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

Page No.
6

1 CHAPTER 1:
INTRODUCTION

2 CHAPTER 2:
TRACTOR INDUSTRY OF INDIA

3 CHAPTER 3:
COMPANY PROFILE

13

ORIGIN OF THE COMPANY

14

INDIAN INDUSTRIAL ENVIRONMENT

16

BUSINESS OF MAHINDRA GROUP

19

4 CHAPTER 4:
COMPARISON

22

5 CHAPTER 5:
OBJECTS OF PROJECT

34

6 CHAPTER 6:
RESEARCH METHODOLOGY

35

7 CHAPTER 7:
INTERPRETATION AND ANALYSIS

38

8 CHAPTER 8:

PRODUCT LIFE CYCLE OF MAHINDRA TRACTOR

48

SEGMENTATION & TARGETING

49

CHAPTER 9:

FINDINGS
SUGGESTIONS

51

SUMMARISATION

52

CONCLUSION

53

SWOT ANALYSIS

54

LIMITATIONS

55

BIBLIOGRAPHY

56

QUESTIONNAIRE

THE EXECUTIVE SUMMARY

5

50

57-59

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

15

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.
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
16

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 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.
17

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.
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.

18

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
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 end-to-end twowheeler business in every segment of the industry. The company has a state-of-the-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

19

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.

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.
20

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 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

21

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
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

Transmission

reverse speeds with high and low selector lever. Foot operated differential Lock.

Steering

Neutral safety switch.

Mechanical Steering. Optional : Powersteering
12V / 88 AHBattery, Starter motor, Alternator with built in Regulator, Halogen

Electrical

Starting

and Lighting

Brakes

Hydraulic System

Power Take Off

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

Optional : Reverse CRPTO with dual clutch

"Car like" Dash board with well illuminated instrument panel. With Electronic Oil
Instrumentation

Tractor Weight
Tyres and Wheels

scort:Farmtrac 60 DX :-

Farmtrac 60 DX
23

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

16

8PR

2.
E

World

Class

Tractor

For First Class Farming

Specification
Performance data

Powerful Engine

Comfort

Rated

Best in 60 H.P. category.

Comfortable

It takes less time for more

adjustable as per driver's height

ploughing.

and weigh.

engine 60 HP category

Power
No. of cylinders
Bore

Stroke 111.76x106.68

(m.m)
Transmission
Type

of

Gear Constant

mesh

Box

gears (8+2)

Road Speed

(At 2000 engine

R.P.M. with rear
tyre

Unbeatable

pulling

power

easy.

comfortable as in a car.

Powerful hydraulic capacity

Tilted / rectangular foot platform

helps lift more goods and

for comfortable driving.

plough deeper with higher

Specially designed steering does

speed.

not make you tired even after

size

Properly

RPM

Smoke-less

1600

engine

RPM)

(Single

after refueling.
(on

engine

RPM) (Duel

automatic

control
weighing

depth

1500
capacity

&

draft

k.g.
at

horizontal

linkage
Tyres
Front

6.00x16-8 PR

Rear

13.6x28-8PR

Brakes
Fully sealed, water proof, dry disc
brakes.

World Class

ADI*

World class tractor exported to

High

America,

helical

24

Europe,

Asia,

engine

Africa,

eliminates

Bigger fuel tank that last longer

Hydraulics
Fully

halogen

face while driving.

transmission)
1800

mounted

the problem of smoke on driver's

clutch

(Optional)

and

at night.
(on

RPM

easy

headlight for maximum visibility

P.T.O.

540

shifting

long hours of work.

Minimum speed 2.76 k.m./Hr.

Speed

Constant mesh gear box makes

gear

Maximum speed 29.48 k.m./Hr.

540

seat

makes haulage of trolleys

13.6x28)

Speed

deluxe

engine
air

life

due

passage

to
to

Australia and New Zealand.

engine

Fully sealed disc brake and front

pressure on engine parts.

axle for total safety and freedom

Re-entrant

from recurring expenses.

combustion chamber burns

Side

opening

bonnet

for

easy

which

diesel

reduces

type

piston

completely

and

servicing.

reduces consumption.

Heavy front axle ensures safety by

Ring carrier and side drain

stopping the tractor- front from

pistons" help piston to be

lifting up.

re-used after first overhaul.

Specially deigned adjustable front

axle facilities ease of use in every
situation.
feature

ensures

extra

safety and prevents accidents.

For

long

coating

drain

piston

also

reduces oil consumption.

Cross-flow design blows out

Tractor starts only in Neutral. This

unique

Side

lasting

shine,

special

using

C.E.D.

paint

technology.

burnt gases completely and

low

temperature

near

valves enhances durability.

