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 of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. It's a well known fact that no business can exist without customers. In the business of Website design, it's important to work closely with your customers to make sure the site or system you create for them is as close to their requirements as you can manage. Because it's critical that you form a close working relationship with your client, customer service is of vital importance. What follows are a selection of tips that will make your clients feel valued, wanted and loved. 1. Encourage Face-to-Face Dealings This is the most daunting and downright scary part of interacting with a customer. If you're not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured, though, it does get easier over time. It's important to meet your customers face to face at least once or even twice during the course of a project. My experience has shown that a client finds it easier to relate to and work with someone they've actually met in person, rather than a voice on the phone or someone typing into an email or messenger program. When you do meet them, be calm, confident and above all, take time to ask them what they need. I believe that if a potential client spends over half the meeting doing the talking, you're well on your way to a sale.
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2. Respond to Messages Promptly & Keep Your Clients Informed This goes without saying really. We all know how annoying it is to wait days for a response to an email or phone call. It might not always be practical to deal with all customers' queries within the space of a few hours, but at least email or call them back and let them know you've received their message and you'll contact them about it as soon as possible. Even if you're not able to solve a problem right away, let the customer know you're working on it. A good example of this is my Web host. They've had some trouble with server hardware which has caused a fair bit of downtime lately. At every step along the way I was emailed and told exactly what was going on, why things were going wrong, and how long it would be before they were working again. They also apologized repeatedly, which was nice. Now if they server had just gone down with no explanation I think I'd have been pretty annoyed and may have moved my business elsewhere. But because they took time to keep me informed, it didn't seem so bad, and I at least knew they were doing something about the problems. That to me is a prime example of customer service 3. Be Friendly and Approachable A fellow Site Pointer once told me that you can hear a smile through the phone. This is very true. It's very important to be friendly, courteous and to make your clients feel like you're their friend and you're there to help them out. There will be times when you want to beat your clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you keep a clear head, respond to your clients' wishes as best you can, and at all times remain polite and courteous. 4. Have a Clearly-Defined Customer Service Policy This may not be too important when you're just starting out, but a clearly defined customer service policy is going to save you a lot of time and effort in the long run. If a customer has a problem, what should they do? If the first option doesn't work, then what? 2
Should they contact different people for billing and technical enquiries? If they're not satisfied with any aspect of your customer service, who should they tell? There's nothing more annoying for a client than being passed from person to person, or not knowing who to turn to. Making sure they know exactly what to do at each stage of their enquiry should be of utmost importance. So make sure your customer service policy is present on your site -- and anywhere else it may be useful. 5. Attention to Detail (also known as 'The Little Niceties') Have you ever received a Happy Birthday email or card from a company you were a client of? Have you ever had a personalized sign-up confirmation email for a service that you could tell was typed from scratch? These little niceties can be time consuming and aren't always cost effective, but remember to do them. Even if it's as small as sending a Happy Holidays email to all your customers, it's something. It shows you care; it shows there are real people on the other end of that screen or telephone; and most importantly, it makes the customer feel welcomed, wanted and valued. 6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out Sometimes this is easier said than done! However, achieving this supreme level of understanding with your clients will do wonders for your working relationship. Take this as an example: you're working on the front-end for your client's exciting new ecommerce endeavour. You have all the images, originals and files backed up on your desktop computer and the site is going really well. During a meeting with your client he/she happens to mention a hard-copy brochure their internal marketing people are developing. As if by magic, a couple of weeks later a CD-ROM arrives on their doorstep complete with high resolution versions of all the images you've used on the site. 3
The Importance of Customer Satisfaction Research has shown that when a person is satisfied with a company or service they are likely to share their experience with other people to the order of perhaps five or six people. However, dissatisfied customers are likely to tell another ten people of their unfortunate experience. However, merely focusing solely on customer satisfaction has its drawbacks in the marketplace as well. For those companies that focus only on customer satisfaction run a real risk a failing to differentiate their brand from others. In order to achieve long-term sustainability companies must seek to establish ties of loyalty with consumers that are strong enough to ward off the advances of competitors. Creating loyalty among customers can help the company to increase purchases of existing products, charge premium prices for appreciation of your added-value services, and create positive word-of-mouth promotion for your company, which is the core marketing objective for companies. Customer loyalty is much harder to obtain than satisfaction. Even though customers are satisfied with the company there are several factors that could cause the customer to defect to the competition, such as finding a better value or the competitor is more convenient. With that said, having high levels of customer satisfaction does not always lead to customer loyalty. However, a company cannot achieve customer loyalty without having customer satisfaction.
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NEED OF THE STUDY
Customer satisfaction is a general problem which every organization face may be at high extent or may be at medium extent or may at low extent. The hypothesis has been made that there is a problem to achieve customers satisfaction in Some Trading Co., and this is affecting on the target of achievement of the companys objectives. Survey has been conducted to know the customers satisfaction. The research conducted was descriptive research the objectives were found out from the market by asking the customers about their views.
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SCOPE OF THE STUDY
The scope of the project report is to study the level of satisfaction of the customers with Mahindra Tractor. Every company wants the feed back of their customer about the product, price, service and promotional activities in order to know the customer attitude towards its product. This study confirms that the Mahindra & Mahindra has satisfied its customers with tractors service.
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OBJECTIVES OF STUDY
To know the factors influencing on after sales service of the Company To know whether the dealer renders after sales service, how far the consumer is satisfied with it. To know the customer perception towards the service. To know the dealer performance. To know whether the problem is resolving completely at service station. To know whether the vehicle is delivered on time at service station.
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RESEARCH METHODOLOGY
Research is the plan structure & strategy for investigation conceived to answer to research question & control variance. It is the overall operation pattern to framework of project that stipulated the information to be collected from which sources by word procedure. What are the two possible sources of data for securing in the above mentioned information in the primary & secondary data.
SOURCES OF DATA A classification of data is very important procedure in this concept. The collected data can be classified into two types.
1. primary data 2. secondary data
Primary data
The primary data is very important source for to make suggestions to the title obtained. This data can be collected in various methods like survey, interviewing, feedback, i.e. Group Discussion etc., for collection of primary data the survey method is used, which involved predetermined questions. The structured questionnaire contained a form list of question framed so as to get the facts. But it involves high risk and huge expensive method to get the facts.
Secondary Data Collection of secondary data is very easy compared with primary data. But this data is also very important for the growth of an organization, to predict the future and will help to make the future plan regarding sales and improve the measures of sales.
This data can be collected from the magazines. Annual reports of the organization and other published data. 8
LIMITATION OF THE STUDY
The present research is restricted to Karimnagar only. The sample size taken is only 100 and as such is very small as compared to the universe, this is due to the constraints of time and effort, and as such may not be enough to generalize to the entire population, however it is presumed that the sample represents the universe. Respondents might have responded with the actual feelings of facts while giving responses to the questionnaire. Time being a limiting factor was not sufficient to gather opinions from majority of the respondents, who form part of the universal sample. While every care as been taken to eliminate perceptual bias from the side of the researcher and the respondents however certain element of bias might have set in to the research inadverantly.
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INDUSTRY PROFILE
Tractor industry plays an important part as agriculture sector has a major contribution to Indias GDP. Tractors are part of agricultural machinery industry. Tractors came to India through imports and later on were indigenously manufactured with the help of foreign collaborations. The manufacturing process started in 1961-62. Indian tractor industry is relatively young but now has become the largest market worldwide.
