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Alexander Krylov:

“Most startups are not ready to be entrepreneurs”

RODION BOLOTOV

nikita careful for inc.

Alexander Krylov: “Most startups are not ready to be entrepreneurs”

RODION BOLOTOV

nikita careful for inc.

Gazprom Neft has launched the second StartupDrive program for transport and logistics startups. In the company itself, the accelerator is considered as part of a large project to work with innovations, which has been developing for several years. In an interview with Inc. Regional Sales Director of Gazprom Neft Alexander Krylov told how the company has learned to develop its employees into entrepreneurs and what the accelerator will give start-ups.

About digitalization: data and fuel are the basis of the ecosystem

Gazprom Neft has always been interested in digitalization. Every oil company has two major components: upstream and downstream. Upstream is exploration and mining. Downstream - processing and marketing of finished products. In fact, these are two companies under the same brand: different processes, different employee profiles, different corporate culture. But since there has always been a struggle for business efficiency, digitalization both there and there began when it itself appeared. « number » .

For me, the digitalization of a company consists of two components: people and technological readiness to implement new ideas. And my goals as a manager were to provide the IT infrastructure and the data team, create the organizational environment for data and digital innovation, and change the corporate culture. The latter is especially true for the middle level of management.

Digitalization and business automation are different links in the same chain. At first, with the help of digital, we automated production and business processes, then we began to collect and store data, and now we are learning how to use it. For example, all predictive analytics is based on the correct use of data.

The client on the road is our main value. We will pack and deliver the fuel where and when it is needed. And today the digital client lives in his smartphone. He chooses the supplier who offers him the most convenient and most personalized service. And our task - build an ecosystem for it, provide an expanded range of services and goods. We need a guaranteed distribution channel that will allow us to ship products daily. You need to know your customer and keep him in the channel. Therefore, we do not just supply fuel, now it is important for us that the client does not experience problems on the road.

We have always understood that data is the future of business. This is a story that can be called "Quality Data as a Service", our readiness to quickly respond to the market with flexible tools based on Big Data and Business Intelligence. Ability to make decisions based on data. The ability to do new things at the lowest cost. It is a matter of survival and flexibility, efficiency and time-to-market for new products.

The more data we collect about our customers, the better we get to know them and the more personalized our offers. For example, at first, with the help of digitalization, we made it easier for truckers to refuel. And then we found out that they have a lot of needs on the road that we can satisfy based on our platform: park, fill up AdBlue (fluid, reduces emissions of harmful substances from a diesel engine) or windshield washer fluid, use a toll road, sleep in a hotel or stop by a tire shop. All these functions already constitute a full-fledged ecosystem, it is no longer just an app for selling fuel. The result was a platform for the interaction of different market participants.

Gazprom Neft and data

2011. Launching the key data management system as a management reporting skeleton. Master data is reliable information about customers, products, contractors and vehicles. Qualitative benchmarking of indicators for all regions immediately gave a tangible result in efficiency.

year 2013. Launch of a unified BI system. Thanks to Business Intelligence, a single terminology, common data marts and an environment for the exchange of analytical ideas for all departments have appeared. Over 4 years of development, the BI system of the company's sales business has become one of the most functional in Russia, and the internal BI Competence Center has replaced external contractors with its own expertise in creating flexible analytics.

2018 year. Launch of the data lake. Comprehensive analytical initiatives, data arrays accumulated over many years and the involvement of external sources required the creation of an infrastructure for Big Data. The “data lake” processes all client transactions and calculates client segments, analyzes mobile application logs and customer feedback, examines video surveillance data at stations, incidents on the way of a product from a factory to a customer’s tank, including even such things as a fuel truck driver wearing a seatbelt or not. The Data Science Competence Center appears, and the search for efficiency based on advanced mathematical models begins in analytical sandboxes.

2019 year. Data governance and Data literature projects. Data management is the basis for the democratization of data and the sustainable development of complex analytical solutions. Full integration of Data governance with the "data lake" provides reliable control over the origin of data and analytical models, up to the introduction of elements of artificial intelligence, when the algorithm makes a decision for a person.

Our data processing and analysis systems are ready to build difficult decisions that will allow them to extract additional value from them. The "data lake" and the data management system are the basis for development, for new management models and new products. Already, 50% of all analytical projects and initiatives are being implemented on their basis, in 2020 there will be 75% of such projects. This is our material part for further innovation and development of client ecosystems.

The next step is the full development of solutions based on the data we have accumulated. In my understanding, in order for these solutions to appear in the company constantly, it is necessary to build an effective system for working with innovations, which will both attract new ideas from outside and help develop the proposals of the corporation's employees.

I believe that most business innovations should be initiated by the people who run the business. Each production is a unique process that only those who work on this site understand. They know the features of the equipment, the strengths and weaknesses of production, they see opportunities for growth. So we came to the need to develop domestic entrepreneurship.

About domestic entrepreneurship: it used to be worse

It is important that company employees know that everything they come up with can be easily tested, developed and implemented in the process. For me, an internal entrepreneur is a person who is not indifferent to his work, who tries to make it better and more efficient.

The innovativeness of a corporation and its willingness to take risks depend, first of all, on top management. A large company is a risk-off model by default, but risks can be minimized by creating "sandboxes", special zones allocated for piloting new solutions.

The corporate entrepreneurship model in « Gazprom Neft» developed in stages. First, we launched the "Idea Factory" format: employees formulated ideas, a special committee identified the most viable of them - and then they tried to implement them. However, not all good ideas could be fully implemented, because the employees were not removed from their production plans. The introduction of innovations required additional employment, and people lacked both motivation and time.

Then we moved on to the next format of work - once every 3 months, any employee can propose a project for a pitch. During the pitches, they compete with each other, and if the project is approved, then its author becomes the owner of the product. He gets a little money to develop an MVP and test a product hypothesis in a business environment and shows the result on the next demo. Then we make a decision on the development of the project. It is important that now the owner of the product is relieved of his routine duties, thus we stimulate his entrepreneurial abilities.

In addition, 2 years ago I divided the business into two circuits: Run and Change. Run, as the name implies, - it is the current streaming activity of the business. And Change is a kind of laboratory, our agile cluster, where teams become micro-businesses, with their own P&L (profit & loss report), create and improve their products, attract third-party developers. Naturally, both the horizons and the approach to work are changing.

