Beruflich Dokumente
Kultur Dokumente
1. INTRODUCTION
2. RESEARCH OBJECTIVE & METHODOLOGY
3. INTRODUCTION OF THE COMPANY
4. SWOT ANALYSIS
5. INDUSTRY PROFILE
6. THEORITICAL BACKGROUND
7. ANA LAYSIS AND INTERPRETATION
8. FINDINGS, SUGGESTIONS AND CONCLUSION
9. QUESTIONNAIRE
10. BIBLIOGRAPHY
.
Introduction
Earlier in 1950s, the India people was engaged in agriculture and for irrigation
mainly depend upon rains except a few isolated pockets being irrigated through canals
and tube wells. Very few people used chemicals and pesticides and even the major
agricultural operations life ploughing, planking, etc. were carried down by bullocks. As a
result, India could not produce enough to feed its people so heavy expenditure was
incurred on import of food grains. It results in scarce foreign exchange reserves of our
country. All this initiated Indian government to give highest priority to development of
agriculture in its five year plan programmed.
Cultivation, being the key operation in agriculture. A stress was laid on the
improvement in agricultural output through use of advanced technology. Extensive use of
effective and improved equipments was made by importing tractors. Our Government
encouraged manufacturing of tractors in India to save its foreign currency reserves. As a
result, a few plants were set up but Indian technology at that time was not in a position to
design and manufacture indigenous tractors. So the plants were mainly set up for
manufacturing tractors with the help of some foreign collaboration.
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
The basic task of research is to generate accurate information for use in decision making.
Research can be defined as the systematic and objective process of gathering, recording
and analyzing data for aid in making business decisions.
As the project involves analyzing of customer satisfaction, the research is exploratory in
nature, covering all parameters and come of the important ratios to carry out research.
There are basically two techniques adopted for obtaining information:
Primary Data.
Secondary Data.
Primary Data is gathered specifically for the project at hand through personal
interviews with the farmers having tractors of swaraj.
Secondary data is previously collected and assembled for some project other than
the one at hand. It is gathered and recorded by someone else prior to current needs of the
researcher. It is less expensive than the primary data.
Secondary data can be obtained from both external and internal sources.
External data may be collected from books and periodicals, government sources, media
and other commercial sources.
Internal data is that secondary data, which is created, recorded or generated by the
organization.
Secondary data is collected from the reports of the company, books, journals and internet.
Secondary data is gathered from annual reports, official records and standing orders of
the units.
RESEARCH PROCES
Step1:
Program
Planning
Step 6: Step 2:
Consultation & Start Survey
review
Research
Methodology
Step 3:
Step 5: Survey
Reporting Development
Step 4:
Data Analysis
LIMITATIONS:
BOARD OF DIRECTORS
P.D. NARANG (Chairman)
S.K. TUTEJA
DONALD PECK
STEVEN ENDERBY
N. MOHANRAJ
M. RAGHAVENDRA
HARDEEP SINGH
DALJIT MIRCHANDANI
P. SIVARAM (Chief Operating Officer)
A.M. SAWHNEY (Director Marketing)
M&M LTD -Swaraj Division plant is situated at S.A.S. Nagar (Mohali) where production
commenced in the year 1974. Initially, PSIDC contributed 42% equity capital against the
total paid up capital of Rs.140.00 lacs. The facility was initially created to manufacture
5000 nos., tractors and the capital cost at that time was Rs.321 lacs.
The production capacity of tractors has increased to 60000 nos., from the level of 5000
nos. The company, over the years, has also promoted two companies, namely, Swaraj
Mazda Limited (manufacture of Light Commercial Vehicles) & Swaraj Engines Ltd.
(manufacture of Diesel Engines in collaboration with Kirloskar Ltd and it has also
promoted Swaraj Automotives. The present stake of SWARAJ DIVISION in these is
14% in Swaraj Mazda, 33% in Swaraj Engines and 24% in Swaraj Automotives.
