ACKNOWLEDGEMENT

I extend my sincere thanks to all those people who have helped me in the successful execution of this project with their valuable suggestions. I am deeply indebted to all those people whose work I have referred to this project. I must owe a deep sense of gratitude towards my teachers for their kindness and encouragement in various stages of the project. This moment of the thesis is one of the prides that I opportunity in this stand of my career to express my sincere efforts within this limited time. Finally I would like to pay regards to my family without whose inspiration and monetary aid this project was impossible.

SELF DECLARATION

I hereby declare that the project report entitled MAHINDRA TRACTORS. is done by me is an authentic work carried out for the partial fulfillment of the requirement for the award of the degree of Master in Business administration under the guidance of Mr. Diyal Bhatnagar. The matter embodied in the project work has not been submitted for the award of any other degree, diploma or any other similar title or prizes to the best of my knowledge and belief.

(Signature) (Jagjeet singh)

PREFACE

This project report pertains to the making of a project SUMMER TRAINING of M.B.A. curriculum. The PURPOSE of this project is to make the students have thorough knowledge of the topics given to them. I learned a lot from the hard work I put in to collect information regarding the same, which would be of great use in my near future as a professional. Justification cannot be done to whatever I have learn t within a few pages but I have still tried my best to cover as much as possible about Consumer Perception Towards Agriculture Tractors (60 HP Class): A Comparative Study of Mahindra & Mahindra with others in this report. Being students of Master in Business Administration, we need to be aware of the organization internal environment. Summer training helps us to understand these concepts related to the organization.

INDEX

Sr no.

Particulars THE EXECUTIVE SUMMARY 1 CHAPTER 1: INTRODUCTION 2 CHAPTER 2: TRACTOR INDUSTRY OF INDIA 3 CHAPTER 3: COMPANY PROFILE ORIGIN OF THE COMPANY INDIAN INDUSTRIAL ENVIRONMENT BUSINESS OF MAHINDRA GROUP 4 CHAPTER 4: COMPARISON 5 CHAPTER 5: OBJECTS OF PROJECT 6 CHAPTER 6: RESEARCH METHODOLOGY 7 CHAPTER 7: INTERPRETATION AND ANALYSIS 8 CHAPTER 8: PRODUCT LIFE CYCLE OF MAHINDRA TRACTOR SEGMENTATION & TARGETING

Page No. 6

13 14 16 19

22

34

35

38

48 49

CHAPTER 9:

FINDINGS SUGGESTIONS SUMMARISATION CONCLUSION SWOT ANALYSIS LIMITATIONS BIBLIOGRAPHY QUESTIONNAIRE

50 51 52 53 54 55 56 57-59

THE EXECUTIVE SUMMARY

5

PROJECT UNDERTAKEN BY ME
The project studied by me in Indian Tractor Company, Bathinda was Consumer Perception towards Agriculture Tractors (60 HP Class): A Comparative Study of Mahindra & Mahindra and Escort It helps to make aware company regarding the various aspects of brand preference performed at regular basis to cement.

SCOPE OF THE STUDY

1. The study has been done for the tractors so more or less it helps in understanding the consumer perception towards the tractors market. 2. The study can help in analyzing certain weak point, improving on which a company can overcome the low sales of its tractors in Bathinda region.

HOW IT WAS UNDERTAKEN

A survey was conducted by me among the consumers of tractors in bathinda. During the survey I tried my best that more and more questionnaire to be filled from the consumers so that to conclude the results gracefully. I was also appreciated by the support of the project guide and Managing Director of Indian Tractor Company, Bathinda, who guided me the basic fundamentals of Tractor marketing performed by the company.

CHAPTER 1: INTRODUCTION
India is poised to become a major Auto hub in the near future. Indian tractor industry is changing rapidly, so is the mindset of Indian Consumers. We, at the Great Lakes Institute of Management, took an initiative to find out that whether the changing ground realities have also changed the India Auto Consumers mindset vis-a-vis their perception of the abilities of various Indian and foreign Auto manufacture to deliver the much sought after attributes in a tractors With the latest numbers showing U.S. vehicle sales slumping to a 15-year low, automakers are wondering where their next buyer is coming from. Clearly, winning new customers was required them to develop more reliable, exciting, and fuel-efficient vehicles, a task that could take years. But a recent survey suggests that automakers have opportunities to improve their business performance in the short term by focusing more on the customers they already have. Especially in these tough times for the industry, one of the most powerful techniques for converting buyers into die-hard fans is providing exceptional after-sales service. Bain & Co. surveyed more than 1,800 customers who had purchased all the automotive brands sold in the U.S., to better understand their ownership and sales experience and to assess their brand loyalty. We asked owners to rate, on a scale of zero to 10, how likely they were to recommend their vehicle to a friend or colleague. By subtracting the percentage of "detractors" who gave scores between zero and 6, from the percentage of "promoters" who gave a score of 9 or 10, we can calculate a "Net Promoter Score" (NPS). NPS is already used in dozens of industries to determine how deep loyalty to a particular company runs among its customers, and how it stacks up against its competitors when it comes to customer loyalty. The NPS survey for automakers revealed two important findings. First, promoters are nearly 10 times more likely than detractors to repurchase or lease a vehicle of the same make or brand as their current one. Second, promoters are far more likely to recommend their vehicle brand to a friend. Each promoter provides nearly five purchase referrals, while each detractor dissuades two prospective buyers

High among the factors that create promotersand help sustain their loyaltyis a strong after-sales service experience. The reason is simple: Dealer service is the key point of contact with customers at the critical time when most people are weighing their next vehicle purchase. Owners' brand enthusiasm tends to erode as the vehicle ages and the warranty expires. But it is precisely at this pointabout four years after the initial salethat the leaders capitalize on their loyalty advantage by using maintenance visits as opportunities to reinforce their ties with promoters and win over detractors. Excellent service not only reinforces relationships with customers who already feel loyal to a brand. It can also defuse ill will that causes disaffected customers to bad-mouth the brand. Indeed, the brand leaders excel especially at turning unplanned repair visitsthose critical moments of truth on which a customer relationship can hingeinto opportunities to strengthen customer bonds. While most carmakers aim to ensure that the service experience does as little harm as possible, the leaders set out to surprise customers with ease and convenience when they expect it least and value it most. The power of nurturing promoters shows up dramatically in data showing how severe the damage can be when a repair experience doesn't go well. Overall, the NPS of loyalty leaders whose vehicles have not needed a repair is a stellar 85. It falls off to a respectable 77 when the vehicle needs a mechanic's attention. But among loyalty laggards, an unscheduled stop in the shop resulted in scores plummeting 29 points to a dismal 19. Owners of those vehicles are angry, and they are going to tell their friends and colleagues about it. Ultimately, the biggest influence on customer loyalty and affinity for the nameplate is the quality of the vehicle itself. But a bad after-sales experience can erode it just as quickly. In the economy they face today, automakers need to rethink how they win and retain every customer they have. Tractor owners are in for an enjoyable ride this summer. The cut throat competition in the auto industry has forced major players to focus on the after sales services, an important part of owning a tractor. No wonder, the Motown is full of service offers this summer.