When we launched the pitches, there was a bias towards ideas rather quickly,- people brought ideas, made pitches, but did not yet bear responsibility for the result for the business. As a result, there were ideas for the sake of an idea, with unpredictable results. We realized that both Run and Change are two sides of the same entity. Innovations must not only be invented, they must be conveyed to the client, made part of the business.

Previously, we rejoiced at the very appearance of initiatives, because there were none. When there were enough ideas, we taught our internal entrepreneurs to take responsibility, introduced KPIs. If you want your idea to be noticed, be ready to achieve certain business indicators and be responsible for them. Now, if an employee proposes an idea for a mobile application, he must make certain commitments: the number of downloads, the number of sales or transactions. If the indicators are not achieved within three months, we analyze at a meeting of a special commission what successes are and whether it makes sense to continue working further. If the indicators are unsuccessful, the project is closed.

Filling stations.GO: from 9 thousand to 4 million liters of sales per year

December 2018. Gazprom Neft launched the AZS.GO app, which allows you to pay for fuel at the stations of the Gazprom Neft network. The application was developed for 4 months, at the start it was supported by 100 gas stations in Moscow and St. Petersburg. In the first month of work, 9,000 liters of fuel were ordered through gas stations.GO.

December 2019. Every month, 4 million 200 liters of fuel are ordered through gas stations.GO. The number of orders is growing monthly by 20 - 30%, the active audience of the mobile application is more than 300 thousand users. Online payment for refueling is available throughout the Gazprom Neft network in Russia.

About startups: look not for money, but for scale

In my understanding, the banking business in Russia is less competitive than the fuel market. We operate in a highly competitive market where 4 large companies are fighting for their customers. Therefore, in addition to our own teams - micro-businesses within the company - ideas should be looked for in the outside world, in the world of entrepreneurs and start-ups, including in related fields. For us, the ability to work with startups is a matter of efficiency and competitiveness.

I have seen many startups in Lately none of them is ready to be an entrepreneur. In Russia, few start-ups grow into a business, because start-ups do not yet have the necessary skills: they do not know how to manage a project, calculate the economy, and do not know the legal subtleties. And I believe that one of the most important tasks of large companies is to help startups acquire these skills, to make their business sustainable.

You need to come to us not for money, but for scale. According to my feelings, the main problem of a startup is that they most often do not have a unit economy. They have an idea, the market demand is confirmed, but there is no scale. Our task is to give them a scale, so in April of this year, on Cosmonautics Day, we launched the first set in StartupDrive, an accelerator for startups. 200 companies participated in the selection, 5 Russian startups involved in developments in the areas of cargo transportation, taxi, car sharing, evacuation, transport insurance became the finalists. We plan to integrate two companies - Cartaxi and Rent-a-ride - into our platform soon.

StartupDrive 2.0: open set

StartupDrive by Gazprom Neft has launched recruitment for the second acceleration program for startups in the areas of logistics, cargo transportation, online services for drivers, carsharing, gas station infrastructure and retail technologies, as well as other products related to the transport market.

The selection to the program is open, potential participants can apply through the official website www.startupdrive.ru. Open admission to the program will be supported by Disruptive.vc and will end on December 20, 2019. Selection results will be announced on January 24, 2020. A three-month intensive will be held by 10 startups.

We do not work with ideas, so we expect at least an MVP from accelerator participants. It is important for us that a startup has a mature MVP and that the need that this MVP fills is confirmed by users. That is, they must have confirmed product hypotheses, a mature MVP and, preferably, first customers. At this stage, we understand that we can help a startup refine its product, grow its user base, and improve its business. If there is no product, helping it develop and enter the market is a long process.

We are interested in helping startups that have the potential to develop our business and its ecosystem. We strive for horizontal business diversification by providing customers with new related services that are not directly related to the gas station network. The acceleration program gives an understanding of how interesting the product is to users, our customers. After the completion of the first acceleration program, it became clear that the format was successful for the company and for startups. Therefore, I repeat, our goal is to scale a startup, not invest in it, although I do not exclude this possibility if we are interested in the business model of a particular startup.

The acceleration program keeps our employees in good shape, developing internal entrepreneurship. People begin to look more broadly at things, at the client and his needs, and begin to see opportunities to meet these needs.

3.

Long-term partnership, for example as a minority shareholder. The company will give the startup a resource: a customer base or special conditions cooperation.

Development and promotion policy of Gazprom Neft brands

Let's go back 10 years ago, at the time when Gazprom acquired the assets of Sibneft. On that moment gas station network Sibneft was fairly well known in the regions where it operates, but the further development of this brand was not seen as an effective scenario. Therefore, the company has come a long way from large-scale marketing research and brand development to a large-scale modernization of the company's main assets and the construction of new gas stations under the Gazpromneft brand in Russia and GAZPROM abroad. The fame and reputation of Gazprom contributed to the effective introduction of brands to the market and at the same time set a high bar for service level requirements.

Today, the brand architecture of Gazprom Neft consists of more than 30 items. It is formed by a series of retail brands of the Gazprom Neft line, premium brands of the G-Family family, individual social and corporate programs - perhaps no other oil company has such a wide range of brands on the Russian market.

ALEXANDER DYBAL,

We have secured sustainable leadership in the regions where gas stations of the Gazprom Neft network operate. A third of our customers already prefer G-Drive premium fuel. Thanks to the high quality level of our products, G-Energy and Gazprom Neft oils are already actively capturing market share, successfully ousting foreign brands from the domestic market. Today, it is almost impossible to succeed in the market simply by producing high-quality and technologically advanced products in the face of fierce competition. A comprehensive consumer brand development strategy is needed to expand into new markets and market niches, increase sales and market share. It is the consumer brands of Gazprom Neft that today allow the company to be a leader in almost all segments of the Russian oil products market, successfully develop its distribution networks abroad, thereby strengthening the corporate brand and, due to the growth in the value of intangible assets, increasing the overall capitalization of the company.

An important step in the development of the Gazprom Neft brand architecture was the launch of a premium line of oils with the leading brand G-Energy on the market. The famous actor Jason Statham became the face of the advertising campaign of the new oil brand, which made it bright and effective. Next came the turn of G-Drive premium fuel and Drive Cafe, popular with motorists. Today, motorsport has become the main platform for promoting G-Family brands - this is a global trend in fuel and oil brand communications.

The marketing strategy for the development of retail brands has borne good results, as confirmed by the data of the global information research company Nielsen. The development and promotion of brands ultimately largely shaped the current image of the company as modern, efficient and technologically advanced. The mechanism is simple: product brands win consumer recognition by influencing the attitude towards the entire corporation. At the same time, the company, developing advanced projects in the industry, forms the attitude of consumers to the line of its brands and products. Thus, mutual trust of corporate and consumer brands is formed. A brand today is an asset with real value.