MISSION, VISION & OBJECTIVES
OBJECTIVES OF SWARAJ
1) QUALITY
a. Continually improves satisfaction level of our customers.
b. Continually improve performance & reliability of our products
& services
c. Provide to you delivery of products & services to meet
customers requirements.
d. To reduce the break down of equipment.
2) ENVIRONMENT, HEALTH AND SAFETY.
The word SWARAJ in Indian language means freedom from bondage. Since SWARAJ
DIVISION was the first large scale project in India based totally on Indian know how and
technology, Swaraj was appropriately chosen as its brand name. With more than 5 Lac
tractors and harvest combines operating in Indian farms, now Swaraj is also an
internationally recognized name in the developing world Viz. East Africa, West Africa,
Middle East and South East Asia, etc.
PERIOD (1970-74)
This project for manufacture of 5000 tractors per year was set up at an outlay of
Rs. 3.70 crores during November 1972- March 1974. The engineers for Swaraj tractors
were procured from M/s Kirloskar Oil Engines Ltd., a pioneer in Indian Engineering
Industry. SWARAJ DIVISION went into commercial production with the introduction of
its first Model Swaraj 724 in April 1974.
PERIOD (1974-78)
In 1974 competitive market conditions prevailing where well known international
brands such as Ford, Massey, Ferguson, etc were available, it was difficult to establish a
new tractor. Thus to establish Swaraj against this severe competition, the following
strategy was adopted.
Intensive and close marketing.
District - wise distribution.
Limited introduction and slow extension of distribution network.
SWARAJ DIVISIONs own serving group.
Strict uniformity of product performance and quality.
SWARAJ DIVISIONs first launch SWARAJ 724 received quite favorable response and
encouraged by this response and also by taking into account the preference of large
segments of farmers for higher HP tractor, development work on a 35 HP tractor was
started in January 1975. SWARAJ DIVISION introduced its second model SWARAJ 735
in November 1975 which is now the most popular tractor. Then a low cost tractor
SWARAJ 720 was introduced in 1978 for small farmers.
With encouraging past records PTL decided to increase its production to 24000 per
annum. But the RBIs credit squeeze policy affected the tractor industry, as more than
95% of the tractor sales are through banks. SWARAJ DIVISIONs sale dipped from
10000 tractors to around 5500 tractors in 1982-83. During 1982-86, SWARAJ
DIVISIONs efforts were directed towards training its work force, reducing wastage,
cutting down scrap, inventory control, up gradation of quality, expanding dealer network
in new areas and widening product variants. Thus SWARAJ DIVISION worked on man
rather than machines
STAGE OF GROWTH SINCE 1987
There is goodwill create in the mind of the people regarding brand SWARAJ, market
since 1987 has been showing growth trend. The demand for Swaraj has increased
tremendously. Now consumers are ready to wait and pay the entire amount in advance to
buy a Swaraj tractor rather than buying any other tractor. Production capacity had
increased presently to 33000 tractors per year and will further increase to 36000 tractors
per year by 2000.
The decade of 90s has been a rewarding one for all the constituents of Swaraj enterprise
- through generation of wealth for its customers, its business associates, its employees, its
shareholders and the society.
1965 Govt. of India's research institute (CMERI) at Durgapur initiates design and
development of SWARAJ tractor based on indigenous know-how.
1970 Punjab Govt. through PSIDC acquires SWARAJ tractor's design from CMERI
and establishes Punjab Tractors Ltd. (SWARAJ DIVISION) for its
commercialization.
1971- SWARAJ DIVISION sets up SWARAJ Project for 5,000 tractors per annum at
73 a capital outlay of Rs. 37.0 million with an equity base of Rs 11.0 million.
1974 Swaraj 724 (26.5 HP) tractor commercially introduced.
1975 2nd tractor model SWARAJ 735(39 HP) developed by own R&D,
commercially introduced.
