A PROJECT REPORT ON

MAHINDRA TRACTORS


Proiect report submitted in partial IulIillment oI requirements Ior the award oI the
degree oI Bachelor in Business Management oI MATS University, Raipur.


Under the guidance of: Submitted By:
Mr. Dinesh Kumar Soni Gaurav Shukla
Coordinator Roll No.
School of ManaaemenL SLudles 3Lh sem


SELF DECLARATION

I hereby declare that the proiect report entitled MAHINDRA TRACTORS. is done
by me is an authentic work carried out Ior the partial IulIillment oI the requirement
Ior the award oI the degree oI Bachelor in Business Management under the
guidance oI Mr. DINESH KUMAR SONI. The matter embodied in the proiect
work has not been submitted Ior the award oI any other degree, diploma or any
other similar title or prizes to the best oI my knowledge and belieI.

(Signature)
Name: Gaurav Shukla
Roll no.
BBM 5th sem


EXAMINER CERTIFICATION


The project report of
Gaurav Shukla
MAHINDRA TRACTORS
Is approved and is acceptable in quality and Iorm.



Internal Examiner. External Examiner





COLLEGE CERTIFICATION
This is to certiIy that proiect report entitled MAHINDRA TRACTORS is submitted in
partial IulIillment oI the requirement Ior the degree oI Bachelor in Business
Management oI MATS University, Raipur. Gaurav Shukla has worked under my
supervision and guidance and that no part oI this report has been submitted Ior the
award oI any other degree , diploma, Iellowship or other similar titles or prizes and
that the work has not been published in any iournal or magazine.

CertiIied


Mr. Dinesh Kumar Soni
MBA, M.com, M Phil,
SET, ICWAI (In).

ACKNOWLEDGEMENT


I extend my sincere thanks to all those people who have helped me in
the successIul execution oI this proiect with their valuable suggestions.

I am deeply indebted to all those people whose work I have
reIerred to this proiect. I must owe a deep sense oI gratitude towards my
teachers Ior their kindness and encouragement in various stages oI the
proiect.

This moment oI the thesis is one oI the prides that I
opportunity in this stand oI my career to express my sincere eIIorts
within this limited time. Finally I would like to pay regards to my
parents without whose inspiration and monetary aid this proiect was
impossible.




CONTENTS


PART - I

· COMPANY PROFILE

· BRIEF INTRODUCTION OF MAHINDRA
GROUP

· HISTORY OF COMPANY


PART - II

· INTRODUCTION TO FARM EQUIPMENT SECTOR

· MAHINDRA TRACTOR`S

· OB1ECTS OF STUDY

· LIMITATION OF STUDY

· RESEARCH AND METHODOLOGY

· INTRODUCTION TO MARKETING STRATEGY

· MARKETING STRATEGY OF MAHINDRA TRACTOR

· SUMMARISATION

· CONCLUSION


PART - III

· BIBILOGRAPHY

· ANNEXURES





MAHINDRA GROUP


INTRODUCTION

The US $6 billion Mahindra Group is among the top 10 industrial houses in India.
Mahindra & Mahindra is the only Indian company among the top three tractor
manuIacturers in the world. Mahindra`s Farm Equipment Sector has recently won
the Japan Quality Medal, the only tractor company worldwide to be bestowed this
honor. It also holds the distinction oI being the only tractor company worldwide to
win the Deming Prize. Mahindra is the market leader in multi-utility vehicles in
India. It made a milestone entry into the passenger car segment with Logan. The
Group has a leading presence in key sectors oI the Indian economy, including the
Iinancial services, trade and logistics, automotive components, inIormation
technology, and inIrastructure development.



With over 62 years oI manuIacturing experience,
the Mahindra Group has built a strong base in technology, engineering, marketing
and distribution which are key to its evolution as a customer-centric organization.
The Group employs over 50,000 people and has several state-oI-the-art Iacilities in
India and overseas.

The Mahindra Group has ambitious global aspirations and has a presence
on Iive continents. Mahindra products are today available on every continent
except Antarctica

M&M has entered into partnerships with international companies like
Renault SA, France, and International Truck and Engine Corporation, USA. Forbes
has ranked the Mahindra Group in its Top 200 list oI the World`s Most Reputable
Companies and in the Top 10 list oI Most Reputable Indian companies. Mahindra
has recently been honoured with the Bombay Chamber Good Corporate Citizen
Award Ior 2006-07.



BRIEF INTRO OF MAHINDRA GROUP


MAHINDRA FAMILY

J.C. & K.C. Mahindra



K.C.Mahindra 1.C.Mahindra

J.C. & K.C. Mahindra, the Iounders oI the Mahindra Group, had the same
ambition: to prove to themselves and the world that Indians were capable oI being
the best at whatever they chose to do. Accordingly, they gave up their proIessional
careers at TISCO and Martin Burn respectively, and risked becoming
entrepreneurs by setting up their own company: Mahindra & Mahindra.




J.C. Mahindra
It was under their inspiring leadership that Mahindra & Mahindra made the
Iirst indigenous Jeep in the country in 1949. Their innovative spirit also showed
during the days when the Company was the leading importer oI steel in the
country.

J.C. & K.C. Mahindra had to persuade the Indian Government to buy French
rails Ior the Iledgling Indian Railways because they Ielt that the British
speciIications were obsolete and not the best suited. To convince government
oIIicials oI the superiority oI the French product, they laid down a short length oI
rail line with French rails and invited the government authorities Ior a ride. During
the iourney, chilled champagne was served in glasses Iilled to the brim. Legend has
it that the train raced along, but not a single drop oI champagne was spilled, so
smooth were the French rails. Needless to say, they made their point.

K.C. Mahindra
Interestingly, J.C. & K.C. Mahindra believed in globalization decades
beIore it had become a buzzword.

Even in the IiIties, the Company had British and German engineers on its
rolls, and international tie-ups with Mitsubishi, Willys, Perrine and Chrysler.

Every venture they set up delivered satisIactory Iinancial results and their
company, Mahindra & Mahindra, has grown into one oI India's largest corporate
groups. Even today the Group is driven by the same vision that drove them then.


Mr. Keshub Mahindra - Chairman oI Mahindra & Mahindra Ltd.




Mr. Keshub Mahindra, Chairman oI Mahindra & Mahindra Ltd., is a graduate Irom
Wharton, University oI Pennsylvania, USA. AIter ioining the Company in 1947, he
became the Chairman in 1963. Over Iive decades, his continuous involvement has
enabled the Mahindra Group to reach where it is today.

He is a well-known philanthropist who redeIined corporate governance by
eIIectively channelising Iunds into the social sector. He has contributed immensely
to the cause oI building ethical corporations in India and is currently a part oI
numerous prestigious

Organizations and committees. He was also appointed by the Government oI India
to serve on a number oI Committees including the Sachar Commission on
Company Law & MRTP; Central Advisory Council oI Industries etc. Today, he is
an icon, an inspiring business leader and a distinguished corporate citizen that
everyone looks up to.

Mr. Keshub Mahindra is on the Board oI Directors oI the Iollowing
organizations:


· Chairman oI Mahindra Holdings & Finance Limited, Mahindra Ugine
Steel Company Limited

· Chairman oI the Board oI Governors oI Mahindra United World College
oI India

· Vice-Chairman oI Housing Development Finance Corp. Ltd.

· Chairman oI Kema Services (International) Private Ltd.



· Chairman, Tech Mahindra Foundation

· Chairman, Mahindra Holdings Limited









Mr. Anand G. Mahindra



Mr. Anand G. Mahindra, Vice Chairman and Managing Director oI Mahindra &
Mahindra Ltd. one oI India`s largest and most respected business houses -
graduated Irom Harvard College, Cambridge, Massachusetts, and Magna cum
Laude. In 1981 he secured an MBA degree Irom the Harvard Business School,
Boston, Massachusetts. He returned to India that year and ioined Mahindra Ugine
Steel Company Ltd (MUSCO), the country`s Ioremost producer oI specialty steels,
as Executive Assistant to the Finance Director. In 1989 he was appointed President
and Deputy Managing Director oI the company.