CHAPTER 2: TRACTOR INDUSTRY OF INDIA

Now a days , people prefer tractor with good features and of good quality.a person who are going to purchase a tractor wants that tractor should be of well known brand, it should has good looks, better driving on road and on field , it should be very powerfull and fuel efficient. So , tractor industry in these days has many players. These are.

(Escort, Powertrac and Farmtrac)

Escorts Ltd began local manufacture of Ford tractors in1971 in collaboration with ford, UK and total production climbed steadily to 33,000 in 1975reaching 71,000 by 1980. Ford (Ford - New Holland) was sold in 1992. Ford Motor Company proper quit the tractors business, but the name was allowed to continue as per agreement until 2000, when Escorts relabeled its Ford models under the Escort brand. Escort manufactures produces tractors in the 27-75 HP range and has already sold over 6 lac tractors. Its tractors are marketed under three brand names, Escort, Powertrac and Farmtrac.

HMT Tractors
HMT is a large public sector unit and began manufacturing Agricultural Tractors in 1972 under the HMT brand name with technology acquired from Zetor of the Czech Republic. It manufactures its tractors in Pinjore, Mohali in a large factory that also manufactures machinetools, and Hyderabad It has a capacity of 20,000 tractors per annum. In the Machine-tool company is a large foundry. It produces tractors in a range from 25 HP to 75 HP. For a short time, HMT exported tractors to the USA under the Zebra brand, which were marketed by Zetor distributors and dealers there. The company is controlled by the Ministry of Heavy industry that provides, on a monthly basis to the public its financial performance.

John Deere
In 2000, John Deere set up production in a joint venture with Larsen & Toubro Ltd in Sanaswadi, in a rural area near Pune, Maharashtra. It was known as L&T John Deere Private Ltd, and manufactured tractors under the L&T - John Deere name for sale in India, and under the John Deere name for worldwide sales In 2005, Deere & Company acquired nearly all the remaining shares in this joint venture. The new enterprise, is known as John Deere Equipment Private Limited. The factory currently produces tractors in of 35, 40, 42, 47, 50, 55 and 70 HP capacities for domestic markets and for export to the USA, Mexico, Turkey, North and South Africa, and South East Asia. Pune factory started to produce new 55 to 75 Hp 5003 series tractors for European market in 2008.

10

Sonalika (International Tractors Ltd.)

International Tractors Limited was incorporated on October 17, 1995 and began manufacturing tractors designed by Central Mechanical Engineering Research Institute (CMERI). ITL currently is manufacturing Sonalika tractors between 30 HP to 90 HP, and the CERES brand between 60HP to 90HP. ITL went into collaboration with Renault Agricultural of France in July 2000. Renault Agriculture is a subsidiary of the Renault Group. Renault Agriculture was bought by CLAAS of Germany in 2003. Incidentally CLAAS already has a strong presence in India market producing its Crop Tiger range of Combine Harvesters in a plant in Faridabad (near New Delhi) since 1992. CLASS has opened a new plant in Punjab at Morinda in 2006.

TAFE
Tractors and Farm Equipment Limited (TAFE) was established in 1961 to manufacture and market Massey Ferguson tractors and related farm equipment in India. AGCO, the owner of Massey Ferguson, now owns 24% of TAFE. Tractors are built and sold in India under both the TAFE and Massey Ferguson brands, and exported under both brands as well. In 2005, TAFE bought the Eicher Motors tractor and engine division.

11

New Holland
New Holland Ag's entry into India was facilitated by FIAT's acquisition of Ford-New Holland in 1991. By 1998 New Holland Ag. (India) completed the construction of a new plant in Noida, near New Delhi, with a capacity of 5000 tractors in the 35 - 75 hp range. In 1999, New Holland Ag.'s parent company FIAT bought 70% of holdings of Case Corporation and created Case New Holland Global (CNH one of the top three tractor/agricultural/construction machinery manufacturers in the world), the new holding company New Holland Ag. (India). In 2000, the capacity of the Noida plant rose to 12,000 tractors per year and in 2007 the company manufactured 24,000 tractors for the domestic and export markets.New Holland India exports fully-built tractors to 51 countries in Africa, Australia, South-East Asia, West Asia, North America and Latin America.The India plant of New Holland was originally built in 1998 to cater only to India domestic market. However due to slow down of economy by year 2001-2002 and slump in domestic demand, it became a challenge to utilize the installed capacity of the factory.Hence the company started looking its market beyond India borders. Its then CEO Mario Gasparri guided the vision and handed over the task of overseas business to its dynamic manager Bhanu Sharma. The efforts paid off well. Bhanu Sharma in capacity of HeadInternational Business Operations, took op the export volumes from the level of almost nil in 2003 to 8000 units in year 2007. The export business last year in 2007 contributed over 50% of the company business of total USD 250 millions.This also made New Holland the second largest tractor exporter from India after John Deer. In year 2007, India exported around 32,000 tractors of which 25% share was of New Holland

CHAPTER 3: COMPANY PROFILE (MAHINDRA & MAHINDRA)

12

The company took birth just before Indian independence therefore it has been deeply impacted by the transformation the Indian industrial environment has taken after independence. The development of Mahindra and Mahindra has been described in three phases: First phase (from birth to pre 'License Raj' era) Second phase (the 'License Raj') Third phase (Post 'License Raj' till today)

The post license Raj period has been a boom for M&M. Despite challenges from inside and outside environment, M&M has overcome its weakness and leveraged its competency with innovation in its business processes. Now we can see M&M as one of the top 10 business houses in India and among top 200 in the world.

Founders
Mr. J.C. & K.C. Mahindra, the founders of the Mahindra Group, had the same ambition: to prove to themselves and the world that Indians were capable of being the best at whatever they chose to do. Accordingly, they gave up their professional careers at TISCO and Martin Burn respectively, and risked becoming entrepreneurs by setting up their own company: Mahindra & Mahindra. It was under their inspiring leadership that Mahindra & Mahindra made the first indigenous Jeep in the country in 1949. Their innovative spirit also showed during the days when the Company was the leading importer of steel in the country. J.C. & K.C. Mahindra had to persuade the
Indian Government to buy French rails for the fledgling Indian Railways because they felt that the British specifications were obsolete and not the best suited. To convince government officials of the superiority of the French product, they laid down a short length of rail line with French rails and invited the government authorities for a ride. During the journey, chilled champagne was served in

glasses filled to the brim. Legend has it

that the train raced along, but not a single drop of champagne was spilled, so smooth were the French rails. Needless to say, they made their point.

13

Interestingly, J.C. & K.C. Mahindra believed in globalization decades before it had become a buzzword. Even in the fifties, the Company had British and German engineers on its rolls, and international tie-ups with Mitsubishi, Willys, Perrine and Chrysler. Every venture they set up delivered satisfactory financial results and their company, Mahindra & Mahindra, has grown into one of India's largest corporate groups. Even today the Group is driven by the same vision that drove them then.