Higher productivity and greater output are the two major contributions in farm mechanization. Tractors form an integral part of farm mechanization and have a crucial role to play in increasing agricultural productivity. Tractor is a highly versatile piece of machinery having a multitude of uses, used in agriculture both for land reclamation and for tractorrying out various crop cultivation and also employed for tractorrying out various operations connected with raising the crops by attaching suitable implements and to provide the necessary energy for performing various crop production operations involved in the production of agricultural crops. Tractors are capital intensive, labour displaying used as a mode of transport, in electricity generation, in construction industry and for haulage operation. It has now become an integral part of farm structure .The application of tractor for agricultural activities which swept India during the last twenty years have erased the problem of farmers. Farm mechanization program in India aims to integrate the use of available human and animal farm power with mechanical sources of power for increasing the productivity. Indian tractor industry, comparatively young by world standards have expanded at a spectacular pace during last four decades. Consequently it now occupies a place of ride in India's automobile industry. U.S.A., U.S.S.R. and only a few Western European countries exceed the current production of tractors in India, but in terms of growth India's growth is unmatched even with countries of long history of tractor manufacturing. The spectacular achievement reflects the maturity and dynamism of tractor manufacturers and also the policies adopted by the government to enable it to effectively 10
meet the demand. The tractor industry in India has made a significant progress in terms of production and capacity as well as indigenisation of technology. It is a typical sector where both imported technology and indigenous developed technology have developed towards meeting the overall national requirements. The global spotlight on tractors manufacturers certainly in terms of volume seems to be swinging away from the USA, UK and Western and Eastern Europe towards India where growth in the number of producers and the total volume in recent years have been impressive. In India tractor industry has played a vital role in the development. India's gross cropped area is next only to United States of America and Russia and long with fragmented land holdings has helped India to become the largest tractor market in the world. But it drops to eight position in terms of total tractor in use in the country when compared to international figures, only 3% of total tractors used all over the world . It is to be noted that while the overall automobile industry is facing recession the tractor industry is growing at 9%.About 20% of world tractor production is tractorried out in our country only. The arable land in India is high as 12% of the total arable land in the world. Tractor market in India is about Rs 6000 crore. On an average around 400000 tractors are produced and their sale is 260000.Uttar Pradesh is the largest tractor market in our country. One out of every four tractor is being purchased here. Indian tractor market has to be viewed considering its position in the world with respect to key parameters as given below. HISTORY
1945 to 1960 War surplus tractors and bulldozers were imported for land reclamation and cultivation in mid 1940's. In 1947 central and state tractor organizations were set up to develop and promote the supply and use of tractors in agriculture and up to 1960, the demand was met entirely through imports. There were 8,500 tractors in use in 1951, 20,000 in 1955 and 37,000 by 1960. 1961 to 1970 11
Local production began in 1961 with five manufacturers producing a total of 880 units per year. By 1965 this had increased to over 5000 units per year and the total in use had risen to over 52,000. By 1970 annual production had exceeded 20,000 units with over 146,000 units working in the country. 1971 to 1980 Six new manufacturers were established during this period although three companies (Kirloskar Tractors, Harsha Tractors and Pittie Tractors) did not survive. Escorts Ltd. began local manufacture of Ford tractors in 1971 in collaboration with Ford, UK and total production climbed steadily to 33,000 in 1975 reaching 71,000 by 1980. Credit facilities for farmers continued to improve and the tractor market expanded rapidly with the total in use passing the half million mark by 1980. 1981 to 1990 A further five manufacturers began production during this period but only one of these survived in the increasingly competitive market place. Annual production exceeded 75,000 units by 1985 and reached 140,000 in 1990 when the total in use was about 1.2 million. Then India - a net importer up to the mid-seventies - became an exporter in the 1980s mainly to countries in Africa. 1991 to 1997 Since 1992, it has not been necessary to obtain an industrial license for tractor manufacture in India. By 1997 annual production exceeded 255,000 units and the national tractor population had passed the two million mark. India now emerged as one of the world leaders in wheeled tractor production. 1997 to 1999 Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo, already well established in the motor industry, began tractor production in Pune. In April of the same year New Holland Tractor (India) Ltd launched production of 70 hp tractors with matching equipment. The company is making a $US 75 million initial investment in 12
a state of the art plant at Greater Noida in Uttar Pradesh state with an initial capacity of 35000 units per year. Larsen and Toubro have established a joint venture with J ohn Deere, USA for the manufacture of 35-65 hp tractors at a plant in Pune, Maharashtra and Greeves Ltd will produce Same tractors under similar arrangements with Same Deutz- Fahr of Italy. Looking to South American export markets Mahindra and Mahindra are also developing a joint venture with Case for tractors in the 60-200 hp range. Total annual production was forecast to reach 300,000 during the following year. 1999 to Present Facing market saturation in the traditional markets of the north west (Punjab, Haryana, eastern Uttar Pradesh) tractors sales began a slow and slight decline. By 2008 sales went below 200,000. Manufacturers scrambled to push into eastern and southern India markets in an attempt to reverse the decline, and began exploring the potential for overseas markets. Sales remained in a slump, and added to the market saturation problems also came increased problems of "prestige" loan defaults, where farmers who were not financially able took tractors in moves to increase their familys prestige. There are also reported increased misuses of these loans for buying either lifestyle goods, or for social functions. Government and private banks have both tightened their lending for this sector adding to the industry and farmers woes. By 2008 a slight uptick in sales once again due to stronger and national and to some extent international markets. But by 2008 sales once again were down to 216,000 and now in 2011-12 have slid further to just over 200,000. FOREIGN COLLABORATION Tractor industry along with others benefited from this policy which allowed free inflow of foreign technology .The manufacture of tractors started in India mainly with the help of foreign collaboration secured from internationally reputed companies from the USA, UK, USSR, WESTGERMANY, POLAND ,CZECH SLOVAKIA . Most of the models which were taken up for manufacture in India were developed overseas. Soon after the decision for the manufacture of tractors was made during second plan, government approved number of foreign collaboration agreements. 13
The establishment and present status of tractor industry owes a great deal to the support received by the Indian entrepreneurs from foreign collaboration during the initial phase of manufacture
INDIAN TRACTOR MARKET OVERVIEW The tractor penetration level in India is very low as compared to the world standards. Also the penetration levels are also not uniform throughout the country. While the northern region is now almost saturated in terms of new tractor sales, the southern region is still under penetrated. The medium horse power category tractors, 31-40 HP are the most popular in the country and fastest growing segment. There are currently 14 players in the industry. Mahindra & Mahindra is the leading player in the industry. Monsoon season is a key driver for sales of tractors. A series of good or 14
bad monsoon can affect the sales. In recent years the industry has registered a good growth in sales, both domestic as well as exports. This is also partly because of the initiative of the government to boost up agriculture and agricultural machinery industry. Tractor industry has made a steady and satisfactory progress even in drought areas. On a regional basis, the performance of the eastern, northern and western parts of the country was robust during 2009-10 in terms of tractor demand, while that of the southern region was moderate. A strong growth in tractor volumes, albeit on a low base, was witnessed in the eastern States, including Bihar, Orissa and J harkhand, which had a good paddy crop. Tractor volumes in the northern and western regions also reported strong growth during 2009-10, especially in the second half (H2) of the year, benefiting from a low base (H2, 2008-09) and a satisfactory kharif crop in some States. The southern region reported moderate performance in terms of tractor demand (growth of 11.9% in 2009-10), being impacted largely by the de-growth in Andhra Pradesh (AP)a key southern market where rainfall was irregular in 2009-10. However, in Karnataka and Tamil Nadu, higher MSPs for rice along with some revival of interest of public sector banks (PSBs) in tractor financing led to strong tractor sales volumes. Historically, tractor demand has been fairly volatile, being influenced by cyclical trends, availability of finance, and crop patterns (monsoon). After four years of strong growth during 2003-07, the fiscal years 2007-08 and 2008-09 both reported a marginal decline in tractor sales volumes, largely reflecting cyclical corrections. In addition to the cyclical dips, during H2, 2008-09, the industry also had to cope with the liquidity crunch, which pushed up interest rates, even as financiers resorted to more stringent lending norms in the face of rising non-performing assets (NPAs). However, the situation improved during 2009-10as credit availability improved on the strength of greater liquidity in the banking system. While tractor financing has traditionally been done by PSBs, of late, private banks and Non-banking finance companies (NBFCs), despite their higher interest rates vis--vis the PSBs, have been able to increase their penetration of this market on the strength of faster loan processing and use of more liberal credit norms.
Overall, with tractor demand being closely linked to agricultural output, growth in farm 15
mechanization and farmers remuneration, the long-term demand drivers for the industry remain robust. The currently low levels of tractor penetration in India, strong Governmental focus on availability of finance for agriculture mechanization tools and on rural development, increase in the use of tractors for non-agricultural purposes, and the growing emphasis on tractor exports augur well for the industry. The tractor industry reported a compounded annual growth rate (CAGR) of over 20% in volume terms during the period 2003-07. The long up-cycle in demand was supported by several factors, including excise duty exemptions on tractors (2004-05), thrust on rural development, improved availability of finances for tractor purchase, and low interest rates. The growth also came on a low base, with the preceding three fiscal years (2000-03) having witnessed a prolonged phase of volume correction. The cyclical correction during 2000-03 had been aggravated by the build-up of channel inventory with the major players having pushed aggressively for larger sales. In contrast to this phase of cyclical slow down, the one that happened during 2007-09 was less severe, with volumes declining byaround3%, despite the intermittent tightening of the liquidity situation during H2, 2008-09. The demand slowdown during H2, 2008-09 also impacted the profitability of the original equipment manufacturers (OEMs), that is, the tractor manufacturers, because of the high price inventory they were tractorrying. However, the situation improved on the cost structure front in H1 2009-10 with the softening of commodity prices preparing the ground for the industry to earn higher profitability margins. The pickup in volumes also lowered the overhead expenses for the tractor manufacturers, boosting their profitability. While the OEMs did not lower the listed sales price of tractors, the benefit of lower steel prices was passed on to the end customers via discounts. This is an accepted practice in the industry; given that once prices are lowered it is difficult to raise them subsequently. However, during H2 2009-10, the tractor majors increased the prices with the reversal of commodity prices and the discounts have also come down. Capacity utilisation in the tractor industry had hit a low during 2002-03, following large 16
capacity additions and a volume slump. After that, capacity utilisation improved steadily, but remained moderate at around 50% during 2008-09. In 2009-10, the tractor volume growth has helped the OEMs improve their capacity utilizations; however, there is still excess capacity in the industry. Thus, over the medium term, most tractor manufacturers would not need to make any significant capital investments in building capacities.
As discussed, the domestic tractor industry has to cope with demand volatility on account of cyclical trends and the strong linkages it has with agricultural production and monsoon rains. Many of the industry players have thus diversified into related products, including generator engines and cranes, besides focusing more on exports, to gain some insulation against the volatility in domestic tractor demand. As for tractor exports, while a major part of that currently goes to USA, the OEMs are now exploring various other markets across Europe, Asia and Africa for future exports. INDUSTRY TRENDS BY REGIONS The biggest markets for the tractor industry include States like Uttar Pradesh (UP), Andhra Pradesh (AP), Madhya Pradesh (MP), Rajasthan, and Maharashtra, which together accounted for around 50% of the total tractor sales in India during 2009-10. The tractor industry witnessed a strong y-o-y growth of 28.3% during 2009-10, with most of the States reporting positive growth during the year. 17
Trend in Tractor Sales across regions The northern region remains the largest tractor market in India with sales of around 1,67,000 units as of 2009-10. This region reported a growth rate of 35.7% in volume sales in 2009-10 over the previous fiscal, with the key contributors including UP, Punjab, Haryana and Rajasthan. The northern region benefited from higher MSPs (for crops), limited availability of
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labour (forcing higher mechanization), and increasing non-agricultural use of tractors. Additionally, increased infrastructure development activities (especially highways)led to appreciation in land values and use of tractors for non-agricultural purposes. In some cases, farmers also received compensation for the Governments acquisition of select land patches (adjoining highways), which increased the availability of cash with them. Feedback from industry players suggests cash purchases (including purchases using Kisan Credit Tractord)in some northern States increased to 35-40% of the total tractor volumes in 2009-10 from 10- 15% in the past.
