Indian Society for Training and Development

New Delhi

Analyzing and Identifying Needs for Training and Development

A PROJECT REPORT

Submitted by

ROSHAN MEHTA

in partial fulfillment for the award of the degree

of

Diploma in Training and Development

Project Guide:
K.Raghavi
 Indian Society for Training and Development
New Delhi
`

BONAFIDE CERTIFICATE

Certified that this project report “Analyzing and Identifying Needs for Training and

Development “is the bonafide work of “Roshan Mehta” who carried out the project

work under my supervision.

SIGNATURE
K RAGHAVI
 Acknowledgement

I take this opportunity to express my deep gratitude towards Indian Society for Training
and Development, New Delhi for providing me the opportunity to do my Internship
Project effectively.

I am sincerely thankful to my Project Guide Ms. Raghavi K for giving me this opportunity
to perform this internship under her guidance and a chance to acquire an experience of
my life time. Also, I would like to thank her for the knowledge from the repository of her
vast experience.

I would like to thank all the faculty members of Department for their continued help,
motivation and positive criticism that I have received during my interaction with them.

Last but not the least I also express my sincere gratitude to my Parents and God, family
members and my friends for providing their continued moral support during my project
internship.

Roshan Mehta
 Index

Chapter No Chapter Name Pg No

Bonafide Certificate i
About the Company iii
1 CHAPTER 1 1
1.1 Introduction 1
1.2 Process of Training Need Identification 2
1.3 Preparation Analysis of Organisational Training Need Chart 5
2 CHAPTER 2 7
2.1 Report of 1st Training Session 7
2.2 Report of 2nd Training Session 32
2.3 Report of 3rd Training Session 44
2.4 Report of 4th Training Session 56
2.5 Report of 5th Training Session 69
3 CHAPTER 3 77
3.1 One Evaluation Study of a Specific Training 77-94
Programme, conducted by self or any other person/agency
using appropriate methodology
4 CHAPTER 4 95
4.1 Case 1 Study of Consumer Behavior, Customer 95-98

Satisfaction & Competitive Strategy with Reference

to Mahindra & Mahindra
4.2 Case 2 Study about Mini Tractor Vanraj the 98-101
situational Analysis
5 Reference 102
 ABOUT THE COMPANY

Mahindra and Mahindra Limited (M&M) is an

Indian multinational automobile manufacturing corporation headquartered in Mumbai,
Maharashtra, India. It is one of the largest vehicle manufacturers by production
in India and the largest manufacturer of tractors in the world. It is a part of Mahindra
Group, an Indian conglomerate.

Analyzing and Identifying Needs for Training and Development is the choice for
completion for internship project because Option -I covers all the parts by bringing out
the training requirements of an organization, objectives of training, methodology
contents training aids and Reading Materials.

About Mahindra Technical Academy

Vision
Advance technical excellence through blended learning to create differentiated
customer-centric products and services.

Objectives

 Learn to Grow : Anywhere, Anytime, Any pace!

 Building Technical Competency at all levels
 Accelerated skill development for new recruits
 Chapter 1

Objective 1 One Study Report bringing out training requirement for the Department of
Farm Division.

1.1 Introduction:

Training is an instructor-lead content based intervention which is done to develop a

desired change in the behaviour of an individual, so that the trainee can perform same
task repeatedly, with more efficiency and accuracy.

Training is tool for improving any organisation’s efficiency. The need of the hour is that
in every organisation, because the changes which are taking place in internal and
external environment, every organisation is keen to update its human resource in a
manner so that it can appreciate with time with proper training interventions. Training is
also a tool to protect the skill obsolescence of the employees of any organisation; it is
also an effective change agent with which we can introduce a change in the organisation
without generating any dissatisfaction in the organisation among its employees.

Every organisation, while performing its task and duties, faces may problems a time
which cause a performance dip to it. This can be improved by a proper Analysis of
Organisational Training Need (AOTN). AOTN is the process of identifying all the
problematic areas of an organisation and prioritizing them according to their solutions
which training can offer to that. While performing AOTN, all the problems which are
resulting into organisational performance dip, are identified and a list is generated
stating that to which area training can be the best solution. The list so generated, is later
on converted into a priority list indicating the best training solution and giving the least
priority to the problem for which training can contribute minimum. On successful
generation of priority list, excluding the problems for which training is the best solution
rest of the problems communicated to the departments to which the problems are
associated. And for the problems to which training is the best solution are selected and
solved one by one.

For undertaking the task of bringing out training requirement of the Department of Farm
Division at Mahindra Research Valley, Chennai the researcher has followed the same
procedure for identifying the training need of the department. The steps for which are
explained below.
 1.2 Process of Training Need Identification:

The process of training need identification or analysis of organisational training need

starts with the process of appointment of a responsible person for undertaking the
AOTN activity.

Step 1: Appointment of a Responsible Person:

For conducting an effective AOTN, it is first and foremost required that the responsibility
of identifying the training need is to be assigned to an unbiased person who is the direct
or line manager of the potential trainees so that an appropriate training need can be
identified. Also, the person must have the legal/official ability to access the resources
which are required to conduct the training programme.
For identifying training need of Department, the responsibility of conducting AOTN is
assigned to the Head of Department (HOD), as he is the immediate superior or line
manager of all the Engineers who is working in the department. also, he is the one who
undertakes the process of feedback, regarding the performance of every faculty
member in the classroom and during other activities.

Step 2: Preparation of Training Need Identification and Competency Mapping Sheet :

Annexure 1.1

Name Of Competency: Concept Generation & Evaluation

Definition Demonstrates ability to gather information for defining and designing

concepts. Formulates and analyzes alternative design proposals to select the
most optimum concept as per the business requirement.
Why is this The generation of concepts that can achieve the functional requirements is a
competency Required key activity in tractor design. Failure to explore alternative proposals may
result in a non-optimal system. Systemic approach to explore alternative
proposals and refine the solution is a must to achieve an optimum design to
meet QCD targets.
Elements 1
Engineering Scope Basic knowledge of competition tractors / technology features available in
Definition similar industry that can be used for defining the concept.

Functional understanding of parts / assembly for concept generation.

Proposal Generation, Generates multiple concept proposals by considering design alternatives
evaluation and (substitute, combine, modify, eliminate, materials etc.) to meet specification
selection at Functional level.

Creates decision matrix using proposed / predefined parameters for

part/assembly.

Functional Knowledge Concepts:

Required a. Basic know how of tractor systems and their requirements [interface
clearances, performance targets, vehicular targets, DFM, DFA, DFS and
validation requirements etc.]
b. Basic know how of manufacturing processes
c. Basic know how of agricultural operations [Usage of implements, crop
cycles etc.]
d. Knowledge of existing technologies available
e. Knowledge of regulatory requirements
Tools and Techniques:
a. Tools/Techniques for Benchmarking [internal website]
b. Tools/Techniques for Decision making such as Pugh Selection Chart,
Decision Matrix etc.
c. Tools/Techniques for problem solving / innovation such as TRIZ, DOE etc.
 of all the faculty members and their required performance, an Analysis of Organisational
On successful measurement of the competency gap between the present performance
Engineering Scope Proposal Functional Knowledge Required
Employee
Competency Basic knowledge of
S.no Trainer Duration Token Generates multiple Manufacturing Agricultural
Level competition tractors / DFA, DFS Benchmarking

Step 3: Preparation Analysis of Organisational Training Need Chart:

Number concept proposals processes operations
technology features
1 Internal 1.5 1 23177763 P O P O O P
2 Internal 3 1 23177764 O P P P P O
3 Internal 2 1 23177765 P O P P O P
4 Internal 4 1 23177766 O P O P P O
5 Internal 1.5 1 23177767 P O P O O P
6 Internal 3 1 23177768 O P P P P O
7 Internal 4 1 23177769 P O P P O P
8 Internal 2 1 23177770 O P O P P O
9 Internal 1.5 1 23177771 P O P O O P
10 Internal 3 1 23177772 O P P P P O
Training Need (AOTN) is performed based on Annexure 1.2. The Analysis of
Organisational Training Need depict us all the areas where training can be the best
solution and what is the exact number of trainees who are identified for a particular
training need.