1978 3rd Tractor model SWARAJ 720 (19.5 HP) developed by own R&D,
commercially introduced.
4th issue of Bonus Shares (2:1) paid up equity moves to Rs 607.6 million.
2001 SWARAJ DIVISION won National Championship trophy in competition
organized by All India Management Association (AIMA) for young managers.
SWARAJ
DIVISION
STRENGTHS:
The company has an excellent distribution network. Due to strong consumer preference
and the potential for expansion, the industry in bound to record growth. The company
mainly has medium horse power tractor in its product portfolio, which holds a good
growth potential thereby leading to an increase in the market share. Strong Research and
development set up. Being a cash rich company, SWARAJ DIVISION should have no
obstacle for further expansions.
WEAKNESSES
Being agro-based product, companys fortune depends on the vagaries of the monsoon.
The company is addressing this problem by going in for capacity expansion and
increasing dealer network. The company has not leveraged its brand and product varies in
the exports market. Major market share in Punjab & Haryana could stagnate as the
market mature.
OPPORTUNITIES:
The Company will have the advantage to synergize with M & M, Farm Equipment Sector
in the areas of sourcing, manufacturing, product development and distribution. Increased
agri-focus of the Indian Government. Good brand name, product quality and cost
advantage to increase exports in low value markets of Sri Lanka, Bangladesh and African
countries.
THREATS:
The entry of international and new domestic players would intensify competition
significantly. This could put pressure on the sale growth and the merging of the company.
Number of technically superior new models likely to be launched in the market in the
next two years. The evitable increase in petroleum prices including diesel & other inputs,
will naturally bring down the spirit of a prospective tractor purchasers.
INDUSTRY PROFILE
THE BEGINNING: Indian Tractor Industry took birth in 1959-60 when the first
tractor manufacturing unit was established. However, this industry found a firm footing
only after the turbulent period of 1968-74, during which the acceleration which should
have emerged from the upsurge in demand generated by the Green Revolution was
navigated by large-scale imports of fully built tractors. By 1973-74 when imports were
banned, 22 manufacturers remained. It is in an environment of intense competition
between 22 manufacturers that our tractor industry has grown during the last 30 years.
During this period, it has become not only a major segment of our engineering industry
but with a population of 1, 30,000 tractors in 1990, our country became the second largest
tractor producer in the world.
The development of tractors industry from the very beginning i.e. 1959-60 Till date
can be divided into the following four phases:-
In late sixties demand for tractors was low. After 1967, demand of tractors started
multiplying at an annual rate of nearly 50% because government policies in respect of the
development of tractor industry to promote mechanization of agriculture encouraging
local manufacturer of tractors along with the import of tractors from Eastern Europe. At
the same time, government protected the interests of the farmers by making tractors
available to them at reasonable prices. Tractors manufacturing units came up in this
decade:
Escher Tractors Ltd. (1959)
Tractors and Farm Equipment Ltd. (1963)
Tractors and Builders Ltd. (1964)
International Tractors Ltd. (1965)
2. Second phase of development:
After 1987 the tractor industry further picked up Government gave priority to agriculture
and exempt the excise duty on tractors below 1800cc in 1986 and repayment period was
increased from 7 to 9 years. After this, average growth of 15% was experienced for 1988-
92 which was due to green revolution. After six years (1987-92) of rapid growth, demand
for tractors showed a decline of 4% in 1992-93 and 3.8% in 1994-95. Sales dropped from
1.51 lacs in 1991-92 to 1.38 lacs in 1993-94. The decline was due to the following
factors:-
Land development bank, an important source of finance, collapsed. Depression in market
due to credit squeeze. Decrease in production of cash crops. Political uncertainty.
But after that tractor industry again started growing and tractor sales went to 1.64
lacs in 1995 and further in 1996-97.