Trend in Tractor sales across States Tractor volumes in UP grew by 42.7% during 2009-10, with H2, 2009-10 reporting particularly strong growth (around 51% y-o-y) mainly on the back of high sugarcane prices for the kharif crop and improved irrigation facilities. In the case of Punjab, tractor volumes remained strong for the fifth straight year in 2009-10 (y-o-y growth of 42%). In Rajasthan however, growth in tractor volumes was relatively subdued 19
in 2009-10 (around 24% y-o-y) as compared with the figure for the northern region as a whole. Tractor sales in Rajasthan were especially low in H2, 2009-10 versus H1, 2009- 10, due to lower kharif output on account of deficient rains and inadequate financing availability. In the eastern region, tractor volumes continued to report strong growth in 2009-10,albeit on a small base, and went up by 53.8% over 2008-09, being driven mainly by the higher MSPs announced for paddy. Within the region however, many financiers remain edreluctant to finance tractor purchases in some States like Bihar. Nevertheless, in Bihar, tractor volumes grew 66% over 2008-09 to around 29,000 units in 2009-10, there by accounting for over 50% of the total sales in the eastern region. The Bihar market, where tractor penetration had been low historically, has shown sustained growth over the last few years and become one of the important markets for the tractor industry. Over all, in the eastern region, growth in tractor volumes is expected to moderate, going forward, a s the benefit of a low base get diluted gradually.
The western region reported sales of around 92,000 tractor units during 2009-10a growth rate of 35.7% over the previous fiscalbenefiting particularly from the strong performance that Maharashtra, Gujarat and MP posted during H2, 2009-10 (55% y-o-y growth over H2, 2008-09). The factors contributing to the strong growth in the region during H2, 2009-10 included a benign base effect, higher crop prices (of sugarcane and cotton in Maharashtra, and of cereals and soyabean in MP), and greater availability of retail finance.
The performance of the southern region in terms of tractor sales was relatively modest during 2009-10, with the growth rate being around 11.9% over the previous fiscal. While most States in the region reported healthy growth, AP, which is the largest tractor market in the south, de-grew by 10.4% in 2009-10.
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INDUSTRY TRENDS BY STATE Punjab, Uttar Pradesh and Haryana were the first States to benefit from the Green Revolution and hence have traditionally accounted for most of the tractor sales. However, given the high penetration of tractors in these Northern States, the geographical concentration of tractor sales is gradually shifting to the Western and Southern States of the country. States like Gujarat, Andhra Pradesh and Madhya Pradesh have reported significant increases in tractor volumes over the past three years. This trend is continuing in the current fiscal also, as the intensity of tractorisation in North India is quite high already. Table 5 depicts the distribution of tractor sales in the country in the first quarter of the current fiscal vis-a-vis the like period previous year. The biggest markets for the tractor industry include States like Uttar Pradesh (UP), Andhra Pradesh (AP), Madhya Pradesh (MP), Rajasthan, and Maharashtra, which together accounted for around 50% of the total tractor sales in India during 2009-10. The tractor industry witnessed a strong growth of 28.3% during 2009-10, with most of the states reporting positive growth during the year.
The performance of the southern region in terms of tractor sales was relatively modest during 2009-10 with the growth rate being around 11.9% over the previous fiscal. While most States in the region reported healthy growth, AP, which is the largest tractor market in the south, de-grew by 10.4% in 2009-10.
The market shares of the top four players in the Indian tractor industry did not change much during 2009-10 in comparison with 2008-09. M&M remained the market leader with around 41.1% market share, followed by TAFE with a market share of around 22%, Escorts with around 12.1% and International Tractors (ITL) with around 8.9%.
Trend in State wise market share
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The Indian tractor industry has around 13 national players and a few regional players. The industry is dominated by Mahindra and Mahindra (M&M) with a market share of around 41.1%, followed by Tractors and Farm Equipments TAFE, which holds around 22% of the market. The other major players include Escorts (12.1%), L&T-J ohn Deere (7.8%), and International Tractors Limited (8.9%). During the last few years, the industry has seen some consolidation with M&M acquiring Punjab Tractors (PTL) and TAFE acquiring Eicher Tractors. Most of the tractors sold in India are in the 21-50 HP range, with the 31-40 HP category alone accounting for around 50% of this. The tractor industry reported a strong 28.3% growth in sales volumes during 2009-10, thereby ending the phase of cyclical correction that had pulled down tractor sales during the preceding two years (2007-09). Significantly, the revival of 2009-10 happened despite the drought-like conditions in many States during the kharif season. The key factors enabling the demand growth of 2009-10 were,
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1. Strong rural liquidity 2. Higher Minimum Support Price (MSP) for crops 3. Greater ability of farmers to make cash purchases 4. Enhanced employment opportunities 5. Improved Credit environment 6. Continuance of replacement demand 7. Non-agricultural use of tractors 8. Change in product mix 9. Distribution network REGION-WISE MARKET SHARE OF MAJOR PLAYERS The market shares of the top four players in the Indian tractor industry did not change much during 2009-10 in comparison with 2008-09. M&M remained the market leader with around 41.1% market share, followed by TAFE with a market share of around 22%, Escorts with around12.1%,and International Tractors(ITL)witharound8.9%.
M&M remains particularly strong in the southern region (50.4% market share during 23
2009-10). However, L&T J ohn Deere (LT-J D) was able to increase its market share in the region by around 250 bps in 2009-10, mainly at the expense of M&M (market share down by 140bps) and Escorts (down by 140 bps). In the western region too, LT-J D performedwellin2009-10,increasing its market share by 190 bps, even as TAFE lost market share by around 90 bps there. In the northern region, where M&M has been traditionally weak, the company increased its market share by 140 bps during 2009-10, even as ITL and Escorts lost market shares by around 90 bps and 60 bps respectively, there. In the eastern region, M&M was able to raise its market share by around 140 bps in 2009-10 at the expense of Escorts and TAFE. INDUSTRY TRENDS BY TRACTOR HORSE POWER (HP)
Tractors can be classified into four different categories. The sales of tractors with engine power below 20 HP have been very small in the past, and their share of the total sales is currently insignificant. The following table presents the shares of the different tractor segments in the total sales. The four segments in the Indian tractor market are discussed here.
21-30 HP: The share of this segment in total tractor sales declined from 34% in 1989-90 to 23% in 2003-04. These tractors are suitable for the soft soil conditions in the Northern States like Punjab, Haryana and Uttar Pradesh. However, with the penetration rates in these States increasing, the demand for tractors in this segment has declined. These tractors are used primarily for agricultural applications.
31-40 HP: This segment accounted for 49% of all tractors sold in 1989-90 and for 50% in 2003-04. The soil in the Western and Southern regions of the country is relatively hard and hence farmers here prefer using tractors of 31-40 HP. This segment dominates the Indian tractor market and has grown at the expense of the small HP segment (21-30 HP). The reasons for this are the low price differential between the small and medium segment tractors.
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41-50 HP: This segments share increased from 15% in 1989-90 to 21% in 2003-04. With the increasing shift towards modern farming methods, sales of tractors in this segment may witness an increasing pace of growth in the coming years. Farmers with large land holdings prefer these tractors.
Above 50 HP: This segments share increased slowly but steadily from 2% in 1989-90 to 7% in 2003-04. Above 50 HP tractors are not only used for agricultural applications, but also serve as a mode for haulage and transportation. The >51 HP segment of the Indian tractor market also underperformed the industry growth rate in 2009-10 mainly because of the decrease in the exports which is a key demand area for these high HP tractors. Over the past 10 years, there has been a perceptible shift away from the 21-30 HP segment towards the higher segments. The larger tractors can prove more economical for bigger land holdings. In the case of a 35-40 HP tractor, the hourly diesel consumption is around 3.5 litres. The same goes up to 4.5 1itres for a 50 HP tractor and to 7.5-8 litres for a 70 HP tractor. But in an hour, the 35-40 HP tractor can cover only 2.5-3 acres, compared with 5 acres for the 50 HP and 9-10 acres for the 70 HP tractor. So, higher the HP, better the overall fuel efficiency. However, the high cost of the larger tractors and the low average size of land holdings in India constrain the utility of the larger tractors. The Indian tractor market has traditionally been a medium HP market, with 31-40 HP tractors accounting for around 47% of the total industry volumes. In 2008-09, the 31-40 HP category had reported sales of 157,602 tractor units, which was about the same as the previous years figure but lower than the 2006-07 statistic by 7%. In 2009-10 however, this category reported a strong revival, with the volume growing by 22%2 over 2008-09; the revival was led by UP, Karnataka and Madhya Pradesh. The other major segment in the Indian tractor market is the 41-50 HP range, which accounts for around 23% of the total industry volumes. This segment grew by around 10% during 2009-10, thereby underperforming the growth in overall tractor volumes (around 19%) that year. The main reason for this underperformance was the low growth that the southern region, the biggest market for this segment, reported in 2009-10.