An AOTN done in proper manner helps us in different manner such as it tell us,
depending upon the number of trainees identified on a particular topic, when can we
schedule the training programme, what type of training programme will be appropriate
and how much time it must be repeated for making an effective learning.

This chart is prepared by using the information obtained while training need
identification and competency mapping process.
Annexure: 1.2

Analysis of Organisational Training Need Chart

S.No. Training Need Identified (Topic) Number of Trainees Identified

1 Engineering Scope 08

2 Concept Scope 09

3 Functional Knowledge 10

4 Project Management 10

Step 4: Annual Calendar Preparation:

This is the Final and last phase of training need identification process in which the
information compiled in AOTN sheet is analyzed by the HOD with the other senior
Members from our Department and compiled in the form of annual calendar (Annexure
1.3) depicting the details of the schedule for conducting the training programme. The
annual calendar contains information about the topic identified, number of trainees,
duration of the training programme (on annual basis) type of trainer (Internal or
external) and the type of training required on the completion of annual calendar we
have detailed information about the training needs identified for the Engineers of Farm
Division Department
ge
 Number of Type of
s.no Topics Identified Duration Repeation of Program Type of Trainer
Participants Training
Functional
Internal
1 Knowledge Required 10 2 Quaterly Case Study

Chapter 2
Annexure 1.3

2 Concet Scope 9 4 Halfyearly Internal Role Play

3 Engineering Scope 8 2 Quaterly Internal Case Study
4 Project Management 10 1.5 Halfyearly Internal MentorShip
Objective 2: Report of Five Training Sessions, Condu cted by the candidate (or any
other person). The report should include session objective(s), methodology, content,
training aids/ reading material.

2.1 Report of 1st Training Session

Session Objective: Tractor and Machines

Upon completion, the participant will be able to identify the safety precautions needed
when working with tractors and machinery.
Methodology: Off-the-Job Training Methods using seminar, classroom teaching,
mentoring.
Content: Detailed study and practical application of Tractor and the machinery.
Content of the training programme are:
a. Tractor Safety
b. Tractor Related Injuries
c. Roll over Protection
d. Power Take OFF
e. Methods of Guarding
f. Machine Guarding
g. Farm Field Equipment
h. Review
Training Aids/ Reading Material: PPT
2.2 Report of 2nd Training Session

Session Objective: Injury Trends

Upon completion of this unit you will be able to identify injury trends in the dairy
industry and apply that knowledge to assessing hazards and making safety
improvements on your dairy operation.
Methodology: Off-the-Job Training Methods using seminar, classroom teaching,
mentoring.
Content: Detailed study and practical application of Injury Trends in dairy Industry.
Content of the training programme are:
a. Injury Trends
b. Assessing the Risk
c. National Agricultural Injury Trends
d. Causes of Injuries
e. Impact on Profitability
f. Review
Training Aids/ Reading Material: PPT
2.3 Report of 3rd Training Session

Session Objective: Animal Handling

Upon completion of this unit you will be able to identify the hazards related to animal
handling.
Methodology: Off-the-Job Training Methods using seminar, classroom teaching,
mentoring.
Content: Detailed study and practical application of Animal Handling.
Content of the training programme are:
a. General Animal Handling
b. Focus Areas
c. Flight Patterns
d. Restraints
e. Identifying Aggression
f. General Safety
g. Routes of Infection
h. Review
Training Aids/ Reading Material: PPT
2.4 Report of 4th Training Session

Session Objective: Farm Structures

Upon completion of this unit you will be able to identify the hazards related to farm
structures on your operation and implement safety protocols to address these hazards
Methodology: Off-the-Job Training Methods using seminar, classroom teaching,
mentoring.
Content: Detailed study and practical application of Farm Structures
Content of the training programme are:
a. Farm Structure
b. Organization and House Keeping
c. Agricultural Structures
d. Common Elements of farm Structures
e. Lock out/Tag Out
f. Manure Storage and Handling
g. Review
Training Aids/ Reading Material: PPT
2.5 Report of 5th Training Session

Session Objective: Organic Agriculture, Climate change and Environment

Upon completion of this unit you will be able to identify the challenges for sustainable
agricultural production and Farming Systems
Methodology: Off-the-Job Training Methods using seminar, classroom teaching,
mentoring.
Content: Detailed study and practical application of Organic Agriculture
Content of the training programme are:
a. Definition of Organic Agriculture
b. Basic Principles
c. Approach
d. Value Chains
e. Organic Agriculture and Farm Economy
f. Soil Degradation and Food Security
g. R&D In Organic Agriculture
Training Aids/ Reading Material: PPT
Chapter 3
Objective 3: One Evaluation Study of a Specific Training Programme, conducted by self

or any other person/agency, using appropriate methodology.

 Training Program was conducted related to specific competency to bridge the gap to existing
level and to leverage the technical competency for building Individual Goals

 Step 1: Employee Attends the Training for his /her competency Level.

 Step 2: Employee Fills the Training Effectiveness Survey form.

 Step 3: Employee Attends the Written Test for the competency level.

 Step 4: Based on the Written Test Employee gets the Score as 3 categories Engineering
Excellence, System Essentials and Project Excellence.

 Step 5 Employee Receive the Functional Competency Report.

Competency (please
Competency
Definition click on link to view
Type
each Competency)
Concept Generation & Each
Evaluation
Competencies that measure Process Excellence. Detailed Design
Engineering These Competencies play an important role in Design Optimisation
Excellence determining the Quality of the Deliverables of the
Design Validation
Function
CAD modeling
Stack-up and Tolerance
Clutch System Design

Competencies that measure System Knowledge Synchroniser Design

and Skill. These competencies are essential Skills/ Hydraulics System Design
System Activities/ Processes that ensure the proper
Brakes System Design
Essentials Functioning of the Function. These are mostly
Competencies that are unique to the Function and Gear Train Design
are supporting or enabling in nature Housing Design
Shift System Design
Competencies that measure the Project Project Management
management ability of the Function. These
Project Supplier Management
competencies play an important role in Project
Excellence Interface Management
Management of all the Deliverables of the
Function and are Techno-Managerial in nature Knowledge Management
competency has been detailed out in a manner that it speaks about the
‘why’, ‘what’ and ‘how’ for it…
 Training Effectiveness Survey
Name - ______________________________________________________________________________

Employee Number - ____________________________________________________________________

Rating scheme

5– Strongly agree, 4 – Agree, 3 – Neutral, 2 – Disagree, 1 – Strongly Disagree

1 2 3 4 5
1 Training Effectivenes
1.1 Quantity - The number of training sessions and the overall
duration of training adequately met my need
1.2 Quality – The design and content quality of the training
sessions is good
1.3 Relevance – The spectrum of topics for the training sessions
are comprehensive enough
 2 Trainer Effectiveness
2.1 Knowledge - Trainers are very knowledgeable in the topics
that they taught
2.2 Communication - Trainers have effective communication skills
to share their knowledge
2.3 Coaching – Project mentors are very effective Coaches and
could impart practical project management skills
3 MTA Effectiveness
3.1 Design - MTA team designed and organized the training
sessions well
3.2 Labs - MTA lab sessions and lab improvement projects are well
designed
3.3 Environment - MTA provided the right environment for
learning
4 Overall Effectiveness

4.1 The training prepared me effectively to start my technical role

Signature

AFS O to M Band
Functional Competency Assessment Report

Employee Name:
 Employee Token Number:
Department:

Report prepared by:

Contents
__________________________________________________

About the Report

1

1.1 Functional Competencies

1.2 CoE Specific Functional Competencies

2 Summary of the Assessment

2.1 (a) Highlights of your Performance in Written Test

2.1 (b) Highlights of your Performance in Interview

2.2 Development Guide

2.3 Recommended Learning Resources

2.4 Next Steps

Appendix – 1: Recommended Books for Engineering Excellence

Appendix – 2: Recommended Books for System Essentials

Appendix – 3: Recommended Books for Project Excellence

Appendix – 4: MOOC & other External Resources

1 About the Report

Mahindra and Mahindra Ltd. has always been known for bringing breakthrough products into the
market for the customers in the automotive and farm sector. To continue the legacy and stay
ahead of growing competition we need to strengthen our Functional Competency
The functional competency assessment test, that you recently underwent at MTA, is designed to
assess the functional competencies that you are required to possess to perform your role. The
feedback and the recommendations provided in this report is based on the score obtained in the
Functional competency assessment test and the technical interview. This report will help you to
understand your current proficiency level and identify the areas of improvement to match the
expectation. We have provided learning and training recommendations to bridge the identified
gap.