Mechanical

governor

in

diesel pump saves fuel and

gives

power

with

every

drop of diesel.

3. HMT:HMT 6522:-

SPECIFICATION
ENGINE
Make

HMT AVL design

Type

Direct Fuel Injection, Four stroke water cooled diesel engine

No. OF Cylinders

H.P. Range

60 H.P

Bore/Stroke

102mm/110 mm

Displacement Volume

3597 CC

Compression Ratio

17.4:1

25

Rated RPM

2200 RPM

Air Cleaner

Dry type double stage

Cooling System
Clutch

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

10 forward + 2 reverse with tyre size 16.9/14-28

High:

Low:

H1 : 7.56 km/hr

L1 : 1.99 km/hr

H2 : 11.17 km/hr

L2 : 3.22 km/hr

H3 : 15.80 km/hr

L3 : 5.43 km/hr

H4 : 19.65 km/hr

L4 : 8.45 km/hr

H5 : 32.90 km/hr

L5 : 9.70 km/hr

R : 13.20 km/hr

R : 3.90 km/hr

STEERING

Recirculating Ball type

BRAKES
Hydraulic, shoe type, operated by two pedals to break the wheels

Foot Brake

simulataneously & independently. Latch lock provided

Hand Brake

Band type mechanical control

P.T.O. Shaft Operation

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

70 Litres

Engine Sump

12 Litres

Cooling System

13 Litres

Each Portal

1.9 liters

Steering

2.5 litres
0.6 Litre

F.I. Pump
GEAR BOX
With

26

lift

operation

in 25 litres

plains
With lift operation in hilly

32 litres

terrain
TYRES
Front

6.5-20

Rear

16.9/14-28

DIMENSIONS
Length

3655 mm

Width

1910 mm

Wheel Base

2250 mm

Max.

Height

upto

Top 2340 mm

exhaust
Height upto upper rim of 1761 mm
Steering wheel
Height of Drawbar

460 mm

Ground clearance

470 mm

Min. Turning radius With 3400 + 250 mm

breaking one wheel
WEIGHT
Without ballast

2785 kg

With full ballast

3525 kg

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:

Powerful AVL Engine

Floor type gear shifting lever

Heavy duty dual dutch with lining dia 295 mm

Hydrostatic Power Steering.(Optional)

4. Sonalika:DI 60 Senior:-

27

ENGINE

SPECIFICATION

MODEL

4100 F

HP CATEGORY

60SAE

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

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

CLUTCH
TYPE
DIAMETER

TRANSMISSION

Heavy Duty, Single Dry Plate, Dry

280 MM

8 Forward, 2 Reverse Speeds With High And Low

Selector Levers.

GEAR SPEEDS (KM/HR)

KM/H With Rear Tyre Size 16.9-28

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

2.84
3.74
6.22
9.16
11.19
14.73
24.50
36.07
3.68
15.67

PTO
TYPE
RPM

21 Spline Involute
1000 RPM Standard

Heavy Duty Self Energising, Water Sealed Disc

BRAKES

Brakes With Parking Brake For Additional Safety &

Screw

STEERING

Heavy Duty Single Drop Arm Steering For High Efficiency

End Comfortable Drive

HYDRAULIC
A. POSITION CONTROL
B. AUTOMATIC DRAFT CONTROL

28

2 Lever, Automatic Position And Draft With Mix

Control
To Hold Lower Links At Desired Heights
To Maintain Uniform Draft

C. MIX CONTROL

For Simultaneous Use Of Position And Draft Controls

For Optimum Field Output

Plunger Type Pump Delivering 18.5 L/Min 163 Kg/-

HYDRAULIC PUMP

cm2 At 1025 RPM

LINKAGE

3 Point Linkage Category - I Suitable For Category -II Type

LIFTING CAPACITY
ELECTRICALS
TYRES

Pins.
1200Kg At End Of Lower Links
12 Volt 88 AH, Battery, Starter Motor, Alternator
Front
6.50x20,
8
Ply
Rating

INSTRUMENTS

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

S PECI F I CATI ON S

Engine
Make & Model

S-433

HP Range

60

Type

4 stroke water cooled, Direct Injection Diesel

Cylinders

Cubic Capacity(cc)

3333

Rated RPM

2300

Air Cleaner

4 Stage cleaner

Bore/Stock (mm)

In Line91.4/127

29

Standard

Clutch
Type

Dual Clutch (with Valeo F410 lining)

Size (mm)

Primary 305, Secondary 254

Transmission
Gear Box

8 forward and 2 Reverse

Max Road Speeds with 16.9 28

size tyres (kmph)
Forward Speed

34

Reverse Speed

17.25

Final Reduction

Epicyclic reduction at the rear axle end

Hydraulics
Model & Type
Max. Lifting Capacity (kgf)

Mark III, 4 cylinder piston pump with SS

2050

3 Point Linkage

Cat II replaceable type

Controls

Position, Draft and Response

Power Take off

No. of splines

PTO Speed

540 @1790Engine rpm

Brakes
Type

High speed multi disc wet brakes.

