PREFACE

Practical study plays a vital role in the field of education. How management
principles are implemented in business can only be known through practical study,
students can be very well aware about industrial environment like problem,
opportunities, different situations etc. this helps the student for better understanding
and also gives them a chance to show their skills and ability.

As students of management it is learning experience to analysis an industry. It is the

most essentials tools for us to expose our skill as a future responsible managerial
post. So, I decided to Agricultural industry. It helps me to develop my skill &
confidence to do better in all respect in management fields.

The project work is required to be undertaking where i get the opportunity to know
about the real information of the area that we have selected, which altogether
different from theory. The report contains the detail information about Tractor
industry and all the information, which is important for management student.

Customer satisfaction is main aspects of every business and service also , and by
customer satisfaction we come to know about change in product or any other aspect
of business for betterment of business and more making more profit through this. So
I have selected the topic for my project is customer satisfaction.

I hope that the report is fulfilling all the requirements as per the rules and regulations
of the University as well as the Company Officials.

ACKNOWLEDGEMENT
 I express my indebt ness to Mr. Subhash Modak (Head of MGTL) and Mr.
Sharad Bhatnagar (Head of IR & HR Department) who gave me a golden
opportunity to go through an intense summer training programme and to prepare this
extensive report.

My profound sense of obligation goes to Mr. Balmukund Verma (Head of

Marketing Department) and Mr. Bhrugurishi Bhatt (Manager of Marketing
Department) under whose observation I worked. They always help me by their
valuable expertise.

I am also thankful to Mr. Kamlesh Parmar (Assistant manager of Marketing

Department) who gave me knowledge about marketing strategy and many more
knowledge in depth of marketing activity.

I am thankful to Mrs. Riddhi Shah (HR Department) who guided and helped
me in completion of my study.

I am thankful to all those people in MGTL for showing their keen interest in
me and gave co-operation for my project.

I would also thank god to give me strength to do my work. I am also thankful

to my parents, family and friends for supporting me to do my study.
 I express my indebt ness and thanks to my Mr. Kartik Khatsuriya, Miss Ami
Pandya and Miss. Saroj vats for all their valuable time and guidance and
encouragement.

Last but not least I thankful to my esteem institution SHREE SAHJANAND

INSTITUTE OF MANAGEMENT, AKWADA.BHAVNAGAR for making me able to
embark on path breaking task of my career.

I would like to say heartily thanks to each and every person who have helped
an supported me on various stages of my project.

Ravi Baraiya

DECLARATION
I RAVI M. BARAIYA undersigned the student of M.B.A 2 N D semester
Year2010. Of shree Sahjanand institute of management here by
declares that the project work presented in this reports is my own work
& has been carried out under supervision of Mr. Bhrugurushi Bhatt,
Sales Manager of “MAHINDRA GUJRAT TRACTOR LTD.” at Vadodara,
and Mr. Kartik Khatsuriya faculty of Sahjanad institute of management,
akwada, Bhavnagar. This has been undertaken for the purpose of partial
fulfillment of Gujarat Technological University requirements for the award of the
Degree of Master of Business Administration.

Date:-

Place:-

Mr. Ravi M. Baraiya

EXECUTIVE SUMMARY
 Mahindra Tractor Ltd. is the pioneer in Farm equipment sector since 1983.
Mahindra has taken over Mahindra Gujarat Tractor Ltd. with 60% stake with in hand
and 40% on Gujarat state Government.

The company is one of the oldest companies, which has reached great
heights & is still progressing. MGTL can be considered a highly involved in design,
manufacturing, marketing and service of tractors as they have a wide variety of
products all under one roof.

To have clear customer Focus, Business operations of the company are

strategically divided into different Business Groups. With the recent Boom in the
Industrial Sector the company is all set to achieve tremendous progress.

The report presents a detail idea of majority of Tractor market leaders also
the method of Functioning of the MGTL.

This project on “AN ANALYSIS OF PRODUCT QUALITY & CUSTOMER

SATISFACTION OF MAHINDRA GUJARAT TRACTORT LTD V/S. TRACTOR
AND FARM EQUIPMENT LTD V/S. MAHINDRA & MAHINDRA IN VADODARA
AND BHAVNAGAR DISTRICT.” is mainly focusing on the Evaluation of MGTL
products, finding the loopholes in their working, & measuring the customer
satisfaction.

The project includes a survey of about 90 Customers of BHAVNAGAR and

VADODARA district. The Dealers gave the Customers selected for the project.
 one to one personal interaction with the direct customer is been done & all
their Feedback & suggestions is incorporated via a Questionnaire. From the survey
conducted MGTL can have a fair idea of their Weaknesses & lacunas & competitor’s
performance against MGTL can improve upon the same.

By this study I have found that TAFE Company has highly satisfied customer
but even though M&M is market leader with 42%. MGTL has also part of Mahindra
Tractors so I would like to say that Mahindra tractor has highly brand awareness if
they will do Marketing of “Shaktimaan” brand under the name and under with same
logistic cycle or marketing channel of which Mahindra tractor has recently performs
so impact of this the MGTL has a opportunity for maximum usage of “Shaktimaan”
brand and highly growth rate of the MGTL. And this will affect also on competitors
brand image.

CONTENT

CH PAGE
NO. PARTICULARS NO.
1 INTRODUCTION ABOUT TRACTOR INDUSTRY 10
 1.1 WHAT IS TRACTOR? 11
1.2 OVER VIEW OF INDUSTRY 11
1.3 TRACTOR INDUSTRY TRENDS BY REGION 15
SOME LONG TERM DEMAND DRIVERS FOR THE
1.4 INDUSTRY 20
MARKET STRUCTURE OF TRACTOR
1.5 MANUFACTURER 23

2 COMPANY PROFILE 25
2.1 INTRODUCTION 26
2.2 HISTORY 29
2.3 OBJECTIVES OF COMPANY PROFILE 29
2.5 VISION STATEMENT 29
2.6 MISSION STATEMENT 29
2.7 VALUE STATEMENT 30
2.8 COMPANY’S POLICY 30
2.9 SPECIAL ACHIEVEMENT 31
2.1
0 ISO CERTIFICATE 32
2.1
1 QUALITY POLICY 33
2.1
2 AREA OF OPERATION 34
2.1
3 PRODUCT VARIANTS. 35
2.1
4 ORGANISATION STRUCTURE OF MGTL 36
2.1 DESIGNATION AND NAME VISE HIERARCHY OF
5 DEPT. 37
2.1
6 MARKETING DEPT. AND ACTIVITY 40
2.1
7 OVERVIEW OF TAFE 41
2.1
8 PRODUCT STRUCTURE OF TAFE 43
2.1
9 OVERVIEW OF MAHINDRA TRACTOR. 46

CH PAGE
NO. PARTICULARS NO.
3 RESEARCH METHODOLOGY 47
3.
1 OBJECTIVE OF THE STUDY 49
3.
2 REVIEW OF LITERATURE 50
3.
3 RESEARCH DESIGN 56
3.
4 SAMPLING DESIGN 57
3.
5 DATA COLLECTION METHODS 58
3.
6 LIMITATION OF THE STUDY 60
3.
7 DATA INTERPRETATION AND TABULATION 61

4 FINDINGS 86
5 SUGGESTIONS 94
6 CONCLUSION 97
7 BIBLIOGRAPHIES 100
8 APPENDIX 103
9 ABBREVIATION 106

LIST OF CHARTS
 LIST OF CHARTS PAGE NO.
ANNUAL TRENDS INN TRACTOR SALES VOLUME
MONTHLY TRENDS IN TRACTOR SALES VOLUME
TRENDS IN TRACTOR SALES ACROSS REGIONS
TRENDS IN TRACTOR SALES ACROSS STATES
MARKET SHARE OF INDIAN TRACTOR MANUFACTURER IN
2004-05
MARKET SHARE OF INDIAN TRACTOR MANUFACTURER IN
2009-10
ACTION PLAN THAT RECTIFIES WEAKNESSES
DATA ANALYSIS AND INTERPRETATION
EXIHIBIT 1
EXIHIBIT 2.1
EXIHIBIT 2.2
EXIHIBIT 2.3
EXIHIBIT 3
EXIHIBIT 4
EXIHIBIT 5.1
EXIHIBIT 5.2
EXIHIBIT 5.3
EXIHIBIT 6
EXIHIBIT 7
EXIHIBIT 8
EXIHIBIT 9
EXIHIBIT 10
EXIHIBIT 11
EXIHIBIT 12
EXIHIBIT 13
EXIHIBIT 14
EXIHIBIT 15
EXIHIBIT 16
EXIHIBIT 17
EXIHIBIT 18
EXIHIBIT 19
EXIHIBIT 20
 CHAPTER 1.