ORIGIN OF THE COMPANY

The emergence of Mahindra was entirely a post war phenomenon. The scions of a landholding Khatri family of Ludhiana in Punjab, Kailash Chandra Mahindra and his brother Jagdish Chandra Mahindra, after completing their education, worked for some time with two large steel houses. In 1930, however, they left the corporate world to join high positions in the government. As war was coming close, they also started to think more openly and decided t launch their own company which would be one of the helping hand to develop the new India. They believed in the Nehruvian visionwith an infusion of engineering education and technology, Indians could be second to none. On October 2nd, 1945, with that vision in their mind, Mahindra brothers set up a
company in Ludhiana as Mahindra & Mohammed in partnership with a close friend Ghulam Mohammed. Company was engaged in import of steel, although it also promoted and acted as managing agents of Machinery Manufacturer Organization (MMC) registered in Bombay in 1946. A large part of the share capital to MMC was provided by Rana of Nepal with whom Mahindra brothers had established close contacts. In August 1946, after getting independence from British rule, the wave of partition disrupted the plans of brothers. Ghulam Muhammad migrated to Pakistan after breaking up the partnership. Only two brothers held the ownership and the name of the company changed to 'Mahindra and Mahindra'.

Evolving to become an automobile manufacturer

14

Invention of the 'Jeep'

The first jeep prototype was built for the United States Army Quartermaster Corps (QMC) by American Bantam in Butler, Pennsylvania, followed by two other competing prototypes produced by the Ford Motor Company and Willys-Overland. Production of the Willys MB began in 1941 with 359,851 units were produced before production stopped at the conclusion of World War II. The origin of the name "Jeep" has been debated for many years. Some people believe "Jeep" is a phonetic pronunciation of the abbreviation GP, from "General Purpose", that was used as part of the official Army nomenclature. The first documented use of the word "Jeep" was as the name of a character
in the Popeye cartoon, known for his supernatural abilities (e.g., to walk up walls). It was also the name of a small tractor made by Modine before WW2. Whatever the source, the name stuck and, after the war, Willys filed a trademark claim for the name. After war, Willys struggled to find a market for the unusual vehicle, and made an effort to sell it as an alternative to the farm tractor. Tractors were in short supply having been out of production during the war. Despite this, sales of the "agri-Jeep" never took off, mainly because it was too light to provide adequate draft. However, the CJ-2A was among the first vehicles of any kind to be equipped with four wheel drive from the factory. It gained popularity among farmers, ranchers, hunters, and others who needed a lightweight vehicle for use on unimproved roads and trails. In 1946, a year after the introduction of the CJ-2A, Willys produced the Willys "Jeep" Utility Wagon based on the same engine and transmission, with clear styling influence from the CJ-2A Jeep. The next year came a "Jeep" Utility Truck with four wheel drive. In 1948, the Wagon was available in four wheel drive, making it the ancestor of all Sport Utility Vehicles.

Jeep - Indian Connection

The term Multi-Utility Vehicles owes its origin to the 'General Purpose vehicles' used by American armies during the World War II. The Willy's Jeep was India's first Multi-Utility
Vehicle was launched by Mahindra and Mahindra in 1944 as a franchisee.

15

Mahindra brothers saw the opportunity at that time. Good infrastructure for transportation was limited to only metros and majority of areas were served by Kutcha roads (makeshift, somewhere made of sand, bricks and dust). This was a big challenge in front of government as well as the industrialists to reach into smaller towns and cities. It was the invention General Purpose Vehicles by Willys to be used by American Armies during World War II, which gave the solution. These vehicles were also seen as alternative to farm tractors which proved its efficiency. Multi-Utility Vehicles are now seen as ideal for the rural roads, and are highly favored in hilly regions of the country where the terrains tend to be on the rougher side.

INDIAN INDUSTRIAL ENVIRONMENT (Post 1947)

After independence, there were many problems facing the Indian government. Poverty, education and unemployment were result of poor and absence of systematic and
coordinated industrial growth and inequality in wealth distribution.

Industrial Policy Resolution

It was the first major step taken by the Indian government for setting directions for the industrial development of the nation. Government adopted socialistic pattern of governing and held control of the basic industries. Automobiles were treated as a luxury product and therefore Mahindra and Mahindra business survived as one of the three automobile makers in the
country.

License Raj (Second Phase for development of Mahindra Empire)

This marks the period between 1960 and 1980 of the industrial development which was governed by the Permit raj or commonly known License Raj. Government controls and
scarcity of economic development lead to death of innovation in Mahindra business. The License Raj was a result of government's decision to have a planned economy where all aspects of the economy are controlled by the state and licenses are given to a select few. The main purpose of the policy was to make sure that industrial For existing players, several restrictions were imposed like regulation of number of units to be manufactured and price of selling. It also restricted companies to develop and expand. Mahindra and Mahindra was changed dramatically due to enforcement of some of these restrictions. For example, applications for licenses to make scooters and passenger

16

cars were all turned down following some regulatory objections raised by the government. In another case, Mahindra & Mahindra like many Indian companies was forced to expand into other businesses, which lead to the creation of a tractor division in 1982 and a tech division (which is now Tech Mahindra) in 1986.

Post License Raj (Third Phase)

After the liberalization in 1991, India's overall automobile Industry grew in leaps and bounds. With the growth in the Indian economy, big international car manufacturers like General Motors, Ford, Toyota, Honda, Hyundai, Rolls Royce, Bentley and Maybach have entered the Indian market. Due to opening of the economy and entry of foreign companies, the early '90s was a period of turmoil at M&M. Company ran into troubles due to international competition. The company had to deal with more than one takeover attempt and a major recession and violent labor unrest. Adding to the situation was the fact that the country's auto sector was opened up to global manufacturers. This looked as the decline of the industry as most expected that Indian companies would have to sell out or wind up. That was the environment in which Anand Mahindra, a Harward graduate was appointed as deputy managing director of M&M. Under the leadership of Anand Mahindra, M&M kicked off the business process reengineering (BPR) initiative that sought to transform the entire companyfrom manufacturing to marketing to research. Massive changes were initiated. Many of these did not go down well with unions and led to major unrest. It was a make or break for the company. But eventually, the BPR worked. Now, it is viewed as a watershed event. A few years later, the BPR exercise led to a surprise outcomethe Scorpio. BPR was implemented in product development and a 13-seater new vehicle project was initiated.
But as the development team followed the new business processes and started talking to customers, they stumbled upon the market need for a sports utility vehicle. Another example of managerial innovation was Mahindra Finance. At a dealer meet, Bharat Doshi, now the executive director finance and corporate affairs, felt the need for a lending outfit for the company. His proposal to start a finance company was cleared. Mahindra Finance, formed in 1991, is now a listed company with a market capitalization of around Rs 2,300 crore.

17

This shows that post liberalization, innovation into business activities started to happen at M&M which is a very important strategic tool for success in international competitive market. This has lead to the success of M&M even today.

M&M TODAY
The US$ 6.3 billion Mahindra Group is among the top 10 industrial houses in India. Mahindra & Mahindra is the only Indian company among the top three tractor manufacturers in the world.. Mahindra is the market leader in multi-utility vehicles in India. It made a milestone entry into the passenger car segment after having international collaborations. Now M&M has made an entry in two wheeler segment after acquiring Kinetic Engineering. The Group has a leading presence in key sectors of the Indian economy, including the financial services, trade and logistics, automotive components, information technology, infrastructure development and After-Market. With over 65 years of manufacturing experience, the Mahindra Group has built a strong base in technology, engineering, marketing and distribution which are keys to its evolution as a customer-centric organization. The Group has several state-of-the-art facilities in India and overseas.
M&M has entered into partnerships with international companies like Renault SA, France, and International Truck and Engine Corporation, USA. Forbes has ranked the Mahindra Group in its Top 200 list of the World's Most Reputable Companies and in the Top 10 list of Most Reputable Indian companies. Mahindra has recently been honored with the Bombay Chamber Good Corporate Citizen Award for 2006-07.