1.1 Functional Competencies

The framework of the test is based on your role specific required functional competencies that
can be categorized into Engineering Excellence, System Essentials and Project Excellence

Figure 1: Functional Competencies

Engineering Excellence

This consists of competencies which would be the ‘engineering’ aspect of the CoE’s (Centre of
Excellence) work. The engineering competencies will assist in solving system specific problems
in an optimal way. These are applicable to most or all CoEs.
 System Essentials

This set consists of competencies which are core to the CoE functioning. Enhancing the
proficiency level in system essentials will help in achieving the role specific goals.

Project Excellence

This set consists of competencies which would be core to the ‘project’ aspect of the CoE’s work.
While working on a project involving multiple stakeholders, often other than the CoE members,
these competencies ensure smooth execution. These are applicable to all CoEs.

1.2 CoE Specific Functional Competencies

2 Summary of the assessment

The summary section is divided into three parts:
- First, we highlighted your performance under the various functional competencies based
on the scores obtained in the written test and Interview.
- Next, we described the areas of improvement and learning development needs.
 - Finally, we provided the recommended learning resources.

2.1 (a) Highlights of your performance in Written Test

The assessment written test had two sections namely Section A and Section B. There were 30
questions in Section A each carrying 1 mark. The questions in Section A had a mix of
Engineering Excellence(E), System Essentials(S) and Project Excellence(P) competencies.
Section B had 10 questions each carrying 2 marks and were based on System Essential
competencies. The graph in Figure 2 shows the percentage of marks that you have obtained
correctly in each of the three categories.

Figure 2: Percentage of marks obtained

The above Graph represents your performance in the technical assessment test you undertook. The X-
axis represents the three competencies viz, , Engineering Excellence, System Essentials and Project
Excellence. The Y-axis represents the percentage of marks obtained by you.
The percentage marks obtained by you in Engineering Excellence 58, System Essentials is 65 and in
Project Excellence is 25.

2.1 (b) Technical Interview

Technical Interview was conducted by the CoE Head / Panel based on the following role specific
competencies
The results and the feedback of the interview is attached at the end of the report - Appendix 5

2.2 Development Guide

In order to bridge the gap in all the three functional competency areas, namely, Engineering Excellence,
System Essentials and Project Excellence, We have put together a comprehensive portfolio of learning
resources offered by MTA, KM and KRC at MRV. We have also included access to external data bases
(Machine Design Online (MDO), online trainings and specialized class room trainings). We would
encourage you to make the best use of these resources to build your technical capability in your chosen
domain. The relevant resources are shown in Section 2.3. Additionally, you should also go through the
relevant “Lessons Learnt” that were uploaded in the Team Center. Please find the below link for
accessing the “lessons learnt” user manual:
http://tcchnfmscoe:8008/User_Manual/TCUA/TC10/User_Manual/TCUA/TCUA%20User%20Manual/FD
%20TCUA%20User%20Manual/LLR_Manual-005.pdf

Engineering Excellence System Essentials Project Excellence

1. Geometric 1. Fundamentals of 1. Mega Trends in
Dimensioning and Modern Vehicle Automotive and Farms
Tolerancing Transmissions e- Technology - Part 1
2. Catia AB3 Module SOP Seminar(SAE) 2. MPDS Mahindra
– Body Systems COE 2. Gear Geometry Basics Product Development
3. Design Failure Mode 3. Basics of NVH System
and Effects 4. Manual Transmission 3. Patent Information
E– Analysis(DFMEA) Design Part-I Search
Modules@ 4. Design of Experiments 5. Finite Element 4. Patentability Analysis
MTA for Engineers (SAE) Analysis(FEA) for 5. Trade Secrets
Design Engineers 6. Advanced Product
webinar(SAE) Quality Planning(APQP)
7. Technical Paper
Publication
8. Pugh matrix
9. Mahindra Technical
Publication Process
Class 1. Advanced CATIA 1. Operation, machinery 1. Project Management
Room 2. Lab test and Vehicle and management of 2. Risk Management
Training level validation – the agriculture
Modules@ Reliability Engineering machinery,
MTA 2. Gearbox General
3. Gear Design
 4. Transmission NVH

Books and
Reference Appendix - 1 Appendix - 2 Appendix - 3
s
@MRV
Library
Guru Speak Sessions:
http://mnmrvmta:82/Pages/ProductDetails.aspx?LabId=gOkhyU1AGysdinv6NtHgKKrsxE1UWNFT
Other
Resources
MDO Online:
https://www.machinedesignonline.com/login.aspx/
External
Resources Appendix - 4
2.3 Recommended Learning Resources

2.4 Next Steps

After reading this report, please carry out the following steps:
Step 1: Consolidate key areas of development needs received from various sources (such as your
manager, appraisal feedback and the feedback obtained from this report) and identify a maximum of
three most critical areas of development. Get formal agreement on these with your supervisor, HR and
MTA.
Step 2: Using this Development Guide, identify the ‘Experience, Exposure & Education’ related actions
that can be undertaken to address the areas of development in the next 6 to 12 months.
Step 3: Document the action items, get the approval of your HOD, and share it with MTA by no later
than October 30, 2017.
Appendix – 1: Recommended Books for Engineering Excellence

Engineering Competencies Books and References

B10443 - Geometric dimensioning and tolerancing: Based on
the ASME Y14.5M – 1994
B9695 - Dimensioning and tolerancing: engineering drawing
and related documentation practices : ASME Y 14.5-2009 :
Revision of ASME Y14.5M 1994 (R2004) *

B9044 - Geometric dimensioning and tolerancing: a

companion to the ASME Y14.5M-1994 dimensioning and
tolerancing standard: The ultimate pocket guide-6 ed *

B9042 - Study guide for certification of geometric

dimensioning and tolerancing professionals (GDTP): in
accordance with the ASME Y14.5.2-2000 standards
B8101 - Geometric Dimensioning & Tolerance with Tolerance
Stack up analysis phase 2
GD & T B7810 - Geometric dimensioning and tolerancing
B7719 - Geometric Dimensioning & Tolerance with Tolerance
Stack -Up For Chassis COE, LTV MPV BIW Group LTVMPV VI
GROUP

B7681 - Geometric Dimensioning and Tolerancing:

Applications Analysis & Measurement [per ASME Y14-5-2009]

B6652 - Geometric dimensioning and tolerancing: applications

and techniques for use in design, manufacturing and
inspection
B3403 - Geometric dimensioning and tolerancing

B4691 - The Metric applications of Geometric Tolerancing

Techniques: GEO - METRICS III as based upon harmonization
of national and international standards practices
 B10471 CATIA V5: Macro programming with visual basic script

B9057 CATIA V5 fundamentals: Students guide Version 05

release 18
B7892 CATIA surface design: Students guide : version 05
release 18
CAD Modeling B7942 CATIA V5 fundamentals: student guide : book 4 : EDU-
CAT-EN-V5F-V5R18
B2690 CATIA TRAINING EXERCISES: ADVANCED SURFACE
DESIGN
B7939 CATIA V5 Fundamentals -Student Guide -Book 1
B7919 CATIA V5 fundamentals
B2686 CATIA TRAINING: DRAFTING FOR 3D USER
B 8210 - Mechanical tolerance stackup and analysis: Bryan R
Fischer:Year : 2011: Shelf no: 2.9

Stackup- tolerancing B 8101 - Geometric Dimensioning & Tolerance With Tolerance

Stack up analysis phase 2: Rajendra Deshmukh : Year : 2011:
Shelf No: 2.9
Appendix – 2: Recommended Books for System Essentials