Group Overview

The US $6.7 billion Mahindra Group is among the top 10 industrial houses in
India. Mahindra is the market leader in multi-utility vehicles in India It made a
milestone entry into the passenger car segment with the Logan. Mahindra &
Mahindra is the only Indian company among the top tractor brands in the world.

The Group has a leading presence in key sectors oI the Indian economy,
including the Iinancial services, trade, retail and logistics, automotive components,
aIter-market, inIormation technology and inIrastructure development. Mahindra
has recently made an entry in the two-wheeler segment which will see the
company emerge as a Iull-range player with a presence in almost every segment oI
the automobile industry.
Mahindra's Farm Equipment Sector is the proud recipient oI the Japan Quality
Medal, the only tractor company worldwide to be bestowed this honour. It also
holds the distinction oI being the only tractor company worldwide to win the
Deming Prize.

The US based Reputation Institute recently ranked Mahindra among
the top 10 Indian companies in its Global 200: The World's Best Corporate
Reputations list.

Mahindra is also one oI the Iew Indian companies to receive an A¹ GRI
checked rating Ior its Iirst Sustainability Report Ior the year 2007-08.

· Core Purpose

Mr. Anand G. Mahindra SAYS

We don't have a group-wide mission statement. Our Core
Purpose is what makes all oI us want to get up and come to work in the morning.'

The Founders oI our nation and oI our Company passionately believed this.
We will prove them right by believing in ourselves and by making Mahindra &
Mahindra Limited known world-wide Ior the quality oI its products and services.


· Core Values

Core Values are inIluenced by past, tempered by present, and
will shape Iuture. They are an amalgam oI what they have been, what they are and
what they want to be.

Mahindra group explains their core value in Iollowing terms:

· Good Corporate Citizenship

As in the past, we will continue to seek long term success, which is in alignment
with our country's needs. We will do this without compromising ethical business
standards.

· ProIessionalism

We have always sought the best people Ior the iob and given them the Ireedom and
the opportunity to grow. We will continue to do so. We will support innovation
and well reasoned risk taking, but will demand perIormance.

· Customer First

We exist and prosper only because oI the customer. We will respond to the
changing needs and expectations oI our customers speedily, courteously and
eIIectively.




· Quality Focus

Quality is the key to delivering value Ior money to our customers. We will make
quality a driving value in our work, in our products and in our interactions with
others. We will do it 'First Time Right'.

· Dignity oI the Individual

We will value individual dignity, uphold the right to express disagreement and
respect the time and eIIorts oI others. Through our actions, we will nurture
Iairness, trust and transparency.
These values are the compass that will guide our actions, both personal and
corporate.


· Corporate Governance

The goal oI any system oI governance is to achieve the best
perIormance within the overall context oI the prevalent economic environment, so
as to secure maximum beneIit Ior all the stakeholders. For this to be achieved,
governance cannot only be systems, processes and metrics. It also has to integrate
within itselI the belieIs, values, culture and ethics oI an organization, ultimately

Leading to the cornerstones oI transparency and accountability, which is what
good governance, is all about.

In the recent past, corporate India has been Ilooded with several
prescriptive principles oI governance. Ironically, the corporate Iailures in
developed countries regulated by highly disciplined capital markets have only
brought home the stark reality that good governance can never be the Result only
oI legislation. It must have real commitment Irom the management.

Shareholders are aware that the Mahindra Companies have been
associated with good governance even beIore corporate were Iaced with legislation
and a set oI regulations. The Company has Iormally enunciated its own governance
practices by way oI a Code oI Corporate Governance. This Code seeks to serve as
a reminder oI the underlying principles governing the conduct oI our businesses.

They have a code oI conduct that acts as a guide to everyone in the organization.





Code oI conduct is diIIerent Ior directors, management, employees.

· CODE OF CONDUCT FOR DIRECTORS

· CODE FOR SENIOR MANAGEMENT AND EMPLOYEES


The Group at a Glance

Automotive
Domestic Operations
International Operations
Mahindra Renault Pvt. Ltd.
Mahindra International

AIter-Market Sector

Mahindra Spares Business
Mahindra First Choice
Mahindra First Choice Wheels Ltd.

Farm Equipment Sector


Domestic Operations
International Operations
Mahindra Guiarat Tractor
Mahindra Agribusiness
Mahindra Powerol
Mahindra USA
Mahindra Australia

Mahindra China Tractors

Financial Services Sector

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

InIrastructure Development Sector

Mahindra Holidays & Resorts
Mahindra LiIe spaces Developers Limited
Mahindra World City
Mahindra InIrastructure Developers
Acres Consulting Engineers

InIormation Technology Sector

Tech Mahindra
Bristlecone
Mahindra LogisoIt

Mahindra 2 Wheelers

Mahindra Systech

Forgings

· Mahindra Forgings Limited - India
· Mahindra Forgings Europe - Ag

- GSA
- Schonoweiss & Co GMBH
- JECO
- Stokes UK
- Falkenroth




Engineering Services

· Mahindra EnIineering
· Engines Engineering Italy
· Mahindra Aerospace

Stampings

Steel


Ferrites

Contract Sourcing

Telematics

Composites

Castings

Gears


· Mahindra Sar Transmissions
· Metalcastello Italy

Specialty Businesses

Mahindra Odyssey
Mumbai Mantra
Mahindra DeIence System
Mahindra Special Services Group

Trade, Retail & Logistics

Mahindra Intertrade
Mahindra Steel Service Center
Mahindra Middle East Electrical Steel Service Centre
Mahindra Logistics Ltd.
Mahindra Retail







The Management

· Board of Directors

The Board oI Directors oI the Company has, as its members, eminent persons
Irom Industry, Finance, Investment and other branches oI business, who bring
diverse experience and expertise to the Board.

The Company's current Board oI Directors is as Iollows:

NAME DESIGNATION

1. Mr. Keshub Mahindra Chairman


2. Mr. Anand G. Mahindra Vice Chairman and Managing
Director

3. Deepak Shantilal Parekh Director

4. Nadir Buriorii Godrei Director


5. M. M. Murugappan Director

6. Bharat Narotam Doshi Executive Director & Group ChieI
Financial OIIicer (Group CFO)

7. Arun Kumar Nanda Executive Director & Secretary

8. Narayanan Vaghul Director

9. Dr. Ashok Sekhar Ganguly Director

10. R. K. Kulkarni Director

11. Anupam Pradip Puri Director

12. Thomas Mathew T. Nominee oI LIC








· Committees of Board
The Board oI Directors as the governing body oI the Company meets on an
average oI six times in a year depending on the exigencies to decide on crucial
matters oI policy and business. In order to Iacilitate operational independence,
timely direction and supervision within the Iramework oI the general policy oI the
Company, certain Committees oI the Board have been constituted. Currently, the
Board has the Iollowing Committees:
A. Remuneration/Compensation Committee
B Audit Committee
C Share TransIer and Shareholders/Investors Grievance Committee
D Research & Development Committee
E Loans & Investment Committee
Apart Irom the Share TransIer and Shareholders/Investors Grievance
Committee and the Loans & Investment Committee, the rest oI the Committees are
chaired by Independent Directors.