INTRODUCTION ABOUT TRACTOR

INDUSTRY
INTRODUCTION ABOUT TRACTOR INDUSTRY

1.1 WHAT IS TRACTOR?

A tractor is a vehicle specifically designed to deliver a high tractive effort (or
torque) at slow speeds, for the purposes of hauling a trailer or machinery used in
agriculture or construction. Most commonly, the term is used to describe the
distinctive farm vehicle: agricultural implements may be towed behind or mounted on
the tractor, and the tractor may also provide a source of power if the implement is
mechanized. Another common use of the term, "tractor unit", describes the power
unit of a semi-trailer truck (articulated lorry).

The word tractor was taken from Latin, being the agent noun of trahere "to
pull”. The first recorded use of the word meaning "an engine or vehicle for pulling
wagons or ploughs" occurred in 1901, displacing the earlier term traction engine
(1859).

1.2 OVER VIEW OF INDUSTRY

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 kharif1
season dampening sentiments. The key factor enabling the demand growth of 2009-
10 was strong rural liquidity, which in turn was sustained by several factors,
including: higher minimum support price (MSP) for crops; greater ability of farmers to
make cash purchases (including the usage of Kisan Credit Card which are
increasingly being used to part-finance tractor purchases); enhanced employment
opportunities (with rural employment schemes being implemented by the
Government of India); an improved credit environment; and continuance of
replacement demand. These factors apart, non-agricultural use of tractors (for
haulage in construction and infrastructure projects) continued to increase, benefiting
tractor demand. Also, with infrastructure projects and rural employment schemes
increasing employment opportunities, availability of labour for agricultural activities
continued to decline, persuading even farmers with medium-sized land holdings to
either rent or purchase tractors.

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
Jharkhand, 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.

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 2009-10 as 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-à-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 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.

Annual Trends in Tractor Sales Volumes

Monthly Trends in Tractor Sales Volumes

 Capacity utilization in the tractor industry had hit a low during 2002-03,
following large capacity additions and a volume slump. After that, capacity utilization
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.

1.3 TRACTOR INDUSTRY TRENDS BY REGION

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.

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 labour (forcing higher mechanisation), 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 Government’s acquisition of select land patches (adjoining
highways), which increased the availability of cash with them. Feedback from
industry players ICRA Rating Feature Tractor Industry: An ICRA Perspective

Trend in Tractor Sales across regions

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 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 remained reluctant 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, thereby 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. Overall, in the eastern region, growth in tractor
volumes is expected to moderate, going forward, as the benefit of a low base get
diluted gradually.

The western region reported sales of around 92,000 tractor units during 2009-
10—a growth rate of 35.7% over the previous fiscal—benefiting 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 soybean 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. The AP
market has been undergoing a volume correction since 2007-08, with the preceding
four to five years having witnessed a large and sustained volume growth; this factor
apart, the de-growth of 2009-10 was also aided by irregular monsoons.

The other big market in the southern region, Karnataka, reported growth of
74% in tractor volumes in 2009-10 mainly on the strength of higher MSPs for rice;
however, volume growth is expected to moderate in 2010-11 because of the base
effect. In Tamil Nadu, tractor sales were flat during H1, 2009-10, but the
performance improved in H2, 2009-10 mainly because of improved retail financing
by the PSBs.

1.4 SOME LONG TERM DEMAND DRIVERS FOR THE

INDUSTRY

• Low penetration of tractors in Indian agriculture:

 Indian agriculture is characterised by low farm mechanisation, fragmented
land holdings, and high dependence on monsoon rains (in the absence of adequate
irrigation facilities). Tractor penetration in India is low at around 13 tractors per 1,000
hectares as against the global average of 19 and the US average of 29. While this
does indicate the relative backwardness of Indian agriculture, it also points to the
significant scope that exists for raising tractor penetration, which bodes well for
tractor demand over the long term.

• Government support for the agricultural sector:

Although agriculture contributes just around 20% to India’s GDP, it provides

employment to a large rural population, which is why the sector remains a strong
focus area for the Government. The tractor industry benefits significantly from the
Governmental focus on agriculture, with measures such as nil excise duty on
tractors (even the excise duty on tractor parts has been lowered from 16% to 8%)
and inclusion of tractor financing under priority sector lending (by PSBs) serving as
long-term demand drivers. Financing of tractor purchase is of great significance for
the industry, it being a key demand facilitator.

• Export of tractors:

Indian tractor manufacturers have been increasingly targeting the

international markets over the last few years. The industry exported a total of around
37,900 tractors during 2009-10, with the USA, Africa, South America, and some
Asian countries being the top destinations. The industry leader, Mahindra and
Mahindra (M&M), has acquired Yancheng Tractors, the fourth largest tractor
manufacturer in China (in terms of FY2008 volumes), to improve its presence in the
country. In the developed markets, Indian tractors have a relatively marginal
presence, with sales being largely restricted to the hobby farming segment.

Outlook

Tractor sales are expected to remain healthy in fiscal 2010-11, given the good
rabbi crop this time around, the continuing firmness in the prices of agricultural
products, and the healthy monsoons anticipated during the coming kharif season.
Moreover, improving farm mechanization levels (with labor availability in rural areas
declining), increasing non-agricultural use of tractors, higher credit disbursements for
agriculture, and sharper Governmental focus on the farm sector (larger budgetary
allocations) are also expected to encourage tractor sales.
The industry’s profitability is however expected to remain moderate in the
medium term, considering the high competitive intensity and low capacity utilization
levels, although larger players could benefit from scale economics. As for margins,
while they have seen an improvement in 2009-10, they would remain vulnerable to
adverse changes in commodity prices.

While some States in the northern region have achieved high levels of tractor
penetration and farm mechanization, on an all-India basis, the penetration remains
low, which along with the current shortage of farm labor and consequently rising
labor costs, may be expected to lead to greater mechanization and use of tractors.
The long-term prospects for the Indian tractor industry hinge on agricultural growth
and Government support in areas such as financing availability, tax exemptions, and
fiscal stimulus for rural development. Overall, ICRA expects the long-term growth
rate for the Indian tractor industry to trend around the historical average of 6-8%,
supported by increasing tractor penetration.

1.5 MARKET STRUCTURE OF TRACTOR MANUFACTURER

Market share of the Indian tractor manufacturer in 2004-05.

Up to 2004-05 the industry is dominated by Mahindra and Mahindra (M&M) with a
market share of around 26%, followed by Tractors and Farm Equipments TAFE,
which holds around 14% of the market. The other major players include Escorts
(13.1%), PTL (7.8%).

Market share of the Indian tractor manufacturer in 2009-10

 ,0

OTHERS,
17.00%
L&T-
JOHNDEERE, Mahindra&
7.80% Mahindra,
41.10%
Escorts,
12.10%

TAFE, 22%

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-John 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.
 CHAPTER 2.
COMPANY PROFILE
 COMPANY PROFILE
2.1 INTRODUCTION
• Name
Mahindra Gujarat Tractor Ltd.

