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Mahindra Samriddhi-Achieving Growth through Rural Prosperity

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 MKTG-1-0041 | June 10th 2015

Global Summit on GSMC 2014, IIM Raipur

Management Cases
GSMC 2014

Mahindra Samriddhi: Achieving Growth through

Rural Prosperity

RURAL MARKETS: THE NEW MARKET REALITY

R
ural markets in India have been recognized as growth opportunities for most businesses. The Tata
Strategic Management Group team reported that with 69% of Indian population living in rural
areas, rural markets represent a market opportunity that organisations cannot afford to overlook,
especially considering that the rural consumption in value terms has grown at 17.2 % p.a. between 2008
and 2010 and that close to one third of FMCG and consumer durable sales come from rural markets [1]
Further, between the years, 2009 and 2012, rural India spending reached $69 billion, compared to $55
billion urban market spending [2]. The Accenture (2013) report states that rural growth has exceeded
company expectations, and if companies wish to succeed in this growth area, they need to establish
effective sales and distribution in rural areas and with intensification of competition, companies would
need to devise innovative strategies that shall not only fulfill the needs of the rural customers, but also
build scale through mutually beneficial relationships with rural communities with collaboration being
recognized as the key driver for growth in rural markets [3].
The Mahindra Group, a major Indian conglomerate, has been an integral part of the rural market space
through its flagship company-Mahindra& Mahindra, manufacturing and supplying Mahindra tractors, since
the early 1960s. In recent years, Mahindra & Mahindra has been intensifying its agribusiness in rural markets,
by enhancing farm productivity and revenues of farmers.

ABOUT MAHINDRA
A $16.5 billion group, the Mahindra Group is a diversified business group in India with businesses in
industries spanning automobiles, aerospace, aftermarket, components, consulting services, defense, energy,
financial services, logistics, real estate, retail, and two wheelers. [4]

This Case Study was written by Aditi Naidu. It is intended to be used as the basis for classroom discussion rather than to illustrate either effective or
ineffective handling of a management situation. The case study was compiled from published sources.
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HISTORY
The Mahindra group was founded in 1945 by two brothers, JC Mahindra and KC Mahindra and began as
a steel trading company in Mumbai [5,6,8]. Partnering with Ghulam Mohammed, the company, Mahindra
& Mohammed [7], began assembling jeeps under license from Willys, USA [7]. Along with the manufacture
of the Jeep, under a license and an agreement with Willys Motors Inc., Toledo, Ohio, U.S.A., the Company
also acted as exclusive distributors for the whole of India for their entire range of vehicles including utility
vans, cargo/personnel carriers and pick-up trucks [6]. A major philosophy guiding the business from its early
days seems linked with addressing the issue of national prosperity, with the need for rugged and simple
vehicles for the Indian terrain being recognized [5] and which, in fact, was one of the major inspiration
behind the agreement with Willy’s jeeps, USA [7]. With Mohammed leaving, post-independence for Pakistan,
the group, Mahindra & Mohammed was rechristened as Mahindra & Mahindra [5, 7].
From then onwards, the company grew in size through various restructuring and entry into various businesses,
such as in 1958, it entered into an agreement with Birfield Ltd., to form Mahindra Sintered Products
Private Limited for the manufacture of a wide range of self-lubricating bearings; 1968 saw the merger of the
wholly-owned subsidiary of Mahindra Engineering Co. Ltd., with the Company, which led to the creation
of The Instrumentation & Electronics Division; acquisition of the whole paid-up capital of Mahindra
Electro-Chemicals Products Ltd. Company and the merger of wholly owned subsidiary Mahindra Engineering
Co. Ltd. with the Company. The 1980s saw the company move forward through foreign collaboration
such as with OKL Electric Co. of Japan for the manufacture of EPABX/PAX lines; the signing of an MOU
with the British Telecom plc. of London under which the two companies were to jointly explore and
develop opportunities in telecommunication and technical fields in India (1985) and another collaboration
with Automobiles Peugeot of France for the manufacture of Peugeot 504 pick-up vehicles (1987).
Mahindra & Mahindra has a major presence in the automobile business. The company’s foray into automobiles
strengthened when, in 1988, the company introduced improved versions of CJ 500 range of jeeps, FJ range
of LCVs and a sporty model of jeep. The adverse market conditions in 1990 made the company focus on
building high efficiency vehicles from the early 1990s onwards, as with the introduction of a direct injection
diesel engine, the MDI 2500 A engine on the CJ 500 vehicles, introduction of a new fuel efficient 10-seater
vehicle having a direct injection diesel engine and the launching of New replacement kits for the series of
diesel engines, the XDP 4.90 launched in order to replace petrol engines in passenger cars and create new
demands for the series of diesel engines manufactured by the Company.
Mahindra’s position in automobiles strengthened further when in 1991 the Company introduced the new
range of ‘Commander’ vehicles which was well received in the market. A new model on the anvil was a five
door ten seater vehicle “Armada” with a factory built body for which dies were imported from Japan.
Mahindra continues to be a front runner in the automobile sector with a number of auto brand introduced
in recent years such as Scorpio, Bolero, Mahindra XUV 500, amongst others.
However, despite its presence in products such as high end passenger vehicles, Mahindra & Mahindra has
traditionally been a rural focused company and a large part of the company’s sales comes from rural markets.
With rural markets growth potential becoming definite, Mahindra has decided to leverage its age old presence
in rural markets to the maximum [9].