A. Remuneration/Compensation Committee
The role oI the Remuneration/Compensation Committee is to review market
practices and to decide on remuneration packages applicable to the Vice Chairman
& Managing Director, the Executive Directors and Senior Executives oI the
Company. During the course oI its review, the Committee also decides on the
commission and/or other incentives payable, taking into account the individual's
perIormance as well as that oI the Company. The Committee has Iormulated and
administers the Mahindra & Mahindra Limited Employees Stock Option Scheme
and also attends to such other matters as may be prescribed Irom time to time.
The Remuneration/Compensation Committee consists oI the Iollowing Directors:
· Narayanan Vaghul (Chairman)
· Mr. Keshub Mahindra
· Nadir B. Godrei
· M. M. Murugappan






B. Audit Committee
This Committee consists solely oI Independent Directors. The terms oI
reIerence oI this Committee are very wide. Besides having access to all the
required inIormation Irom within the Company, the Committee can obtain external
proIessional advice whenever required. The Committee acts as a link between the
Statutory and the Internal Auditors and the Board oI Directors oI the Company. It
is authorized to select and establish accounting policies, review reports oI the
Statutory and the Internal Auditors and meet with them to discuss their Iindings,
suggestions and other related matters. The Committee is empowered to review the
remuneration payable to the Statutory Auditors and to recommend a change in
Auditors, iI Ielt necessary.
It is also empowered to review Financial Statements and Investments oI unlisted
subsidiary companies, management discussion & analysis, material individual
transactions with related parties not in the normal course oI business or which are
not on an arm`s length basis. Generally all items listed in Clause 49 II D oI the
Listing Agreement are covered in the terms oI reIerence. The Audit Committee has
been granted powers as prescribed under Clause 49 II C.



The Audit Committee consists oI the Iollowing Directors:

· Deepak S. Parekh (Chairman)
· Nadir B. Godrei
· M. M. Murugappan
· R. K. Kulkarni


C.Share Transfer and Shareholders/Investors Grievance Committee
The Company's Share TransIer and Shareholders/Investors Grievance Committee
Iunctions under the Chairmanship oI
Mr. Keshub Mahindra, Chairman oI the Board and a Non-Executive Director.
The Committee meets as and when required, to deal with matters relating to
transIers/ transmissions oI shares and monitors redressal oI complaints Irom
shareholders relating to transIers, non-receipt oI balance-sheet, non-receipt oI
dividends declared etc. With a view to expediting the process oI share transIers, the
Executive Director & Secretary is authorized to approve oI transIers oI shares
below 5,000 in number.


The Share TransIer and Shareholders/ Investors Grievance Committee consist oI
the Iollowing Directors:

· Mr. Keshub Mahindra (Chairman)
· Mr. Anand G. Mahindra
· Bharat Doshi
· A. K. Nanda
· R. K. Kulkarni
Mr. Narayan Shankar, Head - Secretarial & Assistant Company Secretary, is the Compliance
OIIicer oI the Company

D. Research & Development Committee (a voluntary initiative of the
Company)
The Research & Development (R&D) Committee, which was constituted by the
Board in 1998, provides direction on the Research & Development mission and
strategy, and key Research & Development and Technology issues. The
Committee also reviews and makes recommendations on skills and competencies
required and the structure and the process needed to ensure that the Research &
Development initiatives result in products that are in keeping with the business
needs.

The Research & Development Committee consists oI the Iollowing Directors:
· A. S. Ganguly |Chairman|
· Mr. Anand G. Mahindra
· Nadir B. Godrei
· M.M. Murugappan
· Bharat Doshi


E. Loans and Investment Committee (a voluntary initiative of the Company)
The Committee approves oI the making oI loans and investments, borrowing
moneys and related aspects oI Iund management in accordance with the guidelines
prescribed by the Board.
The Loans and Investment Committee consists oI the Iollowing Directors:
· Mr. Keshub Mahindra |Chairman|
· Mr. Anand G. Mahindra
· Bharat Doshi
· A. K. Nanda
· R. K. Kulkarni

· Group Management Board

The Group Management Board comprises the Vice Chairman &
Managing Director, Presidents oI the Business Sectors as well as heads oI certain
key corporate Iunctions. The Board provides strategic direction and enterprise
leadership, Iacilitates synergistic and symbiotic relationships and creates a shared
vision and value-system, across the various Business Units and Companies that
make up the Mahindra Group. The membership oI the Group Management Board
is as Iollows:

Anand G. Mahindra
Vice Chairman & Managing Director

Mr. Anand G. Mahindra,
Vice Chairman and Managing Director oI Mahindra Group

Bharat Doshi
Executive Director & Group ChieI Financial OIIicer (Group CFO)

Bharat Doshi ioined the Company in 1973
As an Executive


A. K. Nanda
Executive Director

Arun K. Nanda,
Executive Director & President oI the InIrastructure Development Sector,
Mahindra & Mahindra Limited

Mr. Anianikumar Choudhari
President - Farm Equipment Sector

Raieev Dubey
President (HR, AIter-Market & Corporate Services) Board & Member oI the
Group Management Board

Dr. Pawan Goenka
President (Automotive Sector) and Member oI the Group Management Board

Dr. Pawan Goenka ioined Mahindra & Mahindra in October 1993
As General Manager Research & Development




Hemant Luthra
President Systech Sector and Member oI the Group Management Board

Hemant Luthra ioined Mahindra & Mahindra
As Executive Vice President....

Mr. Uday Phadke
President - Finance, Legal and Financial Services Sector and Member oI the Group
Management Board

Uday Phadke ioined the Company in 1973.
He is a member oI the Institute oI Chartered Accountants oI India....

Mr. Ulhas N. Yargop
President - IT Sector and Member oI the Group Management Board

Mr. Yargop ioined the Mahindra Group in 1992
As General Manager - Corporate Planning









Milestones to success



Maior Milestones:

Yearwise

1940 1950 1960 1970 1980 1990 2000
1941 1951 1961 1971 1981 1991 2001
1942 1952 1962 1972 1982 1992 2002
1943 1953 1963 1973 1983 1993 2003
1944 1954 1964 1974 1984 1994 2004
1945 1955 1965 1975 1985 1995 2005
1946 1956 1966 1976 1986 1996 2006
1947 1957 1967 1977 1987 1997 2007
1948 1958 1968 1978 1988 1998 2008
1949 1959 1969 1979 1989 1999 2009








HISTORY




Few groups can identiIy as closely with India's destiny and industrial progress
as the Mahindra Group. In Iact, Mahindra is like a microcosm oI India. Both were
born around the same time, had the same aspirations and both experienced the
inevitable troughs and crests in the iourney towards their goals. And both continue
to march
on the path to progress and global recognition.

The birth oI Mahindra & Mahindra began when K.C. Mahindra visited the
United States oI America as Chairman oI the India Supply Mission. He met Barney
Roos, inventor oI the rugged 'general purpose vehicle' or Jeep and had a Ilash oI
inspiration: wouldn't a vehicle that had proved its invincibility on the battleIields oI
World War II be ideal Ior India's rugged terrain.




SwiIt action Iollowed thought. The Mahindra brothers ioined hands with a
distinguished gentleman called Ghulam Mohammed. And, on October 2nd, 1945,
Mahindra & Mohammed was set up as a Iranchise Ior assembling ieeps Irom
Willys, USA.

Two years later, India became an independent nation and Mahindra &
Mohammed changed its name to Mahindra & Mahindra. Ghulam Mohammed
migrated to Pakistan post-partition and became the Iirst Finance Minister oI
Pakistan.

Since then, Mahindra & Mahindra has grown steadily in size and stature and
evolved into a Group that occupies a premier position in almost all key sectors oI
the economy. The Group's history is studded with milestones. Each one taking the
Group Iorward. In Iact, today, its total turnover is about 6.7 billion dollars.