• Location
Near vishwamitri railway overbridge,
Vishwamitri, vadodara-390011
• State
Gujarat (India)
• Bankers
Bank of Baroda
State bank of India
Corporation bank
• Product
Tractor and tractor’s spare parts
• Brand Name
“Shaktimaan”
• Telephone
(0265) 2311617, 2339547, 2324275
• Fax
0265-2338158
• E-mail
mgtl@mahindragujarat.com
• Web site
mahindragujarat.com
2.2 HISTORY

• 1921 INDIA
The origin of Mahindra Gujarat tractor ltd. Can be traced back to the
pioneering work of Mr. Pashabhai Patel the original promoter of who founded
a business under the name of Pashabhai Patel co. pvt. Ltd.

• 1964 INDIA
500 tractors were produced under the guidance of pashabhai Patel
and the company had collaborated with MOTOKOV.

• 1972 INDIA
Due to undesirable problem tractor and bulldozer was handed over by
Gujarat agro ltd. And the name changed to Hindustan Tractors Ltd.

• 1975 INDIA
Ownership of the company was passed into the hands of Gujarat State
government named it is GUJARAT TRACTOR CORPORATION LTD (GTCL).

• 1999 ONWARDS INDIA

The disinvestment of the Gujarat state government invited M&M group
partnership.
The management was handed over to Mahindra and Mahindra and
1999 onwards company called by name ‘’ MAHINDRA GUJARAT TRACTOR
LTD (MGTL).
 MGTL is an ISO 9001:2000 company. It is subsidiary company of Mahindra
and Mahindra. The company was incorporate in the state of Gujarat government on
31st March 1978 in the name and style of Gujarat tractor corporation ltd which is
promoted by government of Gujarat.

The company was taken over by Mahindra and Mahindra which holds 60%
equity and state government holds 40% equity in recent scenario and now company
called by “MAHINDRA GUJARAT TRACTOR LTD” (MGTL).

Mr. Jagdishchandra Mahindra and Mr. Kailashchandra Mahindra was the

founder of the Mahindra and Mahindra group. Mahindra and Mohammed was
formed in 1945 but later on in 1948 the company renamed by Mahindra and
Mahindra ltd. Which were deals with steel trading business.

MGTL is engaged in manufacturing of tractors which are marketed under

“SHAKTIMAAN” brand.

2.3 OBJECTIVES OF COMPANY PROFILE

 • To provide comprehensive understanding of MGTL , its philosophy , values ,
mission , goals, products and service, strategy and function, wages, people
and process etc.

• To help employee understanding what is values in MGTL and the behavior

pattern of accepted and expected out of its employee.

• To make more familiar new employee about the overall organization culture.

2.4 VISION STATEMENT

We at MGTL strive for total customer satisfaction and focus on
achieving excellence in product quality.

2.5 MISSION STATEMENT

No compromise on quality, productivity, discipline, and safety and
while doing so maintain harmonious relationship through continuous communication.

2.6 VALUE STATEMENT

I buy shaktimaan as it has most powerful engine, coupled with best in
class transmission, field responsive, hy-tech hydraulic and most modern look sheet
metal.

2.7 COMPANY’S POLICY

  We will look towards our employee’s welfare through planned aimed at
caring for employee’s well being.
 To upkeep employee morale.
 To generate positive mindset.
 To have healthy and enthusiative employee force.
 To generate among employees and their families a sense of pride and
belongingness towards organization.
 To encourage employee to contribute for social cause.

2.8 SPECIAL ACHIEVEMENT

 Production capacity increase 30 to 300 tractors per month.

 Successfully closure of foundry department
 5’s concept development throughout the company
 Successful in getting total flexibility at shop floor.
 Monthly kaizen and communication meeting.

2.9 ISO CERTIFICATE

 On
27th April

2004,MGTL has successfully attain ISO 9001:2000 by TUV which states that MGTL
has quality system for manufacturing of tractors, dozers, enginee and generators.
2.10 QUALITY POLICY
 2.11
AREA OF OPERATION
MGTL has 16 branch office which are listed below.

1. Hyderabad—Andhrapradesh
2. Patna—Bihar
3. Dhurvad—Karnataka
4. Jaipur—Rajasthan
5. Salem—Tamilnadu
6. Luckhnow—Utterpradesh
7. Bhopal—Madhyapradesh
8. Nagpur—Mahrashtra
9. Gajiyabad—Madhyapradesh
10. Vasai—Maharashtra
11. Raipur—Chhatisgadh
12. Bhatinda—Punjab
13. Ranchi—Zarkhand
14. Bhuvneshwar—Orrisa
15. Karnal—Haryana
16. Vadodara—Gujarat.

2.12 PRODUCT VARIANTS.

SHAKTIMAAN 60HP

SHAKTIMAAN 30HP SHAKTIMAAN 35HP

SHAKTIMAAN 40HP
45HP
2.13 ORGANISATION STRUCTURE OF MGTL.

Head of MGTL
Sr. General

manager

Manager

Production
Dept. Finance Dept. HR Dept.

Design
Marketing Dept.
& Development

Service Assistant
Sales Manager
Manager Channel Manager
2.14 Designation and name vise hierarchy of department

Designation Name
Head of MGTL Mr. Subhash Modak
Senior General Manager. Mr. Ram Mahadeva
Head of Marketing Department Mr. Balmukund Verma
Head of Finance Department Mr. Ashok Panara
Head of HR & IR Department Mr. Sharad Bhatnagar
Head of Production Department Mr. Manoj Soni
Head of Design & Development Mr. Jayesh Kulkarni
Sales Manager Mr. Bhrugurishi Bhatt
Service Manager Mr. Procha
Assistant Channel Manager Mr. Kamlesh Parmar

2.15 Marketing Department and activities

What is marketing?

It’s a social and managerial process through which individual and groups obtain
what they need and want through creating, offering, and exchanging the product of
value.

Activities of department.

Main activity of the department is to develop marketing strategies and plans which
are like, connecting with customer, shaping the market offerings, delivering the
value, communicate the vale, create long term growth etc.

Communicating value by…

Sales promotional activity by .

• Road show.
• Demo van.
• Demo tractor.
• Participation in Krushi activity.
• Various schemes to dealers.
• Free service to customer.
• Guarantee and warrantee.
• Point of purchase (P-O-P) Displays and demonstrations

Marketing channel of MGTL

MGTL

AUTHORISED STOCKIST
DEALER
CUSTOMER
 FRANCHISEE

MARKET SEGMENTATION

Market segmentation means dividing a market into district groups of buyers with
different needs, characteristic or behavior. We might require separate products or
marketing mixes? It refers to large heterogeneous market into smaller homogeneous
parts in order to select any one out them in which the company thinks it satisfy
customer more effectively different products for different segmentation.

MGTL segmenting market by

• Region vise
• Customer base like farmer, industrial purchase or for government and special
customer base etc.

Major competitors of MGTL.

 • Tractor and Farm Equipment Ltd and also this company has overtaken
Escorts tractor Ltd.

• Mahindra Tractor and this company also has overtaken Gujarat tractor ltd.
And Punjab Tractor Ltd.(SWARAJ TRACTOR).

• L&T JOHN DEERE.

• FORD TRACTOR.

• ESCORTS TRACTOR.

• SONALIKA TRACTOR.

2.16 OVERVIEW OF

TAFE is a US$750 million tractor major incorporated in 1960 at Chennai in

India, in collaboration with Massey Ferguson (now owned by AGCO corporation,
USA). TAFE acquired the Eicher tractors business, its engine plant at Alwar and
transmissions plant at Parwanoo through a wholly owned subsidiary “TAFE Motors
and Tractors Limited.
 A member of the Amalgamations Group of Chennai, this company has four
plants involved in tractor manufacturing at Mandidheep (Bhopal), Kallidaipatti
(Madurai), Doddabalbur (Bangalore) and in Chennai.