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AGRICULTURE IN INDIA
India is primarily an agrarian country with 60% of its population being dependent directly or indirectly on
agriculture [10]. A McKinsey Report (2013) has recognized the agriculture sector as one which has the
potential to help India emerge as a major global agriculture and food powerhouse - while India has emerged
as the third largest agriculture producer in the world, after USA and China even though, the sector has
earned only 50%-60% of its potential yield [12]. India is the world’s largest producer of pulses and second
largest producer of rice and wheat, the sector suffers low crop yields due to lack of information with farmers
and implementation of outdated farming practices, being major reasons [10,11]. That the Indian agriculture
has not realised its full potential, indicates room for further enhancement in value and growth. Due to its
significance in affecting a large rural population dependent on farming and allied industries, the government
of the country has focused on the agriculture sector with policies supporting good minimum support prices
and open market prices for several crops. Growth of the agriculture sector has a direct impact on the agri-
input industry, which includes companies dealing in seeds, soil nutrients, crop protection, tractors and
irrigation systems for the rural markets-for instance, favourable growth prospects in agriculture led to strong
performance for players in the agro-input industry catering to the rural markets in 2009 [13].

Mahindra’s Presence in Agriculture-Mahindra Agribusiness

Mahindra &Mahindra has had a presence in the agriculture sector for a long time through its Mahindra
brand of tractors. Mahindra and Mahindra’s Farm Equipment Division, within the Mahindra and Mahindra
Ltd., - the flagship company of the Mahindra Group, began manufacturing tractors in the early 1960s for
the Indian market and grew in the following fifty years to become the world’s largest seller of tractors by
volume across forty countries, with annual sales of over 200,000 and 2.1 billion tractors sold till date [14].
With a market share of 41%, according to a Nielsen (2008) study, Mahindra tractor brand earned a brand
equity score of 5.3, while its Customer Satisfaction Index was the highest in the industry at 88% [15].
From 15 hp to larger, 85 hp tractors, Mahindra tractor brands are available at price points low enough for
marginal farmers to higher price points for fulfilling higher performance needs with superior features. The
Mahindra tractor is known as an efficient, trustworthy and value for money tractor brand that enjoys an
association with 22 lakh farmers forged through the ownership of a Mahindra tractor carried over generations
[16]. Also part of the Farm Equipment Division, is Mahindra AppliTrac, under which the company offers
a range of farm mechanisation products which includes an exhaustive range of farm mechanization solutions
from land preparation to post harvest solutions: the farm mechanisation products range from basic to
advanced implementation such as laser leveller, seed-cum-fertiliser drill, multi-crop harvester and crop
management equipment such as rice transplanters [17]. With a low rate of mechanisation in farming in
India, there is a large potential for growth in farm mechanisation which has prompted Mahindra Applitrac
to launch more products [17].
In India, tractor sales are discretionary spending for farmers, dependant on farm income. Purchase of 80%
of tractors is financed [18]. Tractor sales are also dependent on monsoons, access to credit and diesel prices,
etc. Lower farm incomes due to increased costs , especially in the form of increased agricultural labour costs
and higher interest rates, led to lower industry wide tractor sales in 2012 - specific to Mahindra and Mahindra,
the company witnessed a sales decline of 21%, which led to the company to reduce production at its plants
at Rudrapur, Nagpur and Jaipur [18]. However, tractor sales at Mahindra grew by 6% at a time when
industry tractor sales fell in 2014 to a level lower than at same time in 2012: what allowed Mahindra to