Business of Mahindra Group Automotive Sector

Mahindra Group is the market leader in utility vehicles in India since inception. Mahindra also manufactures and markets utility vehicles and light commercial vehicles, including three-wheelers. Some of the famous automobile brands of Mahindra are: Scorpio and Bolero. Recently, Mahindra joined hands with French automobile major Renault to enter 18

passenger car segment. It has launched a car called Mahindra Renault Logan and Mahindra Group's foray into the two-wheeler segment began with the acquisition of the business assets of Kinetic Motor Company Ltd. (KMCL) extending Mahindra's heritage and pedigree into the two wheeler space. The Two Wheeler Sector of Mahindra will design and market a full range of scooters and motorcycles for the Indian market, establishing a robust and endto-end two-wheeler business in every segment of the industry. The company has a state-ofthe-art manufacturing facility at Pithampur, near Indore in Madhya Pradesh.

Its subsidiary companies engaged in automotive sectors are: Mahindra Renault Private Limited (MRPL) Mahindra Navistar Automotives Limited (MNAL) Mahindra Navistar Engines Private Limited (MNEPL)

Farm Equipment Sector

Mahindra is the largest producer of tractors in India and is among the top five tractor brands in the world. It has its own state-of-the-art plants in India, USA, China and Australia, and capacity to produce 1,50,000 tractors a year. 19 Mahindra Gujarat Tractor Mahindra Agribusiness Mahindra Powerol Mahindra USA Mahindra Australia Mahindra China Tractors

Trade & Financial Services

Mahindra Intertrade Limited and its subsidiaries have specialized domain knowledge in imports and exports of commodities, domestic trading, marketing and distribution services. Mahindra Finance is one of the largest Non Banking Finance Companies in India with an asset base of about Rs. 5000 crores. Mahindra Insurance Brokers offer Life and Non-life Insurance plans to retail and corporate customers. Mahindra Steel Service Centre is the first steel service centre in the organized sector in India.

Mahindra & Mahindra Financial Services Ltd (Mahindra Finance) Mahindra Insurance Brokers Ltd. Mahindra Rural Housing Finance Ltd(MRHFL)

Infrastructure Development
Mahindra Group has interests in real estate, special economic zones, hospitality industry, infrastructure development, project engineering consultancy and design. Mahindra Holidays & Resorts is the leader in the lifetime holiday market in India. Mahindra Gesco is fastest growing Construction Company in India. Mahindra World City is developing and promoting India's first Integrated Business City. Mahindra Acres Consulting Engineers is a multidisciplinary engineering consultancy organization.
Mahindra Holidays & Resorts Mahindra Lifespaces Developers Limited Mahindra World City Mahindra Infrastructure Developers Acres Consulting Engineers

Information Technology
Mahindra Group entered into IT sector in 1986 when it formed a joint venture with British Telecommunications plc. The company was called Mahindra-British Telecom. The Company has recently changed its name to Tech Mahindra. Tech Mahindra is a leading 20

provider of telecommunication solution and service industry world-wide. It is India's 8th largest software exporter. Tech Mahindra
Bristlecone

Specialty Businesses
Mahindra Group companies such as Mahindra AshTech, Mahindra Defence, Spares Business Unit and Mahindra Logistics are into Speciality Businesses. Mahindra AshTech undertakes turnkey contract execution for Ash Slurry System and Travelling Water Screens. Mahindra Defense Systems looks after the requirements of India's defence and security forces. Mahindra Logistics provide complete logistics solutions to complex transportation needs of
clients across the world.

Mumbai Mantra Mahindra Defense System

After Market Segment

The After-Market Sector focuses on the vast untapped potential in the after-market space covering multi-brand pre-owned vehicles, servicing, spares and the financial instruments and exchange platforms, which support this business ecosystem. This will create in the Organized Sector a business ecosystem which mirrors the existing ecosystem for new vehicles.
Mahindra Spares Business Mahindra First Choice Mahindra First Choice Wheels Ltd.

CHAPTER 4: COMPARISON
21

In the training I compare the major competitors with Mahindra ARJUN 605 DI.

1. Mahindra ARJUN 605 DI:-

22

Specifications
Make and Model Horse Power Bore and Stroke No of Cylinders Cubic Capacity Rated Speed Air Cleaner Cooling System Clutch Mahindra NE 457 60 H.P. Category 94 x 115 mm 4 3192 cc 2100 rpm Dry type Air Cleaner to ensure completely dust free air supply to the engine. With Choke indicator Water Cooled. Heavy duty Duaphragm type "Makhhan Clutch" with Cerametallic liner Optional : 11" x 11" Cerametallic Dual clutch (with Rev CRPTO) Fully Constant Mesh Gearbox for smooth "On the Go" shifting. 8 forward, 2 reverse speeds with high and low selector lever. Foot operated differential Lock. Neutral safety switch. Mechanical Steering. Optional : Powersteering 12V / 88 AHBattery, Starter motor, Alternator with built in Regulator, Halogen Head Lights, Rear Brake Lights, Parking Lights, Turning Lights, Plough Lamp, Fuse box, Registration Lamp, Tail Lamp and Hazard warning lamp. Foot-operated, totally enclosed, self energizing, 7.5" mechanical dry disk brakes. Latch provided for joining brake pedals together for road work. A hand operated toggle lock type parking brake. HyTEC Hydraulics. Independent fully live, 2 lever control, Heavy duty Cat II type, Three Point Linkage with Stabilizer Bars. Lift Capacity 1800 Kgs. Standard 6 Spline 540 PTO P.T.O. rpm

Transmission Steering Electrical Starting

and Lighting

Brakes

Hydraulic System

Power Take Off

Optional : Reverse CRPTO with dual clutch "Car like" Dash board with well illuminated instrument panel. With Electronic Oil Instrumentation pressure gauge, Electronic RPM / Hour meter, Battery charce Indicator, Water temperature gauge, Turning, Park brake indicator, Air cleaner choke indicator. Ergonomically placed controls & levers. Standard weight of the tractor : 2320 kgs. (approx) Front 7.5 x Rear - 16.9 x 28 12PR