THE PRESENT
Sales peaked to 2.73 lacs in 1999-2000. In the year 2000-01 and 2001-02 the sales
decline to 2.53 and 2.18 lacs because of fall in the rural income virtually all over country
and due to rising competition. It reached 1.69 lacs in 2002-03. The industry saw an
upward trend volume touching 4 lacs in 2009-10 and to 4.46 lacs in 2010-11. During the
current FY 2009-10, around 4,50,000 tractors were sold in India and 100000 tractors
were exported.
The industry has now discovered channel-exports to ensure that the sales of tractors do
not drop. In fact, exports have now become a thrust area.
Five major manufacturers are in the race for tractor market today, account for 78% of the
total market share. They are offering products of different HPs. They include below
20HP, 21-30HP, and 41-50HP and above.
CRITICAL PARAMENTERS FOR GROWTH OF TRACTOR INDUSTRY
* AGRICULTURE INDUSTRY
Nearly 90-95% tractors are purchased with the help of bank credit. It plays an important
role in determining the demand for tractors.
* PRICING OF TRACTORS.
The financial inability of the Indian farmers makes the pricing a critical parameter.
Companies that managed to keep their costs low are the ones that managed to survive
during the reversionary period.
* GOVERNMET POLICIES
To enable a farmer to purchase a tractor against these odds, the government introduced
subsidies in this sector. In the budget of 2004 all the tractors were exempted from excise
duty.
* IMPORTS
The industry reduce its dependence on imports, they have indigenized their inputs,
which were earlier imported and priority is given to Research and Development. All
tractor manufacturing units, except the Swaraj Division, were initially set up with foreign
collaboration, tractor industry has been on its own for the last decade.
Table below provides the industry picture for 2007-08, geographically & segment wise:
GEOGRAPHICALLY
SEGMENT WISE
Up to 30 HP 18%
31 - 40 HP 37%
Above 40 HP 45%
THEORITICAL BACKGROUND
INTRODUCTION
"Well, there goes another satisfied customer", I used to hear from the
manager of a radio rentals shop I used to work in during student vacations
some twenty five years ago, and we all would snigger. Clearly there was not
much commitment to customer satisfaction in that organization; but what
exactly is the purpose of satisfying the customer when such a commitment
does exist?
Customer satisfaction refers to the extent to which customers are happy with
the products and services provided by a business. Customer satisfaction
levels can be measured using survey techniques and questionnaires.
Gaining high levels of customer satisfaction is very important to a business
because satisfied customers are most likely to be loyal and make repeat
orders and to use a wide range of services offered by a business
MEANING
Customer satisfaction, a business term is a measure of how products and
services supplied by a company meet or surpass customer expectation. It is
seen as a key performance indicator within business and is part of the four
perspectives of a The Department of The Customer Satisfaction is
Responsible to Deal with The complaints. This department monitors and
classifies the complaints, review, identify the schemes that are expected to
improve customer service and provide satisfactory response to customers.
Customer favor the delivery with right quality, right quantity at the right
time, at the right cost, at the right place in addition to safety transaction of
the organization. So fulfilling expected needs of the customer for their
satisfaction
Customer satisfaction refers to the extent to which customers are happy with
the products and services provided by a business. Customer satisfaction
levels can be measured using survey techniques and questionnaires.
DEFINITION
BUSINESS DEFINITION FOR: CUSTOMER SATISFACTION
Expectations
Characteristics
.zxwdsc`e*-*-432
CUSTOMER PROFIT CHAIN
INFERENCE
75% of respondents have told that they came to know only through friends, and the
remaining 25% have told that the awareness about the dealers was through other
source
Q2) Which type of tractor model you have?
INFERENCE
From the above table it is clear that only 10% of the farmers use SWARAJ-735FE
and rest of the 90% use SWARAJ-835FE
Q3) Which types of tractor model you buy?
INFERENCE
From the above table it is clearly identified 70% of the respondents have told that
they bought based on their economic conditions, whereas 22.5% have told the
reason as safety and the remaining 7.5% has given some other reason.
Q4) How do you feel about the service in terms of charges?