Apart from being among the top five tractor manufacturers in the world, TAFE
is also involved in making diesel engines, gears, panel instruments, engineering
plastics, hydraulic pumps, plantations and passenger car distribution through other
divisions and wholly owned.

CORE VALUES -

Customer satisfaction: We may not be able to wipe the sweat from the customer's
brow but we can certainly put a smile on their face.

Quality in products and services: An uncompromising focus on quality not just in

products but in all that we do.

Human resources: We are not just individuals doing our respective jobs. We are
partners in progress. Our people matter.

Proactive response to change: We create value by anticipating, preparing and

facing changes in a world where the only thing that is permanent, is change itself.

Environment and society: While serving our company, we don't forget our
commitment to serve our society for everything that it has given us.

Trust & long term relationships with stake holders: We value relationships and
we live it, with our business associates.

Business ethics: Our strong foundation has been ethical practices and open and
transparent operations
2.17 PRODUCT STRUCTURE OF TAFE

MASSEY FERGUSON, TAFE and EICHER are the three brands

manufactured and marketed in India by TAFE.

Each of these brands has its own unique imagery in the minds of customer.
One out of every four tractors used in India is made by TAFE and for more than four
decades TAFE's tractors have been the farmer's first choice due to excellent quality,
competitive rates and great after sales services.

1. MASSEY FERGUSON

MASSEY FERGUSON 241

MAHASHAKTI

2. TAFE
 MASSEY FERGUSON 5245
MAHAN
MASSEY FERGUSON 241
MAHASHAKTI
3. Eicher

2.18 OVERVIEW OF MAHINDRA TRACTOR.

Farm Equipment Sector (FES) is a part of US $6.3 billion Mahindra group,

which is amongst the top 10 industrial houses in India. The group has a leading
presence in key sectors of the Indian economy, including the financial services,
trade, retail and logistics, automotive components, after-market, information
technology and infrastructure development. Mahindra has recently made an entry in
the two-wheeler segment.

The Mahindra group's Farm Equipment Sector (FES) is amongst the top three
tractor brands in the world. It has won the Japan Quality Medal in 2007. It also holds
the distinction of being the first tractor company globally to win the Deming
Application Prize in 2003. FES is the first tractor company worldwide to win these
honors. This shows the strong focus of FES on Quality and Customer Satisfaction.
Today, the domestic market share of FES is around 42%. (Mahindra brand: 30%
and Swaraj brand: 12%).

The motto of FES is to usher prosperity; for its customers, dealers,

employees, society and all other stakeholders.FES has 6 state-of-the-art
manufacturing plants (including 2 plants of Swaraj) in India, 2 plants in China, 3
assembly plants in USA and 1 assembly plant in Australia. FES has its presence in
around 25 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).

Mahindra Group has commenced the Sustainability Reporting from 2008.

Today, M&M group is amongst the few Indian companies to have an A+ GRI
certification. As per the commitments given by the Group under GRI framework,
significant reduction in usage of electricity, water and solid waste is called for. To
make FES employees aware on the tenants of sustainability, various initiatives like
easily accessible information on sustainability, setting up of permanent sustainability
corners in all FES plants, observing of energy conservation month etc. are
undertaken

Farm Equipment Sector (FES) is the no. 1 tractor brand in India, since 1983.
Brand Mahindra sells a range of tractors that include Bhoomiputra, Shaan, Sarpanch
and Arjun Ultra-1, with each (except Shaan) having range of variants based on the
horse power (hp) and other attributes. Mahindra tractors are known for high fuel
efficiency and reliability. FES sells its 15 HP to 75 HP category tractors in the
domestic market.
 FES has a large customer base of more than 21, 00,000 customers (including
Swaraj). The sector has time and again topped the customer satisfaction chart. FES
also has the deepest distribution reach with more than 680 dealers along with widest
service network across India. The sector has four manufacturing facilities in India,
located in Mumbai and Nagpur in Maharashtra, Rudrapur in Uttaranchal and Jaipur
in Rajasthan.

There is a strong commitment on part of the top management to make the

production system even more efficient through proactively following world-class
methodologies like QC story and QC tools, Six Sigma, DOE ( Design of
Experiments) and TPM ( Total Productive Maintenance).

Mahindra & Mahindra had acquired a majority stake in Punjab Tractors

Limited (PTL) in early 2007. PTL is a good strategic fit to the company, as it comes
with its strength of efficient design (strong R&D abilities) and the Brand Swaraj,
which enjoys a strong customer loyalty for being sturdy and reliable. Benefits of this
acquisition include advantages of economies of scale, sourcing benefits and vendor
rationalization. Post Mahindra – PTL merger in February 2009, PTL is now a part of
Mahindra FES. It is known as Swaraj Division.

The Farm Equipment Sector is a process driven organization with a strong

focus on quality systems. All FES plants are ISO 14001 (Environment Management
System), OHSAS 18001 (Occupational Health and Safety Management System) and
ISO/TS 16949 (Quality Management System) certified.

The Farm Equipment Sector is a process driven organization with a strong

focus on quality systems. All FES plants are ISO 14001 (Environment Management
System), OHSAS 18001 (Occupational Health and Safety Management System) and
ISO/TS 16949 (Quality Management System) certified
Mahindra Swaraj:

Swaraj Group, part of Mahindra & Mahindra (FES Sector) is a dynamic and growing
group, wherein focus is laid on generating economic prosperity for stakeholders,
while growing harmoniously with the community and environment.

Swaraj is one of the leading tractor manufacturers in India and the company is totally
indigenous. Nearly 6, 00,000 Swaraj tractors operate in the field providing durable
delight to the discerning farming community of India. Swaraj has over 600 dealers
across the country.

Swaraj Group has achieved ISO 14001:2004 & OHSAS 18001:2007 Certification
and TS 16949 certification for Swaraj Automotives Ltd.

2.19 PRODUCT STRUCTURE OF MAHINDRA TRACTOR.

MAHINDRA 275 DI
SARPANCH

There is also various products and variants of tractor in horse power range 15-75 hp.

CHAPTER 3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

• What is research and research methodology?

Research is common parlance refers to a search for knowledge or its defined as

a scientific and systematic search for pertinent information on a specific topic. In fact
research is an art of scientific investigation.

It is a way to systematically solve the research problem. It may be understood as

a science of studying how research is done scientifically. In it we study the various
steps that are generally adopted by a researcher in studying his or her problem.

Research Methodology is a systematic design, collection of data, reporting of

data and findings relevant to specific marketing situation that is faced by company
with the paradigm in the market shifting, from the product to consumer, their needs
and preferences have become essential to the considered by the producer today in
the world of cut throat competition to be ahead in the race and to lead is required to
reach consumer first.
3.1 OBJECTIVE OF THE STUDY

• In First, my Purpose for making a research is to find the Customer Perception

for purchasing a tractor.

• To study customer satisfaction level of MGTL and

• To study customer behavior and awareness for purchasing a tractor.

• To do competitive strength and weakness of the MGTL

• To know the the faults and loop point of the company to make customer
satisfaction.

• To know the after sales service of MGTL and other competitors.

 • To build better customer relationship by taking care of customer needs and
wants.

• To know the dealers are weather keep stock of required spare parts and tool
for maintenance and service.

3.2 REVIEW OF LITERATURE

1.”Customer Satisfaction Surveys a White Paper by Paul Hague and Nick
Hague of B2B International”

By: B2B International Consulting (Beijing) Co. LTD

Office 1111 | Jingtai Tower
24 Jianguomen Wai Street
Chaoyang District | 100022 Beijing | PR CHINA has prepared this report.

• It is very useful to me for understanding the attribute which are considered as

a key drive force which leads to customer satisfaction.