Information according to the study of the effectiveness of communications of the company's retail brands in Russia: 2011-2012, Bojole agency (number of respondents - 4555 people); 2013–2015, Nielsen agency (number of respondents - 13,655 people)

Thus, the brands of many global giants make up a large part of their capitalization, and the strength of the brand is manifested through trust in the quality of the goods, in the financial reliability and cleanliness of the partner. Experts attribute the increase in the share of intangible assets in the market value of companies to the main trends of the modern, post-industrial economy. At the same time, the role of branding in the development of B2B companies is growing exponentially today, and it is not much less significant than that of B2C companies. If the associations of B2B and B2C consumers are not broken over time, but only strengthened and confirmed by examples, then they are ready to pay a certain premium to the seller for these advantages, which, accordingly, positively affects the financial condition of the company through the strength of its brand. Thus, image investments in the brand are needed not only for the development of the company in a positive direction, but also for demonstrating the strength of the brand in the stock market. So, when an enterprise enters an IPO or a complete sale of assets, the role of the brand becomes very significant; in international practice, there have been cases where a third of the value of the shares is formed precisely by the successful promotion of the brand.

The brand of the oil company "Gazprom Neft" is now known to almost everyone in Russia - this is a confirmation of the effective marketing policy of the company, supported by the development of the parent brand "Gazprom". At the same time, Gazprom Neft is also an industry leader in the eyes of the expert community: in the business environment, the company occupies the top line in the rating of the fastest growing companies in Russia.

Filling stations with guaranteed fuel quality and popular loyalty program

For a vertically integrated oil company, its own developed network of filling stations is a reliable and high-margin channel for the sale of petroleum products. In 2009, Gazprom Neft began to create a retail network under a single brand - Gazprom Neft filling stations. Initially, the network united about 900 gas stations, most of which were located in the regions closest to the company's refineries. Today, Gazpromneft is a federal network of gas stations, also represented in a number of CIS countries. In a few years, the number of stations has doubled, while due to M&A activity, the company managed to strengthen its position in the largest region of Russia - Central, enter the important markets of St. Petersburg, Chelyabinsk, YNAO, Krasnodar Territory.

From the consumer's point of view, the network of gas stations "Gazpromneft" is, first of all, consistently high-quality gasoline in the middle price category. Such positioning is especially important for non-capital regions, where a large percentage of small networks rely on cheap and often low-quality fuel.

National Network

The network of gas stations "Gazpromneft" has more than 1.4 thousand stations in 29 Russian regions, as well as in the CIS countries. In 2015, the company sold 9.3 million tons of petroleum products through its own retail network.

The On Our Way loyalty program operating in the Gazprom Neft gas station network already unites 6.4 million customers. In Russia, the share of sales of petroleum products through loyalty cards is 75% of the total volume of retail sales. There is also a separate program for corporate clients, who can use a special fuel card for payments, which provides significant price advantages.

9.3 million tons of oil products were sold in 2015 through the network of Gazprom Neft filling stations

At the same time, Gazprom Neft's filling station network development strategy is sensitive to changes in demand and takes into account market trends. In particular, the number of additional services and related products has been actively growing at the stations over the past few years. Today, a typical Gazpromneft gas station is, in addition to refueling, also a shop, a cafe, a car wash, tire inflation, and an express oil change. It is planned that by 2020 the share of sales of non-fuel goods and services will increase several times, and income from related business should cover a significant part of retail operating costs.

Brand history

At the time of the foundation of Gazprom Neft, the company managed several networks of gas stations under different brands at once: Sibneft, Slavneft, Novosibirsk-nefteprodukt, NK Alliance, and so on. The project to create a unified brand of the company's retail network was launched in 2007. The rebranding touched upon both the name and appearance of the filling stations, as well as the formation of the image of branded stations as modern, comfortable and reliable, offering quality products and services, taking into account the specifics of each region at an affordable price for most motorists.

It took two years to develop the concept and corporate identity of the new brand. The chosen name of the network - gas stations "Gazpromneft" - solved two strategic tasks. The direct association with Gazprom automatically aroused a high level of trust and made it possible to effectively bring a new brand to the market, while the word “oil” in the title provided a semantic transition from Gazprom’s main specialization (gas) to another business area - automotive fuel, gas station.

ALEXANDER KRYLOV,
Deputy General Director of Gazprom Neft for Corporate Communications:

The network of gas stations "Gazpromneft" is the face of our company, the main point of contact with the consumer. Since the formation of the network, we have created a strong and recognizable brand that is associated with high quality fuel, convenient service and advantageous offers for customers. Gas stations of Gazprom Neft have repeatedly become the brand of the year, which means that the values ​​we have invested in this brand meet the expectations of motorists.

The company's fuel portfolio is also increasing every year. Branded gasoline G-Drive, which we brought to the market in 2011, is no longer just a premium brand of fuel - we have created a certain lifestyle. That is why all of our G-Drive products - from gasoline to energy drinks and chewing gum - are in great demand among customers. That is why the share of G-Drive fuel in the sales basket of high-octane gasolines in our network reaches 30%, although this figure does not exceed 15% on average in the market. G-Drive is the flagship premium brand of Gazprom Neft, it embodies innovation, power, and victory. These values ​​are conveyed by our racing team, G-Drive Racing, which has already won a number of important world motorsport podiums and thanks to which we have the opportunity to test fuels in extreme conditions.

A family of high performance premium fuel products.

G-Drive fuel reaches 30% in Gazprom Neft's high-octane gasoline sales basket

The appearance in early 2011 of gasoline under the G-Drive brand in the Gazprom Neft gas station network was a logical step for Gazprom Neft on the way to strengthening its position in the fuel retail market and attracting new customers. Own strong, modern and dynamic brand of motor fuels in the premium segment is a significant advantage in a highly competitive market. An obvious prerequisite for its creation was the increase in the fleet of new foreign cars in Russia, leading to a constant increase in the share of consumption of high-octane gasoline and demand for fuel with improved characteristics. Therefore, it is not surprising that G-Drive fuel immediately found its consumers. Today, every third driver who chooses the 95th gasoline at Gazprom Neft filling stations fills up with G-Drive

Today, G-Drive is not only a family of premium fuel products, 95 and 98 octane motor gasolines, but also a range of related products manufactured under the same brand. Sports play a special role in promoting the brand - auto racing, football and hockey.