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COMPANY PROFILE Mahindra Group Founded in 1945 as a steel trading company, we entered automotive manufacturing in 1947 to bring the iconic Willys J eep onto Indian roads. Over the years, weve diversified into many new businesses in order to better meet the needs of our customers. We follow a unique business model of creating empowered companies that enjoy the best of entrepreneurial independence and Group-wide synergies. This principle has led our growth into a US $16.2 billion multinational group with more than 155,000 employees in over 100 countries across the globe. Today, our operations span 18 key industries that form the foundation of every modern economy: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services, defense, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality, logistics, real estate, retail, and two wheelers. Our federated structure enables each business to chart its own future and simultaneously leverage synergies across the entire Groups competencies. In this way, the diversity of our expertise allows us to bring our customers the best in many fields. Mahindra Tractors Offering tough and Reliable Tractors to the farmers Mahindra & Mahindras Farm Equipment Sector (FES), a part of the US $15.4 billion Mahindra Group. As the market leader in India for the past 29 years, FES has helped bring Farm Tech Prosperity to the Indian farmer with technologically superior affordable solutions. Mahindra has achieved the distinction of being the largest tractor company in the world with tractor sales in more than 40 countries. The FES vision is to deliver FarmTech Prosperity through a variety of existing and new agri initiatives to impact the lives of farmers, enabling them to RISE above their current realm of possibility.In its quality journey FES has won the Deming Application Prize in 26
2003, the second company in India to win the J apan Quality Medal in 2007, followed by the TPM Excellence Award in 2011. In 2007, Farm Equipment Sector, Mahindra & Mahindra Ltd. took over Punjab Tractor Ltd. and added Swaraj to its brand stable. FES has 5 state-of-the-art manufacturing plants in India located in Mumbai and Nagpur, Rudrapur, J aipur & Mohali (Swaraj).FES has a presence in around 40 countries across six continents with more than 1000 dealers world- wide. FES has a subsidiary agricultural tractor manufacturing company in India known as Mahindra Gujarat Tractor Limited (MGTL). In order to enhance FarmTech Prosperity, FES offers services beyond tractors such as agri-mechanization solutions under Mahindra AppliTrac, Seeds, Crop tractore solutions and market linkages to high value markets through Mahindra Subhlabh and energy solutions through Mahindra Powerol. Quality Accolades We are the first and the only tractor company to have received the coveted J apan Quality Medal and Deming Application Prize. Quality is paramount at Mahindra and we are proud to be the first and only tractor manufacturing company in the world to win the J apan Quality Medal (J QM), a laurel truly hard to earn. It is universally acclaimed as the highest award presented to a company following Total Quality Management (TQM) practices in their entire business operations. J QM recognizes a high level of customer focus, improvements in overall quality and excellence in business processes. Also, Mahindra was the first tractor company worldwide to win the Deming Application Prize in 2003 for excellence in quality, making it the only tractor manufacturer to receive both distinctions. 15 -20 HP A step towards tractorization for farmers with land holding of less than 5 acres. It comes at a cost comparable to owing a bullock. Performs a variety of agri and non agri 27
applications. Owing to it compact size its apt for inter-crop application. Yuvraj for Grapes Specially Designed for grapes orchards its unique design makes it enter In the orchards for spraying and various critical applications Yuvraj for Cotton Specially Designed adjustable axle makes it suitable for intercultural applications In cotton Yuvraj for Sugarcane Compact size And 4 feet track width makes Suitable to enter in the 5 feet spacing of sugarcane for all the intercultural applications. 15 -20 HP - Features Compact Size Fits in the tightest of fields especially designed to perform between two crops (Inter- crop). Known for its track width and height its being liked primarily by grapes, sugarcane, cotton growers. YUVRAJ 215 Specifications No of Cylinder 1 Capacity, cc 863 Engine Rated RPM 2300 Transmission Type Sliding Mesh No of Gears 6F+3R Brake Type Dry Main Clutch Type & Size Single Lift capacity at Hitch, KG 778 Steering Type Mechanical Fuel Tank Capacity, LIT 24 28
Wheel Base, MM 1490 Tyre Size, Front/Rear 5.20 - 14/8.00 - 18 Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments. 20-50 HP True to its name Son of Soil for the progressive yet hard working & traditional farmers. Its known for its extreme fuel efficient engine (MKM Mileage ka Master), High Reliability & its value for Money. Expands medium HP range: 25 to 50 HP 20-50 HP - Features Bow type front axle Compact designs are not just for tractors tractors too aspire for that comfort turning on the roads. With its advanced designs the bow type Front axle optimizes turning radius without compromising on the seating space and comfort . Infact it also adds to the extra stability by optimizing the centre of gravity of the vehicle
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Mahindra 265 DI
Specifications No of Cylinder 3 Capacity, cc 2048 Engine Rated RPM 1900 Transmission Type PCM No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Single Lift capacity at Hitch, KG 1200 Steering Type Power Steering Fuel Tank Capacity, LIT 45 Wheel Base, MM 1830 Tyre Size, Front/Rear 6.00-16/12.4-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 265 DI Power Plus
Specifications No of Cylinder 3 Capacity, cc 2048 Engine Rated RPM 1900 Transmission Type PCM No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Single Lift capacity at Hitch, KG 1175 Steering Type Power Steering Fuel Tank Capacity, LIT 49 Wheel Base, MM 1875 Tyre Size, Front/Rear 6.00-16/12.4-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 395 DI
Specifications No of Cylinder 3 Capacity, cc 2048 Engine Rated RPM 1900 Transmission Type Sliding Mesh No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1485 Steering Type Power Steering Fuel Tank Capacity, LIT 47.5 Wheel Base, MM 1880 Tyre Size, Front/Rear 6.00+16/13.6-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 475 DI
Specifications No of Cylinder 4 Capacity, cc 2730 Engine Rated RPM 1900 Transmission Type PCM No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1200 Steering Type Power Steering Fuel Tank Capacity, LIT 55 Wheel Base, MM 1910 Tyre Size, Front/Rear 6.00-16/12.4-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 575 DI
Specification No of Cylinder 4 Capacity, cc 2730 Engine Rated RPM 1900 Transmission Type PCM No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1600 Steering Type Power Steering Fuel Tank Capacity, LIT 47.5 Wheel Base, MM 1945 Tyre Size, Front/Rear 6.00-16/13.6-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 595 DI
Specification No of Cylinder 4 Capacity, cc 2523 Engine Rated RPM 2100 Transmission Type PCM No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1600 Steering Type Power Steering Fuel Tank Capacity, LIT 56 Wheel Base, MM 1934 Tyre Size, Front/Rear 6.00-16/13.6-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 275 DI
Specification No of Cylinder 3 Capacity, cc 2048 Engine Rated RPM 2100 Transmission Type PCM No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Single Lift capacity at Hitch, KG 1200 Steering Type Power Steering Fuel Tank Capacity, LIT 47 Wheel Base, MM 1825 Tyre Size, Front/Rear 6.00-16/12.4-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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Mahindra 255 DI Power
Specification No of Cylinder 2 Capacity, cc 1365 Engine Rated RPM 2100 Transmission Type Partial constant mesh No of Gears 8F +2R Brake Type Dry Disc Main Clutch Type & Size Single Lift capacity at Hitch, KG 1220 Steering Type Mechanical Fuel Tank Capacity, LIT 48.6 Wheel Base, MM 1830 Tyre Size, Front/Rear 6.00-16/12.4-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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50-60 HP - Features 4 Cylinder Engine Experience the power of 60 horses under the hood with the high performance yet Highly fuel efficient engine for the 50 60 HP range of tractors. Reliable and rock solid built it has the power to roar and tractorry exceptional heavy duty loads Mahindra 605 DI Dlx
Specification No of Cylinder 4 Capacity, cc 3192 Engine Rated RPM 2100 Transmission Type Constant Mesh No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1487 Steering Type Power Steering Fuel Tank Capacity, LIT 65 Wheel Base, MM 2120 Tyre Size, Front/Rear 7.5-16/16.9-28
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for 38
illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments. Mahindra 555 DI Dlx
Specification No of Cylinder 4 Capacity, cc 3054 Engine Rated RPM 2100 Transmission Type Constant Mesh No of Gears 8F +2R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1425.075 Steering Type Power Steering Fuel Tank Capacity, LIT 69 Wheel Base, MM 2125 Tyre Size, Front/Rear 7.5-16/14.9-28 Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments. 39
Mahindra 605 MAT
Specification No of Cylinder 4 Capacity, cc 3192 Engine Rated RPM 2100 Transmission Type Synchromesh No of Gears 8F +8R Brake Type Oil Brakes Main Clutch Type & Size Dual Lift capacity at Hitch, KG 1487 Steering Type Power Steering Fuel Tank Capacity, LIT 65 Wheel Base, MM 2120 Tire Size, Front/Rear 7.5-16/16.9-28
Disclaimer: This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments.