Mahindra is a group in a hurry, engaged in an ambitious, sustained and
prolonged penetration into the global arena. Its spirit can be encapsulated in the
words oI the poet Robert Frost, a Iavorite oI India's Iirst Prime Minister, Pandit
Jawaharlal Nehru:




"The woods are lovely, dark and deep,
But I have promises to keep,
And miles to go beIore I sleep,
And miles to go beIore I sleep."

For Mahindra & Mahindra, this translates into many more milestones to be
set up beIore it rests II ever.











PART - II

Farm Equipment Sector (FES)

INTRODUCTION

Farm Equipment Sector (FES) is a part oI US $6.7 billion Mahindra group,
which is amongst the top 10 industrial houses in India. The group has a leading
presence in key sectors oI the Indian economy, including the Iinancial services,
trade, retail and logistics, automotive components, aIter-market, inIormation
technology and inIrastructure 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 oI being the Iirst tractor company globally to win the
Deming Application Prize in 2003. FES is the Iirst tractor company worldwide to
win these honors. This shows the strong Iocus oI FES on Quality and Customer
SatisIaction. Today, the domestic market share oI FES is around 42°. (Mahindra
brand: 30° and Swarai brand: 12°).


FES has a Sustainability Committee in place to take care oI the
implementation oI GRI requirements.


Domestic Operations

Farm Equipment Sector (FES) is the no. 1 tractor brand in India, since 1983.
Brand Mahindra sells a range oI tractors that include Bhoomiputra, Shaan,
Sarpanch and Ariun Ultra-1, with each (except Shaan) having range oI variants
based on the horse power (hp) and other attributes. Mahindra tractors are known
Ior high Iuel eIIiciency and reliability. FES sells its 15 HP to 75 HP category
tractors in the domestic market.

FES has a large customer base oI more than 13, 00,000 customers. The sector
has time and again topped the customer satisIaction chart. FES also has the deepest
distribution reach with more than 680 dealers along with widest service network
across India. The sector has Iour manuIacturing Iacilities in India, located in
Mumbai and Nagpur in Maharashtra, Rudrapur in Uttaranchal and Jaipur in
Raiasthan.



Mahindra Farm Tractors The Farm Equipment Sector is a process driven
organisation with a strong Iocus on quality systems. All FES
Plants are ISO 14001 (Environment Management System), OHSAS 18001
(Occupational Health and SaIety Management System) and ISO/TS 16949 (Quality
Management System) certiIied.
There is a strong commitment on part oI the top management to make the
production system even more eIIicient through proactively Iollowing world-class
methodologies like QC story and QC tools, Six Sigma, DOE (Design oI
Experiments) and TPM (Total Productive Maintenance).

Mahindra & Mahindra had acquired a maiority stake in Puniab Tractors
Limited (PTL) in early 2007. PTL is a good strategic Iit to the company, as it
comes with its strength oI eIIicient design (strong R&D abilities) and the Brand
Swarai, which enioys a strong customer loyalty Ior being sturdy and reliable.
BeneIits oI this acquisition include advantages oI economies oI scale, sourcing
beneIits and vendor rationalization. Post Mahindra PTL merger in February
2009, PTL is now a part oI Mahindra FES. It is known as Swarai Division.




International Operations

The international operations oI the Farm Equipment Sector are spread across six
continents and in around 25 countries. FES has state-oI-the-art manuIacturing
plants in India and China with a combined capacity to produce more than 1, 70,
000 tractors a year. Besides, these plants there are assembly plants USA and
Australia. FES has more than 1000 dealers world-wide. Currently, the tractors Ior
international market range between 25 to 85 HP.

FES has Iootprints in many countries in the world. Some oI the maior
markets are in AIrica (Maior countries: Nigeria, Mali, Chaad, Gambia, Angola,
Sudan, Ghana, Morocco), Latin America (Chile, Brazil), South Asian countries
(Srilanka, Bangladesh, Nepal), Middle East (Iran, Syria etc) and East Europe
(Serbia and Macedonia; FES has entered the Turkey market in 2008).




TRACTORS

Tractors are heavy vehicles serving the purpose oI hauling at an extremely
low speed. India being one oI the maior agricultural country makes the use oI
tractors on a large scale. It is one oI the heaviest vehicles basically used Ior
carrying out the agricultural tasks in an eIIective way.

Modern tractors usually employ diesel engines which delivers 18 to 575
horsepower. The maior producers oI tractors in India are Ashok Leyland, Escorts,
Force Motors and Swarai Enterprise.

Browse Tractors by Company
Escorts Ltd. Force Motors
Swarai Enterprise
Sonalika Tractors
Mahindra Kisanmitra
HMT tractors






MAHINDRA TRACTORS

Mahindra Tractors, the Iarm equipment division oI Mahindra & Mahindra, builds
and sources tractors that are sold worldwide across six continents.
|1| Mahindra builds more tractors in India than any other manuIacturer,
|2| And has the capacity to build 150,000 tractors a year.
|3| The Tractor manuIacturing plant was originally set up as a ioint venture with
the American company, International Harvester, in 1965.
|4| In addition to building their own tractors, Mahindra also sources tractors Irom
other manuIacturers. For the USA market, Mahindra \has bought tractors Irom
Mitsubishi and Tong Yang Moolsan to cover selected product ranges



SERVICE AND SUPPORT

1) AFTER SALE SERVICE

CUSTOMER CARE
We at M&M, Customer care put in eIIorts to make Customer`s Mahindra tractor
ownership a a memorable experience. A number oI programs and practices are
incorporated to enhance this experience and are practiced by our Dealerships and
M&M employees. Key parameters which are oI prime importance to Customers
like Good quality service in minimum time are taken care by increasing Network
and Doorstep service. This network also takes care oI Genuine Mahindra Parts
availability. Dealerships are geared up with equipped workshops and skilled
manpower to handle the product.

Various innovative programs like Swasth Tractor Swasth Chalak, Padyatra,
Installation Mahindra way are also run to build emotional bond and Iurther
improve Company Customer relationship. The idea is to give the best experience
every time Customer visits the dealership or interacts with the company. Regular
Ieedback is taken Irom the customers on product and services oIIered and changes
in systems are made to take up Customer experience to the next levels.

NETWORK
M&M has geared up its network to satisIy and delight the customer by providing
Timely and Quality service near to the customer.
* Home
* Site Map
* News & Events
* Awards
* Press Releases
* Disclaimer


) Nearest Service Centre

Service Centers in India
Ahmedabad
Bangalore
Bhopal
Bikaner
Bhubaneshwar
Chennai









) Spare Parts

Spare parts are an integral part Ior providing aIter sales service, routine &
periodic maintenance to our tractors. The usage oI genuine parts gives longer liIe
to tractors & gives trouble Iree perIormance to the satisIaction oI our valued
customers. The parts are available with our vast network oI 650¹ dealerships, their
413 branches, 68 MASPs, 480 NSPs and 95 exclusive spare parts stockiest spread
all over the country. We have main ware house at Pune & 11 satellite ware houses
at diIIerent locations which stock & supply the parts to dealers & stockists as per
market requirement.

Engine Oil & Gear Oils.

We recommend usage oI Castrol CRB Prima Ior our regular range oI tractors
& Castrol CRB Prima Plus Ior our Ariun range oI tractors. Their PSM (Perma
Stick Modules) technology oIIers triple P advantage i.e. Protection, Power &
PerIormance. We also recommend usage oI Castrol Protector Series 90 EP
transmission oil Ior non wet land H1 range oI non oil immersed brake type tractors
& Castrol Protector Sereies 140 EP transmission oil Ior wet land range oI non OIB
type tractors. These oils are available in 20 Liters; 50 liters pack sizes & 210 litre
barrels.

We recommend use oI TRACTELFMM transmission oil Irom M/s TotalIinaelI
Ltd. Ior tractors with oil immersed brakes. This is available in 20 liters pack & 210
liters barrel. These oils have undergone rigorous test by our research &
development team. They have been specially blended & developed Ior long liIe oI
brakes & other parts oI transmission. The oil is available with all our dealers &
also with the dealers oI respective oil companies through out the country.