The high quality of G-Drive fuel, its demand on the market, as well as a competent promotion policy made it possible to bring G-Drive to the top positions among the most famous retail brands on the Russian fuel market in a few years. According to marketing research, G-Drive is one of the three most famous brands in Russia and occupies a leading position in the regions where the Gazprom Neft filling station network operates.

Specifications

G-Drive fuel was originally designed as a high quality gasoline with improved performance. Before entering the market, the fuel has been independently tested on vehicles of various brands. Tests have shown that when using G-Drive, the power of an automobile motor increases by up to 8.6%, and the dynamics of car acceleration - up to 1.5 seconds. Over time, thanks to the constant search for more efficient components, these figures have been improved: for example, today we can already talk about the maximum increase in engine power up to 12%.

To achieve such results, various additives are added to gasoline. The thermostable element included in the G-Drive fuel - a friction modifier - creates a protective film between the piston and the cylinder wall of an automobile engine, minimizes friction, which increases the efficiency of the engine as a whole, providing an increase in power and improving acceleration dynamics. Detergent components are also included in the complex of active additives. Thanks to them, with the constant use of G-Drive, the amount of deposits on the intake valves and fuel injectors of engines is reduced by more than 10 times compared to conventional fuel.

Filling station network in the premium fuel retail segment in the Balkans

95 filling stations in the Balkans form the GAZPROM filling station network today

The development of the retail sales network is one of the main strategic objectives of NIS, Gazprom Neft's Serbian asset. At the same time, it was initially decided that the geography of the presence of the company's retail sales should not be limited to the borders of Serbia, where the network of NIS Petrol filling stations historically operates. But it was decided to enter foreign markets with a new brand - GAZPROM Petrol Stations. Not only the name has become new, but also the target audience: GAZPROM filling stations are designed for the premium segment as the most profitable in conditions of limited resource, due to the sufficient remoteness of the stations from the parent refineries. The segment's premium nature means that at the stations the customer can not only refuel with the highest quality gasoline, but also receive additional services and products. This format is typical for Western European countries, where the gas station is traditionally associated with a supermarket and a snack bar. However, sociological studies have shown that additional services are also in demand among consumers in the eastern part of the Old World: a survey conducted in the Balkans back in 2009 showed that at least 16% of drivers are ready to pay “for options”. And as the economic and political situation improves, the size of the motivated target audience is growing.

The first filling stations under the GAZPROM brand opened in Serbia and Romania at the end of 2012, in 2013 they were joined by filling stations in Bulgaria and Bosnia and Herzegovina. By the end of 2013, the GAZPROM gas station brand received the honorary title of "Best Regional Project", which is annually awarded by one of the most influential business structures in the country - the Serbian Association of Managers.

Brand history

The decision to create a branded network of filling stations in the Balkans under the GAZPROM brand was made based on the results of marketing research conducted in 2009–2010. During testing, it was GAZPROM that received the most high marks euphony, ease of pronunciation for potential consumers, and intent of use compared to other options. In addition, the GAZPROM brand itself is well recognized by European consumers and is associated with reliability and premium quality.

To create the corporate identity of the new brand, the visual imagery of the corporate identity of the Gazprom Neft filling station network, which also received high marks from Europeans, was taken as a basis. In 2015, GAZPROM filling stations in Serbia and Bulgaria successfully launched sales of G-Drive branded premium fuel. In a short time, high-quality 100-octane G-Drive 100 gasoline has earned the trust of car owners and occupies a significant share in total gasoline sales.

GAZPROM in Europe

Today, the GAZPROM retail network has 16 filling stations in Serbia, 18 in Romania, 35 in Bulgaria, and 27 stations in Bosnia and Herzegovina. At GAZPROM filling stations, customers are offered Euro-5 standard fuel, high-quality oils and lubricants, other related products, wireless Internet access and a varied menu in a cafe or restaurant, including national dishes. In addition, gas stations have ample parking and a playground.

The network has a loyalty program, as well as a GAZPROM card for corporate clients - a new generation card that meets the highest European standards in terms of its capabilities. The card allows corporate clients to receive significant discounts on fuel and other goods and services, track the movement of funds in their personal account, optimize costs, and also provides for the services of a personal manager. The GAZPROM fuel card system is currently being integrated with the corporate cashless payment system of the Gazprom Neft filling station network, after which they can be used in Russia and the CIS countries.

Director of the Sales Block of NIS:

GAZPROM filling stations are an international premium brand of filling stations where we use the latest technologies that meet modern business and environmental standards. Thanks to high-quality fuel, a rich assortment of related products and a pleasant atmosphere, in the three and a half years since the opening of the first filling station under the GAZPROM brand, we have managed to win the trust of customers in Serbia, Bulgaria, Romania, Bosnia and Herzegovina. In accordance with our slogan "The best before you", we continue to work on improving our offer, as satisfied customers are our number one priority. Our consumers appreciate our work and the desire to meet all their desires, so consumer confidence in the brand is growing every day, bringing us closer to strategic goal- take a leading position in the retail automotive fuel market in the Balkans.

Own brand of cafes and food products for sale at gas stations allows you to attract new customers and increase the chain's revenue

A modern gas station is not just a point of sale for fuel - it is a complex that combines many services, such as tire inflation, car washing, the sale of food and small things necessary on the way. And of course, at a modern gas station there should be a cafe, because this is the easiest and most fast way eat on the road.

Today, all Russian networks are following the path of development of the related business, because the margin in the fuel business is 5-7%, and in the non-fuel business - more than 30%.

The development of a cafe under its own brand at Gazprom Neft gas stations is designed to increase the comfort of customers on the road and, at the same time, increase the revenue of the retail network. The company's strategy assumes that by 2020 revenues from related businesses will cover a significant portion of retail operating costs.

Today, Drive Café is equipped with 800 out of 1.4 thousand Gazprom Neft filling stations in Russia. Their services are used by about 50 thousand people a day. Another important trend in the development of related business is the release of goods under their own brand and their sale at gas stations. Such products become a tool for promoting the company's retail brands. The Drive Cafe brand is used for food products sold at gas stations of the Gazprom Neft network.

Another important trend in the development of related business is the release of goods under their own brand and their sale at gas stations. Such products become a tool for promoting the company's retail brands. The Drive Cafe brand is used for food products sold at gas stations of the Gazprom Neft network.