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60-85 HP - Features Integrated AC Cabin First of its kind Air Conditioned Cabin with cooling and heating options. Also enjoy your favorite music in the sound proof cabin. Mahindra 8085
No of Cylinder 4 Capacity, cc 3329 Engine Rated RPM 2300 Transmission Type Full Synchromesh No of Gears 12F+3R Brake Type Oil immersed brakes Main Clutch Type & Size Dual Clutch Lift capacity at Hitch, KG 2500 Steering Type Power steering Fuel Tank Capacity, LIT 60 Wheel Base, MM 1965 Tyre Size, Front/Rear 16.9 x 30, 11.2 x 24
Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India, and is generic in nature. Specifications listed herein above, are based on the latest product information available at the time of release. Some images and product photos used are for illustration purpose only and could show optional attachments available at extra cost. 41
Please contact your local Mahindra dealer for the most up-to-date information on product and the optional features and attachments. Know Your Soil To reach to the soul of soil, a famer needs to test and check what nutrients it has, and what it needs to make crops flourish and grow. Soil testing can help reduce unnecessary use of fertilizers, check the fertility, and reduce cost. Most of all, soil testing helps in producing a bountiful crop. In soil testing, the soil of a farm land is tested to check for its chemical properties, its nutrients, salt content and acidity or alkalinity. These properties are estimated by chemical analysis. Soil testing is done across countries, state and even at the district level. Periodical soil testing can help maintain the health of soil and know the right state of fertility. Soil across different areas can have extremely different properties across areas. The type of soil determines the kind of seeds than can be sowed in a land. Though a farmer knows his soil well, it is important to test it regularly as soil can change over time and lose nutrients. Environmental factors along with man-made factors like industries close by can change it over time. Benefits Fertility 1. The right state of fertility of a soil can be determined 2. Balanced dose of fertilizers can be used for the right kind of crop production. Financial losses due to over-use of fertilizers can be avoided 3. High dose of chemical fertilizers are used by the farmers to increase production of various hybrid crops. This can be avoided if a farmer can know the right state of soil 4. Soil testing can held find out the type of soil whether it is acidic or basic by assessing its Ph status. Appropriate fertilizers are necessary based on this property of the soil 42
5. The type of soil can be found out and classified into categories. There are different types of soil whether it is saline, alkaline or a mineral soil. Such soils can be converted into normal soil, if the right type is assessed Irrigate Your Field A lot of farmers lives is spent looking far into the sky hoping for rain, which irrigates their land turning their barren lands into harvest. Farmers also do their best to divert precious water into fields, by digging wells, making bunds to aid water flow, or even manually spray water on their plants. In addition to being time consuming, this is also an ineffective way which wastes water. New methods like drip and sprinkle irrigation can cut these water losses, and water plants more effectively. Why is micro-irrigation better? Micro-irrigation takes water to plants in the form of spray, mist, sprinkle or drip. These methods mimic natural rain which is the best way to water plants. The technique also allows adjustments to spray water in method which can suit different plantations which have different requirements. For example, a paddy field can be irrigated differently than a grape orchard, whose irrigation requirements are totally different. Advantages Selection Components Crops 1. There is no need to wait for rains or the monsoon. Crops can be irrigated as per farmers choice 2. Farmland need not be leveled to help water to flow. Uneven land can be irrigated too, without much effort 3. Can save 40-70 per cent of water as compared to traditional irrigation. Water which gets lost in evaporation, runoff, and seepage can be reduced 4. Water from rural areas, wells, household water supply can also be effectively utilized 5. Can save your power bills 43
6. Fewer weeds can grow as extra water is not supplied unnecessarily. Plant diseases can be reduced 7. Can also use micro-irrigation to apply fertilizers and chemicals, reducing labour efforts 8. Can help utilize marginal land as well like hilly terrain can be watered without runoff Hire Implements Farmers face major constraints in the process of increasing agricultural productivity. One of the major difficulties being inadequacy of power and machinery. The average electricity that is available to a farm needs to be increased. Currently, it is around 1.43 kW/hectare, and it needs to go up at least to 2 kW/hectare. High availability of electricity will assure timeliness and quality in field operations, undertake heavy field operations like sub-soiling, chiseling and ploughing. Apart from power, adequate agricultural mechanization infrastructure is necessary to complete agricultural operations. More than 80 per cent of the operational land holdings are either marginal (less than one hectare), small (between one or two hectare) or semi-medium (between two and four hectare) in size. The ability of a such farmers of smaller farmers to spend money for machienary. These farmers cannot own expensive farm power units and machinery To support farmers who cannot make one-time investments for expensive machinery, Mahindra provised facilities to custom hire at the Mahindra Samriddhi centers. Smaller farmers can now use advanced machines like combine harvester, transplantors, residue management, crop tractore solutions, planting and sowing machinery and many more. Use of high-end farm equipment improves timeliness of operations, increases land productivity and increases economic returns. This can lead to an improvement in living standards of farmers. Along with farm implements for hire, Mahindra Samriddhi also offers agricultural services and solutions to improve productivity levels of farms. Farm technology prosperity will increase the crop yield and decrease in cultivation costs.How It Works Method 44
1) Farmer Selection: Farmers will be selected based on the size of the land holdings. Small and Marginal farmers will be given preference. 2) Services Offered: Farmers can avail the following services a) End to End Mechanization Solutions Rice b) End to End Mechanization Solutions Sugarcane End to End Mechanization Solutions Rice Rice cultivation is the principal activity and the main source of income for millions of farmers in India. Farmers can choose from a wide offering of complete set of solutions for rice for its different stages in crop cycle. Apply For Awards These awards are a platform that will recognize purposeful contribution, made by individuals and institutions, who have risen above the ordinary by accepting no limits, thinking innovatively and institutions, who have risen above the ordinary by accepting no limits, thinking innovatively and driving positive change in the field of agriculture. The awards trophy reflects the remarkable achievements of the change leaders in agriculture: a golden wheat stalk design that represents the golden harvest in Indian farms and the aspirations, accomplishments of the Indian agriculture community. Introduction Awards Categories Success Stories New technologies and innovative methods of farming are essential as India and the world strive to meet the increasing food demand. We at Mahindra have always been committed to delivering farm tech prosperity through qualitative differences in produce and increases in our yields. We are eager to play our role as catalysts to assist and empower the farmers to attain maximum productivity and efficiencies in agriculture. 45
Mahindra has always been committed to the prosperity of the Indian farming community. Innovation and delivering technology is a part of our philosophy since our inception. Through Mahindra Samriddhi across India, we disseminate new innovations and a wide array of technologies, from high yielding seed varieties to enhanced farm machinery. The Mahindra Samriddhi India Agri Awards provide a platform for recognition, but are also a call to action. The Awards are a forum where stories of innovation and dedication craft are shared on a nationwide platform. Men and women of the soil are the backbone of Indias growth story. It is their continuing efforts and contributions to Indian Agriculture that are pivotal in Indias quest for higher yields and productivity standards.
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CUSTOMER SATISFACTION
Definition of Customer Satisfaction
Kotler (1997) defines customer satisfaction as follows:
Satisfaction is a person's feelings of pleasure or disappointment resulting from comparing a Products perceived performance (or outcome) in relation to his or her expectations.
Brown (1992) defines customer satisfaction as:
The state in which customer needs, wants and expectations throughout the product or service's life are met or exceeded resulting in repeat purchase, loyalty and favorable worth-of mouth.
According to Jones and Sasser (1995), four basic elements affect customer satisfaction.
They are: The basic elements of the product or service, basic support services, a recovery process for counteracting bad experiences, and extraordinary service. There are many definitions of the key elements of the services, but this one is considered appropriate in the context of care or after sales services.
Satisfaction is a function of perceived performance and expectation. If the performance matches the expectations the customer is satisfied. If the performance exceeds the expectation the customer is highly satisfied and delighted. If the performance does not match the expectations the customer is dissatisfied. Satisfaction is a persons feelings of pleasure of disappointment resulting for comparing a products perceived performance (out-come) in relation t his/her 47
expectation. The link between customer satisfaction and customer loyalty is proportional. Suppose customer satisfaction is rated on a scale from 1 5. At a very low levels of customer satisfaction.
Level-1, customers are likely to abandon. Level-2 to 4, customers are fairly satisfied but still find tit easy to switch when a better offer comes along. Level-5, the customer is very likely to repurchase an even spread good word of mouth about the company.
Customers are very likely to repurchase LEVEL5
Customers are fairly satisfied LEVEL 2-4
Low level of customer satisfaction LEVEL 1
The key to generating high customer loyalty is to deliver high customer value. A companys value proposition is much more than its positioning on a single attribute. Most of the successful companies are raising expectations and delivering performances to match. These companies are aiming for TCS Total Customer Satisfaction. Customer satisfaction is both a goal and a marketing tool. Companies that achieve high customer satisfaction ratings make sure that their target market is known.
After sales support management system is apart of ERP Enterprise Resource Planning solution dealing with the support module after the sales of product. It creates an advanced environment to the organization, which are in to technical support after sales e.g. Companies offering electronic goods and motor vehicles etc. 48
Measuring customer satisfaction Organizations need to retain existing customers while targeting non-customers;. Measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other factors the customer, such as other products against which the customer can compare the organization's products. 49
Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 delivered SERVQUAL which provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the researcher with a satisfaction "gap" which is semi-quantitative in nature. Cronin and Taylor extended the disconfirmation theory by combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation) into a single measurement of performance relative to expectation. The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement in terms of their perception and expectation of performance of the service being measured. Methodologies American Customer Satisfaction Index (ACSI) is a scientific standard of customer satisfaction. Academic research has shown that the national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption Expenditure (PCE) growth. On the microeconomic level, research has shown that ACSI data predicts stock market performance, both for market indices and for individually traded companies. Increasing ACSI scores has been shown to predict loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures customer satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors. In addition to quarterly reports, the ACSI methodology can be applied to private sector companies and government agencies in order to improve loyalty and purchase intent. Two companies have been licensed to apply the methodology of the ACSI for both the private and public sector: CFI Group, Inc.applies the methodology of the ACSI offline, and Foresee Results applies the ACSI to websites and other online 50
initiatives. ASCI scores have also been calculated by independent researchers, for example, for the mobile phones sector. The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. Kano also produced a methodology for mapping consumer responses to questionnaires onto his model. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience. J .D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J .D. Power and Associates' marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. Other research and consulting firms have customer satisfaction solutions as well. These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions. For Business to Business (B2B) surveys there is the InfoQuest box. This has been used internationally since 1989 on more than 110,000 surveys (Nov '09) with an average response rate of 72.74%. The box is targeted at "the most important" customers and avoids the need for a blanket survey. 51
Improving Customer Satisfaction Published standards exist to help organizations develop their current levels of customer satisfaction. The International Customer Service Institute (TICSI) has released The International Customer Service Standard (TICSS). TICSS enables organizations to focus their attention on delivering excellence in the management of customer service, whilst at the same time providing recognition of success through a 3rd Party registration scheme. TICSS focuses an organizations attention on delivering increased customer satisfaction by helping the organization through a Service Quality Model. TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises, Product/Services, as well as performance measurement. The implementation of a customer service standard should lead to higher levels of customer satisfaction, which in turn influences customer retention and customer loyalty.