Risk Management (Executive)

Responsibilities:
* To do system implementation and decentralization.

* Analyze various risk Iactors involved in the Process and suggest
Improvements in the existing monitoring system.

* Be part oI a team Ior other new Proiects.

Requirements:
* Candidate must CA with 6 months 2yrs oI Post qualiIication
Experience Irom any Industry.

* Should have done auditing oI well known corporate and also some
exposure to risk management.

* PreIerably Senior Executives specializing in Clerical/Administrative Support or
equivalent.

* Job role in Administrative Executive or equivalent.

* Required to do system implementation and decentralization.

* Analyze various risk Iactors involved in the Process and suggest
Improvements in the existing monitoring system.






India's first turbo tractor

Mahindra & Mahindra Ltd, India's No I tractor manuIacturer, launched in Chennai
its latest oIIering, the Iirst Indian tractor with turbo technology the 'Mahindra
Sarpanch 595 Di Super Turbo'. Developed speciIically to meet the needs oI the
progressive Indian Iarmer, this superior technology brings with it a whole host oI
advantages, which together represent a quantum leap in new-age tractor
technology, said K J Davasia, executive director & president, Iarm equipment
sector, Mahindra & Mahindra Ltd.

"Mahindra Tractors has always been in the IoreIront oI introducing the most
advanced technologies Ior the beneIit oI its consumers. We are proud to present
India's Iirst turbo-tractor -the Mahindra Sarpanch 595 or Super Turbo. The Super
Turbo represents a quantum leap in tractor technology; the same technology that is
used Ior iet planes and ships is now in the Mahindra tractor."

Equipped with the superior turbo engine, the Mahindra Sarpanch 595 DI Super
Turbo oIIers 25 per cent more power and operational speed, enabling the Iarmer to
complete a larger amount oI work in a relatively short period oI time leading to
higher productivity.


In addition to these, the turbo technology also oIIers superior Iuel
EIIiciency and is environment-Iriendly with Iow emissions.

Avinash Patankar, general manager - sales, Iarm equipment sector, Mahindra
& Mahindra Ltd, echoed this sentiment.

"The launch oI the Mahindra Sarpanch 595 Di Super Turbo reinIorces our
leading position in the state oI Tamil Nadu. This product is most suitable Ior
advanced applications, like combined harvester and heavy duty applications like
hard soil tilling and heavy haulage."

Recently, Mahindra Tractors was awarded the prestigious Japanese award -
the Deming Prize Ior Quality Excellence. Regarded as the Oscar in the world oI
manuIacturing, it is given to companies that have established total quality
management in their entire business operations, ranging Irom human resource,
product development, sales and marketing processes, vendors to its commitment to
corporate citizenship.





"With plants in Mumbai and Nagpur and satellite plants in Jaipur and Rudrapur,
the Iarm equipment sector oI Mahindra and Mahindra Ltd manuIactures tractors,
which are state-oI-the-art and technologically
one oI the most advanced. A leader in the Indian market Ior 20 consecutive years,
Mahindra Tractors has over 9.5 lakh satisIied customers across India. Mahindra
Tractors also boasts oI being the Iourth largest in the world in terms oI units sold.
Mahindra tractors are exported to the United States, South AIrica, Sri Lanka,
Bangladesh, Nepal, Zimbabwe and several European countries"





OB1ECTIVE OF THE STUDY

· To ascertain the existing marketing strategies oI mahindra tractors.
· To structure the company proIile Ior mahindra tractors.
· To understand various products and services oIIered by mahindra
tractor.
· To ascertain the customer expectation regarding the mahindra tractors.
· To analyse the customer attitude and perception towards mahindra
tractors and marketing strategies Ior mahindra tractors.
· To suggest suitable marketing strategies Ior mahindra strategies Ior
mahindra tractors.








Research and methodology

Methodology can be deIined as:

1. The analysis oI the principles oI methods, rules, and postulates employed by a
discipline.

2. The systematic study oI methods that are, can be, or have been applied within a
discipline.

3. A particular procedure or set oI procedures

Research includes:

· Field of study

The Iield oI study has been restricted. The Iocus is to conduct market survey on
mahindra tractors.

· Specification purpose

The main purpose oI this survey is to Iind the consumer opinion towards
mahindra tractors.

Total emphasis is laid on general perception oI consumers and the products,
their purchase intention, awareness and buying behavior.


Sources of data

There are two types oI data-

Primary data:-

Preparing questionnaire which was distributed among consumers to get
Ieedback. In this survey the more importance has been given to primary data
than secondary data because it is more reliable.


Secondary data:-

The various sources Ior secondary data like books, pamphlets and small note
sheets Irom the company. The secondary data was collected aIter choosing the
topic, which is very practical to the research. It was collected Irom the company
brochures and

documents. This has been used in the proIile oI the organization. These types oI
Surveys are expensive and labour-intensive.


Sampling plan:-

The sample consisted oI 50 consumers. The convenience sampling method was
adopted.

The sampling plan includes-

1. Proiect Goals
2. Parameters to be measured
3. Sampling Locations
4. Sampling Timing and Frequency
5. Methods








Data collection instruments:-

The research instrument in this study to avail inIormation needed was the
questionnaire. Questionnaire was prepared Ior consumers.

Questionnaire includes both general inIormation and speciIic inIormation as
Iramed according to the obiectives set in the required order.
















Scope of study:-

The study is based on primary and secondary data collected Irom the
consumers.
It brings out attitude, perception towards the mahindra tractors.


Need for study:-

1. To get a practical out look about theories learnt during the academic year.

2. To get knowledge oI the present on going in consumer behavior.










Limitations of the study:-

· Due to time constraints an extensive research could not be undertaken
thereIore the sample size was restricted to Iew peoples only.

· Analysis oI the data obtained Irom questionnaire was done on the
assumption that the respondents gave the correct inIormation. The data
provided by the respondents is basically Irom their memory recall. Bias
tends to creep due to recall errors. However, enough care has been taken to
reduce the bias by adopting a cross checking method. This seeks inIormation
Irom respondents.

· Time has been the maior constraint while perIorming the market study.






INTRODUCTION TO MARKETING STRATEGY

Definition of marketing:

According to Philip kotler 'marketing as the set oI human activities directed
at Iacilitating and consummating exchanges.

American marketing association 'marketing as perIormance oI business
activities that direct the Ilow oI goods and activities Irom producers to consumers
or user¨


Meaning of marketing:

The term market is derived Irom the Latin word mercatur` meaning 'to trade¨. It
also means merchandise, traIIic or a place oI business the common usage market
reIers to a place where goods or services are bought or sold. In its strict sense,
market need not necessarily reIers to a place oI exchange.

The concept oI market is very important in marketing. According to
American marketing association, 'a market is the aggregate demand oI the
potential buyers Ior a product/service¨.


According to Philip kottler, 'a market is an area Ior potential exchanges¨.

Thus, a market is a group oI buyers and sellers interested in negotiating the
terms oI purchase/sale and goods/services. The negotiation work may be conducted
Iace to Iace at a certain place.

A market consists oI the Iorces oI supply and demand Iacilitating exchange
process between sellers and buyers. Exchange is the art oI commerce or marketing.
Exchange is possible when there are two or more parties who have something very
desired exchange Ior something else. Exchange may take place with or without
money. As a medium oI exchange, money speeds handling. It may also be eIIected
through middlemen in commerce, ex: trader or agent. Middlemen also Iacilitate
marketing operations.