System
Books and References
Competencies
B 9603-Manual transmission clutch systems: AE 17
Clutch System Design, Ray Shaver Ed: Year: 1997: Shelf No: 3.4
Synchronizer Design, B 10565-Bevel gear: Fundamentals and applications
Hydraulics System Design, Jan Klingelnberg: Year : 2016: Shelf No: 3.4
Brakes System Design, B 10519-The geometry of involute gears: J R Colbourne
Gear Train Design, Year: 1987: Shelf No: 3.6
Housing Design, B10066-Systematic analysis of gear failure: Lester E Alban
Shift System Design Year: 1993: Shelf No: 3.4

Appendix – 3: Recommended Books for Project Excellence

Project Competencies Books and References

B5893 Product management process
Supplier Management
B3800 product Managers handbook-
 B8232 Developing products in half the time : new rules, new
tools-2 ed.
REVOLUTIONIZING PRODUCT DEVELOPMENT QUANTUM LEAPS
IN SPEED, EFFCIENCY, AND QUALITY(BOOKS)
LEADING PRODUCT DEVELOPMENT(BOOKS)
NEW PRODUCT DEVELOPMENT (Strategies for Supplier
Integration ) (BOOKS)

B10228 The strategic knowledge management handbook :

driving business results by making tacit knowledge handbook

B10004 The knowledge management field book

B9885 Knowledge innovation strategy: Why cats don't take
part in the rat race
B9794 Knowledge management : library and information
services in changing IT scenario
B9718 Critical knowledge transfer : tools for managing your
company's deep smarts
B7999 knowledge management : An introduction

B7984 The Knowledge Management Toolkit: Orchestrating IT,

Strategy, and Knowledge Platforms.-2nd ed.

B7754 Learning to fly: practical Knowledge Management from

Leading & learning organizations.
B7642 Knowledge Management Initiatives in Mahindra &
Mahindra : A Study ( A Project Submitted in Partial Fulfillment
of the Requirement )
Knowledge Management
B7433 Knowledge Management Tools and Techniques:
Practitioners and Expert Evaluate KM solutions
B7219 Knowledge Management in the new economy-Reprint
ed.
B7214 Knowledge management tools
B7204 Rise of the knowledge worker
B7202 Knowledge in organizations

B7200 Knowledge management and organizational design

B7165 Information security and knowledge management:

Solutions through analogies?
B6505 Information and knowledge management
B6329 Knowledge management progression, issues and
approaches for organizational effectiveness in manufacturing
industry: an implementation agenda
B6065 Leading knowledge management and learning
B5634 KNOWLEDGE MANAGEMENT
B4506 Executive’s role in Knowledge Management
B4389 KNOWLEDGE MANAGEMENT: A RESOURCE BOOK

B9916 The standard for portfolio management-2nd ed.

Interface Management
B8097 Portfolio management for new products
 B7347 Project link 6.2.6 Training -Project & Portfolio
Management

B4635 PROJECT & PORTFOLIO MANAGEMENT: M & M Auto

Sector Start - 17 Sep. 2003-Ed.: XER/ ed.Vol.No.Rea.: 0

B10418 Project management metrics, KPIs and dashboards: A

guide to measuring and monitoring project performance-2nd
ed.
B9808 Project management: Essential managers
B8218 HBR guide to project management: motivate your team
avoid scope creep deliver results
B9807 The art of project management
B8496 Project management: a system approach to planning
scheduling and controlling
B8102 Project Management Handbook-1 ed.
Project Management B8003 Project Management for Profit: A Failsafe Guide to
Keeping Projects on Track and On Budget
B8004 Reinventing project management: the diamond
approach to successful growth and innovation
B7836 Automotive Project Management Guide PM-1
B7803 Leadership principles for project success
B7756 Finish what you start: ten surefire ways, to deliver your
projects on time and on budget
B7072 Selling project management to senior executives:
Framing the moves that matter
B7071 Organizational project management Maturity model
(OPM3 )

Appendix – 4: Massive Open Online Courses (MOOC) & other External Resources

Functional
References Source
Competency
Engineering Concept Generation and Evaluation, Prof A De, IIT Mumbai
Excellence http://nptel.ac.in/courses/112101005/downloads/ NPTEL
Module_1_Lecture_2_final.pdf
Multidisciplinary System Design Optimization MIT
Prof. Olivier de Weck, Prof. Karen Willcox OPEN
https://ocw.mit.edu/courses/engineering-systems-division/esd-77- COURSE
multidisciplinary-system-design-optimization-spring-2010/ WARE
Machine Design Part I- “Machine Design Part I” is the first course in an Coursera
in-depth three course series of “Machine Design.” The “Machine
Design” Coursera series covers fundamental mechanical design topics,
such as static and fatigue failure theories, the analysis of shafts,
fasteners, and gears, and the design of mechanical systems such as
gearboxes. Throughout this series a number of exciting design case
studies, including the material selection of a total hip implant, the
design and testing of the wing on the 777 aircraft, and the impact of
dynamic loads on the design of an bolted pressure vessel were
discussed.
 https://www.coursera.org/learn/machine-design1?siteID=SAyYsTvLiGQ-
ScSf2KNWcfpYyx2IOXnHWA&utm_content=10&utm_medium=partners
&utm_source=linkshare&utm_campaign=SAyYsTvLiGQ#syllabus
Materials Science and Engineering- How the physical properties of
metals, ceramics polymers and composites are correlated with their
internal structures (on atomic, molecular, crystalline, micro- and macro-
scales) and operational conditions (mechanical, thermal, chemical,
electrical and magnetic); How materials processing, e.g. mechanical
working and heat treatment, affects their properties and performance; Coursera
The latest achievements in Materials Science and Engineering
https://www.edx.org/course/materials-science-engineering-misisx-mse1x?
source=aw&awc=6798_1499919112_83127404b91c0e3d2f5a584caafe6776&ut
m_source=aw&utm_medium=affiliate_partner&utm_content=text-
link&utm_term=301045_https://www.class-central.com/#
Design Thinking for Innovation- The course provides an overview of design
thinking and work with a model containing four key questions and several tools
to help one understand design thinking as a problem-solving approach. The
Coursera
course looks at several stories from different organizations that used design
thinking to uncover compelling solutions.
https://www.coursera.org/learn/uva-darden-design-thinking-innovation
Tractor Semi trailer- Vehicle dynamics- The course talks about dynamics in
tractor and semi-trailers. Lecture delivered by Prof. R. Krishnakumar from IIT NPTEL
Madras https://www.youtube.com/watch?v=6YK-r4jCir8
Design of Gearbox- By Prof. K. Gopinath & Prof. M.M.Mayuram IIT
NPTEL
Madras, https://www.youtube.com/watch?v=B8w-0Oi0Yf4
Gear Manufacturing-
Lecture Series on Manufacturing Processes II by Prof.A.B.Chattopadhyay NPTEL
System
IIT Kharagpur, https://www.youtube.com/watch?v=B8w-0Oi0Yf4
Essentials
165026D01: Electric Vehicles and System Design
Institute Name : B.M.S.COLLEGE OF ENGINEERING,B.M.S.COLLEGE OF
ENGINEERING
Foreign Faculty : Dr. Kaushik Rajashekara, Department of Electrical Engineering,
GIAN
The University of Texas at Dallas 800 W. Campbell Rd. EC33, Richardson, TX
75080, United States of America 
Host Faculty : Dr. P. Meena
Duration : 03-07-2017 to 13-07-2017
Project Project Management: The Basics for Success- This course combines the
Management essential elements of Project Management and Team Leadership into one
Coursera
course.
https://www.coursera.org/learn/project-management-basics
Project Management for Designers- This curriculum investigates the practical,
business side of design: getting organized and staying on-track through timeline
projections, cost estimates and workflow charts to ensure success and
profitability. Kadenze
https://www.kadenze.com/courses/project-management-for-designers/info?
utm_campaign=gotocourse&utm_medium=coursepage&utm_source=classcent
ral
Accounting for Decision-Making- Learn how to read and interpret financial
statements and manage costs to take informed business decisions.
https://www.edx.org/course/accounting-decision-making-iimbx-ac103x-0?
edX
source=aw&awc=6798_1499940498_d4bc7c4be4507a9d57f81863d744a5f8&u
tm_source=aw&utm_medium=affiliate_partner&utm_content=text-
link&utm_term=301045_https://www.class-central.com/
Vendor Networks- Creating Opportunities and Profits Udemy
Students will learn how to create a vendor network, how to work more
efficiently and effectively with vendors and will understand how to build a solid,
mutually-beneficial vendor business relationship that will carry them into the
 future.
https://www.udemy.com/cbs-business-solutions-at-your-fingertips-vendor-
networks/
Intellectual Property Protection & Growing Through Innovation
Michael Lenox, Jared Harris - University of Virginia
https://www.coursera.org/learn/uva-darden-business-growth-strategy/
Coursera
lecture/aH5I2/intellectual-property-protection
https://www.coursera.org/learn/uva-darden-business-growth-strategy/
lecture/oLxdz/growing-through-innovation