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The functional features include:
Customer complaints tracking Service engineers information tracking J ob scheduling for the complaints Spares management Online support Reports
Customer complaints tracking
Complaint is the start point of any technical support system. With out a client request the technical support is not initiated. Complaint tracking is done as follows:
Client may come down or make a phone call or complaint online The client is validated. The client may have an annual maintenance contract or may have a product in warranty or of warranty. The intensity of the complaint is to be estimated to allocate resources. Expected service type has to be finalized. It may be online assistance indoor or onsite assistance. Service Engineers information tracking: Information about the engineers is inevitable in job scheduling. Information about the engineers has to be added, deleted or modified in the database. It may contain the following: the name, id of the engineer; the skill set of the manager; the status of the engineer.
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Job scheduling for the complaints:
J ob scheduling means sequencing the request to its intensity, assignment of a service engineer and creating a job card. It is done to optimize the technical resources and to render the best service to the customer. Minor problem are processed by technicians requests are handled by the expert team.
The job card includes the following:
The compliant id, the assigned engineer id, the data and time of service, the spare details, no. of man hours required etc.
The spare part name and serial number The available quantity of each spare part The prize, warranty and other specifications The supplier information.
Online support: The service is done online also. The client may visit the website to obtain basic support information about the product and FAQ. He can chat with the service engineer on phone or online.
Report:
The report reflects the current status of the system. The reports that can be generated are as follows:
Customer request report status of the system. The reports that can be requests. Service engineer report provides the information about the skills and strengths of the support team. J ob scheduling report states the allotment of engineers to jobs. 54
Spares report discloses the availability of all the shapes in the system. Receipts and payments report gives information about the cash flow in the system. Bills generation. Customer satisfaction tracking:
Customer satisfaction is the key concept to dictate the future of the organization. In order to maximize the customer satisfaction along with quick response and efficient service some other activities are to be performed.
They may be as follows:
Reception of the customer with hospitality. Entertaining environment to the customer. Providing guidance about the usage and maintenance of the product. Offering gift and discounts. 55
Operationalisation of Customer Satisfaction
As customer needs and expectations are changing all the time, this will lead to a situation whereby customers keep setting ever higher standards, and therefore to achieve perfection is impossible. Markets should be seen as a group of individual companies, and each of them must be treated individually with different requirements, experiences, commitments, and relationships. Implementing customer satisfaction philosophy means identifying customers, then identifying their needs and expectations and finally, measuring their perceptions. Knowing the needs of the customer makes it easier to anticipate the ideal set of products and services. A major flaw for all the companies has proved to be their inability to understand other ways that customers can be satisfied. By implementing direct and continuous employee contacts with the customers, the customers' requirements and expectations can be determined. This employee-customer connection additionally conveys the message that the company cares about their customers.
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Customer needs can be determined through marketing research, customer interviews, reading customer concerns, or involving customers in the design of services and service deliveries. In order to decide if the service can be provided at a profit, it is necessary to link value equation to the strategic service vision. Working together with both supplier and customer can increase profitability by expanding margin potential.
A customer satisfaction study should begin by asking about the factors affecting customer satisfaction, how important those factors are for the whole, and the level of customer satisfaction. A problem with customer satisfaction surveys (Naumann, 1994) is that a poor customer satisfaction programme yields vague data and raises customer expectations. If customer expectations are raised and a company's performance remains the same, the customer's overall satisfaction will decrease.
Business Definition for: After-sales Service Customer support following the purchase of a product or service. In some cases, after-sales service can be almost as important as the initial purchase. The manufacturer, retailer, or service provider determines what is included in any warranty (or guarantee) package. This will include the duration of the warranty traditionally one year from the date of purchase, but increasingly two or more years maintenance and/or replacement policy, items included/excluded, labor costs, and speed of response. In the case of a service provider, after-sales service might include additional training or helpdesk availability. Of equal importance is the customer's perception of the degree of willingness with which a supplier deals with a question or complaint, speed of response, and action taken.
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After Sales Excellence After Sales Excellence is a key driver for customer satisfaction and loyalty but also a very important source of revenues and profits throughout a vehicle lifecycle. Our after sales experts support our clients in all relevant areas of after sales service to improve the internal cost base, the retail attractiveness as well as customer satisfaction. Our results are measurable - significant improvements on key indicators such as warranty costs, service quality, and fixed first visit rate. Supply Chain Excellence Our Supply Chain Excellence service enables you to realize substantial improvements in your supply chain performance in terms of cost, efficiency, lead times, demand management, customer service and working capital requirements. We measure, improve and qualify supply chain organizations and processes and support our clients by identifying and rapidly implementing cost and efficiency savings in the entire supply chain. This can be achieved with the comprehensive, cross-functional redesign of all logistics processes leveraging the entire supply chain including customers and suppliers. With our proven Integrated Supply Chain Excellence Audit we quickly identify gaps to proven best practices and benchmarks within, and beyond, the Automotive Industry.
Value Chain Design Constantly reviewing the companies value chain in a rapidly evolving environment; deriving required core competencies and partnerships is a key management responsibility. We help our clients design their value chain in terms of a global engineering footprint, production and service network, thereby improving efficiency and customer satisfaction in alignment with corporate strategy.
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Customer Contacts and Relationships
In all cases, the supplier had been involved with the customer since the beginning of the network building. It is difficult to distinguish whether some of the changes in customer-supplier relationship were due to the duration of the relationship between the two parties and whether some of the changes were caused by changes in the customer's needs resulting from the customer's new position in the network life cycle curve. For the results of this research, that question in terms of the underlying factors has not addressed, but for future studies, it would be relevant to clarify which of these two factors is the more significant or in fact, whether they can be distinguished.
Relation of the Care to Customer Satisfaction
Innis and La Londe (1994) discovered that several customer satisfaction variables significantly affect a customer's total customer satisfaction. Customer service attributes received high ratings for the importance of customer satisfaction. Attributes for physical distribution of customer service were rated higher than many marketing attributes.
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1. Which company tractor do you own?
a) Escorts b) Tafe c) H.M.T d) Swaraj e) Mahindra f) Eicher g) Any Others
Table 1.1
Company Respondents Percentage Escorts 21 21% Tafe 19 19% H.M.T 11 11% Swaraj 5 5% Mahindra 30 30% Eicher 10 10% Any Others 4 4% Total 100 100%
Interpretation: 1.3 From the above graph it is analysis that 21% of the consumers own Escorts tractors. 19% of the consumers own tafe tractors. 11% of the consumers own H.M.T tractors. 5% of the consumers own swaraj tractors. 30% of the respondents own Mahindra Tractors. 10% of the consumers own Eicher tractors. 4% of the consumers own other tractors
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2. Through which source of information you came to about the existing tractors?
a) Friends & Relatives b) Company Representatives c) Dealers d) Advertisement e) Mechanic f) Bankers g) Any Others
Table 2.1
Chart 2.2
Source of information Respondents Percentage Friends & Relatives 53 53% Company Representatives 11 11% Dealers 8 8% Advertisement 7 7% Mechanic 10 10% Bankers 6 6% Any others 5 5% Total 100 100% 53 11 8 7 10 6 5 0 10 20 30 40 50 60 62
Interpretation: 2.3 From the above graph it is clear that 53% of the respondents are got the information about the tractors from their friends and relatives. 11% of the respondents are got the information about the tractors from company representatives. 8% of the respondents are got the information about the tractors from dealers. 7% of the respondents are got the information about the tractors from advertisements. 10% of the respondents are got the information about the tractors from mechanics. 6% of the respondents are got the information about the tractors from bankers. 3% of the respondents are got the information about the tractors from other sources.
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3. By which Mode have you purchased your tractor?
a) Private Finance b) Commercial Banks c) Co-operative Banks d) Cash Table 3.1
Chart 3.2
Interpretation: 1.3 From the above graph it is clear that 35% of the respondents have purchased their tractors through private finance. 29% of the respondents take the financial assistance from the commercial banks. 26% of the respondents take the financial assistance from the co-operative banks. 10% of the respondents take the financial assistance by the cash. Mode of purchase Respondents Percentage Private Finance 35 35% Commercial Banks 29 29% Co-operative Banks 26 26% Cash 10 10% Total 100 100% 35 29 26 10 0 5 10 15 20 25 30 35 40 Private Finance Commercial Banks Co-operative Banks Cash 64
4. Have you considered the Financial Aspects while purchasing the tractors? a) Price of the tractor b) Credit facilities by dealer c) Loan facilities d) Any others Table 4.1
Chart 4.2
Interpretation: 4.3 From the above graph it is clear that 47% of the respondents consider the price of the tractor while they purchase. 16% of the respondents consider the credit facilities by dealer while they purchase. 31% of the respondents consider the loan facilities while they purchase. 6% of the respondents consider other reasons while they purchase Financial Aspects Respondents Percentage Price of the tractor 47 47 Credit facilities by dealer 16 16 Loan facilities 31 31 Any others 6 6 Total 100 100 47 16 31 6 0 5 10 15 20 25 30 35 40 45 50 Price of the tractor Credit facilities by dealer Loan facilities Any others 65
5. For what Purpose do you use Tractor?
a) Agriculture b) Commercial c) Industrial
Table 5.1
Chart 5.2
Interpr etation: 5.3 From the above graph it is clear that 43% of the respondents are using the tractors for the agriculture. 31%of the respondance is using the tractors for the Industrial purpose. 26% of the respondance is using the tractors for the commercial purpose.