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reverse the industry trend at the time were its exports. In 2014-15 too, adverse rain conditions upset farm
productivity and led to reduced tractor sales in the major states of Madhya Pradesh, Maharashtra and Rajasthan.
Farming in India is still dependent on monsoons due to lower levels of mechanized farming methods and
the progress of the monsoon has a direct impact in many states in India, on crop production and, consequently,
tractor sales [19]. The Farm Equipment Division additionally found that tractor sales were approaching
saturation, while Indian agriculture sector presented other opportunities as well as the challenge to feed a
growing population, possible through increased farm productivity, given the limited arable land available in
the country [20].
In recent years, Mahindra has recognized agribusiness as a large opportunity in India and Mahindra has been
expanding beyond tractors, focusing on agribusiness [21].While in 2013, sales of tractors comprised of 97%
of the Farm Equipment division’s total revenues; by 2016 , tractors and agribusiness are expected to contribute
92% and 5% , respectively in the Farm Equipment division. Mahindra expects growth in agribusiness
though, at a gradual pace: its agribusiness had revenue of INR325 crore in 2013, and is expected to reach
INR1000 crore in 2016. Additionally, Mahindra has recognized that major growth cannot be expected
from the tractor business in India with the market having saturated. However, tractors provide the company,
access to the huge rural market, with its connection with 25 lakh farmers [21].
Mahindra & Mahindra also identified the trend of diminishing contribution of agriculture to India’s GDP,
which fell from 50% in 1947 to less than 15% in 2011-12, which it attributed to non-availability of quality
agri-inputs as well as poor farming practices [22]. Mahindra began building its presence across the agro-value
chain with Mahindra’s agribusiness including a portfolio of agri-inputs such as seeds, crop care solutions,
micro-irrigation solutions as well as sourcing and distribution of fresh farm produce, especially fruits, procured
directly from farmers through contract farming, which is then supplied to the Indian market as well as
exported to a number of countries. In agribusiness, the organization operates two companies: EPC Industries
Ltd .,and Mahindra ShubhLabh Services Ltd.[23].

Mahindra Shubh Labh Services Ltd.

Mahindra’s focus on the agribusiness began with the establishment of a subsidiary, Mahindra Shubh Labh
Ltd. (MSSL), in 2000. Operating under Mahindra Agribusiness, MSSL, was established as a single point
source of access to farmers for raising farm productivity through products and services including high quality
seeds, crop protection solutions and later, the business of MSSL extended to the procurement of fresh farm
products, primarily fruits for the domestic market as well as for export [24]. Mahindra Krishi Vihars were set
up as one stop centres for agri inputs and services for farmers on a hub and spoke model, for the sale of
inputs such as seeds, fertilizers, pesticides along with offering services such as farm advisory, renting out of
farm equipment and implements such as harvesters as well as services such as drying, grading and bagging of
crop to reduce losses for farmers. While Mahindra Krishi Vihars were started on a hub and spoke model
with a 74:26 joint venture with local tractor dealers, the company decided to scale up the model through
franchising [25]. The retailing of agro-inputs and agriculture extension services was then enhanced via the
franchising route through one stop agri- centers under the Mahindra Krishi Vihar franchisee model established
by MSSL or directly by Mahindra Agriculture [34]. However, problems with the Mahindra Krishi Vihar
franchising business model included a large non-refundable sign-up fee for the franchisee; Mahindra, at the
time, not having a presence in the fast moving agro-inputs business such as seeds, fertilizers, pesticides, nor