MARKETING STRATEGY

Marketing strategy is the heart oI a marketing plan. Marketing strategy is
related to marketing as one Iunctional area oI business. Philip kotller designs
marketing strategy as a consistent, appropriate and Ieasible set oI principles
through which a particular company hopes to achieve its long-term customer
satisIaction and proIitability obiectives in a particular competitive environment. It
is based on corporate marketing obiectives and co-ordinate marketing action
programs implement it viz, marketing mix. The ideal marketing strategy would
achieve optimum utilizations oI all resources oI the Iirm.

A successIul marketing strategy must have a marketing mix. It is the
combination oI 4 p`s oI marketing product mix, price mix, distribution and
promotion mix. These are controllable Iactors. Producer should also be aware oI
un-controllable Iactors i.e. consumer behavior, govt policy.

For each component oI marketing mix, we have a distinctive strategy.
Ex: product strategy, price strategy, distribution strategy, promotion strategy.


·Product strategy:-

Product strategy is a company`s plan Ior marketing its products. It starts with
product obiective. Product strategy must be Iitted into overall marketing plan and
integrated with other elements oI marketing mix.

The physical product is only a part oI the product image. It could not stand
alone, beIore the potential buyer. There are Iour elements they surround the
product to give us a complete product concept. These are branding, packing and
labeling. Product guarantee, warranty and service.

Brand strategies and policy

Branding strategies indicates how the Iirm chooses to use branding as an
integral part oI its overall marketing strategy. A brand is a name, term, symbol or
design or a combination oI them which is intended to identiIy the goods or services
oI one seller or a group oI sellers and diIIerentiate them Irom those oI competitors.




Packing and labeling

A package is a wrapper or container in which a product is enclosed, encased
or sealed. Packing thereIore, May be deIined as an act oI designing and protecting
the package Ior a product.

A label is anything, a price oI a paper, printed statement etc. Iorming a post
and / or matched to a product and giving some verbal inIormation to the Consumer
about the product. Say the place oI production, the name oI the producer, contents
oI the product, value oI the product, price etc. The art oI attaching or tagging the
label to the product Ior grade identiIication is called labeling.

Product Warranty

A warranty is a stipulation collateral to the main purposes oI the contract. A breach
oI warranty by the seller enables the buyers to claim Ior damage. But he cannot
avoid the contract. A warranty is an obligation oI the producer and seller to stand
behind the product and assure the buyer that he will drive certain services and
satisIaction Irom the product. The product warranty must be clear, unambiguous
and meaningIul. It has become an important selling point and a means oI product
diIIerentiation in a competitive market.

Warranty is also considered as promotional devices. Full disclosure oI warranty
inIormation will ensure the consumer 'right to know¨.

After sale service

It reIers to servicing the product aIter it has been sold, iI there is any disorder in it.
It repairs, spare parts and maintenance. AIter sales service is an important selling
point helping the customer to take a quick decision to purchase durable and costly
goods. Such Iacilities prevent dissatisIaction, Irustration and ill will among
customers.


·Pricing strategies

Price may be deIined as the value oI product attribute expressed in monetary
terms which a consumer pays or is expected to pay in exchange and
anticipation oI the expected or oIIered utility. Money (price) ÷ bundle oI
expectation or satisIactions. Bundle oI expectations may include physical
product plus other attributes such as delivery installation, credit privileges,
aIter sales servicing and so on.



Pricing decisions interconnect marketing actions with the Iinancial
obiectives oI the enterprise. Among the most important marketing variable
inIluenced by pricing decision are sales volume, proIit margins, rate oI
investment, trade margins, advertising and sales promotion, product image
and new product development. There Ior pricing decision plays a very
important role in the design oI the marketing mix. Pricing strategy determines
the Iirm`s position in the market rivals. Marketing eIIectiveness oI pricing
policy and strategy should not suIIer merely on account oI cost and Iinancial
criteria.

Pricing policies

· Market penetration policy :
Some companies set a relatively low price in order to stimulate the
growth oI the market and to capture a large share oI it.

· Market skimming policy :
Some Iirms seek to take advantage oI the some buyers always ready
to pay a much higher price than others because the product Ior one reason or
another has high present value to them.


The obiective oI skimming pricing is to gain a premium Irom these buyers and
only gradually reduce the price to draw in the more price elastic segment oI the
market.

· Early cash recovery policy :
Some Iirms seek to set a price that will lead to a rapid recovery oI
cash. They may either be strapped Ior Iunds regard the Iuture as too uncertain to
iustiIy product market cultivation.

· Satisfy price policy :
Some companies describe their pricing obiectives as the
achievement oI a satisIactory rate oI returns. The implication is that although
another price might produce even larger returns over the long run. The Iirm is
satisIied with a return that is conventional Ior the given level oI investment and
risk.







·Distribution mix / Channels of distribution

Channels oI distribution reIers to the pathway, path or route taken by goods as
they Ilow or move Irom the point oI production to point oI consumption or
user.


In short it is the route through which the title to the product passes Irom the
producer, the Iirst owner to the ultimate consumer or users, to the owner.

Channel decision and physical distribution plan are the
components oI distribution strategy. These decisions should be evaluated
against the rest oI the marketing mix and Iitted into over all marketing plan.

The most common routes used Ior bringing the products are the
marketing Irom producer to consumer are as Iollows:-

· ManuIacturer consumer (direct channel)
· ManuIacturer retailer ultimate customer
· ManuIacturer whole seller retailer consumer
· ManuIacturer agent whole seller retailer consumer
· ManuIacturer whole seller consumer






·Promotion strategy

Promotion strategy aims at communicating, convening and competing against
rivals. It is evaluated against company obiectives, promotion obiective and the
rest oI the marketing mix. Promotion strategy deals with the Iollowing decisions.

· The blend oI promotional activities (advertising, publicity, personnel selling
and sells promotion.)
· The amount allocated Ior the various Iorms oI promotion particularly to the
advertising media such as press, radio, television etc.
· The kind oI promotion to be used.

· Sales promotion:-

It is an important instrument in marketing to lubricate the marketing eIIorts.
Today sales promotion is a necessity and not merely luxury or Iashion. It is
not expenditure. It is an investment, which can pay rich dividends. Sales
promotion reIers to activities other than personal salesmanship, advertising
and publicity which stimulate consumer purchasing and dealer eIIectiveness.

E.g. displays, exhibition and showrooms, demonstrations, Iree samples,
coupons, premiums and various other non recurrent selling eIIorts not in the
ordinary routine.





B. Publicity:-

It is also called marketing public relations. Publicity is not paid Ior by the
organization. It comes to the receiver as the truth rather than as a commercial.
Every Iirm tries to create good public relation so as to give publicity. Under
the social marketing concept, publicity and public relations are assuming
unique importance in the Iirms promotion mix. DeIective products, unIair
trade practices, anti-social activities oIten results in unIavorable publicity. The
Iirm having a poor public image will have lower sales and lower proIit.

C. Advertising:-

It means inIorming the people oI the availability oI a particular product or
service or idea sponsored by a person (i.e. the advertiser) at his expense to
create demands Ior their goods.



Advertising helps to create demand Ior the new product introduced
in the market helps the producers in maintaining the existing market Ior their
goods and to expand the market Ior their goods. It popularized a product and
builds reputation and goodwill Ior the producers.

D. Personal selling:-

It reIers to oral presentation in conversation (by a sales representative) with
one or more prospective customer Ior the purpose oI making sales.

Personal selling is highly distinctive and the only Iorm oI promotion
involving Iace to Iace relationship or interpersonal inter action or
communication between a salesperson and one or more prospective customer.








MARKETING STRATEGY OF MAHINDRA TRACTORS

The tractor is one oI the most important and easily recognizable technological
components oI modern agriculture. Its development in the Iirst halI oI the twentieth
century Iundamentally changed the nature Iarm work, signiIicantly altered the
structure oI agriculture, and Ireed up millions oI people to be absorbed into the
rapidly growing manuIacturing and sectors oI the country.