Chapter 4
Objective 4: Two Cases prepared by the candidate, which may be used in Training
Session. The text of cases should be supported by questions for discussion, possible
learning point, and faculty notes etc.
4.1 A Study of Consumer Behavior, Customer Satisfaction & Competitive Strategy with
Reference to Mahindra & Mahindra
This Study was carried out in Nagpur district. The areas were covered where tractor
population is good.

The area cover in study is Mouda, Parsheoni, Kamthi. These areas are Taluka
places & their surrounding villages. The study is scheduled through primary data
and other information thereby preparing questionnaire, which focuses of
various variables, and attributes that are important to know the satisfaction
level and factor affecting the purchase decision.

There sample size was 90 consumers of tractor. The reason behind the study to
know the consumer behaviour and customer satisfaction level the study is
scheduled through primary data and other information there by preparing
questionnaire. Which focus of variable and attributes that are important to know
the satisfaction level and the factor affecting the purchase decision.

Serving the consumer demand with the help of marketing channels and then in
turn, expanding the market even in the face of keen competition. The marketing
objective developed marketing plan and control

OBJECTIVE

To know the customer behaviour and customer satisfaction level

• To know the competitive strategy

• To know the perception of customer regarding of Mahindra tractor
• To know the reason for decline to purchase of Mahindra tractor
• To know the suggestion from customer to improve sales of Mahindra tractor

METHODOLOGY
A research process consists of stages or stapes that guide the project from its
conception through the final analysis, recommendations and ultimate actions.
The research process provides a systematic, planned approach to the research
project and ensures that all aspects of the research project are consistent with
each other.
Research instrument: structured questionnaire
Sampling Plan: Convenience sampling

Sample Size: 90
Sampling Design:

Convenience Sampling: Convenience sampling is a non-probability sampling technique

where subjects are selected because of their convenient accessibility and proximity to
the researcher.

The subjects are selected just because they are easiest to recruit for the study and the
researcher did not consider selecting subjects that are representative of the entire
population.

In all forms of research, it would be ideal to test the entire population, but in
most cases, the population is just too large that it is impossible to include every
individual. This is the reason why most researchers rely on sampling techniques
like convenience sampling, the most common of all sampling techniques. Many
researchers prefer this sampling technique because it is fast, inexpensive, easy
and the subjects are readily available.

Types of Data

Primary Data: The primary data are those which are collected fresh and for the
first time and thus happen to e original in character. Such data are published by
authorities who themselves are responsible for their collection. Personal
interview with farmers, Dealers and sales person

Secondary data: the secondary data are those which have already collected by
some other agency and which have previously been collected by some
organization to satisfy its own need but is being used by other department
under reference for an entirely different reason

Methods of collecting primary data

 Interview method of data collection

 Observation method of data collection
 Questionnaire method of data collection

Method of collecting secondary data

Record review Method of Data Collection

1. Which Tractor company currently used by the customer

No of Person Percentage
Mahindra and Mahindra 36 32.4%
Swaraj Tractor 20 18%
John Deere 18 16.2%
Eicher Tractors 08 9.9%
Sonalika Tractors 10 9%
 G1

35%
30%
25%
20%
15%
10%
5%
0%
Mahindra Swaraj John Deere Eicher Sonalika

2. How many consumers used before Mahindra Tractors?

No of Person Percentage
Yes 72 65%
No 18 16%

G2

80%

60%

40%

20%

0%
yes no

3. Which Factor consider while purchasing?

Brand image 33 29.7

After Sale Services 27 24.3
Spares parts availability 10 09
All above 45 40.5
 45%
40%
35%
30%
25%
20% G3
15%
10%
5%
0%
Brand after sale Services Spares parts All above
availability

4. Consumer Perception about fuel efficiency

Excellent 24 21.6%
Good 23 20.7%
Satisfied 36 32.4%
Not satisfied 07 6,3%

G4

35%
30%
25%
20%
15%
10%
5%
0%
Excellent Good satisfied Not Satisfied
 5. How much consumer aware of Mahindra schemes offered for customer?

No of Person Percentage
Yes 53 47.7
No 47 42.3

48%
46%
44% G5

42%
40%
38%
Yes N0

6. Which Tractor used by the customer

Sarpanch 32 28.8
Bhoomiputra 43 38.7
Arjun 10 09
Turbo 5 4.5

40%
35%
30%
25%
20% G6
15%
10%
5%
0%
sarpanch Bhoomiputra arjun turbo
 7. How many people aware subsidy given by government

Yes 22 19.8
No 68 61.2

G7

70%
60%
50%
40% Series 1
30%
20%
10%
0%
Yes No

8. Information source of consumer

Friends 52 46.8%
Other tractor owners 48 43.2%
Mechanics 39 35.1%
Experience 24 21.6%
Family 15 13.5%
Sales person 10 9.00%
 G8

50%

40%

30%
Series 1
20%

10%

0%
friends Other tractor Mechanics Experience family sales person
owners

9. Factors affecting buying decision

No of Person Percentage
Running cost 51 45.9%
Fuel efficiency 40 36.00%
Spares parts availability 31 27.90%
Engine power 45 40.50%
Tractor styling 4 3.60%
Resale value 12 10.80%
financing 18 16.2%

G9
50%
40%
30%
20% Series 1
10%
0%
running fuel spares Engine Tractor Resale Financing
cost efficiency parts power styling Value
availibility
 10.Liked parameter of Mahindra tractor

No of Person Percentage
Quality 43 38.7%
Power 31 27.9%
Fuel efficiency 39 35.1%
Driving comfort 27 24.3%
styling 04 3.6%
Spares parts availability 17 15.3%

G10

45
40
35
30
25
20 Series 1
15
10
5
0
Quality Power Fuel Spares parts Driving styling
Effciency availability comfort

11.Dislike Parameter of Mahindra & Mahindra

Experience Dealership 34 30.6%

Price 20 18%
Fuel efficiency 25 22.5%
Hydraulic problem 32 28.8%
Oil leakage 23 20.7%
Sales person 6 5.4%
 G11

35
30
25
20
15 Series 1
10
5
0
Experience price fuel hydrolic oil leakage sales person
Dealership effciency problem

12. 2nd Choice of Mahindra Tractor owner

No of Person Percentage
Swaraj Tractor 34
John Deere 30
Sonalika 20
Others 16

G12

35
30
25
20
Series 1
15
10
5
0
Swaraj Tractor John Deere Sonalika others

13.Reason for not buying Mahindra tractor

 No of Person Percentage
Friends advice 31 27.9%
More maintenance 10 9.00%
Other dealer advice 18 16.2%
Speed is slow 32 28.8%
Want to try new 15 13.5%
Exchange value not suitable 0 0.00%

G 13

30.00%
25.00%
20.00%
15.00% Series 1
10.00%
5.00%
0.00%
Friends More Other dealer Speed is want to try exchange
advice maintenance advice slow new value

14.SATISFACTION REPORT

Satisfied with overall service provider by dealer or service provider.