• There are six parts to any customer satisfaction programme:

1. Who should be interviewed?

2. What should be measured?

3. How should the interview be carried out?

4. How should satisfaction be measured?

5. What do the measurements mean?

6. How to use customer satisfaction surveys to greatest effect?

Various attributes for customer satisfaction

• About the product

o Quality of the product

o Length of life of the product
o Design of the product
o Consistency of quality
o Range of products
o Processibility of the product

• About delivery

o Delivery on time
o Speed of delivery

• About staff and service

o Courtesy from sales staff

o Representative's availability
o Representative's knowledge
o Reliability of returning calls
o Friendliness of the sales staff
o Complaint resolution
 o After sales service
o Technical service

• About the company

o Reputation of the company

o Ease of doing business
o Invoice clarity
o Invoices on time

• About price

o Market price
o Total cost of use
o Value for money

DEVELOPING AN ACTION PLAN THAT RECTIFIES WEAKNESSES & BUILDS

ON THE STRENGTHS
2. “Measuring and Tracking Customer Satisfaction You know why. We show
you how.”

By Michael Conklin, Chief Methodologist

MarketTools, Inc.
Zoomerang
150 Spear Street, Suite 600
San Francisco, CA 94105
U.S.A.
800-316-0662
sales@zoomerang.com

Report is very useful to me for preparing my whole project because it

gives brief view of how to conduct a good customer satisfaction survey which show
here.

How to Design an Effective

1. Ask Overall Satisfaction Early in the Survey

Ask the general satisfaction question at the start of the survey to avoid bias. This will
allow measurement of customers’ overall impressions of a company or an
organization prior to prompting them to think of specific aspects of the relationship.

2. Use a 5-point Satisfaction Scale

Question scales should have descriptive labels associated with the numbers, and
the top end of the scale should mean that customers are truly “wowed.” If the ends
of the scale are simply “satisfied” and “dissatisfied,” it will not provide a sense of the
intensity of customers’ happiness with a product or service. A customer who is
simply “satisfied” just hasn’t found a better deal yet.

3. Be Consistent in Your Questions

Consistency is critical in customer satisfaction research. Question scales should be

consistent within a particular questionnaire as well as over time. The key measures
of customer satisfaction, including the overall satisfaction question and those asking
about specific aspects of the relationship, should all use the same scale. That way
an apples-to-apples comparison can be made and it is readily apparent where a
particular part of the business may need improvement. For example, if a 5-point
satisfaction scale is used for the overall satisfaction question.

4. Keep the Survey Short and Focused

Focus on getting a read on your customers’ relationship with you. Avoid the
temptation to ask everything you’ve ever wanted to know. The more ground you try
to cover, the more likely it is that respondents will abandon the survey. This can also
result in inflated satisfaction scores because those customers willing to spend that
much time answering your survey are probably the ones with positive feelings
toward you.
If you build your own survey be sure to include all the key questions:
• Overall satisfaction
• An open-ended probing into the reason for the satisfaction rating
• Likelihood of recommendation
• An open-ended probing into the reason for the likelihood of recommendation
• Likelihood of repeat purchase
• Satisfaction with specific attributes of the product or service
• An opportunity to provide additional feedback
5. Ask Demographic or “Firmographic” Questions
Inquiring about demographics or firmographics (company or industry type and size)
enables you to analyze the data by different subgroups—such as new customers or
regional customers. Consider hypotheses about customer profiles that may affect
satisfaction and include questions that capture that data.

3.3 RESEARCH DESIGN

Research design is decision regarding what, where, when, how much, by what,
means concerning an inquiry or a research study constitute a research design.

Research design is the arrangement of condition for collection and analysis of data
in a manner that aims to combine relevance to the research purpose economy in
procedure. Generally, there are basic three types of research design,

1. Exploratory,

2. Descriptive and

3. Casual research.

Here i have taken Descriptive Research Design and the reason behind it is as
follows:

The Descriptive Research Design is used when the researcher is interested in

knowing the characteristics of certain group. Here I am interested in knowing the
proportion of farmer who are using tractor in a given population have behaved in a
particular manner making projection of things or determines the relationship between
two or more variables.

The objective of the study will answer who, what, when, where, why, and how of the
subject under investigation for customer as well as dealers. It is therefore necessary
that we will give sufficient thought for framing research questions and deciding the
type of data to be collected.
3.4 SAMPLING DESIGN

It is not possible to take the entire element for study from a finite population of
farmer, so we have to go for sample design.

Sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would adopted in selecting
items for the sample. Sample design may as well lay down the number of items to
be included in the items.

There are main two types of sampling design

1. Probability sampling

2. Non-probability sampling.

There are also sub part of this two methods like, stratified sampling, simple
random sampling, cluster sampling, systematic sampling.

I have selected sample size of total 90 customers of three companies.

1 MGTL--- 30

2. TAFE--- 30

3. M&M--- 30

Total sample size is 90 customers.

And I have studied only for Vadodara and Bhavnagar district because of time limit
and some other factors.

I have selected MGTL customer 20 from Vadodara and 10 customers from

Bhavnagar because of less customer of MGTL in Bhavnagar and 15 customer of
TAFE and M&M from Bhavnagar and same 15 from Vadodara.
3.5 DATA COLLECTION METHODS

PRIMARY DATA

The data which are collected afresh and for the first time. There are Various
methods for primary data collection.

1. Observation method.

2. Interview method.

3. Questioners method.

4. Schedule method.

 I have selected schedule method and structured interview method

What is schedule method?

It is a method of data collection is very much like the collection of data

through questionnaires, with little difference which lies in the fact that schedules
(Performa containing a set of questions) are being filled in by the enumerators who
are specially appointed for the purpose.

This enumerators along with schedules, go to respondents, put to them

questions for the Performa in the order the question are listed and record the replies
in the space meant for the same in the Performa.
 Reason being to choose schedules method because of farmers is not very
much aware about to write and understand the meaning of question because of low
literacy rate in India.

Why structured interview method?

And some farmers are not easily available due to some problem so I have to go for
telephonic structured interview but the question remains same for both the
techniques.

SECONDARY DATA:

I have used the secondary data which are collected by company itself and by
dealers for the information regarding to approach the customer like model number ,
contact number , village, district.

3.6 LIMITATION OF THE STUDY

• This study is limited to two district of Gujarat only that are Vadodara and
Bhavnagar.

• Due to limited period of time and unavoidable circumstances, i have

considered the survey with only 90 farmers who have purchased tractor.

• The accuracy of the project and conclusion is totally dependent on the

data collected and analyzed.

• The sample size is too small to predict the accurate customer satisfaction
level of different companies.

• It may be possible that the information collected from farmers is not

appropriate for to know actual satisfaction level , as their answer may be
biased.

• In such cases respondents were not able to give all information in such
cases as much as possible information was taken.
 3.7 DATA
INTERPRETATION AND
TABULATION

1. according to you, what are the main features required for

purchasing a Tractor?
 FEATURES NO. PERCENTAGE
1. Fuel efficiency / productivity per acre. 82 45.55%
2. Price 14 07.77%
3. After Sales Service 33 00.18%
4. Guarantee / Warrantee 21 11.66%
5. Availability of spare parts 30 16.66%
Total 180 100%

EXIHIBIT 1

From the above analysis we can say that 45% of the farmer says fuel
efficiency and productivity per acre is very important features while purchasing the
tractor. And 16% farmer said that availibity of spare parts is most powerful features
and 11% said about guarantee and warranty of the the tractor.

2. Price level is
 PRICE LEVEL MGTL % TAFE %. M&M %.
HIGH 1 3.34 26 86.67 0 0
AVERAGE 12 40 3 10 28 93.34
LOW 17 56.67 1 3.33 2 6.66
TOTAL 30 100 30 100 30 100

(1). MGTL

EXIHIBIT
2.1

From this chart we can say that 57% of MGTL customer finds price level of this
tractor is low than competitors. And 40% says the price level is average

(2). TAFE
 EXIHIBIT
2.2

From this chart we can say that 87% of TAFE customer finds price level of this
tractor is high than competitors. And 10% says the price level is average

(3). M&M

EXIHIBIT
2.3

From this chart we can say that 93% of M&M customer finds price level of this
tractor is average than competitors. And 7% says the price level is low.

