account of societal technological advancement. As a result, customer desire has
also enhanced & evolved towards getting value-added services under one umbrella, forcing
oil marketing companies (OMCs) to develop large format fuel stations which offer many
value added services. Consumer experience has become more sophisticated as consumer
buying behavior and expectations evolved over time. Fuel stations in India have experienced a
major shift from ―only Petrol Pump‖ having fuel products for sale to ―Recreation Centre‖
with the concept of value-added services under one umbrella.

2. LITERATURE REVIEW
Over the last two decades, there was a major change in the market structure of developed
economies in terms of the transformation from an emphasis on the manufacture of physical

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 Santanu Purohit and Arvind Kumar Jain

goods to the production of intangible services. This is evident from the rise in service industry
all across the globe.
Major manufacturing and service industries have observed deregulation globally, such as
communication, transportation, energy and banking, and this has led to intense competition in
these sectors (Kotler. 2004). It has also been observed that in order to serve more effectively
in the competitive market, the solution to price competition has been to develop a
differentiated offer and delivery which includes innovative features that set the company apart
from the competition with higher Brand image (Kotler et al.,1996).
One of the major ways in which a service firm can differentiate itself is by delivering
consistently higher service quality than its competitor. Many companies have found that
outstanding service quality can give them a potent competitive advantage that leads to
superior sales and profit performance. Indeed, some organizations are increasingly focusing
their energy towards building customer loyalty through offering superior quality service than
their competitors (eg Apple, Google, etc).
Further, fuel retail has also observed a major change from commoditized market to service
based market globally and this is equally applicable for the Indian context as well.

2.1. Retail on Global Context

Over the last few decades, global retail has observed a major change due to technological
advancement, change in customer habit, expectation, etc. Accordingly, customer service has
also undergone a major change. While studies have shown that empathy and active listening
are important for enhanced customer service (HCM Sales, Marketing & Alliance Excellence
Essentials , 2017), technology and digital space have also had a huge impact on consumer
decision making process. Further, social media is playing an increasingly important role in
marketing, and companies are using social media to strengthen their Brand and to create more
sustainable customer relationships (Moran et.al, 2014). Companies today increasingly use
social media to connect with their customers in a more personalized and direct way. Moreover
there is an increasing trend towards sharing of customer information among different service
industries in order to assess customer buying pattern, thereby designing and delivering
suitable customized services to the target segments to enhance their customer experience to
better service offer (Bigelow,2019). This has been made possible via the increasingly
sophisticated customer targeting algorithms of major digital firms like Google and Facebook.
The increasing emphasis on customer has also led to a greater understanding of the sales
and retention. A cross-industry comparison of customer satisfaction study in USA & UK
showed that in today’s scenario, customer service quality has well been demonstrated to be
key to customer retention. Consumer satisfaction is derived from the customer’s comparison
of the customer’s actual experience with a service episode, contrasted with the customer’s
service expectation. Service quality varies within industries, and because of this,
organizations competing in similar market niches are compelled to monitor both the practices
of their competitors and their own behavior in order to attract and retain their customers
(Gilbert & Veloutsou, 2006).
This recent trend of continuous focus on the customer has also helped us understand gaps
between technological advancement and customer expectation fulfilment. It has been
observed that while virtual reality (VR) to be considered at the intersection of consumer
experience, shopping journey and physical retailing and there is an expectations gap build-up
through the usage of VR versus what could be the actual generic in-store experience. There is
linear to nonlinear relationship within the shopping journey vis-a vis brands while there are
risks and potential rewards in using VR in customer shopping journey (Farah et. al., 2019).

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 Evolution of Fuel Retail in India Vis-a-Vis Indian Customer: Shift in Consumer Behavior

This only serves to highlight the need for ongoing detailed study of evolving customer
expectations.