No of Person Percentage
Strongly agree 15 13.5%
Agree 14 12.6%
Neither agree nor disagree 7 6.3%
Disagree 44 39.6%
Strongly disagree 10 9.00%
 G 14

40.00%

30.00%

20.00% Series 1

10.00%

0.00%
strongly agree agree neither agree disagree strongly
nor disagree disagree

15.Vehicle in good condition?

No of Person Percentage
Strongly disagree 0 0.0%
Disagree 0 0.0%
Neither disagree or agree 0 0.0%
Agree 60 54%
Strongly agree 30 27%

G 15

60%
50%
40%
30%
Series 1
20%
10%
0%
satrongly disagree Neither agree strongly agree
disagree disagree nor
agree

16.Prices are affordable?

 No of Person Percentage
Strongly disagree 12 10.80%
Disagree 12 11.00%
Neither disagree or agree 15 13.50%
Agree 21 19.00%
Strongly agree 30 27.00%

G 16

30.00%
25.00%
20.00%
15.00% Series 1
10.00%
5.00%
0.00%
strongly disagree neither agree agree strongly agree
disagree or disagree
 17.Service at Mahindra excellent?

No of Person Percentage
Strongly disagree 24 21.6%
Disagree 30 27.0%
Neither disagree or agree 06 5.40%
Agree 20 18.0%
Strongly agree 10 9.00%

G 17

30%
25%
20%
15%
Series 1
10%
5%
0%
Strongly Disagree neither agree strongly agree
disagree disagree or
agree

18.All the commitment fulfilled?

No of Person Percentage
Strongly disagree 0 0.0%
Disagree 20 18%
Neither disagree or agree 0 0.0%
Agree 45 41%
Strongly agree 25 23%
 G 18

45%
40%
35%
30%
25%
20% Series 1
15%
10%
5%
0%
Strongly agree Disagree neither agree Strongly agree
disagree or
agree

19.Customer opinion towards fuel consumption

No of Person Percentage
Extremely satisfied 20 18.00%
Satisfied 28 5.04%
Neutral 29 26.10%
Dissatisfied 12 10.80%

G 19

30%
25%
20%
Series 1
15%
10%
5%
0%
Extremely satisfied satisfied Neutral Dissatisfied
Tractor industry classified in to three broad segments, based on the power deliver by the engine horse power

SEGMENTS HORSEPOWER MARKET SHARE SUITABILITY

Small tractor 21-30 23-25 Tractor suited for soft soil
condition and irrigated in
northern states

Medium tractor 31-40 53-56 Tractor suited for hard soil

condition mostly used in
southern and western
region.

Large tractor 41-50 17 Rich farmers and large

land holding like Punjab
and Haryana

Large tractor 50- 2-4 Used in turnkey projects.

Construction sites, dams
and civil projects

Mahindra & Mahindra

Liked Parameter
The main reason for M&M victory are parameter like reasonable

• Maintenance,
• fuel efficiency,
• cheap & easy availability of spares parts ,
• engine power,
• application suitability
Apart from Mahindra & Mahindra most known company.

Influencer
In case of Mahindra & Mahindra main influencer in final buying decision are own
decision. Friends and Past experience are most powerful for choosing products

Affecting Decision
In case of Mahindra and Mahindra the parameter affecting buying decision are
reasonable

• maintenance,
• fuel efficiency,
• cheap and easy available spares parts
• brand image
111
 • status

Dislike parameter
The most dislike parameter of Mahindra & Mahindra owners are

• experience at Dealer
• price
• hydraulic problem
• Services
Consumer Perception:

Consumer perception of regarding Mahindra services provide by Mahindra is not so

good; Mahindra customer relationship is not appreciated by consumer. Behaviour of the
employees at the dealer place is not good. This impact handled by the sales person
during the sales.
The most dislike parameter is service offered by Mahindra and Mahindra and customer
relation ship
John Deere

John Deere tractors are a leading tractor company in selected area. John Deere is
increasing their market in
Nagpur region some parameter is as

Liked parameter

• maintenance
• Design Power
• Service

Influencer
In case of john Deere the main influencer is young generation. Young person want to
prefer new style, new looks and power, these people are powerful for choosing tractors

Dislike parameter

• Tyre wear and tear

• Spares parts availability
• Resale value
Consumer perception
According to consumer john Deere tractor is a highly powerful tractor, and maintenance
cost is high but not regular maintenance required and no break down problem. Smooth
transmission then Mahindra tractor.
Some consumer of tractors think Mahindra tractor does not work efficient in their field
like (INDORA). As john Deere is works well then Mahindra tractor

Swaraj Tractor
Swaraj tractor has maintained their brand image in market. And capture its existing
market share.

Liked parameter
The reason for like Swaraj tractor

• Maintenance
• Mechanics can repair
• Power

Dislike Parameter

• Spares parts not available

• Fuel consumption is more
• Service
Consumer Perception: according consumer of Swaraj tractor and Mahindra tractor.
Swaraj tractor has more power in first transmission gear, so that working speed is high

Sonalika Tractors
Sonalika tractor is also leading tractor company in selected Taluka. Sonalika tractor is
available in lower price than other tractors.

Liked parameter

• Maintenance
• Parts available
• Mechanics can repair
• Affordable price
Unlike parameter

• Fuel consumption
• Power
• Brand Image
• Resale value

Consumer Perception
Sonalika tractor available at lower prices. Sonalika gives better exchange value then
other tractors Sonalika tractor giving good services to consumer and better exchange
value.

Eicher Tractor
Eicher Tractor tries to capture their existing and increasing Market Share. Eicher Tractor
came up with new scheme for consumer. Gifts Given by the company to customer on
Purchase of Eicher tractor.
Liked Parameter

• Maintenance easy
• Designs
• Fuel efficiency
Dislike Parameter

• Spares parts not available

• Services
• Engine power
Influencer & Perception

The Influencer role play for Eicher tractor is friends and villagers who have their own
Eicher Tractor. A Majority of Eicher Owner in a village is influence to new customer.
Some of consumer of Eicher Tractor Not Satisfied with Power of Tractor. They were
satisfied with fuel consumption and services
Massy Ferguson

Massy Fergusson Consist a Good Market share in selected Taluka, a consumer of Massy
Satisfied with over all tractor performance

Liked Parameter

• Fuel Consumption
• Maintenance
• Power
• Simpson Engine
• Parts available in market
Dislike Parameter

• Dealer Services

Influencer
The Main influencer of massy Ferguson tractor is Experience of tractor owner, friends
and volume of Massy Ferguson tractor in village.

Consumer Perception
A consumer of massy tractor is satisfied with tractor performance and engine power.
Consumer thinks fuel consumption is good then other tractor. Maintenance cost is low
and working efficiency is good. A good positioning of brand image is in consumer Mind.

Recommendation
The Basics

Companies involved in the automobile industry, must focus on providing top-notch

customer service at each and every level. Whether interacting with customers on the
phone or in person, greet customers with an enthusiastic and joyful tone. When setting
up appointments, provide detailed information related to the procedures and time-lines
associated with your service. Employees should demonstrate a thorough and accurate
knowledge of all services offered. Promote prompt and courteous service. Provide
explanations for any delays. Thank customers for their business and welcome them
back. Strive to develop a positive and respectful relationship the first time to encourage
repeat business and customer loyalty.
Resolving Conflict

Providing proper customer service throughout the customer experience will hopefully
limit the need to handle conflict. When conflict does arise, it's important to limit any
damage and seek to mend the relationship with your customer. Employees should
demonstrate empathy when handling angry or upset customers. Demonstrate empathy
by allowing the customer to vent and then respond with an affirmation of the problem
and your desire to assist in getting the problem resolved as soon as possible. Offer
solutions to help remedy the problem--this can include discounts or free services
depending on the severity of the issue. Track customer complaints to help identify
possible problem within the company. Follow-up on complaints to ensure customers
received appropriate care and service after the complaint

Trade show

Auto shows can be a great marketing opportunity for tractor brands, with the larger
trade shows attracting thousands of visitors from across the villagers. These shows are
much more than the chance to wander around and admire the latest technology product
instead they play an essential role in how people connect with brands, and can be a
great way to launch a new product. It makes the presence in consumer mind.
Servicing Campaign

The major problem of Mahindra’s servicing campaign is

• People don’t know about servicing campaign

• A larger population don’t not have any idea about campaign is
running for tractors.  They don’t know the date and place where
servicing campaign is running  There is no announcement
before campaign.
This is the loss of customer satisfaction process and marketing campaign for new
prospects.
Some recommendation to service campaign

• Service campaign has to set up at visible location People have to

know earlier about service campaign A proper service call before
service campaign.
After sales service improve

Ask customer for feedback

When you let your customer know that their opinion is important to you they will be
more inclined to feel like an individual with thoughts and feelings, rather than just
another customer. Don’t ask for their feedback to improve your “score” or reputation,
rather ask for their feedback because you are genuinely interested in what they think.