INFERENCE
From the above table only 2.5% of respondents felt that the charges are very high,
whereas 15% felt that the charges are high and the remaining 82.5% felt that the
charges are moderate and they were happy about the charges levied by the firm.
Q5) what do you think about Quality of work?
INFERENCE
From the above table it is clearly identified 2.5% of respondents have rated the
quality of work as excellent. Another 42.5% rated it as very good, then 35% of the
customers have told it as good and the remaining 20% rated it as fair.
Q6) what will you say about convenience with the dealer ?
INFERENCE
Almost 50% seems to be very convenient with the dealer, another 30% seems to be
convenient with the dealer and the remaining 20% seems to be some what.
Q7) what is the level of comfortness of service ?
INFERENCE
The comfortness in the level of service is measured and it is found that 47.5% felt
very good in comfort, then 32.5% felt good in comfort and the remaining 17.5% felt
fair in comfort.
Q8) After your service visit, did someone from the dealership contact
you by phone or by mail to see if you were satisfied with your overall
service experience?
INFERENCE
From the above furnished table it is clearly indicated that Almost 87.5% told that
they will get a call about the satisfaction in service from the company, and 12.5%
told that they will not receive such type of call after service.
Q9) In evaluating your most recent customer service experience, what
was the quality of service you received?
INFERENCE
2.5% told that the company provides a superior customer service and almost 72.5%
were satisfied with the customer service in the company. Another 12.5% were found
to be somewhat unsatisfactory, and then other 12.5% told that they were average in
customer service only.
Q10) what do you think about completion of the service in the time
promised?
INFERENCE
On time delivery of the service was the next factor considered to be very important
and in this regard, 80% of the customers feel very much satisfied with the timing of
the service, then 15% seems to be somewhat satisfied and only 5% seems to be
somewhat dissatisfied.
Q11) Do u think customer service representatives are very polite?
parameter Frequency Percentag Valid Cumulative
s e Percentage Percentage
Strongly 2 5.0 5.0 5.0
disagree
Somewhat 1 2.5 2.5 7.5
disagree
Somewhat 30 75.0 75.0 82.5
agree
Strongly 7 17.5 17.5 100.0
agree
Total 40 100.0 100.0
INFERENCE
From the above table it is clear that 5% of respondents are strongly disagree about
politeness of the representatives, 2.5% of respondents are somewhat disagree about
representatives politeness, 75% of respondents are somewhat agree and 17.5% of
respondents are strongly agree.
Q12) Which of the following qualities of the service representative stood
out? (As being superior)
INFERENCE
From the above table it is clear that 5% of the employees seem to be very patient to
the customers, 37.5% seem to be enthusiastic, 17.5% seem to listen to the customers
very carefully and then attend to their problems and another 40% were found to be
friendly to the customers all the time.
Q13) What do you think customer service representative are
knowledgeable ?
INFERENCE
From the above table it is clear that 10% of respondents strongly disagree that
representatives are knowledgeable and the same percentage of respondents are
somewhat disagree that representatives are knowledgeable, 2.5% of respondents are
neutral, the respondents of 47.5% are somewhat agree with the knowledge of the
representatives and 30% of respondents are believe that representatives have good
knowledge.
Q14) Are they able to solve the problems ?
INFERENCE
Almost 50% of the customers were of opinion that there was a very good problem
solving skill amongst the employees of the firm. 37.5% seems to be of the opinion
that the problem solving skill is good. 12.5% seems to be saying that the employees
have a fair problem solving skill.
Q15) what about the understanding ability of employees about customer
needs ?
INFERENCE
From the above table 52.5% of the customers were of opinion that the employees
very understanding in nature, 37.5% were of opinion that they were good in
understanding, and 10% of the customers were of opinion that the employees have a
fair level of understanding.
Q16) Would you recommend this dealer to a friend or relative as a place
to have their tractors serviced?