2.2. Petro Retail on Global Context

Globally, fuel retail has undergone a huge change. Some factors continue to play a historically
important role (eg price, quality, etc) while some factors have emerged as a result of
increasing competition or technological advancement.
Price continues to remain important and the customer buying decision is impacted by
availability of price information centrally in the context of USA(Chandra & Tappata, 2011). It
has also been observed that in a deregularized scenario, the price of fuel, especially diesel, is
lower in more competitive local markets in Austrian context. (Jens et. al. 2018).
Other factors have emerged as customer choices increased and preferences were better
served via improving customer service. It has been observed that in the process of decision
making of fuel purchase by customer, apart from the basis offer such as quality of fuel,
proximity of the fuel station plays an important role on selection of fuel station for fuel
purchase (Petra et.al. 2017). Geographic coverage of fuel retail stations and consumer
perception of customer convenience plays an important role on customer buying decision
(Marc et.al, 2012).
Forecourt efficiency in the fuel station is also very important from the perspective of
customer perception & satisfaction. Poor staffing, inefficient fuel pumps, queuing at fuel
stations are common factors leading to inefficient service delivery at fuel stations in the
Nigerian context (Ajayi, 2017). However in American and European context, petro retail has
undergone a huge technological advancement thereby giving edge to forecourt efficiency and
leading to customer’s satisfaction and richer experience. Introduction of fully automated
service stations in European countries, which do not require cashier, leading to fuel sold at
lower prices benefitted the customers. (Market Research Report Market Watch: Energy,2008).
Similarly, in American context, introduction of self-service pumps reduced the number of
attendants at fuel stations drastically, shifting the work done by these attendants to the
customer. This has helped differentiate the customer buying experience and attain upward
productivity growth (Emek et.al., 2017) .
Another important trend which has emerged over the past few decades is the loyalty
program. Customers have observed that fuel supply organizations are offering loyalty
programs in order to build customer loyalty and increase repeat purchase. A study in the
South Africans context (Mgiba & Madela, 2020) has shown that the effectiveness of the
loyalty program has an influence on the customer perception, satisfaction as well as
repurchase decision. In this context, sharing of global positioning data of fuel customers
among multiple inter disciplinary industries allows for designing of better services to enhance
customer’s experience based on their purchase pattern. (Bigelow, 2019).

2.3. Retail & Petro Retail on Asian Context

Given the significant economic and technological evolution in major Asian countries over the
past few decades, their retail markets have also experienced a rapid shift in technological
advancement and implementation. Customer expects innovative customer experience for
brand differentiation and companies successful in doing so are gaining an advantage over
competition (Tivasuradej & Nam Pham, 2019). Influence of customer satisfaction, brand trust
and brand image towards customer loyalty in Malaysia recommended that fulfilling customer
expectations is the main priority to retain and enhance customer loyalty. (Azizan & Yusr,
2019). With the rise of disposable incomes in South Asian countries, customer expectations
have also risen leading to increased action on part of retailers to fulfil those expectations. This

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 Santanu Purohit and Arvind Kumar Jain

has also led to a rise in innovative customer focused solutions to address these expectations,
be it in terms of products or service.
Fuel retail sector has also undergone adoption of upgraded technology in a massive way.
Apart from the basic requirement for fuel purchase, usage of technology, payment solutions &
facilities, and availability of integrated convenience stores at fuel station has helped build
customer patronage of hybrid petrol and convenience retail in Malaysia (Sari, et.al. 2017).