Tractor Weight Tyres and Wheels

16

8PR

2. Escort:Farmtrac 60 DX :-

Farmtrac 60 DX
23

World For First Class Farming

Class

Tractor

Specification
Performance data Rated Power No. of cylinders Bore (m.m) Transmission Type Box of Gear Constant gears (8+2) (At 2000 engine Road Speed R.P.M. with rear tyre 13.6x28) Maximum speed 29.48 k.m./Hr. Minimum speed 2.76 k.m./Hr. P.T.O. 540 1600 Speed RPM) clutch transmission) Speed (Optional) Hydraulics Fully automatic 1500 capacity at depth & k.g. horizontal draft control weighing linkage Tyres Front Rear Brakes Fully sealed, water proof, dry disc brakes. 6.00x16-8 PR 13.6x28-8PR 540 1800 RPM (on engine RPM (on engine (Single size mesh x Stroke engine 60 HP category 3 111.76x106.68 Powerful Engine Best in 60 H.P. category. It takes less time for more ploughing. Unbeatable easy. Powerful hydraulic capacity helps lift more goods and plough deeper with higher speed. pulling power makes haulage of trolleys Comfort Comfortable and weigh. Constant mesh gear box makes gear shifting easy and comfortable as in a car. Tilted / rectangular foot platform for comfortable driving. Specially designed steering does not make you tired even after long hours of work. Properly at night. Smoke-less engine eliminates the problem of smoke on driver's face while driving. Bigger fuel tank that last longer after refueling. mounted halogen headlight for maximum visibility deluxe seat

adjustable as per driver's height

RPM) (Duel

World Class 24

ADI*

World class tractor exported to America, Europe, Asia, Africa, Australia and New Zealand. Fully sealed disc brake and front axle for total safety and freedom from recurring expenses. Side opening bonnet for easy servicing. Heavy front axle ensures safety by stopping the tractor- front from lifting up. Specially deigned adjustable front axle facilities ease of use in every situation. Tractor starts only in Neutral. This unique For feature lasting using ensures shine, C.E.D. extra special paint safety and prevents accidents. long coating

High helical

engine air

life

due

to to

passage

engine

which type

reduces piston and

pressure on engine parts. Re-entrant diesel combustion chamber burns completely reduces consumption. Ring carrier and side drain pistons" help piston to be re-used after first overhaul. Side drain piston also reduces oil consumption. Cross-flow design blows out burnt gases completely and low temperature governor with near in valves enhances durability. Mechanical gives power diesel pump saves fuel and every drop of diesel.

technology.

3. HMT:HMT 6522:-

SPECIFICATION ENGINE Make Type No. OF Cylinders HMT AVL design Direct Fuel Injection, Four stroke water cooled diesel engine 4

25

H.P. Range Bore/Stroke Displacement Volume Compression Ratio Rated RPM Air Cleaner Cooling System Clutch

60 H.P 102mm/110 mm 3597 CC 17.4:1 2200 RPM Dry type double stage Forced water circulation with thermostat. Suction type steel Fan with 6 blades Dual purpose having two dry friction plates, 1st for tractor travel, 2nd for P.T.O. Shaft independent operation

TRANSMISSION No. of Speeds High: H1 : 7.56 km/hr H2 : 11.17 km/hr H3 : 15.80 km/hr H4 : 19.65 km/hr H5 : 32.90 km/hr R : 13.20 km/hr STEERING BRAKES Foot Brake Hand Brake P.T.O. Shaft Operation Hydraulic, shoe type, operated by two pedals to break the wheels simulataneously & independently. Latch lock provided Band type mechanical control P.T.O. standard rpm 540 at 2000 engine rpm. Ground P.T.O.rpm 273.2 to 1331.6available through gearbox HYDRAULIC POWERLIFT SYSTEM Zetormatic hydraulic system with Automatic Draft, Position and Mixed Control. Provision for internal and external circuit operation. Gear pump output 22 litres/minute at 120 kg/cm2 pressure. Lift working pressure 160+20 kg/cm2. Lifting capacity at link ends 1700 kg ELECTIRCAL SYSTEM One no. Storage Battery of 12 Volt. 120 Ah.2.2 Kw self-starter motor, 12V, 36 Amp alternator CAPACITIES Fuel Tank Engine Sump Cooling System Each Portal Steering F.I. Pump 70 Litres 12 Litres 13 Litres 1.9 liters 2.5 litres 0.6 Litre 10 forward + 2 reverse with tyre size 16.9/14-28 Low: L1 : 1.99 km/hr L2 : 3.22 km/hr L3 : 5.43 km/hr L4 : 8.45 km/hr L5 : 9.70 km/hr R : 3.90 km/hr Recirculating Ball type

26

GEAR BOX With plains With lift operation in hilly terrain TYRES Front Rear DIMENSIONS Length Width Wheel Base Max. Height upto exhaust Height upto upper rim of 1761 mm Steering wheel Height of Drawbar Ground clearance breaking one wheel WEIGHT Without ballast With full ballast STANDARD ACCESSORIES Set of Service Tools, Top Link, Fixed Drawbar, Tool Box, Front Toe Hook, Trailer Coupling, Deluxe Seat, Blinkers, Plaugh lamp, Rear View Mirror OPTIONAL ACCESSORIES Rear Wheel Ballast Weight, Canopy, Front Bumper & Front Mudguard, Seven Point Socket for Trolley Light SPECIAL FEATURES: 2785 kg 3525 kg 460 mm 470 mm 3655 mm 1910 mm 2250 mm Top 2340 mm 6.5-20 16.9/14-28 lift operation in 25 litres 32 litres

Min. Turning radius With 3400 + 250 mm

Powerful AVL Engine Floor type gear shifting lever Heavy duty dual dutch with lining dia 295 mm Hydrostatic Power Steering.(Optional)

4. Sonalika:27

DI 60 Senior:-

ENGINE
MODEL

SPECIFICATION
4100 F

HP CATEGORY
TYPE NO. OF CYLINDER BORE & STROKE (mm) DISPLACEMENT (CC) COMPRESSION RATIO RATED ENGINE RPM AIR CLEANER COOLING SYSTEM FUEL INJECTION PUMP

60SAE
4 Stroke, Direct Injection, OHV Diesel Engine 4 100/110 3456 cc 17.4:1 2100 RPM Oil Bath With Pre-cleaner And Glass Dust Collector Water Cooled Mico Bosch Heavy Duty, Single Dry Plate, Dry 280 MM

CLUTCH
TYPE DIAMETER

TRANSMISSION GEAR SPEEDS (KM/HR)

1-L 2-L 3-L 4-L 1-H 2-H 3-H 4-H R-L R-H

8 Forward, 2 Reverse Speeds With High And Low Selector Levers. KM/H With Rear Tyre Size 16.9-28
2.84 3.74 6.22 9.16 11.19 14.73 24.50 36.07 3.68 15.67 21 Spline Involute 1000 RPM Standard

PTO
TYPE RPM

Heavy Duty Self Energising, Water Sealed Disc BRAKES

STEERING

Brakes With Parking Brake For Additional Safety & Screw

Heavy Duty Single Drop Arm Steering For High Efficiency End Comfortable Drive

HYDRAULIC

2 Lever, Automatic Position And Draft With Mix Control

28

A. POSITION CONTROL B. AUTOMATIC DRAFT CONTROL C. MIX CONTROL

To Hold Lower Links At Desired Heights To Maintain Uniform Draft For Simultaneous Use Of Position And Draft Controls For Optimum Field Output

HYDRAULIC PUMP
LINKAGE LIFTING CAPACITY ELECTRICALS TYRES INSTRUMENTS

Plunger Type Pump Delivering 18.5 L/Min 163 Kg/cm2 At 1025 RPM
3 Point Linkage Category - I Suitable For Category -II Type Pins. 1200Kg At End Of Lower Links 12 Volt 88 AH, Battery, Starter Motor, Alternator Front 6.50x20, 8 Ply Rating

Standard

Rear 16.9x28, 12 Ply Rating Standard Hours Meter, Ammeter, Water Temp. Gauge & Oil Pressure Gauge