Brand history

The cafe at the company's gas stations had its own brand at the end of 2012. Prior to this, a thorough survey of customer opinions was carried out. The survey showed that the presence of a shop and cafe at the station is an important factor for 47% of respondents (at the same time, among customers with an income above the average, 62% of respondents use their services). The figures were confirmed by facts: in 2011, the company's revenue from the sale of related products and services in Russia increased significantly compared to the previous year.

After registering the trademark, the next step was the development of a typical range of cafes. In addition to coffee and tea, cafe areas initially offered pastries and hot dogs in branded packages. In the future, the product line has been constantly expanding. Currently, the range of cafes includes about 80 items.

ROMAN KRYLOV,
Deputy General Director for Associated Business of Gazpromneft Center:

Cafe is a separate area that we have been actively developing over the past four years by creating our own brand. After the stations had acquired a recognizable corporate identity and a service quality standard had been developed, all that remained was to open cafes that were supposed to attract new customers. Branded coffee houses have become a hallmark of the Gazprom Neft filling station network. Now every third "non-fuel" sale in our network falls on Drive Café. The Drive Café food concept is to go services, when customers can take any product with them and eat it on the road or at home. Like fuel for a car, for us coffee is the "fuel" for the related business.

Refueled the car - "refuel" yourself

Coffee occupies a leading position among related products and services that are purchased at gas stations. A record was set at one of the Moscow filling stations: 1,100 cups of freshly brewed coffee were sold per day. Second is hot dogs. Sales record - 600 pieces per day.

In 2015, coffee under its own trademark Drive Café appeared in the cafe at the filling stations of the Gazprom Neft network. The coffee is 80% Arabica and 20% Robusta medium roast. The basis of the drink is coffee beans from South and Central America. The mixture was developed specifically for sale in cafes at Gazpromneft gas stations. Raw materials are purchased from the world's largest traders, blending and roasting of grains are carried out in Russia. The system for remote centralized control of coffee machines at Gazprom Neft gas stations allows you to set uniform recipe settings and maintain a given level of coffee quality in all regions where the network operates. Further plans include the sale of Drive Café coffee bean mixture at gas stations in convenient packages for making coffee at home.

Gazprom Neft premium oils for modern cars, represented on the markets of 57 countries

Demand for high-tech modern lubricants is steadily growing all over the world, as cars become more and more complex. G-Energy is a premium brand of motor oils designed for the most modern passenger cars and approved by the world's leading automakers such as Mercedes-Benz, VW, BMW, Porsche, Renault, GM, etc. A separate series of oils - G-Energy Far East - was developed especially for cars of Asian brands.

G-Energy is the flagship brand of the large G-Family product family, which also includes lubricants for commercial vehicles - trucks, agricultural vehicles and buses with diesel or gas engines - as well as for stationary gas piston engines (G-Profi, G-Truck , G-Special, etc.).

Today, G-Energy oils are supplied to the markets of Central Asia, the Mediterranean, the Balkans and a number of Middle Eastern countries - a total of 57 countries. The expansion of the geography of presence is accompanied by excellent sales figures: according to the results of 2015, Gazpromneft-Lubricants increased the volume of sales of products under the G-Energy brand by 69% - from 19 to 32 thousand tons.

Already, about a third of the company's marketing budget is spent abroad. A large-scale brand promotion project is the opening of G-Energy Service partner service stations. Today they work in Russia, Italy, Belarus, Armenia, Georgia and Kazakhstan.

Brand history

An important step towards the creation of a new premium product was the acquisition in 2009 of a high-tech production of modern motor oils in Bari (Italy), where the production was originally organized. After the localization of the production of a significant part of G-Energy oils in Omsk, the Italian plant continued to work mainly for the European market.

Since the new product was being prepared simultaneously for the markets of the European Union and Russia, it was decided to abandon the use of the Gazprom Neft corporate brand in the name of the premium line of lubricants. The association with the company is indicated by the prefix G. Energy denotes the product line. The same principle of naming has been used for other premium products of the company.

The visual image of the brand was created in the famous Italian studio Giorgetto Giugiaro - Italdesign.

For all occasions

G-Energy oils have a unique ability to adapt to different engine operating conditions. This is achieved through the use of ACF (Adaptive Components Formula) technology, which allows you to enhance the necessary performance properties depending on the engine operating conditions, activating the necessary additives at the right time and providing maximum engine protection under any operating conditions.

The G-Energy product line includes synthetic and semi-synthetic motor oils, gear oils, service oils, greases and technical fluids. All brand products are developed jointly with leading international research centers. Only the best basic components are used for production.

ALEXANDER TRUKHAN,
CEO of Gazpromneft-Lubricants:

Lubricant brands of Gazprom Neft are the embodiment of the company's strategy aimed at achieving technological leadership in the Russian market. We rely on innovation and modern approaches to the construction of technological processes. As a result, our products are not inferior in quality to motor oils of foreign manufacturers - industry leaders. This determines the popularity of G-Energy oils not only in Russia, but also in many foreign markets. At the same time, with the Gazpromneft brand, we managed to solve an ambitious task and create one of the most optimal and balanced oil lines in Russia. Due to the optimal ratio of price and quality, these oils are used at service stations throughout the country, actively occupying market niches in which, until recently, foreign manufacturers were the main players.

Tests "Dakar"

In 2013, Gazpromneft-Lubricants was the first company on the Russian market to launch a specialized line of G-Energy Racing synthetic oils, designed specifically for sports and high-powered engines. These oils have been successfully field tested in real racing conditions. Since 2013, Gazpromneft-Lubricants has been supporting the G-Energy Team, which competes in the World Rally Raid Cup and annually takes part in the legendary Dakar raid, which takes place on the roads of Central and South America.

Affordable, but high-quality products designed specifically for Russian consumers

Unlike more expensive G-Energy products, Gazpromneft branded oils are mainly targeted at the mass segment of the Russian market. The situation in it today is favorable and provides great opportunities for development: imports are becoming more expensive, the cost of servicing equipment is growing, and in search of a high-quality, but cheaper product, enterprises and private consumers are increasingly paying attention to the capabilities of domestic manufacturers.

The main consumers of Gazpromneft oil are owners of Russian-made cars, budget foreign cars and used cars. Gazpromneft-Lubricants is developing cooperation with the largest Russian equipment manufacturers. So, for example, Gazpromneft Standard 10W-40 oil is poured into all cars coming off the assembly line of the Ulyanovsk Automobile Plant.