2.4. Retail & Petro retail on Indian Context

In the Indian context, the main stay of traditional retail was originally the grocery stores
(unorganized retail grocery stores) and bazaars, but over time, with liberalization, they have
given way to malls and organized retail.
Today, retail sector in India is witnessing a huge revamping exercise as the traditional
retailers make way for new formats. These modern retail formats provide a wide variety to
customers and offer an ideal shopping experience with an amalgamation of product,
entertainment and service, all under a single roof. International exposure and availability of
products and brands communication are the attributes that are driving the organized retail in
India and organized retail is preferred due to convenience and variety. The dynamics of the
demographics, double income, urbanization and internet revolution are the factors
contributing to retail growth in India (Sahney (2016). Organized retail sector in India is
growing very fast and consumer shopping behavioral dimensions are also undergoing rapid
changes (Sangvikar & Katole, 2012) .India, most customers prefer purchasing from
organized retail outlets over unorganized outlets. Also, most of them are satisfied with the
quality of service, price and product range of the goods provided by organized retail outlets.
Studies also reveal that the customers prefer organized retailing over unorganized retailing
and that this preference is there at tier 1 & 2 cities as well (Dineshkumar &Vikkraman, 2012).
Given this emerging trend for preference of organized retail, small retailers had to initiate
strategies for survival. They have done so with value added services such as 1. Level of
prices, 2. Quality of fresh groceries & availability of exotic fruits and vegetables, 3. Display
& cleanliness and hygiene, 4. Home delivery & credit facility, 5. Variety 6. Service 7.
Ambience (Pandey &Rai, 2014).
It has also been observed that though there is dominance of demographic and
psychographic factors for market segmentation, but there is great influence of extraneous
variables as price, trends, and market conditions on the purchase decisions of the consumers
(Goyat, 2011). Better quality of products tends to increase customers’ loyalty, and Quality of
services rendered to a customer is one of the most important factors in identifying new
customer’s needs, thus helping increase customer satisfaction. There is a positive and
meaningful relationship between customer satisfaction and increase in the customer loyalty in
the Indian context. (Jahanshahi, et.al.2011).
This clearly demonstrates that as Indian economy has evolved over the last few decades,
Indian customer has become more discerning while remaining price-sensitive. For an
important and larger segment of customer in India, modern lifestyle has had a significant
impact on modern retailing, despite its cost-effectiveness. Hence, identification of different
lifestyles and socioeconomic strata of the customers & shopping patterns are required for
understanding customer buying behavior as the customer continues to expect a better
shopping experience, recreation, friendly interactions and a wide choice of products and
services (Menaka &Chandramana, 2014).
In the context of Indian Fuel Retail, the market was traditionally dominated by Indian
public sector companies. However, entry of private players has changed this dynamic via
availability of improved customer service facilities to end-customers. Competition from

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 Evolution of Fuel Retail in India Vis-a-Vis Indian Customer: Shift in Consumer Behavior

private oil marketing companies is forcing public marketing companies to change from just
selling fuel to satisfying customers through marketing and promotional activities. There is
some mismatch in the preferences for retail mix of customers and those adopted by OMCs to
market their product and services (Yadav et.al. 2012). Petroleum corporations are more
competitive now, and, introducing a variety of schemes to attract customers and fulfil their
expectations towards fuel consumption. At the same time, Government liberalized the policy
for the private petroleum corporations to establish their own retail outlets bringing more
competition among the service providers (companies). (Srinivasan, 2015) .
It has been observed that there are four key determinant factors that influence customer
selection of fuel retail outlets across cosmopolitan city & tier 2 cities: Basic Product level
(Quality & Quantity ) , Expected Product level (Allied services) , Augmented Product level
(additional product attributes and benefits) and the potential product level includes all the
augmentations and transformations (Raj et.al. 2013). Associated services like air pressure
checking, vehicle cleaning, and convenience store, are also the prime need of consumers
which fuel retail companies need to strategize & offer services accordingly, to retain their
customers.(Kumari &Devi, 2016). Though primary consideration of the consumers is quality
and quantity of the fuel, other allied facilities, such as, air pressure checking, wind shield
cleaning, mechanic facility and refreshment facility are also the prime need of consumers
(Kavitha & Mary,2018). Quality and quantity of fuel is the major expectation of the consumer
satisfaction and other additional facilities like rest room, ATM, air pressure plays important
role to retain customers. ( Priyadharshini & Divya, 2019).
There is a significant relationship between refueling petrol/gas with services offered in the
retail stores. Petroleum is a commodity of ―product with same price‖ in India under
jurisdiction of Indian Govt, but petroleum products have had a massive transformation from
an undifferentiated low involvement commodity into high involvement brands including
customer comfort by offering many products and services in petroleum retail outlet from
Automated Teller Machine (ATM) to many portal counters. (Suresh & Keerthika,2019).
There is a growing need for Non-Fuel retailing in Retail Outlets. To provide customer
convenience, thorough research on the region and location is required by the concerned
company to know the customers of that region. Further, Customer’s needs and trends vary
from region to region, therefore non fuel retailing proposition has to be specifically targeted to
each Retail Outlet and customized according to the demographics of the region (Kishore &
Patel, 2012).
Recent study has shown that adaptation of technology such as IOT (Internet of Things) in
Indian petro retail market shall be helpful in 5 factors i.e People, Technologies, Processes,
Data Security, and Competitive Advantage. Implementation of advanced technology shall
help to transform the existing fuel retail outlets into ―smart pumps‖ and to fully realize the
expected benefits from the investment in technology (Das, 2019).