DIMENSIONS
OVERALL LENGTH OVERALL WIDTH OVERALL HEIGHT WHEEL BASE MIN. GROUND CLEARANCE WEIGHT OF TRACTOR 3763 MM 1840 MM 2360 MM 2200 MM 410 MM 2350

5. Tafe:Gajraj 5900 G4:-

TAFE GAJRAJ 5900 G4

AGGREGATES Engine Make & Model HP Range Type Cylinders Cubic Capacity(cc) Rated RPM Air Cleaner S-433 60 4 stroke water cooled, Direct Injection Diesel 4 3333 2300 4 Stage cleaner SPECIFICATIONS

29

Bore/Stock (mm) Clutch Type Size (mm) Transmission Gear Box

In Line91.4/127

Dual Clutch (with Valeo F410 lining) Primary 305, Secondary 254

8 forward and 2 Reverse

Max Road Speeds with 16.9 28 size tyres (kmph) Forward Speed Reverse Speed Final Reduction Hydraulics Model & Type Max. Lifting Capacity (kgf) 3 Point Linkage Controls Power Take off No. of splines PTO Speed Brakes Type High speed multi disc wet brakes. Hand operated parking brake Steering Type Wheels and Tyres Front Rear Electricals Battery Alternator Starter Motor Plough Lamp Dimensions and weight 81 AMP 12 V maintenance free battery 37 AMP 2.2 KW solenoid Halogen Head light plough lamp 7.5x16 16.9x28 Power steering 6 540 @1790Engine rpm Mark III, 4 cylinder piston pump with SS 2050 Cat II replaceable type Position, Draft and Response 34 17.25 Epicyclic reduction at the rear axle end

30

Overall length (mm) Overall width (mm) Overall Height (mm) Wheelbase (mm) Min Ground Clearance (mm) Turning Circle Radius (mm) With Brakes without brakes Total Weight (Kg) Track Width (mm) Front Rear Capacities Fuel Tank Engine Sump Transmission cum Hydraulics FAB FOR GAJRAJ 5900 G4 FEATURES Engine

3590 2000 2450 2050 420

3270 3630 2235

1422 to 1730 (adjutable in steps of 102 mm) 1422 to 2080 (adjustible from in steps of 102 mm)

70 litres 8.5 70 litres45

BENEFITS

Higher pulling power for haulage (>30tons) More savings in Diesel consumption Ideal for all Heavy Duty operations Most efficient Air cleaning system Longer Engine Life Easy Maintenance Better combustion, hence more Engine power

4 stage air cleaner

Hydraulics World famous Massey Ferguson Hydraulic System Finger tip control Durable and Trouble-free operations. Alerts the operator against accidents/mistakes

Instrument Cluster

High Speed Multi Disc Wet Brakes

Avoids possible damage to critical parts Enhaced Braking efficiency Most Suitable for wet land cultivation safety in operations

Heavy Duty Epicyclic Final Reduction at rear axle

Lest expenses on maintenance Load at the crown wheel & pinion is reduced Longer life of gear box and crown wheel & pinion Extremely low maintenance cost

31

Noiseless and trouble free operations

High Torque at wheels and heavy field operations

CHAPTER 5: OBJECTIVE

Objective of the Projected Study:1. 2. 3. 4. 5. 6. 7. To study the Agri Market. To study the tractors market. Study of customer perception of tractors. To ascertain the existing marketing strategies of mahindra tractors. To structure the company profile for mahindra tractors. To understand various products and services offered by mahindra tractor. To ascertain the customer expectation regarding the mahindra tractors.

32

CHAPTER 6: RESEARCH METHODOLOGY

The Research Methodology used by me for the purpose of this project is as follows:Research Design:The research design used here for this project is a combination of Exploratory & Explanatory designs. First a general know about of the various tractors and their market structure. Then a personal interaction with the people concerned is made to figure out the results. Data Collection Method:According to the needed research of the project; I pursued both primary & secondary data collection methods. I have used Agri web sites related to tractors, some publications on the net, & tractor information broacher for secondary data collection. To ensure the accuracy of the results the primary data collection method used is the structured interview method.

33

Sampling:The sampling units in my project are Consumers. The sample size was small by following the convenience sampling method. There were queries for the persons interacted & the questionnaire has been attached at last. SAMPLING SIZE The sample size of my research is 100 consumers. Large samples give more reliable results that is why I tried my best to cover more users (consumers) in Bathinda.

Sample Size 100

Sample Unit users (consumer) Area of Survey Bathinda.

Data Availability: Data has been collected from the Users (Consumer) and Dealer of Indian
Tractor Company. Primary data:Preparing questionnaire which was distributed among consumers to get feedback. In this survey the more importance has been given to primary data than secondary data because it is more reliable. Secondary data:The various sources for secondary data like books, pamphlets and small note sheets from the company. The secondary data was collected after choosing the topic, which is very practical to the research. It was collected from the company brochures and documents. This has been used in the profile of the organization. These types of Surveys are expensive and labour-intensive.

Training Organisation: Indian Tractor Company, Bathinda Project Guide: Mr. Vijay Kumar, Sales Manager
34

The Research stands for:1. To know how of the actual phenomenon occurring & exploring the new ideas with a clear & precise insight. 2. To test the hypothesis with being variables to be compared within their relationship.

Data Analysis & Interpretation:The statistical tools used by me are mainly average, Percentage, & comparisons etc. I would like to give brief points about 1. Questionnaire: - The questionnaires are given to respondent with no

pressurization at all, i.e. he/she is free to provide the information whatever the concern is. One thing to be kept in mind those personal questions apart from name, address etc. should not be included. 2. Direct Interviews: - The direct interviews are one up against all the data collection tools just because one can judge that what a person is telling to the surveyor. Although it is time consuming but the information gathered is of much more weightage than others. 3. Sampling design, Procedure & Sample size:-A sample is always a part of the desired universe & it should represent each & every aspect of the study being conducted. The only thing is that the sample being chosen is of relevance & accurate source of information. My sampling design is based on random sampling because each element gets probability to be included & all choices made are independent of each other.

Need for study:

1. 2. To get a practical outlook about theories learnt during the academic year. To get knowledge of the present on going in consumer behavior.

35

CHAPTER 7: INTERPRETATION AND ANALYSIS

1. Age Group
20-30 Years 30-40 Years 40-50 Year 50 Above 26 42 21 11

50
No. of Respondents

40 30 20 10 0 20-30 Years 30-40 Years Age 40-50 50 Year Above 20-30 Years 30-40 Years 40-50 Year 50 Above

36

With the results of the analysis, it is clear that most of the tractor users are from the age 30-40.

2. Income Group

10000-20000 20000-30000 30000-40000 40000 Above

26 42 21 11

50 40 No. of 30 Persons 20 10 0
1000020000 2000030000 3000040000 40000 Above

10000-20000 20000-30000 30000-40000 40000 Above

Income
The main group is the one who has the salary between 20000 and 30000.

3. You belong to the following category of the society?

Professional (Farmer) Student Govt. Service Businessman

39 18 21 22

37

40 35 30 25 No. of 20 Persons 15 10 5 0

Professional Student Govt. Service Businessman

Professional Student Govt. Service Businessm an

Category of Society
Tractor is the need of the farmers and businessman too, thereby this category has maximum ownership of tractor alongwith Govt. Service man also.