6. Are you facing any problems regarding damage? a) Yes b) No Table 6.1 ATTRIBUTES NO.OF RESPONDENTS PERCENTAGES Yes 10 10% No 90 90% Total 100 100% Chart 6.2
Interpretation 6.3 From the above graph we found that are follows 10% of customers are facing damage problems about silk plaster products. 90%. of customers are doesnt facing any problems about silk plaster products.
7 Are you satisfied with the performance of the tractors?
a) Yes b) no
Table 7.1 Primitive Cultivation Respondents Percentage Yes 90 90% No 10 10% Total 100 100%
Chart 7.2
Interpretation: 7.3
From the above graph it is clear that
90% of respondents are satisfied with the performance of the Mahindra tractors. 10% of respondents are not satisfied with the performance of the Mahindra tractors.
90 10 0 10 20 30 40 50 60 70 80 90 100 Yes No 68
8. Are you satisfied with the service provided by Mahindra?
a) Yes b) no
Table 8.1
Chart 8.2
Interpretation: 8.3
From the above graph it is clear that
90% of respondents are satisfied with the SERVICES provided by the Mahindra. 10% of respondents are not satisfied with the SERVICES provided by the Mahindra
Primitive Cultivation Respondents Percentage Yes 90 90 No 10 10 Total 100 100 90 10 0 10 20 30 40 50 60 70 80 90 100 Yes No 69
9. Respondents Opinion on additional facilities?
b) Yes b) no
Table 9.1
Chart 9.2
Interpretation: 9.3
From the above graph it is clear that 64% of the respondents are not satisfied with the additional facility that is currently available in the tractors. 36% of the respondents are satisfied with the additional facility that is currently available in the tractors.
. Additional Facilities Respondents Percentage Yes 36 36% No 64 64% Total 100 100% 36 64 0 10 20 30 40 50 60 70 Yes No 70
10. Respondents Ranking of Attributes
a) Warranty b) Mechanical Services c) Availability of spares d) Maintenance cost e) Driving comfort f) Re-sale value g) Ease of Repairs Table 10.1
Chart 10.2
Attributes Respondents Percentage Warranty 13 13% Mechanical Services 24 24% Availability of spares 15 15% Maintenance cost 18 18% Driving comfort 11 11% Re-sale value 7 7% Ease of Repairs 12 12% Total 100 100% 13 24 15 18 11 7 12 0 5 10 15 20 25 30 Warranty Mechanical Services Availability of spares Maintenance cost Driving comfort Re-sale value Ease of Repairs 71
Interpretation: 10.3
From the above graph it is clear that
13% of the respondance are expecting warranty from the company. 24% of the respondents are expecting mechanical services form the company. 15% of the respondents are expecting availability of spares form the company. 18% of the respondents are expecting maintenance cost form the company. 11% of the respondents are expecting driving comfort form the company. 7% of the respondents are expecting re-sale value form the company. 12% of the respondents are expecting ease of repairs form the company
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11. Satisfaction levels of customers regarding the understanding of customers needs of sales representative
a) Strongly satisfied b) Satisfied c) Neutral d) Dissatisfied e) strongly dissatisfied Table 11.1
Chart 11.2
63% 20% 7% 6% 4% 0% 10% 20% 30% 40% 50% 60% 70% Strongly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied P e r
e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Strongly satisfied 69 63% 2 Satisfied 22 20% 3 Neutral 8 7% 4 Dissatisfied 7 6% 5 Strongly dissatisfied 4 4% Total 110 100% 73
Interpretation: 11.3 From the above analysis it is interpreted that 63% of respondents are strongly satisfied with the understanding of their needs by sales representatives 20% of respondents are satisfied with the understanding of their needs by sales representatives 7% of respondents are neutrally satisfied with the understanding of their needs by sales representatives 6% of respondents are dissatisfied with the understanding of their needs by sales representatives 4% of respondents are strongly dissatisfied with the understanding of their needs by sales representatives
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12. Thinking of your most recent experience with the product/service, how much do you agree with the following statements? a) Strongly agree b) somewhat agree c) Neutral d) Somewhat disagree e) strongly disagree Table 12.1
Chart 12.2
70% 10% 6% 13% 0.91% 0% 10% 20% 30% 40% 50% 60% 70% 80% strongly agree somewhat agree neutral somewhat disagree Strongly disagree P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 strongly agree 77 70% 2 somewhat agree 11 10% 3 neutral 7 6% 4 somewhat disagree 14 13% 5 Strongly disagree 01 0.91% Total 110 100% 75
Interpretation: 12.3 From the above analysis it is interpreted that 70% of respondents strongly agreed that It was worth to purchase the products of Mahindra 13% of respondents somewhat disagreed that It was worth to purchase the products of Mahindra 10% of respondents somewhat agreed that It was worth to purchase the products of Mahindra 6% of respondents neutrally agreed that It was worth to purchase the products of Mahindra 0.91% of respondents strongly disagreed that It was worth to purchase the products of Mahindra
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13. Response of customers regarding Relationship maintainers a) Strongly agree b) somewhat agree c) Neutral d) Somewhat disagree e) Strongly disagree Table 13.1
Chart 13.2
62% 23% 8% 6% 0.91% 0% 10% 20% 30% 40% 50% 60% 70% Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Strongly agree 68 62% 2 Somewhat agree 25 23% 3 Neutral 9 8% 4 Somewhat disagree 7 6% 5 Strongly disagree 1 0.91% Total 110 100% 77
Interpretation: 13.3 From the above analysis it is interpreted that 62% of respondents strongly agreed that Relationship maintainers were good for the products at Mahindra 23% of respondents somewhat agreed that Relationship maintainers were good for the products at Mahindra 8% of respondents neutrally agreed that Relationship maintainers were good for the products at Mahindra 6% of respondents somewhat disagreed that Relationship maintainers were good for the products at Mahindra 0.91% of respondents strongly disagreed that Relationship maintainers were good for the products at Mahindra
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14. Response of customers regarding repurchase of Tractor a) Strongly agree b) somewhat agree c) Neutral d) Somewhat disagree e) Strongly disagree Table 14.1
Chart 14.2
77% 4% 7% 6% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% strongly agree somewhat agree neutral somewhat disagree Strongly disagree P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 strongly agree 85 77% 2 somewhat agree 05 4% 3 neutral 07 7% 4 somewhat disagree 06 6% 5 Strongly disagree 06 6% Total 110 100% 79
Interpretation: 14.3 From the above analysis it is interpreted that 77% of respondents strongly agreed that they are purchasing the products of Mahindra. 7% of respondents neutrally agreed that they are purchasing the products of Mahindra. 6% of respondents strongly disagreed that they are purchasing the products of Mahindra. 6% of respondents neutrally agreed that they are purchasing the products of Mahindra. 4% of respondents somewhat agreed that they are purchasing the products of Mahindra.
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15. By comparing the products of other companies with your products how you feel? a) Much better b) Somewhat better c) Dont know d) Somewhat worse e) Much worse Table 15.1
Chart 15.2
75% 17% 0% 5% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% Much better Somewhat better Dont know Somewhat worse Much worse P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Much better 82 75% 2 Somewhat better 19 17% 3 Dont know 0 0% 4 Somewhat worse 06 5% 5 Much worse 03 3% Total 110 100% 81
Interpretation:15.3 From the above analysis it is interpreted that 75% of respondents feel much better by comparing the products of others with Mahindra. 17% of respondents feel somewhat better by comparing the products of others with Mahindra. 5% of respondents feel somewhat worse by comparing the products of others with Mahindra. 3% of respondents feel much worse by comparing the products of others with Mahindra.
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16. Based upon your overall experience, please rate your satisfaction with Service in
a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied Table 16.1
Chart 16.2
88% 4% 5% 3% 0.91% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Very satisfied 97 88% 2 Somewhat satisfied 04 4% 3 Neither satisfied nor dissatisfied 05 5% 4 Somewhat dissatisfied 03 3% 5 Very dissatisfied 01 0.91% Total 110 100% 83
Interpretation:16.3 From the above analysis it is interpreted that 88% of respondents are very satisfied with the service provided in the Mahindra. 5% of respondents are neutrally satisfied with the service provided in the Mahindra. 4% of respondents are somewhat satisfied with the service provided in the Mahindra. 3% of respondents are somewhat dissatisfied with the service provided in the Mahindra. 0.91% of respondents are very dissatisfied with the service provided in the Mahindra.
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17. Satisfaction level of customers regarding the promptness of answering the phone a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied Table 17.1
Chart 17.2
86% 5% 4% 5% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Very satisfied 95 86% 2 Somewhat satisfied 06 5% 3 Neither satisfied nor dissatisfied 04 4% 4 Somewhat dissatisfied 05 5% 5 Very dissatisfied 0 0% Total 110 100% 85
Interpretation: 17.3 From the above analysis it is interpreted that 86% of respondents are very satisfied with the promptness of answering phone at Mahindra. 5% of respondents are somewhat satisfied with the promptness of answering phone at Mahindra. 5% of respondents are somewhat dissatisfied with the promptness of answering phone at Mahindra. 4% of respondents are neutrally satisfied with the promptness of answering phone at Mahindra.