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adequate marketing and processing capabilities in the output market for the franchisees to gain volumes and
cases of channel conflict, which led to the franchising model not performing up to expectations [26, 51].
To strengthen its presence in agribusiness, Mahindra increased its product portfolio by launching crop care
solutions in 2005, including a range of pesticides, insecticides, fungicides, herbicides, nutrients, biological,
and plant growth promoters , made available through a large number of dealerships across India along with
field sales representatives to provide guidance and support to farmers and the launching of distribution of
high quality seeds in 2006, branded as Mahindra Seeds for variety of crops and vegetables, through a two tier
distribution system which involved supplying the seeds to more than 250 distributors, each of which supplied
to 20-50 retailers , which in return made seeds available to the farmers [27].
In 2005, Mahindra Shubh Labh Services Ltd., entered into fresh produce business, especially fruits, which
the company procured directly from farmers through a system of contract farming involving 600 grape
farmers, 75 apple farmers, and 70 pomegranate farmers. By forming long term close relationships with
farmers, the network of farmers providing fresh produce began growing through word of mouth with
farmers recommending the company to other farmers [27]. Mahindra under MSSL, thus began the
distribution of fresh produce to a number of large domestic retailers as well as exported to a number of
countries. Mahindra has leveraged its relationship with the farming communities by setting up a strong
chain of supply of a number of fruits including pomegranates, mangoes and apples and has become India’s
largest exporter of grapes to countries including UK, Saudi Arabia, Malaysia and Singapore as well as enabling
Mahindra to build a presence in the INR2 lakh crore fruit market of India [22, 24]
By 2013, Mahindra was working with 600 grape farmers, providing interventions to improve their
productivity and later, in the same year, along with becoming a top exporter of quality grapes to Europe,
MSSL launched a range of fruits branded as ‘Saboro’, positioned as high quality, premium fruit for the
health conscious made available to select organized retail outlets as well as through general trade in key cities
in the country [28]. MSSL, the agribusiness subsidiary of Mahindra &Mahindra has a target of increasing
the reach of its brand of fruits across 200 centres across India and earn a revenue of INR300 crore by 2016
[29].

Mahindra EPC
To complete being part of the agro-value chain, Mahindra entered the micro-irrigation business through the
acquisition of EPC Industries in 2011. The demand for Micro irrigation solutions has increased due to
water scarcity, shortage of labour and requirement of high yields. The micro irrigation industry stood at a
size of INR3000 crore in 2013 and is growing at 25% p.a [30]. Through Mahindra EPC, the company
provides solutions in the area of micro irrigation in India, pumps and pipes [8]. While Jain irrigation is the
market leader in this industry, Mahindra has plans to become among the top 3 micro irrigation companies
in the country in the next 2-3 years [30].

Mahindra Samriddhi
Being a rural focused company and having identified that low farm productivity led to lower farm revenues,
Mahindra & Mahindra decided to focus on improving farm productivity, allowing the farmer to improve
his earnings, which would allow the company’s growth as well.

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The Mahindra Samriddhi initiative is a part of the Mahindra Farm Equipment Division. Aimed at enhancing
agricultural productivity through creative farming technologies, thereby leading to an increase in rural
prosperity, under this concept, several Mahindra tractor dealerships were transformed into Samriddhi Centres
[31]. Thus, the brand ‘Mahindra Tractors’ was transformed from a major, trustworthy, value for money,
heritage ‘Tractor’ brand into an end to end ‘Agri Products & Solutions’ brand focused on delivering ‘Farm
Tech Prosperity’ [32, 33].
At a Samriddhi centre, farmers are provided with farming solutions including soil and irrigation water
testing facilities, technology interface through the internet, productivity demo farms, agri counselling facilities,
finance & insurance products, sale of second hand tractors, micro-irrigation products, seeds & crop care
products [34].
Specifically, the components of the Samriddhi Initiative include preliminary services such as soil and
water testing and recommendation of crop care on the basis offered to the farmer at a nominal fee. The
other components of the Samriddhi initiative include, productivity demonstration farms attached with
each Samriddhi centre in which suitable technologies for various stages of the farming-from land preparation
to harvesting are demonstrated; an IT interface which includes a website - Mahindra Kisan Mitra (MKM),
through which information related to weather, technologies, success stories, prices, demand, government
policies, warehousing, transportation, etc., is made available to the farmers; mechanisation solutions for
hire, specifically for small and marginal farmers; availability of loans through Mahindra Rural Finance
schemes for the purchase of two wheelers, utility vehicles and tractors and various insurance schemes for
farmers [35,36]. Further, the Samriddhi initiative launched the Mahindra Samriddhi India Agri Awards,
which recognize contributions of individuals and organizations in the raising rural prosperity through
development of the country’s agriculture, which recognize contributions in seven categories at national
and regional levels [34].
The Samriddhi initiative was started in 2008 when Mahindra began transforming its tractor dealers to
Samriddhi centres, thus, widening the dealers’ offering from tractors to complete farming solutions. The
transformation of tractor dealers into Samriddhi centers began in the most successful and progressive locations.
The first Samriddhi centre was inaugurated at Jamnagar, Gujarat, in 2008, when the dealer, Mahindra’s top
sales performer in India, invested in the Samriddhi project: while initially, Mahindra tractor dealers were
skeptical about the additional business, the first dealer to convert his dealership into a Samriddhi centre,
found an increase in his leads thereby bringing in increased business potential [31,38].
With an initial investment of $7,500 from dealers, Mahindra upgraded the dealerships’ infrastructure so
they could provide farmers with information on weather, crops, pests, agricultural market locations, and
prices; offer soil- and water-testing facilities; and run farm-productivity demonstrations. These offerings
helped attract farmers to the dealerships and created opportunities for dealers to convert them to loyal
Mahindra customers. With Mahindra’s dealership being converted into farm advice centres under the
Samriddhi initiative, Mahindra made it clear that the dealership role had been extended beyond the sale and
servicing of Mahindra tractors, to also encompass the provision of a range of agri-solutions offerings of the
company. Knowledge of crop care which could be offered as recommendations to the farmer helps tractor
dealers to develop long term relationship with farmers in the dealer’s area. The Samriddhi centres, thus, apart
from helping to boost the company’s tractor and agribusiness , emerged as a platform to further the company’s