Gazprom Neft sold 35,000 tons of lubricants on the Russian market in 2015

Another promising sales channel is the supply of oils to service stations. We are talking about products designed for equipment during the warranty period, released in accordance with the latest specifications of ACEA, API, ILSAC, etc.

Properly chosen positioning brings results. In 2015, sales of Gazpromneft lubricants increased by 17%. And this is despite the fact that the domestic market of lubricants as a whole has been shrinking over the past two years. As a result, Gazpromneft-Lubricants increased its share in it to 15%, with a sales volume of 235 thousand tons per year.

Import replacement

The import substitution program today gives Russian oil producers good opportunities to promote their products on the domestic market. From the very beginning, Gazprom Neft built its oils business systematically, and this created certain competitive advantages for the company, which were appreciated by consumers.

To date, within the framework of the import substitution program, several large-scale agreements have been signed with the authorities of several constituent entities of the Russian Federation, including St. Petersburg, Orenburg region, Khanty-Mansiysk Autonomous Okrug, Stavropol Territory, etc. In a number of regions, Gazpromneft-Lubricants has already managed to almost completely replace imported oils in the housing and communal services, fuel and energy complex and in passenger vehicles. However, it is not only about the sale of products. The company is actively engaged in supporting all contracts, providing consumers with a full range of engineering services, including helping to determine the choice of products using maps of lubricant analogues.

Brand history

For a long time, only industrial oils and lubricants for the B2B market were produced under the Gazpromneft brand. The company had another retail brand aimed at the mass consumer - Sibi Motor. However, the possibilities for its development were limited: for consumers, it stood in the range of affordable, but not distinguished by high quality products. Therefore, in 2013, the Gazpromneft brand was introduced to the market instead, and in 2015, due to changes in market conditions, a radical renewal of the line began. The new products are approved by leading car manufacturers and are intended for both motorists and workshops. In total, more than 60 different products are produced under the Gazpromneft brand today: engine and transmission oils, greases, flushing oils, coolants, oils for commercial vehicles, marine and locomotive diesel engines, hydraulic fluids, etc.

Modern material for road construction, which significantly increases the quality of the coating and its service life

Traditional road bitumen is being replaced by modern materials such as polymer modified bitumen (PMB). It is produced on the basis of viscous road bitumen with the addition of a polymer capable of fully restoring linear dimensions upon deformation, as well as a special binding agent to ensure chemical bonding at the molecular level. This allows you to get higher and more stable performance of the road surface in terms of heat resistance, frost resistance and wear resistance.

The modified bitumen market in Russia is actively developing, and, according to experts, by 2025 its capacity may triple, reaching 500 thousand tons. The source of growth is not only large-scale plans for the construction of new and reconstruction of existing highways as part of the Transport Strategy of the Russian Federation, but also changes in the requirements for the overhaul life of roads and the quality of materials used on federal highways.

G-Way Styrelf is Gazprom Neft's answer to these challenges. This is a modern modified bitumen developed in cooperation between Gazprom Neft and the French concern Total and additionally adapted to Russian climatic conditions. High-tech product designed primarily for highways with high traffic intensity: construction of high-speed highways, federal highways, busy city highways. The use of G-Way Styrelf not only improves the quality and durability of the coating, but also increases the economic efficiency of highway operation. The product name includes the prefix G, indicating that it belongs to the Gazprom Neft family of premium brands. Styrelf is a brand of the Total concern. It is well known to road builders all over the world and indicates that the bitumen is produced according to the advanced technology developed by this company.

Brand history

The search for a partner for the production of premium bitumen lasted a year and a half. During the preparatory period, the technologies of the world's leading manufacturers of bituminous materials, their policies and market strategies were evaluated. As a result, the choice was made for Total - as the leader of the bitumen market in Europe and innovative developments in the field technological production bitumen and PMB in the world.

In the summer of 2013, an agreement was signed to establish a joint venture for the production of polymer-modified bitumen and bitumen emulsions. Then, a unit was built at the Moscow Refinery, designed to produce 60 thousand tons of polymer-modified bitumen and 7 thousand tons of bitumen emulsions per year. On September 30, 2014, its pilot operation began.

Twice as reliable

Thanks to the special binder PAXL (Total's own development), which is included in the product, G-Way Styrelf bitumen is much more resistant to cracking and rutting, even under increased traffic loads over a wide temperature range. The service life of such roads is more than doubled compared to pavements made using traditional road bitumen.

The Russian line of PMB G-Way Styrelf includes four types of binders: PMB G-Way Styrelf 60 Standard and PMB G-Way Styrelf 60 Premium, as well as PMB G-Way Styrelf 90 Standard and PMB G- Way Styrelf 90 Premium. Grades of the "Standard" type fully comply with the requirements of the Russian GOST 52056, and in some respects exceed the requirements for similar brands. Brands of the "Premium" type are high-tech products, the properties of which significantly exceed the parameters of analogues in the domestic market.

“First of all, it is high-quality fuel and uniform standards for the provision of a unified set of services”

In just a year, gas stations under the Gazpromneft brand literally burst into the ranks of the most popular filling stations among motorists. Alexander Krylov, Regional Sales Director of Gazprom Neft, talks about what attracts customers to this brand.

A little over a year ago, a large-scale rebranding program for your filling station network was launched. What is its purpose?

In fact, the complex process of creating a new brand began back in 2007, and in September last year the project entered its active phase - the introduction of the brand at the company's gas stations. The fact is that a couple of years ago, our gas station network was a set of enterprises of various formats, and even under different signs - Sibneft, Slavneft, EPetrol, Alliance, Novosibirsknefteprodukt. The task was to unify them, bring them to uniform standards of work, fuel quality, and pricing rules. In a word, to create a single network of filling stations under a global brand. Therefore, as part of the rebranding, stations are also being modernized: standard formats of filling complexes, modern standards of personnel work, and other components are being introduced.

It was reported that this project cost the company about 7 billion rubles. Where does the money go?

The average cost of rebranding one filling station is about 8 million rubles. This includes re-designing the appearance of the station, re-equipment of the store, repair or replacement of fuel dispensers, security systems ... At gas stations with high sales potential, as a rule, a complete reconstruction is carried out.

And what is the network of your filling stations in general?