A tractor is basically a machine that provides machine power Ior
perIorming agricultural tasks. Tractors can be used to pull a variety oI Iarm
implements Ior plowing, planting, cultivating, Iertilizing and harvesting crops and
can also be used Ior hauling materials and personal transportation. In the provision
oI motive power, tractors were a replacement Ior human eIIort and that oI draIt
animals, both oI which are still used extensively in other parts oI the world.

The tractor proved to be an excellent replacement Ior the cattle in plowing,
soil preparation, planting and cultivating tasks Ior a wide variety oI Iield crops. In
addition, the tractor was Iully capable oI providing power Ior harvesting oI wheat
and other small grains.


TRACTOR

India has only about 8 tractors per thousand hectares, versus the Asian average
oI 14. The potential demand Ior tractor is, consequently, large, depending on
growth in agriculture output and productivity. Tractor demand is likely to increase
with increased government investment in irrigation, increased multiple cropping
and the spread oI scientiIic cultivation. The increase in irrigated area, as a result oI
Plan investments, will also increase the demand Ior tractors.

Since approximately 90° oI the tractors are bought using
agriculture credit Irom commercial, co-operative and regional rural banks, the
quantum oI credit and the interest rate are, perhaps, the most crucial determination
oI tractor demand. The presence oI a country wide distribution system is also
important in insulating companies Irom monsoon Iailures in some parts oI the
country.

Upward revision in support prices oI agriculture crops which have been
sizeable since 1991, increased Iarm incomes and hence demand Ior tractors. Good
monsoons, even though important, do not aIIect tractors sales signiIicantly, since
tractor demand is generally concentrated in areas with developed irrigation
Iacilities.

Two or more successive bad monsoons however aIIect Iarm sentiments and hence
sales. DiIIerent manuIactures adapt their products to the Iarm practices and soil
conditions oI the regions that they service. Brand concentration in regions is
thereIore common.


INDUSTRY STRUCTURE

From a small beginning in the 1960s, when a Iew thousand tractors were
produced, India is now one oI the largest producers oI tractors in the world, also
with the US. The Green revolution oI the late 1960s and increasing recourse to
scientiIic cultivation have resulted in a substantial increase in the demand Ior
tractors.

From a production oI 2000 tractors in FY1971, the volume sales
oI the industry reached 266073 units in FY2000.The tractor industry`s growth has
dropped to a low oI 2-3° in 1998-99, as well as in 1999-2000. Product losses and
unremunerative prices in a Iew states, in the past Iew seasons, have added to the
downtrend, but the biggest adverse impact has been overproduction and billing by
some oI the leading players.



COMPETITORS

Six main players Mahindra $ Mahindra Ltd (M$M), Tractors and Farm
Equipment Ltd (TAFE), Escorts Ltd, Puniab Tractors Ltd (PTL), Eicher Ltd, and
Hindustan Machine Tools ltd (HMT) control most oI the market, while a couple
oI players in the unorganized sector specialize in used tractors.

Mahindra $ Mahindra is the leader in the industry, with a market share oI
27°. There multinationals, new Iord Holland, iohn Deere and greaves, have
entered the market in the past two years, but their combined sales have been below
6000 units. All Indian brands, except Puniab tractors ltd, have had overseas tie-ups
and support since the beginning.

BRAND NAME

~MA1BUTI AUR SHAAN KE SANG - BA1RANG¨

The power points oI the tractors are STRENGH $ PRIDE on these basis name
BAJRANG is given to tractors as BAJRANG is the name oI powerIul God in the
universe BAJRANGBALI ( HANUMAN ) and the name oI any god in any thing
bring pride in it.

It was also noted the rural consumers are more regional and great believers oI god.
On this basis the tractors were named as BAJRANG TRACTORS.


FEATURES

· Design simplicity
· Improved perIormance with reduced cost
· High maneuverability due to small size and small wheelbase
· The Iuel consumption, which is comparatively low and low maintenance
cost, adds to the economy
· Adiustable wheel base to meet the requirement oI inter culturing
operation in diIIerent crops
· Ergonomically designed
· Better traction, greater control, stability and saIety
· Durable, strong, reliable










DESIGN























TECHNICAL DESCRIPTION

The heart oI a tractor is a powerIul internal combustion engine that drives the
wheels to provide Iorward motion. Direct ignition (diesel) and spark driven
engines are both Iound on tractors, iust as with cars and light trucks. Power Irom
the engine can be transmitted to the implement being used through a power take-
oII (PTO) shaIt or belt pulley. The engine also provides energy Ior the electrical
system, including the ignition system and lights, etc.

In tractor the machine is little more than an engine on wheels, with a seat Ior
the operator and a hitch Ior pulling implements centered in the rear. Later models
would Ieature an enclosed cab to keep the operator out oI the weather; it Ieatures
simple control and the metal seat. The drawing shows a wheel-tractor, which
comprised more than 95° oI machines sold Ior Iarm use. Tracked units also called
crawler tractors.







UNIQUE SELLING PROPOSITION

· Superior perIorming tractors at competitive prices.

· High Ilexibility to Iarmers to perIorm all types oI agricultural operations in
any terrain.


















MARKETING STRATEGY
P`s

PRODUCT

The tractor is used Ior pulling or pushing agriculture machinery or trailer, Ior
plowing, tilling, disking, harrowing, planting and similar tasks. In 1892, John
Froelich built the Iirst gasoline powered tractor in Clayton Country, lowa.

The tractor in a simple open vehicle with two very large driving wheels on an
axle below and slightly behind a single seat (the seat and steering wheel
consequently are in the center) and the engine compartment. This basic design has
remained unchanged Ior a number oI years, but enclosed cabs are Iitted on almost
all modern models, Ior reasons oI operator saIety and comIort.

Tractors used belts wrapped around pulleys to power stationary equipment.
Modern tractors use a power take-oII shaIt to provide rotary power to machinery
that may be stationary or pulled.




PLACE

OI India`s total geographical area oI 329 million-hectares (MHA), as much as 166
MHA is arable (2
nd
highest in the world). While the net sown area stands around
140-142 MHA, with increased cropping intensity, the gross cropped area is higher
at 180-189 MHA.

Tractors remain the crucial linkage in the commercialization oI agricultural
products. For Iarming activities, there is no substitute to tractors. Increasing rural
prosperity and education levels plus spreading awareness oI the beneIits Irom
mechanization would also help speed up tractorisation. It is equally true even when
power or transportation needs oI the Iarm are considered.

For BAJRANG TRACTOR the place in which the company will start its
business is
North
(Puniab, Haryana & Uttar Pradesh)
West
(Guiarat & Maharashtra)




PRICE


PRODUCT
NAME
SEGMENT PRICE
HC 2521 25 Horse
Power
425000/-
HC 2522 29 Horse
Power
440000/-
HC 3221 35 Horse
Power
725000/-
HC 3444 37 Horse
Power
740000/-

The above prices include 20° proIit, which is due to increase the
sales oI company, than it will be increased as per the marketing strategy.

PROMOTION

As the promotion part is considered, along with the huge advertising campaign that
the company is carrying out it will also carry out the basic promotional activities
necessary Ior boosting the sales oI the product like keeping stalls in Melas (Fairs)
which will expose the companies whole range to all type oI customers and
promotion can also be done by providing seasonal schemes to get the Iocus oI the
customers in every season.

DISTRIBUTION

BAJRANG
COMPANY
|
DEALERS
|
CUSTOMERS


Initially BAJRANG TRACTORS will have the 150 dealers in the places oI
sale than it will increase its dealer`s distribution network. II need arise the
company will also appoint some retail outlet in the village Ior penetration in
market.