3. Are you satisfied with the Guarantee / warrantee of the product?

Gurantee/warrante MGTL % TAFE % M&M %

YES 16 53.34 19 63.34 25 83.34
NO 14 46.66 11 36.66 5 16.66
 TOTAL 30 100 30 100 30 100

EXIHIBIT 3

From the above chart we can conclude that only M&M tractor user with 83% thaey
are satisfied with guarantee and warrantee then TAFE consumer with 63% satisfied
and then MGTL customer with 53% is less than other competitors.

4. Whether you are receiving greetings on special festival or

occasion or not?

Greetings on special festival NO. %

YES 0 0
NO 90 100
TOTAL 90 100
 EXIHIBIT 4

By this chart we can say that no company gives greetings to their customer on
special occasion of the customer or any festival as a incentive for purchasing their
product.

5. How many complaints you are actually have in the period of 3

months.

COMPLAINTS
Range MGTL % TAFE % M&M %
0—2 19 63.33 27 90 26 86.67
2—4 11 36.67 3 10 4 13.33
4—6 0 0 0 0 0 0
6—8 0 0 0 0 0 0
8—onwards 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100
(1). MGTL

EXIHIBIT
5.1
Thus we can say that 63% of the customer of MGTL has complaints between 0-2
and rest of have between 2-4.

(2). TAFE

EXIHIBIT
5.2
Thus we can say that 90% of the customer of TAFE has complaints between 0-2
and rest of have between 2-4.

(3). M&M
EXIHIBIT
5.3

Thus we can say that 87% of the customer of MGTL has complaints between 0-2
and rest of have between 2-4.
 TECHNICAL
PERFORMANCE

6. FUEL CONSUMPTION

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellen 8 26.66 4 13.33 1 3.34
t
Best 9 30 16 53.33 20 66.66
Good 6 20 9 30 8 26.66
Average 7 23.24 1 3.34 1 3.34
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT 6
By this analysis we can say that M&M users find max satisfaction with fuel
consumption because 70% farmer said it is best and 10% said it is excellent then
with 54% farmer said TAFE is best and 26% said it is excellent. And only 30% user
of MGTL said it is best and 40% said it is good.

7. Pulling power in cultivation

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellen 8 26.66 8 26.66 3 10
t
Best 9 30 16 53.34 21 70
Good 12 40 4 13.34 5 16.66
Average 1 3.34 2 6.66 1 3.34
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT 7

By this analysis we can say that M&M users find max satisfaction with pulling power
in cultivation because 70% farmer said it is best and 10% said it is excellent then
with 53.34% farmer said TAFE is best and 26% said it is excellent. And only 30%
user of MGTL said it is best and 40% said it is good.

8. Weight load by trolley

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellen
t 6 20 12 40 11 36.66
Best 14 46.66 15 50 12 40
Good 8 26.66 3 10 7 23.34
Average 2 6.68 0 0 0 0
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT 8

By this analysis we can say that TAFE users find max satisfaction with weight load
by trolley because 50% farmer said it is best and 40% said it is excellent then with
40% farmer said M&M is best and36.66% said it is excellent. And only 46.66% user
of MGTL said it is best and 20% said it is excellent.
9. Break performance

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellent 1 3.34 3 10 3 10
Best 8 26.66 14 46.66 14 46.66
Good 15 50 13 43.34 12 40
Average 6 20 0 0 1 3.34
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT 9

By this analysis we can say that TAFE and Mahindra users find max satisfaction with
break performance because 46% farmer said it is best and 10% said it is excellent
then 50% user of MGTL said it is good and 26% said it is best.
10.Hydraulic power performance

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

 Excellent 1 3.34 8 26.66 6 20
Best 9 30 15 50 10 33.34
Good 15 50 4 13.34 11 36.66
Average 4 13.33 3 10 3 10
Poor 1 3.33 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT
10

By this analysis we can say that TAFE users find max satisfaction with hydraulic
performance because 50% farmer said it is best and 26% said it is excellent then
with 33% farmer said M&M is best and 20% said it is excellent. And only 30% user
of MGTL said it is best and 3.3% said it is excellent.

11. Gearbox performance

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellen
t 1 3.34 6 20 1 3.34
Best 6 20 10 33.33 12 40
Good 9 30 7 23.33 9 30
Average 11 36.66 6 20 8 26.66
 Poor 3 10 1 3.34 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT
11

By this analysis we can say that TAFE users find max satisfaction with gear box
performance because 23% farmer said it is best and 20% said it is excellent then
with 40% farmer said M&M is best and 3.34% said it is excellent. And only 20% user
of MGTL said it is best and 3.34% said it is excellent.

12. Clutch performance

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellent 1 3.34 2 6.66 1 3.34
Best 1 3.34 11 36.66 13 43.34
Good 14 46.66 10 33.34 5 16.66
Average 11 36.66 6 20 8 26.66
Poor 3 10 1 3.34 3 10
TOTAL 30 100 30 100 30 100

EXIHIBIT
12
By this analysis we can say that M&M users find max satisfaction with clutch
performance because 43% farmer said it is best and 3.34% said it is excellent then
with 36.66% farmer said TAFE is best and 6% said it is excellent. And only 3.3%
user of MGTL said it is best and 3.3% said it is good.
 AFTER SALES
SERVICE

13. After sales service

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)
Excellent 7 23.34 2 6.66 0 0
Best 14 46.66 16 53.34 20 66.66
Good 7 23.34 12 40 9 30
Average 1 3.33 0 0 1 3.34
Poor 1 3.33 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT
13
By this analysis we can say that MGTL users find max satisfaction with after sales
service because 46.66 % farmer said it is best and 23.33 % said it is excellent then
with 66.66% farmer said M&M is 53% user of TAFE said it is best and 6.66% said it
is excellent.

14. Facility with skilled mechanic at centre

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellen
t 6 20 2 6.66 1 3.34
Best 17 56.66 22 73.34 22 73.33
Good 5 16.66 6 20 7 23.33
Average 2 6.68 0 0 0 0
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT
14

By this analysis we can say that MGTL users find max satisfaction with facility of
skilled worker at service centre because 56.66 % farmer said it is best and 20 %
said it is excellent then with 73.33% farmer said M&M is best 3.34% of user said it is
excellent then of TAFE 73.34% user said it is best and 6.66% said it is excellent.

15. Availability of spare part

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellen
t 6 20 9 30 10 33.34
Best 12 40 14 46.66 15 50
Good 8 26.66 7 23.34 5 16.66
Average 4 13.34 0 0 0 0
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBIT
15

By this analysis we can say that M&M users find max satisfaction with availability of
spare parts at service centre easily because 50% farmer said it is best and 33.34%
said it is excellent then with 46.66% farmer said TAFE is best and 30% said it is
excellent. And only 40% user of MGTL said it is best and 20% said it is good.
16. Company support for financing
MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)
Excellent 4 13.34 4 13.34 8 26.66
Best 10 33.33 14 46.66 8 26.66
Good 12 40 12 40 13 43.34
Average 4 13.33 0 0 1 3.34
Poor 0 0 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBI
T

16

By this analysis we can say that TAFE users find max satisfaction with supporting for
loan because 46.66 % farmer said it is best and 13.33 % said it is excellent then with
26.66 % farmer said M&M is best and 26.66% said it is excellent. And only 33.33%
user of MGTL said it is best and 13.34% said it is excellent..