The dynamics is as follows: as of January 1, 2008, there were 770 stations in operation, a year later there were 864 of them, by the beginning of 2010 - 969, and by September of this year, the number of filling stations had already reached 994. Of these, 819 are located in 20 regions of Russia, another 175 are operating in the CIS countries: Belarus, Kyrgyzstan, Tajikistan, Kazakhstan. The company's retail network is also represented in Serbia, however, under the NIS brand. In the next five years, we plan to double the number of stations. The development of the network is aimed at expanding the zone of presence throughout the European part of Russia, and primarily along the main federal highways, as well as in certain regions beyond the Urals. The presence abroad will also be expanded.

According to what standards are gas stations opened by Gazprom Neft?

The requirements are the highest - both in terms of the quality of placement and the format of the stations themselves. For example, most often there is a cafe and a shop, where, by the way, we offer a number of our other products. In particular, a wide range of engine and transmission oils from the latest G-Family family. The presence of a car wash and other services depends on a number of factors: area, demand for these services, profitability. The fact is that we work in a very serious and complex business, it is associated with high risks and is designed for a long-term return on investment. On average, investments in the construction of one filling station amount to 50-60 million rubles, excluding VAT. And the payback is achieved only after seven or eight years with a sales volume of at least 4,000 tons of fuel per year. With lower indicators, the project will most likely turn out to be unprofitable.

Who provides your filling stations with fuel? How is its quality controlled?

The main supplier of fuel to all the company's stations, with the exception of those in Belarus, is Gazprom Neft. Purchases from third-party suppliers for sale in Russia, Kazakhstan, Kyrgyzstan and Tajikistan are sporadic and can, as a rule, be carried out only when scheduled repairs are being carried out at the company's refineries. In Belarus, our supplier is the state enterprise Belarusneft. As for the quality of fuel, there is a multi-level system for checking it. This includes incoming control of petroleum products upon receipt at the tank farm in a certified laboratory, and acceptance control in each fuel truck when delivering fuel to gas stations, and monthly checks at each gas station by a mobile laboratory, and control analysis of individual samples in a certified stationary laboratory. Plus, mandatory monthly quality control by a mobile laboratory in fuel trucks leaving oil depots. By the way, all our fuel trucks are equipped with route tracking systems, so it is impossible to leave it anywhere.

How serious is the competition in the fuel retail market?

Her level is very high. Judge for yourself: in Russia there are 0.65 gas stations per thousand cars, while in Poland this figure is 0.35, in France - 0.32, in Germany - 0.3. Only in the USA, where large oil companies consider this segment uninteresting, the filling station saturation is 0.67. At the same time, a clear trend towards consolidation of the retail market of petroleum products is visible in Russia. If in 2005 vertically integrated oil companies controlled 37% of sales, now they account for about 50% of sales. Our positions are especially strong in Western Siberia, Sverdlovsk region, Kyrgyzstan and Tajikistan. We are also actively developing a network in St. Petersburg and plan to take a significant market share in Moscow and the Moscow region after the rebranding and reconstruction of gas stations owned by the Moscow Oil and Gas Company.

Is it difficult to develop business in regions where the position of local firms is strong?

The potential for building new filling stations is severely limited almost everywhere. However, the presence of independent players in the regions opens up opportunities for development through their absorption. And we are not afraid of competition with local brands, because we are convinced that the federal brand of a large oil company is more attractive to consumers. This is confirmed by statistics.

What, in your opinion, is the main competitive advantage of your stations?

First of all, it is high-quality fuel and uniform standards for the provision of a unified set of services. People know that when they stop at any Gazpromneft gas station, they are guaranteed to receive quality service, that they will be met by qualified and friendly staff. In addition, we rely on the infrastructure of the European level. Shops and cafes are open at many of our stations, additional services may be offered: tire inflation, washing, service stations, tire fitting. Finally, an important advantage is the provision of affordable competitive prices at filling stations, taking into account the purchasing power of the population in a particular region.

Is it difficult to win over customers from other brands?

Winning a loyal customer is hard. But in our country, even within the same network of gas stations, not all operators provide a decent quality of fuel and service. This allows us to rely on our competitive advantages: Gazprom Neft pays special attention to the quality of services and products.

What client programs do you use?

All Gazprom Neft gas stations in Russia operate the federal bonus program “We're on the Way”. When buying goods and services at our gas stations, its participant receives a discount, which is taken into account on his card in the form of points. The accumulated bonuses can be spent on goods and services provided by our network. There are already more than half a million such people in Russia. But this is only the first step. In the future, we plan to develop this program and expand the possibilities of cardholders within the framework of co-branding projects. Customers will also be able to receive and spend bonuses, for example, in supermarkets, service stations, beauty salons, sports clubs. We will continue to hold promotions with the possibility of receiving additional gifts and bonuses. For example, this year the most active participants of the On Our Way program became owners of SUVs and other valuable prizes.

Interview with Gazprom Neft Regional Sales Director Alexander Krylov

How is Gazprom Neft filling network developing in the Russian market?

I will say without exaggeration that at the moment our company manages one of the most efficient and developed distribution networks in Russia. In 2012, Gazprom Neft became the largest supplier of light oil products on the domestic market, with a 21.6% share. One of the key areas of the company's work is the development of the retail network of Gazpromneft filling stations, which includes 1.3 thousand stations in Russia and the CIS.

Recently, the global information and research company Nielsen conducted a survey of several thousand motorists in dozens of Russian cities. A quarter of respondents, answering the question “What is your favorite filling station?”, named Gazpromneft, and this is the highest result among all networks. The number of customers participating in the On Our Way bonus program, which is already 3.3 million, testifies to consumer confidence in the brand.

The success of network development is evidenced not only by the results of various studies, but also by a significant increase in sales of the filling station network, which over the past year in Russia amounted to 34% and reached 6.6 million tons. Other production indicators also increased. Sales of gasoline reached 4 million tons, and diesel fuel - 2.4 million tons, that is, they increased by 26% and 51%, respectively.

As a result, we almost reached our strategic goals for 2020 by the end of 2012, and we were faced with the question of revising the strategy. Previously, we were focused on increasing the scale of the business and building a strong brand for the Gazpromneft filling station network. This phase has already passed. The new strategy is based on increasing the efficiency of each individual filling station and the network as a whole. To achieve new ambitious goals, a project was developed to reorganize the company's sales business.

Tell us more about the reorganization project and its goals…

The reorganization has already begun and involves the separation of the wholesale and retail business. Instead of sales enterprises registered on a territorial basis, eight subsidiaries appeared. Each of them is responsible not for the region, but for the type of business: wholesale or retail sales, quality control, transportation, fuel storage, corporate customer service.

