The new image is in tune with the multi-crore oil refining and marketinggiant's ``Vision 2000,'' a ``retail visual identity programme,'' which hasrevolutionised the appearance of Indian Oil's 7,000 filling stations. It is,of course, also Indian Oil's way of retaining its 43 per cent grip over theIndian market and its war paint for the export markets waiting to beconquered.

``In 1992 when the lubricants market was deregulated, 45 to 50 entrants camein, but today only half have survived,'' mused Indian Oil director(marketing) ON Marwaha at the launch of the new Servo pack and logo. Hepointed out that the stolid, solid public sector had in the meantime, uppedits market share from 39 per cent to 43 per cent.

``The stiff resistance the brand put up to stave off threats fromestablished multinational companies (MNC) brands in India, provided Servothe teeth to enter foreign markets and fight MNC brands on their hometurfs,'' says an Indian Oil statement. So far, Indian Oil has penetrated thelube markets in Kenya, Kuwait, the United Arab Emirates, Malaysia, SriLanka, Nepal and Bangladesh.

``In Nepal we have already captured 10 per cent of the (lubricants) market''said Marwaha. The new Servo brand had also ``sold like hot cakes'' in Dubai,where the new logo was test-marketed.

Indian Oil hopes to export 3000 kilo litres of lubricants in the year2000-01, compared to 1100 kilo litres this year. The oil giant blends lubesat home and exports them now.

``In the next phase we will blend lubricants overseas as well,'' Marwahasaid. The new sleek, free-flowing, gurgle-free pack and the two blue andorange waves that encircle the ``Servo'' brand-name, is Indian Oil's armourfor its millennium motto ``think global, trade global.'' Like the myriadlubricants companies in the home market (not all of which are expected tosurvive the stiff fight), Indian Oil needs a strategy to keep its grip overthe lucrative lubricants business. By a rough estimate, lubes and greasesaccount for a per cent of Indian Oil's sales by volume and 30 per cent ofits turnover in terms of value.

It is not surprising then that Indian Oil should have begun its search for a``millennium'' logo a year ahead. Plus One Design of London bagged thecontract at the end of a global tender and its Indian creative director,Amulya Baruah, gave Indian Oil what it was looking for, an image thatcombined efficiency with aesthetic appeal.

The drive to retain the lubes market does not stop there.PriceWaterhouseCoopers Lybrand was commissioned to do a study on a newmarketing strategy.

The report, now being mulled over by the Indian Oil corporate brass,promises an 11 per cent growth in market share from effective marketingtactics.