3. FINDINGS & DISCUSSION

In the global market, customer service quality has become technology driven. With the
advancement of technological up-gradation, introduction of advanced technology, availability
of central data base, usage of internet and IoT equipment, customer expectations have taken a
shift in their buying journey. Various innovations and strategy are being developed & used for
innovative customer experiences to create brand differentiation. Global fuel retail sector has
also undergone a huge change in line with the changing customer expectations and influence
of technology. Network rationalization and unmanned fuel stations, rise in competition, entry
of new players, and the decline in fuel margins is driving many players out of business and

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 Santanu Purohit and Arvind Kumar Jain

leading to market consolidation. At the same time, customer demand for non-fuel facilities at
fuel stations have also increased as a part of customer convenience.
Similarly, in the Asian markets such as Malaysia, Thailand etc. technology improvement
and adaptation in both retail and petro retail sector has been seen in large extent. Customer
expectation, buying behavior has also undergone a radical change and innovative technology
implementation are used for meeting the enhanced customer expectations.
Further, as quality of life has improved for modern Indian retail customers, customer
preference has shifted towards organized retail on account of factors like prices, quality,
hygiene, credit facility, variety of products, services and ambience. It has also highlighted the
need for targeted offerings to better meet customer expectations.
In Indian petro-retailing context, it is a commoditized product with the same price, and
quality and quantity of fuel is the major consumer expectation. Other allied facilities have also
emerged as prime requirements of the consumers. Though Petro-retailing in India has
witnessed competition among the petroleum corporations due to linearization in policy by the
Government in India allowing private petroleum corporations to establish their fuel stations,
limited use of upgraded technology is required for better customer services.
With the increasing use of technology and advancements in global retail market, both
retail and non-fuel retail sectors have undergone major reforms on account of usage of
technology to study customer expectation, perception and journey leading to customer
satisfaction. However, in India we have observed that modern life style has forced retail
sector to change substantially. Technological advancement has helped revolutionize the fuel
market as well the digital arena, starting from digital payments via digital ecosystems,
customizable rewards, location-based marketing and use of social media. Customer
requirement is also changing with the change in socioeconomic status. The pace of
technological advancement in India is very rapid, in line with global advancement. Consumer
experience is getting more evolved, in line with the technological advancement in various
marketing mediums. Accordingly, consumer behavior and expectations are also evolving with
time. However, the format or architecture of fuel retail industry in India is not adequate to
cope with the desired customer experience thereby creating gaps at different levels.
Above findings also seems to be validated by a study measuring Indian fuel customer’s
buying behavior which clearly identified quality & quantity as basic product level determinant
factors, and air checkup, roof and low transaction time as expected product level determinant
factors. The augmented factors listed (ATM facility, super market, vehicle cleaning, etc.)
would help increase non-fuel revenue but such a model has yet to be successful in India yet as
margins in selling petrol and diesel are significantly lower compared to margins in retail,
making supermarket kind of structures unattractive (Crisil Fuel Retailing Report, 2017).
Potential factors are forward-looking.

4. CONCLUSION
With the above backdrop of advancement of technology and customer habit, customer
lifestyle, preferences and requirements in general have taken a shift and are still evolving.
While petro-retailing has made some significant technology-led advances in the past few
years, general retail is exploring technologies like VR for the average customer. Thus a clear
gap seems to exist between customer expectations in fuel vs general retail context. This
definitely merits further study. Further, on account of the low-margin nature of fuel retail and
poor prior reception towards supermarket stores alongside fuel stations, it is necessary to do a
detailed study into the customer expectations and preferences in the Indian fuel retail context.

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 Evolution of Fuel Retail in India Vis-a-Vis Indian Customer: Shift in Consumer Behavior

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