The main goal of the reorganization is to improve the efficiency of sales and corporate governance. We plan to achieve this effect by simplifying and enlarging the sales structure. In addition, the financial results and performance of each type of business will be easier to track. The division of wholesale and retail is also in line with FAS initiatives, and Gazprom Neft is the first oil company to carry out such a reorganization. As a result, we plan to achieve even better results both in the Gazpromneft filling station network and in the wholesale business.

How will the new structure be arranged?

To manage wholesale sales, Gazprom Neft registered Gazprom Neft-Regional Sales in St. Petersburg. This company has four branch clusters: the central branch in Moscow, the Ural branch in Tyumen, the West Siberian branch in Omsk, and the East Siberian branch in Kemerovo. Gazpromneft-Regional Sales is engaged in the sale of petroleum products to small wholesale customers and regional logistics. The Central Wholesale Cluster became a pilot one and started operating in April 2013. The Ural and Siberian clusters started operating on June 1, 2013.

The reorganization of retail sales began in June 2013 with the merger of oil products supply enterprises into three clusters: central in St. Petersburg, Urals in Yekaterinburg and Siberian in Novosibirsk. Thus, only 3 enterprises will manage retail sales throughout the country, and hence the network of Gazpromneft filling stations: Gazpromneft-North-West, Gazpromneft-Ural and Gazpromneft-Novosibirsk. For customers of the Gazprom Neft gas station network, the reorganization will go unnoticed - only the name of the company on the cash receipt will change.

Is the station rebranding complete?

Almost all of our filling stations have already been brought under the single retail brand Gazpromneft. In total, in Russia from 2009 to 2012 we built 95, reconstructed 255 and rebranded 462 filling stations. This year, we continue the reconstruction of the chains acquired in the capital, which previously operated under the brands MTK, Mosnefteprodukt, Korimos, and plan to complete it by the end of 2015. In total, we will reconstruct 68 filling stations, of which 33 will begin to operate as automatic ones, that is, without the constant presence of personnel .

It is important that the matter is not limited to just changing the sign. All new Gazprom Neft filling stations are equipped with state-of-the-art technological equipment that ensures a high level of environmental and industrial safety. At the stations, we monitor air quality and soil conditions. They are equipped with automatic fire alarm and fire extinguishing systems, treatment facilities storm sewers, vapor recovery systems, double-walled tanks that prevent oil products from entering the ground.

How is the gas station network developing in the CIS countries?

Our gas stations operate in Tajikistan, Ukraine, Kyrgyzstan, Kazakhstan and Belarus. Each market is different. For example, in Kyrgyzstan, the formation of a network has been completed (116 stations under the Gazpromneft brand are in operation), and we have focused as much as possible on improving the level of service and quality of services. The network is actively developing in Kazakhstan. 41 stations have been purchased and built in this country. In Tajikistan, we have 25 filling stations, in Belarus - 40. In these countries, the number of filling stations will also increase.

Last year, we entered the Ukrainian retail market of petroleum products using a franchising scheme. Now there are four gas stations under the Gazpromneft brand on the Kyiv-Odessa highway, which meet the uniform standards and requirements of our network. Our specialists regularly check the quality of fuel and the level of service at the Ukrainian gas stations of Gazprom Neft. At the same time, we are exploring the possibility of creating our own distribution company and our own network of filling stations in this country.

By the way, if we talk about the development of the network, I would like to know how successful the launch of related products on the market is?

Generally speaking, the release of goods under your own brand and their sale at gas stations is one of the important trends in the development of related business. Such products become a tool for promoting retail brands. At the same time, the company can strictly control their quality, ensure constant availability in stores and optimal retail prices.

Gazprom Neft produces goods under two of its own trademarks - the Gazpromneft filling station network and the G-Drive premium fuel brand. At the same time, I want to emphasize that Gazprom Neft has developed a strategy according to which the sale of related products at gas stations will not only make the filling station network more attractive to customers, but also become an effective retail business. By 2020, the share of sales of non-fuel goods and services should increase several times, and income from related business should cover a significant part of retail operating costs. There are grounds for such a strategy: in 2011, revenue from the sale of related products and services at Gazprom Neft gas stations in Russia increased by 65%, in 2012 by another 49%.

How successful are you promoting branded fuel?

Today, G-Drive 95 premium gasoline is sold throughout Russia. At those gas stations where it is sold, its share in sales of 95th gasoline is 30%. The high results of promoting this fuel allowed us to bring G-Drive with an octane rating of 98 to the market. Its sales started in March 2013 in Yekaterinburg and the Sverdlovsk region. Also this year, the G-Drive premium fuel brand received the Brand of the Year/EFFIE.2012 award, which is awarded to the most successful projects in the field of creating and promoting brands in their product categories. Another important milestone in the promotion of G-Drive fuel was the conclusion of a strategic partnership agreement with Nissan. This was an important decision for us, as a result of which Gazprom Neft became the exclusive supplier of G-Drive fuel for the first refueling of Nissan vehicles. In just one year, we will refuel about 50,000 cars manufactured at the plant in St. Petersburg with new generation fuel, and, upon opening the gas tank, the owner will immediately see a sticker “Nissan recommends G-Drive fuel”.

What is the sales volume of natural gas motor fuels in 2012? And how many gas distribution stations does the company currently have?

Liquefied hydrocarbon gas (LHG) - more than 93 thousand tons, and compressed natural gas (CNG) - about 8 thousand tons. Now in Russia the share of LPG and CNG consumption in the structure of motor fuels is relatively small and does not exceed 4%.

In the future, until 2020, LPG consumption may grow at approximately the same pace as the consumption of liquid motor fuel. As for CNG, the main potential for its consumption is concentrated in large metropolitan areas, especially in Moscow and St. Petersburg. CNG consumption by 2020 may grow 10 times from the current level, that is, up to approximately 4 billion m3 per year.

LPG is sold through the network of Gazprom Neft gas stations in the Moscow, Tver, Nizhny Novgorod, Omsk, Sverdlovsk, Kemerovo, Novosibirsk regions, in the south Tyumen region, in the North-West region and the Krasnodar Territory. At 89 of our stations you can fill up your car with gas. 85 stations sell LPG and 4 CNG. We are planning to put into operation multi-fuel filling complexes (MAZK) - with gasoline, diesel and gas motor fuel. The first such MAZK Gazpromneft opened at the end of 2012 in St. Petersburg. Several more filling stations will open in the Central and North-Western regions, including along the M1 and M10 federal highways.