Hand operated parking brake

Steering
Type

Power steering

Wheels and Tyres

Front

7.5x16

Rear

16.9x28

Electricals
Battery

81 AMP 12 V maintenance free battery

Alternator

37 AMP

Starter Motor

2.2 KW solenoid

Plough Lamp

Halogen Head light plough lamp

Dimensions and weight

Overall length (mm)

3590

Overall width (mm)

2000

30

Overall Height (mm)

2450

Wheelbase (mm)

2050

Min Ground Clearance (mm)

420

Turning Circle Radius (mm)

With Brakes

3270

without brakes

3630

Total Weight (Kg)

2235

Track Width (mm)

Front

1422 to 1730 (adjutable in steps of 102 mm)

Rear

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

Capacities
Fuel Tank

70 litres

Engine Sump

8.5

Transmission cum Hydraulics

70 litres45

FAB FOR GAJRAJ 5900 G4

FEATURES
Engine

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

4 stage air cleaner

Easy Maintenance Better combustion, hence more Engine

power

Hydraulics

World famous Massey Ferguson Hydraulic System Finger

tip control Durable and Trouble-free operations.

Alerts the operator against accidents/mistakes

Avoids possible damage to critical parts

Enhaced Braking efficiency

Most Suitable for wet land cultivation

High Speed Multi Disc Wet Brakes

safety in operations

Heavy Duty

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

Noiseless and trouble free operations

Instrument Cluster

Epicyclic Final Reduction at rear axle

31

High Torque at wheels and heavy field operations

CHAPTER 5: OBJECTIVE

Objective of the Projected Study:-

32

1.

To study the Agri Market.

2.

To study the tractors market.

3.

Study of customer perception of tractors.

4.

To ascertain the existing marketing strategies of mahindra tractors.

5.

To structure the company profile for mahindra tractors.

6.

To understand various products and services offered by mahindra tractor.

7.

To ascertain the customer expectation regarding the mahindra tractors.

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

35

CHAPTER 7: INTERPRETATION AND ANALYSIS

1. Age Group
20-30 Years

26

30-40 Years

42

40-50 Year

21

50 Above

11

No.
of
Respondents

Age
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

26

20000-30000

42

30000-40000

21

40000 Above

11

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)

39

Student

18

Govt. Service

21

Businessman

22

37

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

44

Higher Secondary

42

Graduate

12

Post Graduate

Graph4:

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

39

SWARAJ

26

ESCORT

11

FORD

17

JOHN DEERE

SONALIKA
Graph 5:

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

32

Farmtrac 60 DX

16

HMT 6522

23

Sonalika DI 60 Senior

13

Tafe Gajraj 5900 g4

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

39

1-3 Yra

32

3-5 Yrs

18

More than 5 Yrs

11

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

12

Heavy Works

23

farming

62

Family Purpose

Graph 8:
42

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

94

No

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

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

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?

If yes what kind

Mileage
Price
Pick-Up
Shockers
Any Other

29
18
14
20
19

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.

53

With effect of the competition the market may not get shrunk.

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).

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Internet Resources

http://www.sonalikaindia.com

http://www.tafe.com

http://www.escortindia.com

http://www.automobileindiamahindra-&-mahindra/

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

55

QUESTIONNAIRE
1. Age Group
A) 20-30

B) 30-40

C) 40-50

D) 40 Above

2. Income Group
A) 10000-20000

B) 20000-30000

C) 30000-40000

D) 40000 Above
3. You belong to the following category of the society?
(a) Farmer

(b) Student

(c) Govt. Service

(d) Businessman
4. Your Educational Background
(a) Matric

(b) Higher Secondary

(c) Graduate

(d) Post Graduate

5. Which company tractor you have in large tractor segment?
Mahindra

Swaraj

Escort

Ford

John deere

Sonalika

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

(a) Arjun
56

(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

(b) Heavy Works

(c) farming

(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

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

57

(c) Poor

11. Have you ever been recommended your companys tractor to any one?
(a) Yes

(b) No

If yes then to whom

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

58

(b) No