38

4. . Your Educational Background

Table 4: Matric Higher Secondary Graduate Post Graduate Graph4: 44 42 12 2

post graduate 2% graduate 12% higher secondary 42%

matric 44%

Interpretation: Maximum respondents are matric and higher secondary ones i.e, 44% and 42 %

39

5. Which company tractor you have in 60 HP segment Table 5: MAHINDRA SWARAJ ESCORT FORD JOHN DEERE SONALIKA Graph 5: 39 26 11 17 4 3

F OR D 17% E S COR T 11%

S O NALIK A JO HNDE E R E 3% 4%

MAH IND R A 39%

S WAR AJ 26%

From the analysis it has been clear that most of the Indian People Segment like to purchase Mahindra tractors. We have concluded the survey and asked the question from 100 candidates and 39 responded that they have Mahindra tractors.

40

6. Which tractor of your mentioned company do you have?

Arjun 605 di Farmtrac 60 DX HMT 6522 Sonalika DI 60 Senior Tafe Gajraj 5900 g4

32 16 23 13 16

tafe 16%
Arjun 605 32%

sonalika 13% hmt 23% farm 60 16%

Mahindra Arjun has topped the list, people are now changing their trends and started opting for HMT and Farmtrac. Alongwith this Sonalika 60 is also in the list making good market with its style and elegancy.

41

7. How long you have been operating this tractor?

0-1 Yrs 1-3 Yra 3-5 Yrs More than 5 Yrs

39 32 18 11

More than 5 Yrs 11% 3-5 Yrs 18%

0-1 Yrs 39%

1-3 Yra 32%

0-1 Yrs 1-3 Yra 3-5 Yrs More than 5 Yrs

Interpretation: Out of 100 respondents, 11% of the respondents are operating this tractor for more than 5 years, 18 % are for 3-5 years, 32% for 1-3 years and the rest 39 % for 1 years.

8. What is the purpose of using this tractor?

Table 8: Business Heavy Works farming Family Purpose 12 23 62 3

Graph 8:
42

F am ily Purpos e 3%

B us ines s 12% H eavy Works 23%

F arm ing 6 2%

Interpretation: Most of the respondents use the tractors for farming purpose that is 62 % ,for heavy works 23 % and least for family purpose.

9. Are you aware of all the models of tractors (60 HP) made available to people of this company?

Yes No

94 6

No 6% Yes No Yes 94%

Respondents have better knowledge of all the models of tractor of 60 HP segment made available to people of this company.

43

10. How do you rate your tractor as compared to tractor of other company?
(a) Very Good (b) Good (c) Poor

Please mark the reason for you response 1. Fuel Efficiency 2. Price 3. Brand image 4. Pick-Up 5. Spare parts availability 6. Any other

Good 23%

Poor 8%

V.Good 69%

V.Good Good Poor

Spare Parts Any Other Availibility 4% 21% Pick Up 15%

Fuel Efficiency 14% Price 18% Brand Image 28%

Fuel Efficiency Price Brand Image Pick Up Spare Parts Availibility Any Other

Every respondent have better and positive views about the models they have. 44

11. Have you ever been recommended your companys tractor to any one?
(a) Yes If yes then to whom (b) No 1. Friends 2. Relatives 3. Colleagues 4. Any other

No 24%

Yes 76%

Yes No

Any Other 19%

Friends 31%

Colleagues 27%

Relatives 23%

Friends Relatives Colleagues Any Other

Many of the respondents have recommended their tractor to the one they are in relation to like their friends mostly other than relative and colleagues. 45

12. Have you ever heard any complaint of the make of this company or ever has faced any of the problems with your tractor?

Yes 28%

No 72%

Yes No

If yes what kind

Mileage Price Pick-Up Shockers Any Other 29 18 14 20 19

Any Other 19%

Mileage 29%

Shockers 20%

Pick-Up 14%

Price 18%

Mileage Price Pick-Up Shockers Any Other

Problems are there with every product, nothing is 100 %, thereby it variate the choices related to the buying decision and other offers. 46

PRODUCT LIFE CYCLE OF MAHINDRA TRACTOR

Product life cycle of tractor is of 3 years. To say that a product has a life cycle asserts four things. Products have a limited life. Product sales pass through distance stages, each posing different challenges, opportunities and problems to the seller. Profits rise and fall at different stages of the product life cycle. Product requires different marketing, financial, manufacturing, purchasing and human resource strategies in each life cycle stage. INTRODUCTION STAGE In tractor business name plays very important role till that time the name is not known or not have place in market, tractor will not sale. In the introduction stage focus is given on sales rather than profit. For the purpose of name people are made much aware about launching of the product so as to get maximum number of customers. Marketing strategies is based on the features of tractors. In this stage mahindra tries to expand its market share. GROWTH STAGE In growth stage focus is given on improving the product quality and adds new product features and new policies so that it can enter new market segment. Which will be CENTRAL (Madhya Pradesh & Rajasthan) EAST (Bihar, West Bengal, Orissa & Assam) SOUTH (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala) Focus is also given on increasing distribution coverage and entering a new distribution channels. Then advertising strategies will shift from product awareness advertising to productpreference advertising. MATURITY STAGE In this stage focus is given to expand number of brands users by Converting non-users into users. Entering new market segments. 47

 Winning competitors customers. Convince current users to increase use of life insurance and also other types of insurance so as to minimize their risks.

Market mix of product is also modified in this stage such as Price, Distribution, Advertising, Sales promotion, Personal selling, Services.

SEGMENTATION & TARGETING

HP BELOW 30 ABOVE 30 SEGMENTATION NORTH WEST NORTH NORTH WEST TARGETED CUSTOMER UTTAR PRADESH GUJARAT PUNJAB HARYANA MAHARASHTRA

FACTORS CONSIDERING SEGEMENTATION AND TARGETING Agriculture Income Income Level Soil (Fertility) Population Competitors Climate Infrastructure

FINDINGS
48

With the results of the analysis, it is clear that most of the tractor users are from the age 30-40. The main group is the one who has the salary between 20000 and 30000. Tractor is the need of the farmers and businessman too, thereby this category has maximum ownership of tractors alongwith Govt. Service man also. Maximum respondents are matric and higher secondary i.e, 42 % and 44 % . Mahindra has topped the list, escort also doing the fine, right now the market is of Mahindra, they are launchin good models with good features and performances. Sonalika also trying its best to capture the market of tractor of 60 HP with their latest models.Mahindra Arjun has topped the list, people are now changing their trends and started opting for HMT and Farmtrac. Alongwith this Sonalika is also in the list making good market with its style and elegancy. The trend of using tractors of 60 HP have now started thereby most of the users are from the last 2-3 years. The tractor market has started taking its shape and people now looking for big heavy vehicles for their solid performance and style. Most of the respondents use the tractorss for Business purpose that is 12 % and more in case of farming that is62 %, for heavy works 23 % and least for family purpose. Respondents have better knowledge of all the models of tractors made available to people of this company. Every respondents have better and positive views about the models they have. Many of the respondents have recommended their tractor to the one they are in relation to like their friends mostly other than relative and colleagues. Problems are there with every product, nothing is 100 %, thereby it variate the choices related to the buying decision and other offers.