PRODUCT LIFE CYCLE OF MAHINDRA TRACTOR

Product liIe cycle oI tractor is oI 3 years. To say that a product has a liIe
cycle asserts Iour things. Products have a limited liIe. Product sales pass through
distance stages, each posing diIIerent challenges, opportunities and problems to the
seller. ProIits rise and Iall at diIIerent stages oI the product liIe cycle. Product
requires diIIerent marketing, Iinancial, manuIacturing, purchasing and human
resource strategies in each liIe cycle stage.


· INTRODUCTION STAGE

In tractor business name plays very important role till that time the name is not
known or not have place in market, tractor will not sale. In the introduction stage
Iocus is given on sales rather than proIit. For the purpose oI name people are made
much aware about launching oI the product so as to get maximum number oI
customers. Marketing strategies is based on the Ieatures oI tractors. In this stage
mahindra tries to expand its market share.





· GROWTH STAGE

In growth stage Iocus is given on improving the product quality and adds new
product Ieatures and new policies so that it can enter new market segment. Which
will be CENTRAL (Madhya Pradesh & Raiasthan) EAST (Bihar, West Bengal,
Orissa & Assam) SOUTH (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala)

Focus is also given on increasing distribution coverage and entering a new
distribution channels. Then advertising strategies will shiIt Irom product awareness
advertising to product-preIerence advertising.


· MATURITY STAGE

In this stage Iocus is given to expand number oI brands users by

· Converting non-users into users.
· Entering new market segments.
· Winning competitors customers.
· Convince current users to increase use oI liIe insurance and also other types
oI insurance so as to minimize their risks.

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


SEGMENTATION & TARGETING


HP
SEGMENTATION
TARGETED
CUSTOMER
BELOW 30 NORTH UTTAR PRADESH

WEST GUJARAT
ABOVE 30 NORTH PUNJAB

NORTH HARYANA

WEST MAHARASHTRA















FACTORS CONSIDERING SEGEMENTATION AND TARGETING

· Agriculture Income
· Income Level
· Soil (Fertility)
· Population
· Competitors
· Climate
· InIrastructure














ADVERTISING

For advertising main Iocus is on the National language to be used in advertising
tractor. As it is acceptable in rural area so preIerence is given also to the use oI
regional languages. That means the local languages oI the territory is used along
with the National language, as it will be easy Ior the people to accept it.

As Ior the rural markets the advertisements are basically done
by local as well as other maior resources like T.V. & Radio. But mahindra
enIorce much on the local resources available Ior the promotion oI the product
along with maior ones like T.V. Radio.


LOCAL RESOURCES OF ADVERTISING

HOARDINGS

Hoardings are very common resource oI advertising as they are very
Ilexible to be used at anywhere. ThereIore mahindra like to place the
company`s hoardings on the areas like main roads, chowks, entrance oI the
shop etc and on special occasions like

Melas, Iairs, exhibitions the banners can be used as eIIective media oI
advertising.

SHUTTER PAINTINGS

Mahindra Iocus on product and brand through using the shutters oI the
dealers and retailers to be painted with the companies name and Ieaturing the
product. So that the product is Iocused to each one passing by.

WALL PAINTINGS

Mahindra also use Wall Painting as, through wall paintings in main areas oI
the villages or the territory. This will have an impact on the people about the
presence oI the brand in the village.









SUMMARISATION

For over two decades, Mahindra Tractors is the undisputed leader oI the Indian
tractor market, which is the largest tractor market in the world. A division oI a US$
6 billion conglomerate, Mahindra & Mahindra, we began as a ioint venture with
International Harvester. And with that began a new era in power, control and
reliability in Iarm equipment manuIacturing. Today, with the largest manuIacturing
set up in India, Mahindra Tractors is among the top three players in the global
market. And as we step into the 25th year oI excellence, we continue on our
iourney oI cultivating golden harvests across the globe.

In the year 2003, Mahindra Tractors bagged the Deming Prize, a global honor
Ior quality practices. Three years later, the company was eligible to qualiIy Ior the
Japan Quality Medal, the highest honor Ior excellence in Total Quality
Management practices. In 2007, Mahindra Tractors became one oI the 20
companies worldwide to receive this rare honor. Till date, we are the only tractor
company in the world to bag this prestigious award.





M&M has one tractor manuIacturing plant in China, three assembly plants in the
United States and one at Brisbane, Australia. It has made strategic acquisitions
across the globe including Stokes Forgings (UK), Jeco Holding AG (Germany) and
Schoneweiss & Co GmbH (Germany). Its global subsidiaries include Mahindra
Europe Srl. based in Italy, Mahindra USA Inc. and Mahindra South AIrica.

In the US market, Mahindra USA, a subsidiary company oI Mahindra
tractors, sells more than 10,000 tractors annually. A nationwide network oI over
300 dealers, total product support and prompt aIter sales service ensure that every
tractor Iunctions Ior years without any hassles.

Mahindra Tractors, the 3rd largest tractor manuIacturer in the world,
notched up yet another Iirst in the tractor industry by delivering 1232 tractors on
Independence Day - August 15, 2007




CONCLUSION

1) Mahindra Tractors have reached all Iour corners oI the world. And they proved
themselves nothing less than the best. That explains the great demand Ior Mahindra
tractors across the United States, Australia, Chile, Serbia, Sri Lanka, Nepal,
Bangladesh, Iran, Syria and a maior part oI the AIrican continent among many
more.

2) Maiorities oI respondents were aware oI mahindra tractor.

3) Customers have to invest less on maintenance. The company introduced their
Iuel-eIIicient machines into new models oI tractor and transIormed the way
AIricans used tractors. Now with a single machine they could cultivate, plough,
harrow, haul and do a million other things at a low running cost and without
spending much on maintenance.

4) Many oI the respondents used mahindra tractors.

5) Customers are satisIied with the aIter sales service oI mahindra. Every mahindra
tractor is available with a spares package to take care oI the initial Iast moving
spare parts requirement.


6) It can be concluded Irom this study, that the marketing strategy adopted by the
mahindra tractors is good.












RECOMMENDATION

· They should improve there manpower so that it will help in Iast
servicing.

· They should provide some Iestival oIIer.

· They should make good installment Iacility so that every person can
aIIord.

· They should make separate desk Ior giving inIormation about their
services.










PART - III

BIBILIOGRAPHY




Marketing Management- PHILIP KOTLER.

Marketing Management- J.C. GANDHI.

Principles oI marketing P.N. REDDY.

Company books and brochures

Website: www. MAHINDRA.COM

www.GOOGLE.COM






ANNEXURES

Dear Sir / Madam,

I am a student oI business management course, under taking a study oI the
marketing strategy oI the mahindra tractors. The questionnaire is a part oI my
proiect towards IulIilling the requirement oI my study. I would be obliged, iI you
could provide me some oI your valuable time to answer the Iollowing question.



· Name:

· Address:

· Occupation

· Do you know about mahindra tractors?
Yes
No



5. Do you have any tractor?
Yes
No

6. Which tractor you have?
Tractor Name:

7. Purpose oI using tractor?


8. For how many years you are associated with mahindra tractors?
0 6 months
6 12 month
1 2 years
Above 2 years

9. Which brand oI tractor you preIer
Mahindra
Eicher
HMT
Sonalika
Others


10. Do you know the competitive brand oI mahindra tractor?
Yes
No

11. Are you happy with the service oI mahindra tractors?
Yes
No

12. II not, then what are the Iactors you are not happy?


13. What are your suggestions Ior mahindra tractors to improve the services?


14. Are you planning to buy any new tractor?
Yes
No

15. Which model oI tractor you like most?




16. How would you rate the mahindra tractor to its customers?
Good
Nice
Very good
Excellent

17. What are you`re over all opinion about mahindra tractors?





Thank you,

Signature







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