INFERENCE
Almost 77.5% of the customers were ready to recommend definitely to friends or
relatives, 10% have told they may recommend, another 10% have told that they
may or may not recommend and only 2.5% of the customers seems not to
recommend the services to anybody.
Q17) If you need service again for your tractor, would you return to this
dealer ?
INFERENCE
From the above table almost 80% of the customers were willing to come back to the
dealer in future. 7.5% of them were not sure whether they would come back, other
10% have said they may or may not come back and 2.5% of the customers have said
that they will not come back at all.
CHAPTER
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
The observations on the survey support the customer satisfaction of swaraj division
mohali, to a greatest extent of 95%. But still 5% of the customers were dissatisfied on the
following grounds such as
delay in delivering,
Just because the complaints were received from only few customers we cant ignore this,
and hence the following recommendations were made to the company in improving the
level of customer satisfaction.
SUGGESTIONS:
To avoid problems on in-time delivery of vehicles, the company can make a call
after the vehicle is ready, thereby it is possible for the company to avoid
inconvenience posed on the customers. If not the company can increase the
number of mechanics in the service department.
In avoiding cost related dissatisfaction among the customers, the company can
give its customers some special schemes like one free service for every ten
services. When it is announced, probably the customers will try to avail that free
service, in turn there is a possibility to increase the customers also.
To avoid repetition of complaints the company can appoint one chief mechanic to
check the vehicle soon after the service is over and before each delivery it has to
be ensured that the chief mechanic checks it promptly.
This project dealt with study on customer satisfaction after sales service in Punjab
tractor ltd. Swaraj division. The project was done to know how retain the customer and
thereby improve loyalty.
This study gives the opinions and their suggestions about the swaraj Limited and this
project also gives the view upon the qualities and attitudes of the customers about the
employees of the organisation.
This study also gives the views and suggestions about retaining the potential customers to
the organization and keeps them loyalty to the organization.
QUESTIONNAIRE
2. Age :
3. Gender : Male/Female
b. Others
a. Swaraj-735FE
b.Swaraj-835FE
a.economy
b.safety
c.others
7. How do you feel about the service in terms of charges?
a. Very High
b. High
c. moderate
d. Low
8. On your most recent service visit, how would you rate the service
department on the following areas?
9. After your service visit, did someone from the dealership contact you
by phone or by mail to see if you were satisfied with your overall service
experience?
a. Yes
b. No
10. In evaluating your most recent customer service experience, What
was the quality of service you received ?
a. Somewhat unsatisfactory
b. About average
c. Very satisfactory
d. Superior
11.What do you think about the completion of the service in the time
promised?
a. Very Satisfied
b. Somewhat Satisfied
c. Somewhat Dissatisfied
d. Very Dissatisfied
a. Strongly disagree
b. Somewhat disagree
c. Somewhat agree
d. Strongly agree
11. Which of the following qualities of the service representative
stood out ?(as being Superior)
a. Patient
b. Enthusiastic
c. Listened carefully
d. Friendly
a. strongly disagree
a. Very good
b. Good
c. Fair
14.what about the understanding ability of the employees about
customer needs ?
a.Very good
b.good
c.fair
15. Would you recommend this dealer to a friend or relative as a
place to have their Tractor serviced?
a. Definitely
b. Probably
c. Not sure
d. Definitely not
16. If you need service again for your tractor, would you return
to this dealer ?
a. Definitely
b. Probably
c. Not sure
d. Probably not
e. Definitely not
17. If you are not totally satisfied with the Customer Service
Representative, please state below the reason(s) for your
dissatisfaction
# Books
# Journals
Annual Reports of PUNJAB TRACTORS LTD.
www.swarajenterprise.com
#Web Pages
http://www.swarajenterprise.com/
http://www.swarajenterprise.com/Swaraj Division_index.htm
http://www.swarajenterprise.com/Swaraj Divisionannualreport.asp
http://www.swarajenterprise.com/Swaraj Division_enterprise.htm
www.indiaautomotive.net