Stay in contact with customers

Contact customer immediately upon payment confirmation and thank them for their
purchase. Stay in touch with them through the whole process. Contact them again when
you ship their merchandise. Estimate the approximate time their package is scheduled
to arrive and contact them to make sure their package was delivered safe and sound,
and to see if they have any questions about their merchandise. When customers see
that you aren’t forgetting them as soon as they have paid for their purchase they will
realize you are passionate about your product and service and that you genuinely want
them to be satisfied shopping with you.

Give customer an incentive to shop with you again

If you are serious about business and you are in it for the long haul, then do everything
you can to foster repeat business. Nothing tells a customer that you appreciate them
more than offering them a “gift” or a discount to shop with you again.

Limitation of the Survey

Though best effort have been made to made to make the study fair transparent and
error free yet there might be some inevitable and limitation. Although outright
measures area undertaken to make the report most accurate some inadvertent errors
might have crept in and suggestion to improve or eliminate the same are most welcome.
The limitation of the survey is narrated below:

• The project is valid for the predefined area of work

• There may be some biased response from the respondent Some
respondent did not provide the full data
Conclusion

Mahindra and Mahindra have a Good market share in selected taluka. According to
survey majority of customer not satisfied with overall service provided by Mahindra
tractors. These are some following aspects management should resolve.

• Behaviour & attitude toward customer

• After sales services
• Service call
• Servicing campaign
• Trade show
• Conflict between Dealers
The main competitor of Mahindra tractors in present scenario is John Deere and
Sonalika Tractors.
Survey Questionnaire - Mahindra Tractor
Survey No: __________________ Date: ___________________
Place: ___________________________ District:
___________________
1. Which Tractor are you using?

• Mahindra Tractor
• Swaraj Tractor
• John Deere
• Eicher Tractor
• others

2. What elements do you think are most important when you are buying a tractor?

• Brand
• Price
• Product
• Quality
• After Sale Service
• Maintenance Cost Save
• Fuel
• Safety & Reliability
• Design
• Other -
3. How do you evaluate Mahindra Tractor?

• Very good
• Good
• Average
• Bad
• Very Bad

4. What specification/feature do you feel really great Mahindra Tractor?

• Engine
• Power Steering
• 4 Wheel drive

5. To what extent is your possibility to buy a Mahindra when you want to buy in future?

• Definitely Yes
• Yes
• Maybe
• No
• Definitely No

6. What are the factors that influence on your purchasing of Mahindra tractor?

• Well-known brand name

• High quality
• High technology
• location of dealer and after sale service is convenient
• Advertising and promotion
• Low Maintenance Cost
• Experts/Friends advised

7. What do you think of the performance of Mahindra Tractor in its quality according to
your experience?

• Excellent
• Very good
• Good
• Average
 • Bad

8. What is your point of view in the following aspects according to your experience?

• Excellent
• Very good
• Good
• Average
• Bad Quality of external part
• Durability
• Quality of engine
• Performance of control
• Quality of internal part
• Performance of safety features

9. Do you feel satisfy with the price of Mahindra Tractor?

• Satisfied
• The price is too low
• The price is too high

10. Did you take any financial Help for the purchase Tractor?

• Yes
• No

11. How do you know about Mahindra Tractor?

• Recommended by friends/family/Experts
• Television programmes
• Authorized Dealer
• Others –

12. What do you think of the authorized dealer of Mahindra Tractor according to your
experience?

• Excellent
• Very good
• Good
• Average
 • Bad

13. What is your point of view in the following aspects according to your experience?

• Excellent
• Very good
• Good
• Average
• Bad
• Distribution range of Authorized Dealers
• Convenience of the authorized dealer location to consumers  Service
14. If you have contacted Mahindra for service, were all problems resolved to your
complete satisfaction?

• Yes
• No

15. What do you think of the degree of satisfaction of Mahindra Tractor?

• Very satisfied
• Satisfied
• Average
• Unsatisfied
• Very unsatisfied

16. Which Tractor will you prefer to buy other than Mahindra Tractor and Why?

17. What are the defects To Mahindra Tractor according to your point of view?

• Bad looking
• Hard to control
• Bad quality
• Obscure brand
• High oil consumption
• High price
• Poor Technology
• Poor Service
 • Others

18. Whether people of service station co operative or not

• Work Manager  Service adviser

• Technician

19. on road breakdown service

• Poor
• fair
• good
• excellent

Thank you for taking the time to complete this survey! Your results will help us serve
you better.
4.2 Study about Mini Tractor Vanraj the situational Analysis
The case is about the mini tractor named Vanraj the situational analysis is done through
4c model of situation analysis. This model is given below

1. Competition:

It is mentioned that the company is entering in the new segment and this segment was
not catered by any company so we can say that there was not any direct competition but
it was in the very competitive Industry where various major players like Mahindra &
Mahindra, TAFE, Punjab Tractors, Escorts and Sonalika were there. There were three
mini tractor manufacturers but they were not the refined product that is why they are
not direct competition.

2. Customers:

They are going to enter in the new segment which was not catered by any company as
such that is why there is no clear defined customers but the usage and the design of the
tractor has some implication about the customers they may be the Small and marginal
farmers, horticulture farmers, material handling customers also. They have also
identified the large farmers as segments.

3. Climate:

In this Model climate consist of four factors and they are Political, Economic, social and
Technological. This case is not too much influenced with politics. „Vanraj‟ as a tractor
and as an innovation is supported by various groups and organisations from IIMA to NID
but this was not too much of the political kind. When we talk about the Economical the
company was the small scale industry and the customers identified were small and
marginal, large and horticulturist etc.
Company got funding from the government wing for the technological refinement.
Technology transfer value for the company was 10 million rupee beside this the
company has paid-up capital around 1.25 million. The tractor price they were going to
target was 0.18 million, discussing about the industry as a whole tractor industry’s
growth rate 30% over the years the size of the market was nearly 6.5 billion.
Discussing the sociological factors the product was focused to cater small usage which
was not tackled by the big tractors. Most of the consumers were small and marginal
farmers. For the buying the tractor they consider the HP as the main factor but beside
this there are other factors like it is a status symbol also it is the sign of prosperity also
tractor purchase also has lot of other social significance.

Discussing about the technological aspect, we would consider that the marginal farmers
are still dependent on the bullocks and other manual systems. Farm mechanisation has
lot of value in terms of the upliftment of the poor and increasing the productivity. In
tractor industry HP is the main criteria and most of the technological aspects are covered
in this only.

Key decisions that have to be taken

The most important decision that has to be taken by the head honcho is the question of
the market segment, which they are going to cater, is it the small and marginal farmer or
is it the horticulture segment or the material handling segments, beside this which one is
profitable one and for how much time.
They also pegged the price of the Vanraj at 0.19 million which is very conservative kind
of estimate whether this is going to sustain or not.

Q: What are the various segmentation criteria for Tractor Usage in India? Which do
you think is the most important method?