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18. Satisfaction level of customers regarding the overall quality of issue handling a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied Table 18.1
Chart 18.2
73% 10% 6% 9% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Very satisfied 80 73% 2 Somewhat satisfied 11 10% 3 Neither satisfied nor dissatisfied 07 6% 4 Somewhat dissatisfied 10 9% 5 Very dissatisfied 02 2% Total 110 100% 87
Interpretation: 18.3 From the above analysis it is interpreted that 73% of respondents are very satisfied with the overall quality of issue handling at Mahindra. 10% of respondents are somewhat satisfied with the overall quality of issue handling at Mahindra. 9% of respondents are somewhat dissatisfied with the overall quality of issue handling at Mahindra. 6% of respondents are neutrally satisfied with the overall quality of issue handling at Mahindra. 2% of respondents are very dissatisfied with the overall quality of issue handling at Mahindra.
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19. Satisfaction level of customers regarding the professionalism of representative a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied Table 19.1
Chart 19.2
74% 13% 8% 3% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Very satisfied 82 74% 2 Somewhat satisfied 14 13% 3 Neither satisfied nor dissatisfied 09 8% 4 Somewhat dissatisfied 03 3% 5 Very dissatisfied 02 2% Total 110 100% 89
Interpretation: 19.3 From the above analysis it is interpreted that 74% of respondents are very satisfied with the Professionalism of Representative at Mahindra. 13% of respondents are somewhat satisfied with the Professionalism of Representative at Mahindra. 8% of respondents are neutrally satisfied with the Professionalism of Representative at Mahindra. 3% of respondents are somewhat dissatisfied with the Professionalism of Representative at Mahindra. 2% of respondents are very dissatisfied with the Professionalism of Representative at Mahindra.
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20. Satisfaction level of customers regarding the helpfulness of representative a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied Table 20.1
Chart 20.2
53% 19% 11% 11% 6% 0% 10% 20% 30% 40% 50% 60% Very satisfied Somewhat satisfied Neither satisfied nor dissatisfied Somewhat dissatisfied Very dissatisfied P e r c e n t a g e
o f
r e s p o n d e n t s Opinion Percentage of respondents S. No Opinion No. Of respondents Percentage of respondents 1 Very satisfied 58 53% 2 Somewhat satisfied 21 19% 3 Neither satisfied nor dissatisfied 12 11% 4 Somewhat dissatisfied 12 11% 5 Very dissatisfied 07 6% Total 110 100% 91
Interpretation: 20.3 From the above analysis it is interpreted that 53% of respondents are very satisfied with the helpfulness of Representative at Mahindra. 19% of respondents are somewhat satisfied with the helpfulness of Representative at Mahindra. 11% of respondents are neutrally satisfied with the helpfulness of Representative at Mahindra. 11% of respondents are somewhat dissatisfied with the helpfulness of Representative at Mahindra. 6% of respondents are very dissatisfied with the helpfulness of Representative at Mahindra.
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FINDINGS Majority (71%) of the respondents are farmers. Majority (30%) of the respondents own Mahindra Tractors. The next majority of the respondents (20%) own Escorts Tractors. Majority (53%) of the respondents are get the information about the tractors from their friends and relatives. Majority (35%) of the respondents have purchased their tractors through private finance. The next majority (29%) of the respondents take the financial assistance from the commercial banks. Majority ( 53%) of the respondents opinioned that they take self decision in purchasing the tractors. Majority (47%) of the respondents consider the price of the tractor while they purchase. 62% of customers are strongly satisfied with the responsiveness of sales representatives 14% of customers are dissatisfied with the responsiveness of sales 59% of customers are strongly satisfied with the professionalism of sales representatives 63% of customers are strongly satisfied with the understanding of their needs by sales representatives 70% of customers strongly agreed that It was worth to purchase the products of Mahindra 62% of customers strongly agreed that Relationship maintainers were good for the products at Mahindra 86% of customers strongly agreed that the products at Mahindra are easy to use. 61% of customers strongly agreed that they are asked feedback regarding the products of Mahindra. 77% of customers strongly agreed that they are purchasing the products of Mahindra.
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75% of customers feel much better by comparing the products of others with Mahindra. 88% of customers are very satisfied with the service provided in the Mahindra. 86% of customers are very satisfied with the promptness of answering phone at Mahindra. 73% of customers are very satisfied with the overall quality of issue handling at Mahindra. 74% of customers are very satisfied with the Professionalism of Representative at Mahindra. 53% of customers are very satisfied with the helpfulness of Representative at Mahindra. 63% of customers are agreed that Mahindra adopt price discount as a promotional measure to attract customers to purchase a Tractor. 71% of customers are strongly agreed that they trust the relationship with the Mahindra. 75% of customers are definitely use the services of Mahindra, if they have any need in the future 87% of customers recommend the product of Mahindra to a friend or relative.
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SUGGESTIONS
1. Increase in product range to include higher/lower horsepower. 2. Establishment of authorized service stations maintained by company trained/company service personnel. 3. Establishment of new dealers and developing the existing ones. Introducing performance based new incentive schemes for dealers. 4. Monitoring post purchase behavior and satisfaction levels of customers as a feedback input to the marketing policy. 5. The company should conduct market research to gain information of new customers and follow-up action should be done for customer development. 6. For meeting the demand for spare parts the company should make the spare parts easily available, with the dealers as well as the retailers. 7. The company should provide seasonal discounts especially during the harvest season. This is the time when there is a maximum sale for tractors. 8. The after sales service should be made more efficient & effective. It should also provide free servicing campaign once in year especially before season starts. 9. More demonstration classes should be giving to the farmers to make them aware about the multiple uses of tractors. 10. Provision of training facilities to the farmers for perfect maintenance so as to reduce the maintenance cost and fuller utilization of the tractor.
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CONCLUSION Customers feel much better by comparing the products of others with Mahindra. Customers are very satisfied with the service provided in the Mahindra. Customers are very satisfied with the promptness of answering phone at Mahindra. Customers are very satisfied with the overall quality of issue handling at Mahindra. Customers are very satisfied with the Professionalism of Representative at Mahindra. Customers are very satisfied with the helpfulness of Representative at Mahindra. Customers are agreed that Mahindra adopt price discount as a promotional measure to attract customers to purchase a Tractor. Customers are strongly agreed that they trust the relationship with the Mahindra. Customers are definitely use the services of Mahindra, if they have any need in the future Customers recommend the product of Mahindra to a friend or relative. Customers strongly agreed that It was worth to purchase the products of Mahindra Customers strongly agreed that Relationship maintainers were good for the products at Mahindra Customers strongly agreed that the products at Mahindra are easy to use. Customers strongly agreed that they are asked feedback regarding the products of Mahindra. Customers strongly agreed that they are purchasing the products of Mahindra. Customers strongly agreed that they are purchasing the products of Mahindra. Customers feel much better by comparing the products of others with Mahindra. Customers are very satisfied with the service provided in the Mahindra. Customers are very satisfied with the promptness of answering phone at Mahindra. Customers are very satisfied with the overall quality of issue handling at Mahindra.
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Customer profile Name: Address: Occupation:
1. Which company tractor do you own?
b) Escorts b) Tafe c) H.M.T d) Swaraj e) Mahindra f) Eicher g) Any Others 2. Through which source of information you came to know about the existing tractors?
a) Friends & Relatives b) Company Representatives c) Dealers d) Advertisement e) Mechanic f) Bankers g) Any Others 3. By which mode do you have purchase your tractor?
b) Private Finance b) Commercial Banks c) Co-operative Banks d) Cash 4. Have you consider the financial aspects while purchasing the tractor?
a) Price of the tractor b) Credit facilities by dealer c) Loan facilities d) Any others 5. For what purpose do you use the tractor? a) Agriculture b) Commercial c) Industrial 6. Are you facing any problems regarding damage? a) Yes b) No 7. Are you satisfied with the performance of the tractors?
a) Yes b) no
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8. Are you satisfied with the service provided by Mahindra?
a) Yes b) no
9. What is your opinion on additional facilities?
c) Yes b) no
10. Please give ranking for the attributes of products of Mahindra?
b) Warranty b) Mechanical Services c) Availability of spares d) Maintenance cost e) Driving comfort f) Re-sale value g) Ease of Repairs 11. What is your satisfaction about company values people relationship ahead of short term goals? b) Strongly satisfied b) Satisfied c) Neutral d) Dissatisfied e) strongly dissatisfied 12. Thinking of your most recent experience with the product/service, how much do you agree with the following statements? a) Strongly agree b) somewhat agree c) Neutral d) Somewhat disagree e) strongly disagree 13. What is your response of customers regarding Relationship Maintainers? a) Strongly agree b) somewhat agree c) Neutral d) Somewhat disagree e) strongly disagree 14. Response of customers regarding repurchase of Tractor a) Strongly agree b) somewhat agree c) Neutral d) Somewhat disagree e) strongly disagree 15. How you feel by compare your company products than other company products? b) Much better b) Somewhat better c) Dont know d) Somewhat worse e) Much worse
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16. Based upon your overall experience, kindly rate your satisfaction with Service in this company? b) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied
17. What is your Satisfaction level of customers regarding the promptness of answering the phone?
a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied 18. What is your Satisfaction level of customers regarding the overall quality of issue handling in problem?
b) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied 19. What is your Satisfaction level of customers regarding the professionalism of representative with you?
a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied 20. What is your Satisfaction level of customers regarding the helpfulness of representative?
a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied d) Somewhat dissatisfied e) Very dissatisfied Signature of customer Date 99
BIBLIOGRAPHY
1) MARKETING MANAGEMENT - by Philip Kotler
2) RESEARCH METHODOLOGY - by C.R. Kothari
3) STATISTICS FOR MANAGEMENT - by G.C Beri
4) LESSONS ON SERVICES MARKETING - by Ram mohan rao
5) GLOBAL MARKETING MANAGEMENT - by Keesan warren J