49

SUGGESTIONS
Companies have to come with an idea to launch low cost tractors so that it can reach to each and every class of the society. Average or mileage of the tractor is the main criteria for the sale of tractor, petrol and Diesel prices are hiking like anything, companies have to provide a technology for better mileage and less fuel consumption. Mostly operating by the farmers and businessman. Company should have to adopt well knowledge marketing executives so that they can explain and provide comparison of tractors with other companys. Company should have to install Test Drive Camps so that they experience their vehicles and like to buy. Company should have to arrange meals for the demonstration of power.

50

SUMMARISATION
For over two decades, Mahindra Tractors is the undisputed leader of the Indian tractor market, which is the largest tractor market in the world. A division of a US$ 6 billion conglomerate, Mahindra & Mahindra, we began as a joint venture with International Harvester. And with that began a new era in power, control and reliability in farm equipment manufacturing. Today, with the largest manufacturing set up in India, Mahindra Tractors is among the top three players in the global market. And as we step into the 25th year of excellence, we continue on our journey of cultivating golden harvests across the globe. In the year 2003, Mahindra Tractors bagged the Deming Prize, a global honor for quality practices. Three years later, the company was eligible to qualify for the Japan Quality Medal, the highest honor for excellence in Total Quality Management practices. In 2007, Mahindra Tractors became one of the 20 companies worldwide to receive this rare honor. Till date, we are the only tractor company in the world to bag this prestigious award. M&M has one tractor manufacturing plant in China, three assembly plants in the United States and one at Brisbane, Australia. It has made strategic acquisitions across the globe including Stokes Forgings (UK), Jeco Holding AG (Germany) and Schoneweiss & Co GmbH (Germany). Its global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc. and Mahindra South Africa. In the US market, Mahindra USA, a subsidiary company of Mahindra tractors, sells more than 10,000 tractors annually. A nationwide network of over 300 dealers, total product support and prompt after sales service ensure that every tractor functions for years without any hassles. Mahindra Tractors, the 3rd largest tractor manufacturer in the world, notched up yet another first in the tractor industry by delivering 1232 tractors on Independence Day - August 15, 2007

CONCLUSION
51

Companies have to provide better facilities like free testing camps and gifts so as to raise the sales and promotion of the tractor models. Companies are launching their new models of tractors to make the consumer feel free from the choices. Being in the market of hype competition motorbike companies making brand positioning of their models. They used to put free test camps and use actors and actresses.

Checking complaints have now become the first priority of the company, for that they install call centers to rectify those problems. At present Mahindra Arjun sales are high due to their better service providing factor and rectifying problems. Other companies like Escort and Sonalika have to look forward and to follow the above all suggestions for making better market for their tractors.

52

SWOT ANALYSIS
STRENGTH: Over the years the company has emerged as one of the top players in the world in terms of number of tractors sold. This gives a clear indication that the company's market share is one of its biggest strengths. The company's ability to introduce new products in the market and to generate sales from those new products is a major strength. The reason being that this is very essential for any company, for its survival in the long run. The company has established its brand name in other countries of the world as well.

WEAKNESS: Tough Competition Expensive

OPPORTUNITIES: By introducing the benefits and importance of the tractor to every group, companies can evolve more. THREATS: The company has a history of having invested in unrelated diversifications such as telecom, holiday and resort inns, financial services, etc. which it has hived off as subsidiaries from time to time when these turned unmanageable. This is a cause for concern as such diversifications could divert the company's attention from its core business. It is a dangerous tendency as it leads to destruction of shareholders value. With effect of the competition the market may not get shrunk.

53

LIMITATIONS
Nothing is perfect in this mandate world and this study is no exception. Given below are the limitations of the study so that the findings of the study may be understood in their right perspective. 1. The result of this research cannot be termed as making a fair representation of the perception of the population. 2. Study was confined to the city of Bathinda. 3. Sample size taken was 100 respondents, the result might have varied had there been a larger sample size. 4. It is very much possible that some of the respondents may have given the incorrect information. 5. The last but the most important point to that survey was carried through Questionnaire and the Questions were based on perception. Most important is positioning. But there may be certain aspects not taken into consideration.

54

BIBLIOGRAPHY
BOOKS AND JOURNALS Amsden, A. H. (1989), Asia's Next Giant, South Korea and Late Industrialization (New York, Oxford University Press). Amsden, A. H. (2001), The Rise of the Rest, Challenges to the West from Late Industrializing Economies Balassa B. (1980), The Process of Industrial Development and Alternative Development Strategies, World Bank Staff Working Paper, No. 438 (Washington, D. C., World Bank). Bhagwati, J. (1978), Foreign Trade Regimes and Economic Development, Anatomy and Consequences of Exchange Control Regimes (Cambridge, Ballinger Publishing Company). Bruton, H. (1998), A Reconsideration of Import Substitution, Journal of Economic Literature, XXXVI, June, 90336. Chang, H. (1993), The Political Economy of Industrial Policy in Korea Cambridge Journal of Economics, No. 17, 13157. Cline, R. W. (1983), Trade Policy in the 1980s, Institute for International Economics (Washington, D.C.). Gomery, R. E. and Baumol, W. J. (2000), Global Trade and Conflicting National Interests (Massachusetts, Massachusetts Institute of Technology). Greenaway, D., Morgan, W. and Wright, P. (1998), Trade Reform, Adjustment and Growth: What Does the Evidence Tell Us, Economic Journal, No. 108, September, 154761. Krueger, A. O. (1998), Why Trade Liberalisation is Good for Growth, The Economic Journal, No. 108, September, 151322.

Internet Resources
55 http://www.sonalikaindia.com http://www.tafe.com http://www.escortindia.com http://www.automobileindiamahindra-&-mahindra/

 http://www.mahindra.com/OurBusinesses/automobile-manufacturer.html

56

QUESTIONNAIRE
1. Age Group A) 20-30 2. Income Group A) 10000-20000 D) 40000 Above 3. You belong to the following category of the society? (a) Farmer (d) Businessman 4. Your Educational Background (a) Matric (d) Post Graduate 5. Which company tractor you have in large tractor segment? Mahindra Escort John deere Swaraj Ford Sonalika (b) Higher Secondary (c) Graduate (b) Student (c) Govt. Service B) 20000-30000 C) 30000-40000 B) 30-40 C) 40-50 D) 40 Above

6. Which tractor of your mentioned company do you have? (a) Arjun 57 (b) escort (c) tafe

(d) sonalika

(e)HMT

7. How long you have been operating this tractor? (a) 0-1 Yrs (b) 1-3 (c) 3-5 (d) More than 5 Yrs

8. What is the purpose of using this tractor? (a) Business (c) farming (b) Heavy Works (d) Family Purpose

9. Are you aware of all the models of tractor of 60 HP made available to people of this company? (a) Yes (b) No

10. How do you rate your tractor as compared to tractor of other company? (a) Very Good (b) Good (c) Poor

Please mark the reason for you response 7. Fuel Efficiency 8. Price 9. Brand image 10. Pick-Up 11. Spare parts availability 12. Any other

58

11. Have you ever been recommended your companys tractor to any one? (a) Yes If yes then to whom (b) No 1. Friends 2. Relatives 3. Colleagues 4. Any other 12. Have you ever heard any complaint of the make of this company or ever has faced any of the problems with your tractor? (a) Yes If yes what kind 1. Mileage 2. Price 3. Pick-up 4. Shockers 5. Any other (b) No

59