17. Performance against competitors

 MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)
Excellent 0 0 21 70 3 10
Best 9 30 3 10 24 80
Good 17 56.66 5 16.66 1 3.34
Average 2 6.66 1 3.34 2 6.66
Poor 2 6.68 0 0 0 0
TOTAL 30 100 30 100 30 100

EXIHIBI
T

By this analysis we can say that TAFE users find max satisfaction with performance
against competitors because 10 % farmer said it is best and 80 % said it is excellent
then with 80% farmer said M&M is best and 10% said it is excellent. And only 30%
user of MGTL said it is best..

18. Provide incentives for participation in sales promotion activity

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)
Excellent 0 0 0 0 3 10
Best 3 10 3 10 6 20
 Good 0 0 4 13.34 19 63.34
Average 17 56.66 22 73.33 2 6.66
Poor 10 33.34 1 3.33 0 0
TOTAL 30 100 30 100 30 100

EXIHIBI
T 18

By this analysis we can say that M&M users find max satisfaction with availability
providing incentives for participating in sales promotional activity because 20%
farmer said it is best and 10% said it is excellent then with 10% farmer said TAFE is
best and 13% said it is good. And only 10% user of MGTL said it is best.

19. Timing for resolve complaints

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)
Excellent 0 0 0 0 0 0
Best 0 0 4 13.33 1 3.34
Good 2 6.66 15 50 9 30
Average 15 50 10 33.33 18 60
Poor 13 43.34 1 3.34 2 6.66
TOTAL 30 100 30 100 30 100
 EXIHIBIT
19

By this analysis we can say that TAFE users find max satisfaction with take less time
to resolve complaints because 13.33% farmer said it is best and 50 % said it is
good then with 3.34% farmer said M&M is best and 30% said it is good. And only
6% user of MGTL said it is good.

20. Cash discount

MGTL %(MGTL) TAFE %(TAFE) M&M %(M&M)

Excellent 0 0 0 0 0 0
Best 0 0 0 0 0 0
Good 1 3.34 1 3.34 0 0
Average 6 20 6 20 8 26.66
Poor 23 76.66 23 76.66 22 73.34
TOTAL 30 100 30 100 30 100

EXIHIBIT
20
By this analysis we can say that M&M users find max satisfaction with giving cash
discount at purchase time because 26.66% farmer said it is average and 20% MGTL
and TAFE user said it is average and 3.34% said it is good.

CHAPTER 4
 FINDINGS

• The findings from Exhibit 1 show that 45% of the customers respectively says
for purchase a new tractor fuel consumption or productivity is more important
and then availability of spare parts.

• The findings from Exhibit 2.1, 2.2, 2.3 show that 57% of the MGTL customers
respectively say price level is low then M&M users find price level of M&M is
average with 93% and TAFE users find price level of TAFE is high with 87%.
Which shows rank as per price high to low is

1. TAFE

2. M&M
 3. MGTL

• The findings from Exhibit 3 show that 83% of the customers of M&M are
satisfied with guarantee and warrantee of the product and then TAFE users
are with 63% and then MGTL users with 53%. This shows rank as per
satisfaction of guarantee and warrantee

1. M&M

2. TAFE

3. MGTL

• The findings from Exhibit 4 show that 100% of the customers of M&M and
MGTL and TAFE users don’t get any gifts or incentive on special festival or
occasion.

• The findings from Exhibit 5.1, 5.2, 5.3 show that 90% of the customers of
TAFE are satisfied low complaints of the product in every quarter which is
 between 0—2 and then M&M users are with 86% and then MGTL users with
63%. This shows rank as

1. TAFE

2. M&M

3. MGTL.

• The findings from Exhibit 6 show that 70% of the customers of M&M are
satisfied with fuel consumption of the product and then TAFE users are with
54% and then MGTL users with 30%. This shows rank as per satisfaction of
guarantee and warrantee

1. M&M

2. TAFE

3. MGTL

• The findings from Exhibit 7 show that 70% of the customers of M&M are
satisfied with pulling power of product and then TAFE users are with 54%
and then MGTL users with 30%. This shows rank as

1. M&M

2. TAFE

3. MGTL
• The findings from Exhibit 8 show that most of the TAFE users find max
satisfaction with weight load by trolley because 50% farmer said it is best and
40% said it is excellent then with 40% farmer said M&M is best and36.66%
said it is excellent. And only 46.66% user of MGTL said it is best and 20%
said it is excellent. This shows rank as

1. TAFE

2. M&M

3. MGTL

• The findings from Exhibit 9 show that TAFE and Mahindra users find max
satisfaction with break performance because 46% farmer said it is best and
10% said it is excellent then 50% user of MGTL said it is good and 26% said
it is best. This shows rank as

1. M&M and TAFE

2. MGTL

• The findings from Exhibit 10 show that TAFE users find max satisfaction with
hydraulic performance because 50% farmer said it is best and 26% said it is
excellent then with 33% farmer said M&M is best and 20% said it is excellent.
And only 30% user of MGTL said it is best and 3.3% said it is excellent. This
shows rank as

1. TAFE

2. M&M
 3. MGTL.

• The findings from Exhibit 11 show that TAFE users find max satisfaction with
gear box performance because 23% farmer said it is best and 20% said it is
excellent then with 40% farmer said M&M is best and 3.34% said it is
excellent. And only 20% user of MGTL said it is best and 3.34% said it is
excellent. This shows rank as

1. TAFE

2. M&M

3. MGTL

• The findings from Exhibit 12 show that M&M users find max satisfaction with
clutch performance because 43% farmer said it is best and 3.34% said it is
excellent then with 36.66% farmer said TAFE is best and 6% said it is
excellent. And only 3.3% user of MGTL said it is best and 3.3% said it is
good. This shows rank as

1. M&M

2. TAFE

3. MGTL

• The findings from Exhibit 13 show that MGTL users find max satisfaction with
after sales service because 46.66 % farmer said it is best and 23.33 % said it
is excellent then with 66.66% farmer said M&M is 53% user of TAFE said it is
best and 6.66% said it is excellent. This shows rank as
 1. MGTL

2. M&M

3. TAFE

• The findings from Exhibit 14 show that MGTL users find max satisfaction with
facility of skilled worker at service centre because 56.66 % farmer said it is
best and 20 % said it is excellent then with 73.33% farmer said M&M is best
3.34% of user said it is excellent then of TAFE 73.34% user said it is best and
6.66% said it is excellent. This shows rank as

1. MGTL

2. M&M

3. TAFE

• The findings from Exhibit 15 show that M&M users find max satisfaction with
availability of spare parts at service centre easily because 50% farmer said it
is best and 33.34% said it is excellent then with 46.66% farmer said TAFE is
best and 30% said it is excellent. And only 40% user of MGTL said it is best
and 20% said it is good. This shows rank as

1. M&M

2. TAFE

3. MGTL
• The findings from Exhibit 16 show that TAFE users find max satisfaction with
supporting for loan because 46.66 % farmer said it is best and 13.33 % said it
is excellent then with 26.66 % farmer said M&M is best and 26.66% said it is
excellent. And only 33.33% user of MGTL said it is best and 13.34% said it is
excellent. This shows rank as

1. TAFE

2. M&M

3. MGTL

• The findings from Exhibit 17 show that TAFE users find max satisfaction with
performance against competitors because 10 % farmer said it is best and 80
% said it is excellent then with 80% farmer said M&M is best and 10% said it
is excellent. And only 30% user of MGTL said it is best. This shows rank as

1. TAFE

2. M&M

3. MGTL.

• The findings from Exhibit 18 show that M&M users find max satisfaction with
availability providing incentives for participating in sales promotional activity
because 20% farmer said it is best and 10% said it is excellent then with 10%
farmer said TAFE is best and 13% said it is good. And only 10% user of
MGTL said it is best. This shows rank as
 1. M&M

2. TAFE

3. MGTL

• The findings from Exhibit 19 show that TAFE users find max satisfaction with
take less time to resolve complaints because 13.33% farmer said it is best
and 50 % said it is good then with 3.34% farmer said M&M is best and 30%
said it is good. And only 6% user of MGTL said it is good. This shows rank as

1. TAFE

2. M&M

3. MGTL.

• The findings from Exhibit 20 show that M&M users find max satisfaction with
giving cash discount at purchase time because 26.66% farmer said it is
average and 20% MGTL and TAFE user said it is average and 3.34% said it
is good.This shows rank as

1. M&M

2. TAFE

3. MGTL
 CHAPTER 5
SUGGESTION

• As per the survey carried out the company needs to work on the technical
aspects of the product because most of the customer have complaints in gear
box voice problem and some of having problem in starter.