In segmentation firm divides its customers in groups on the basis of similar

characteristics & needs. Through this the firm can roll out a product suiting the segment.
Segmentation criteria that Pramal Farmatics Pvt. Ltd. followed were on the following
basis:

Demographic segmentation:

1. On the basis of land holdings:

• Small & marginal farmers: In this category the level of mechanisation is low
and they used bullocks for tilling and agricultural operations. Moreover they
had small land for farming and the Vanraj tractor was focussing this
segment as its target.
• Large farmers: This section was catered by all the big players as they have
large area for farming and the farms were highly mechanised. They usually
preferred tractors having HP more than 20.
2. On the basis of type of occupation:
 • Industry: Industry wise they are divided into small scale firm, national, and
multinational players.
• Horticulture: This segment of cultivation requires specific design which
would facilitate the cultivation process. It requires intercultural operations
like removing weeds and creation of soil. These functions could be well
performed by tractors having “three wheel convertible features” which is
observed in Vanraj tractors.

Geographical/ Segmentation based on Topography of soil:

• North India: The regions like Punjab, Uttar Pradesh, and Haryana were
dominant in tractor sales. As the soil is alluvial they require tractors with
less HP.

• South and West India: In the regions like Gujarat, Maharashtra and Madhya
Pradesh the soil is harder type- Laterite and black soil where more HP
tractors are required.

Product segmentation (Engine horse power)

• Mini tractor: The tractors which are having less than 20 HP are considered
to be the mini tractors and Vanraj being one of them.
• Small tractor: Tractors having horsepower between 21 and 30 HP are
considered as small tractors.
• Medium tractor: Tractors having horse power between 31 and 40 HP were
included in this section.
• Large tractor: Tractors having horse power more than 50 HP were included
in this section.
The best method for the segmentation is demographic precisely on the basis of size of
land holding. The segmentation on the basis of land holdings is important as‟
This segment is not served by big players, as they are interested in more
margins. In this segment about 82% of the people do not have tractors, thus
having more scope for future.
• Land holdings are smaller, for small farmers it is 0.4 hac & for marginal
farmers it is 1.4 hac. Thus they need a tractor which is not bigger in size.
• The Vanraj tractors are of 10 HP and hence it would be best suitable for
small and marginal farmers due to its low cost and lesser fuel consumption
with more utility and less maintenance.

This is a broad segment which is linked with other segmentations too. The small &
marginal farmers prefer mini tractor than large tractor.
Q: Describe the product development process of Vanraj Tractors? How does this
process differ from a text – book product development process?
• Idea Generation- A small farmer, Bhanjibhai Nanjibhai Mathukia of Kalawad
village in Gujarat was facing problems in cultivating his land. He got inspired
by the design of Chhakdo; a motorcycle converted into a three-wheeler taxi
for local transport and conceptualized a three wheeler tractor for himself.
He bought a junk jeep and mounted a 10 HP engine on it and incorporated
many new ideas in a few months.

• Idea screening- This innovation was spotted by GIAN and SRISTI branches of
the Honey Bee Network set up professor Anil Gupta of IIM-A. A student
group of IIM-A, the Student Organization for Managerial Assistance (SOMA)
conducted feasibility analysis for commercialization of the tractor. Owing to
the factors like soil type and small landholding size in four states of Gujarat,
MP, UP and Maharashtra, this model was considered commercially viable.

• Later, a technical consultant and National Institute of Design, Ahmedabad

was hired for improving technology and design respectively.

• In 2004, this technology was acquired by three technopreneurs namely,

Jagdip Trivedi, Jayantibhai Patel and Pragnesh Patel of M/s Pramal
Farmatics (P) Ltd. under technology transfer agreement to manufacture and
market 10 HP tractors in the 4 stated under the brand name “Vanraj” in a
deal of 10 million rupees.

• Product Development: The Company further refined the technology to

make it suitable for commercial production and to comply with the
regulatory requirements and three prototypes were developed.

• Test Marketing: These prototypes underwent one and a half years of

extensive field trials in farms. Feedback from the field trials were used to
modify the technology until satisfactory results was achieved.

• Commercialization: Finally the tractor was ready for not only agricultural
but also transportation processes and it was rolled out in the four states. It
had a hauling capacity of 2 tonnes of trailer road.

Difference from a Textbook product development process

 • The stages of idea generation, screening and concept development was not
done by the company but by the farmer who came out with the product in a
raw form.
• The market testing will be of no use as it‟s already known which segment of
farmers will go for the product and in any case it has been already seen that
which segment needs the Mini Tractor most.
• However, the stage of concept testing was avoided in which the idea is
taken to the target customers for their views about the concept of the
product to understand the feasibility and shortcomings of the concept.
• Also, Mr. Trivedi, one amongst the three partners of the company just
assumed that the tractor can be easily targeted to biggest Small and
Marginal Farmers‟ segment but market analysis was not done.
• The key thing here has been that the product has been developed without
keeping in mind the target segment, though it can be seen that the Small
and Marginal Farmers are the preferred lot, but the tractor would be of
good use to every segment in the market due to its newly added features at
the cheapest possible rates along with quality assurance.

Q: Comment on the projected P & L account of the company?

In order to understand the Indian Tractor companies‟ financial statements which helped
us know the exact position stands in the market? This helped us to understand the
market well and the leading companies as against Pramal Farmatics. For example,
Mahindra & Mahindra is undoubtedly the leader in the market with retained earnings of
Rs. 4829 crores in 2009-10.
Punjab tractors on the other hand had retained earnings of Rs. 29 crores in 2007-08
which is much smaller than M&M. It’s even smaller in the market with the projected
retained earnings of Rs. 7.12 lakhs in the 1st year. A profit and loss statement is a
summary of your income and expenses over a certain period of time. Some of the main
components of the Profit & Loss Account that we would like to discuss here are as
follows:
1. Net Sales: The net sales for the 1st year is expected to be Rs. 570 Lakhs and from
then on the company estimates annual growth rate @ 10%, that is, Rs. 57 Lakh
increase in sales every year. However, a year-on-year projection would have been
a more optimistic projection.

2. Cost of Goods Sold: Cost of production as calculated in Annexure 6 indicates that

the capacity utilization of the company has been increasing every year by 5%
which leads to actual increase in production from Rs. 300 Lakhs in 1 st year to Rs.
 480 lakhs in 7th year. There is an increase in COGS every year by Rs. 50 Lakhs
approximately which is indeed a good indicator.

3. Profit after Interest & Tax (PAT): It is calculated after deducting the general &
administrative expenses, interest and taxes. This gives the actual position of the
company‟s financial position as narrows down the profits of the company by a
good margin. As per Annexure 7, PBIT has been good for the initial years but it is
not growing the way it should have been when it completely establishes itself in
the market. The inference that can be drawn is that despite 10% increase in sales
every year, the firm is not confident of similar returns in terms of profit.

4. Dividend: The Company expects a relatively good amount of dividend of Rs. 2.5
Lakh per annum which increases to Rs. 3.75 Lakh by the end of 7 th year. This
shows that company is intended to grow with a cautious mindset, not an
aggressive outlook.

5. Net Cash Accrual: The net cash/profits in hand would be Rs. 7.12 Lakhs for the 1 st
year which increases at a decreasing rate for 5 years and then declines for the 6th
year. This is not a healthy sign for any company and that too when you are just
preparing the projected and not even the actual profitability statement.

Some Financial Ratios

1. Gross Profit Margin: Gross Profit/ Total Revenue

The gross profit of the firm comes out to be 4% for 1 st year and 3% for the 7th year
which has been quite low. The company must work in the direction of increasing
its Gross Profits by either increasing the price of Tractor or by strategising a plan
to spend minimal amount on Cost of Production.

2. Net Profit Margin: PAT/ Revenue

The net profit margin ranges from 1.2% to 1.3% throughout which is again quite
low.
Conclusion

Therefore, inference can be drawn should look forward to increasing its sales over the
years and keep a good margin for itself to sustain in the market. They have made a good
start but in order to sustain the momentum the above-mentioned strategies need to be
adopted.

Conclusion
Mahindra and Mahindra have a developed good learning platform for the employees
who are designing and manufacturing the world’s largest selling tractors in volumes with
ranking number one in JD power for customer satisfaction index. The Mahindra
Technical Academy enables the employees to leverage the technical competencies
corresponding to the System and Engineering and Project Excellence.