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relationships with the farming community, thereby becoming a part of Mahindra intensifying its rural
brand building initiative [39].
This is not the first time that Mahindra has integrated its current dealer network to sell multiple products,
targeted to diverse segments in the third quarter of 2014, Mahindra made plans to sell its two wheelers-a line
of Mahindra products, not performing well, through its existing dealers of passenger vehicles as well as
tractor dealers [40]. Selling of its motorcycles through its tractor dealers also enabled Mahindra to target its
motorcycles to the rural markets with the management at Mahindra’s belief that the real value of rural
distribution comes from the relationship dealers have built with customers [41].
Mahindra tractor distribution network consists of 2,500 sales and service points in India, which includes the
1000 dealerships added through Mahindra’s acquisition of Punjab Tractors: the tractor dealer network is
Mahindra & Mahindra’s major access points to rural markets, for instance, a Mahindra dealer in Nagpur,
covers 800 villages with a staff of 60: these dealers are also a source of finance for farmers provided by
Mahindra Finance for tractor purchases [41].
The term, ‘Samriddhi’ means prosperity in Hindi and the products and services provided at the Mahindra
tractor dealerships converted into Samriddhi Centres are designed to thus, deliver Samriddhi or prosperity
[15]. The company has claimed that the Samriddhi services have helped farmers increase their yield after one
year by an average of 15%-20% , besides, having helped Mahindra dealers deepen their bonds with farmers,
earn additional income through the sale of seeds and other crop care materials as well as connect with non-
Mahindra farmers and convert them to Mahindra tractor customers [42].
The number of Samriddhi centres grew steadily to 75 across India by July, 2010, further to 96 in the same
year, serving 70,000 farmers, onto 155 centres by 2013, serving more than 150,000 farmers [43] and the
company aims to deliver farm tech prosperity to 10 million farmers by 2020 through the Samriddhi initiative
by driving up the number of Samriddhi centres to 600 [44,45].

Reaching Rural Customers in India

High cost to serve rural markets has been identified as the biggest challenge in marketing to the rural customers,
while an efficient sales and distribution model is what has emerged as most critical for companies to successfully
expand their businesses in rural markets in India, with inadequate distribution networks being one of the
biggest obstacles in reaching the rural customer which includes partners with limited capabilities, long payment
cycles and weak marketing channels [3]. High costs of serving the rural customers include logistics costs and
the costs in recruiting and selecting channel partners. Additionally, channel partners in rural markets, often
have been found to lack in skills as well as loyalty [46]. Companies have used a number of distribution
models to reach the rural markets including the hub and spoke model, the entrepreneurial model, hybrid
models, extending urban channels, e-commerce [47]. Specifically, to successfully reach rural markets, successful
rural marketers have formed sustainable channel partner relationships by upgrading channel partner skills
and motivating them ; for acquiring rural customers, creation of symbiotic relationships based on trust has
been effective while for retaining rural customers, success has been achieved through creation of mutually
beneficial symbiotic relationships with stakeholders and successful companies have created long term
relationships with customers through development of local communities, winning customer trust and loyalty.
In marketing of agriculture and related products and services, creating sustainable business models has been
the key [3].