• Also company can improve all the features which they have already good but
not best then competitors.

• The other area where the company can improve is in the After Sales Service.
Although the service is quite fair but still there is scope for improvement in it.
• MGTL should prepare a program for sales promotional activity which includes
highly participation of farmer and they should provide incentive for that.

• MGTL should go for cash discount offer because all the competitors are not
good in this.

• I would like to say that Mahindra tractor has very high brand awareness in
tractor industry. If they take up the Marketing of “Shaktimaan” brand under the
same name and under the same logistic cycle or marketing channel, under
which M & M does for it, then this will create a reliable and quality branding
for MGTL. Further, MGTL can rip good brand equity in terms of better sales
volume and turnover.

• MGTL should make a strategy for resolving complaints of customer as soon

as possible.
• MGTL should also make strategy of loan financing for those customer who
are facing problem for loan from banks.

• MGTL can also make various concepts for customer satisfaction like, give
bonus, and provide gifts or greetings on festival or special occasion because
no company does like this.

• MGTL should change the warrantee and guarantee period and scheme.
• MGTL should implement the ERP software or like SAP software for faster
communication with dealers and suppliers and also for internal
communication because still MGTL works on conventional system.

• There is wide scope of “SHAKTIMAAN” brand in Bhavnagar, Junagadh,

Amreli, Jamnagar, Rajkot, and Porbandar district because in these district
most of have TAFE and Mahindra tractors so MGTL should create or
implement the various programs.

• MGTL has not advertisement program so it is required to prepare a program

for this and choose a proper media and message for proper branding and
brand awareness.

• MGTL has not very good brand equity and brand positing so they can build
with brand awareness.
 CHAPTER 6
CONCLUSION

• From the survey carried out it can be concluded that in general most of the
customers are satisfied with the productivity of the tractor or quality or
technical performance of the tractor.

• MGTL company has very good after sales service and skilled mechanic but
MGTL tractor has little bit week technical performance against TAFE and
M&M. in which TAFE has maximum satisfaction level of customer with
technical performance of the tractor and Mahindra tractor has widely used but
 due to less price and due to good after sales service Mahindra tractor are
Market leader in tractor industry.

• MGTL customer also faced problem per quarter in comparison of TAFE and
M&M is high.

• Price level of MGTL tractor is low in comparison of TAFE and MGTL which is
good for the customer.

• MGTL is not providing any type of cash discount and any type of incentives
for customer’s special occasion and festival as like HERO HONDA does.

• In last I want to conclude that in these three company maximum customer

satisfaction level of TAFE Company and then M&M and then MGTL on the
basis of analysis of data.

• In tractor industry quality of technical performance and after sales service and
financial support to customer is main aspects of customer satisfaction.
 CHAPTER 7
BIBLIOGRAPHY

BOOKS:

 Philip Kotler, Kevin Lane Keller, abraham Koshy, Mithileshwar Jha, Marketing
Management, Pearson Education, 13th edition, Pg No 115-118,455-460,468-
475,549-553,

 C.R. Kothari, Research Methodology, new age international publishers, 2nd

edition, pg no. 1-4, 33-36, 55-56, 95-98,344-349.
LITERATURE:

• httpwww.b2binternational.comlibrarywhitepaperspdfcustomer_sati
sfaction_surveys.pdf (8.30pm date18/7/2010.)

• httpwww.google.co.insearchhl=en&source=hp&q=research+report
+on+customer+satisfaction+.pdf&meta=&aq=f&aqi=&aql=&oq=&g
s_rfai=(8.30pm date18/7/2010.)

WEB SITES:

• http://www.icra.in/files/PDF/SpecialComments/May%2025,%202010-
Tractor_Indust.pdfTIME (6.30pm date 15/6/2010.)

• http://marketpublishers.com/report/industry/transportation/tractor_market_in_i
ndia_an_analysis.html (6.35pm date 15/6/2010.)

• http://www.mahindragujarat.com/6.38pm date (15/6/2010.)

• http://www.tafe.com/mfgBase.htm (6.42pm date 15/6/2010.)

• http://www.mahindragujarat.com/products.htmlhttp://www.mahindragujarat.co
m/products.html (4.59pm 2/7/10)

• http://www.tafe.com/companyHistory.htm (4.56PM 2/7/2010)

• http://www.tafe.com/brands.htm#massey (5.06PM 2/7/2010)

• http://www.google.co.in/imgres?
imgurl=http://www.mahindra.com/images/farmequipments/ME-
 3.jpg&imgrefurl=http://www.mahindra.com/Farm_Equ_sec/farm-
tractors.html&usg=__xeIxCX7TuIDw1Y-
jvXNptsBZT4c=&h=134&w=146&sz=9&hl=en&start=4&itbs=1&tbnid=gBpm6lx
tYNzbQM:&tbnh=87&tbnw=95&prev=/images%3Fq%3Dmahindra%2Btractors
%2Bindia%26hl%3Den%26sa%3DG%26gbv%3D2%26tbs%3Disch:(1
5.10PM 2/7/2010)

• http://www.tafe.com/brands.htm#eicher (5.08PM 2/7/2010)

• http://www.tafe.com/brands.htm#tafe (5.08PM 2/7/2010)

• http://www.mahindra.com/Heritage/History.html (5.12PM 2/7/2010)

• http://www.mahindra.com/Farm_Equ_sec/farm-equipment-
manufacturers.html (5.20PM 2/7/2010)

• ttp://www.mahindra.com/productsandservices/products_services.html
(5.29PM 2/7/2010)

• http://en.wikipedia.org/wiki/Customer_satisfaction (5.30PM 2/7/2010)

Reports:

• Annual report of the company

CHAPTER 8
APPENDIX
 QUESTIONNAIRE FOR CONSUMERS
• Name of the Model :

• purchase year :

• According to you, what are the main features required for purchasing a
Tractor? Please tick any two.

1. Fuel efficiency / productivity per acre.

2. Price

3. After Sales Service

4. Guarantee / Warrantee

5. Availability of spare parts

• According to you, Price level is;

(a) High (b) average (c) low

 • Are you satisfied with the Guarantee / warrantee of the product?

(a) Yes (b) no

• Whether you are receiving greetings on special festival or occasion or

not?

(a) Yes (b) no

• How many complaints you are actually have in the period of 3 months.

Range Complaints.
0-2
2-4
4-6
6-8
8-onwards

• How you find the technical performance of the product?

Excellent Best Good Avg Poor

Fuel consumption
Pulling power in cultivation
Weight load by trolley
Brake performance
Hydraulic power performance
Gearbox performance
Clutch performance

• How you find the after sales service of the company?

Excellent Best Good Avg Poor

After sales service
Facility with skilled mechanic at centre
Availability of spare parts
Company support for financing
Performance against competitors
Provide incentives for participation in
sales promotion activity
Timing for resolve complaints.
Cash discount

• Customer name :

• Village/ city :

• Dist. :

• Ph no. :

• Any suggestion regarding the product or service on which company

can improve?

___________________________________________________________________
_________________________________________ Thank you…………………...

CHAPTER 9
ABBREVIATION
MGTL : Mahindra Gujarat tractor ltd.

GOG : Government of Gujarat

TAFE : Tractor and farm equipment ltd,

M&M : Mahindra & Mahindra

NBFC : Non-banking finance companies

FES : Farm Equipment Sector