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Specific to the purchase of agri-inputs, price and quality are purchase determinants more important than
product packaging, variety and credit availability [48]. With various organizations, such as Godrej Aadhar,
ITC, DCM Sriram purchasing farm produce directly from farmers, farmers are concerned about their output
quality. Further, with ‘one stop shops’ opened by these organizations, farmers perceive these organized retail
outlets offering higher on quality and value for money than the unorganized retail counterparts. Trustworthiness
is another factor has attracted farmers to these organized rural retail outlets [43]. Most of these organized
rural outlets offer a mix of consumer and agriculture products, work together with farmers to enhance their
productivity, enabling farmers to earn a better livelihood, which are then expected to be spent on products
carried in the retail outlets of these companies [49].
For instance, DCM Sriram Consolidated Ltd., (DSCL) has leveraged its years of experience in the
agribusiness segment and knowledge of Indian farmers when it set up Haryali Kisaan Bazaar (HKB) in
2002 [47, 49]. The initiative is aimed at creating long term relationship with farmers through ‘all under
one roof’ retailing as well as sourcing of fresh quality produce and creating increased rural income through
improved farming practices. HKB is the country’s largest rural retail chain in terms of product range
carried, sales and number of farmers catered to. The initiative operates on a hub and spoke system with
hubs located at large rural conglomerating and highways while the spokes are the Hariyali stores, located
in small towns, numbering 230, spread across eight states, with offerings that include consumer products,
agri-inputs (seeds, fertilizers, pesticides, farm implements, irrigation tools), fuel, financial services, agri-
advisory services as well as output linkages [47,49]. A typical Hariyali store connects and impacts the lives
of 15,000 farmers and their families [47].
Similarly, ITC has leveraged its E-Choupal initiative and created Choupal Sagars. ITC’s Choupal Sagar
initiative , begun in 2004, consists of large rural malls, located near stock points of ITC e-choupal, thus
creating an integrated model. The Choupal Sagars offer opportunities to farmers to sell their produce and
with the cash received, purchase from a large range of products and services which include consumer
goods, agricultural products and services such as fertilizers, pesticides, soil testing services, banking, fuel:
the proximity of these malls to the city outskirts and highways instead of villages, attracts semi-urban
customers resulting in higher sale of consumer products than agriculture products [47, 49]. The e-
choupal project, with which the Choupal Saagars are linked with, has already benefitted and thus connected
with over 3.5 million farmers [49].
Tata Kisan Sansar (TKS) is an initiative of Tata Chemicals is another one-stop agri-input shop which
leverages Tata Chemical’s long association with farmers through its supply of high quality agri-inputs.
Positioned as the ‘one stop farmer solution shop’, TKS aims at empowering farmers, through offering a
wide range of agri-products and services such as fertilizers, seeds, pesticides, cattle feed, farm implements,
soil testing and crop advisory services. The TKS initiative is the largest network providing agricultural
services to farmers [47].
Godrej Aadhar is the rural retail initiative of Godrej Agrovet, which was started in 2008, to become a
complete solution provider to Indian farmers, and offers consumer products, agri-inputs, farm advisory
solutions, financial services, soil and water testing services as well as the latest information on weather and
prices [47].

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Future
Mahindra & Mahindra is also considering expanding into organic farming, oilseeds and dairy; however, it
plans to keep away from fertilizers and agricultural pumps, since, the fertilizers segment has the presence of
large PSUs while the agricultural pumps market has a large number of small players competing on price
[21]. In the next five years, Mahindra plans to take its Samriddhi initiative beyond tractors by establishing
Samriddhi as a stand-alone business, offering seeds, crop care solutions, and other agri-consultancy [44].
MSSL, the agribusiness subsidiary of Mahindra &Mahindra has a target of increasing the reach of its brand
of fruits across 200 centres across India and earn a revenue of INR300 crore by 2016 [50]. Overall, Mahindra
& Mahindra is aiming at attaining a revenue of INR1000 crore from its agribusiness by 2016.

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