A Study On Trend Analysis at Keshav Enterprises Vasanth 3LA17MBA20

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A STUDY ON TREND ANALYSIS AT KESHAV ENTERPRISES VASANTH

3LA17MBA20
Book · August 2018

DOI: 10.13140/RG.2.2.21034.95688
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A STUDY ON TREND ANALYSIS AT KESHAV ENTERPRISES
EXCUTIVE SUMMARY
This internship report is the outcome of a study undertaken in partial fulfilment of the
MASTER OF BUSINESS ADMINITRATION course. During the third semester of the
course each student require to work as a trainee in an organization to gain partial knowledge
and to submit a report of the same. In order to fulfil this requirement a study on KESHAV
ENTERPRISES BIDAR was carried out. Organizational functioning is an important factor
for any organization to achieve the desired goals and objectives. This requires coordination at
all levels to ensure smooth functioning. This report aims to understand the functions of JOHN
DEERE in relation to different departments.
This is an intense training based on a study of JOHN DEERE PROJECT, a part of tractors
segment worldwide.
The study was carried out to cover the following scope:
 Over background of the tractor segment in India
 Profile of JOHN DEERE company
 Detail study in the field of human resource, finance, marketing and production of
the company.
 Key management problems and suitable recommendations for solving the
problems.
The study was designed in the form of and empirical investigation to represent the current
situation prevailing in the company .the necessary data and information were collected from
primary and secondary sources as well as from both published and unpublished sources.
The factual information was mainly collected from published annual reports of the company.
Other information‟s were collected through interviews with company‟s senior personnel. A
series of interviews were made the concerned authorities and staff of the company for
necessary clarification.
The study was carried within a short span of time. The study was limited only to management
problems but not to the country‟s overall industrial and economics situation, which has direct
bearing on the company‟s performance. This study is to assess overall performance of the
company
DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 1

1.1 INTRODUCTION
Trend analysis is technique used in technical analysis that attempts to predict the future price
movements based on recently observed trend data. Trend analysis is based on the idea that
what has happened in the past gives traders an idea of what will happen in the future.
Trend analysis is the process trying to look at current trends in order to predict future ones
and is considered a form of comparative analysis. This can include attempting to determine
whether a current market trend, such as gain in a particular market sector, is likely to
continue, as well as whether a trend in one market area could result in a trend in another.
Though analysis may involve a large amount of data, there is no guarantee that the results
will be correct.
In order to begin analysing applicable data, it is necessary to first determine which market
segment will analysed. An example of sector can include of focus a particular industry, such
as the automotive or pharmaceutical Sector, as well as a particular type of Invest, such as the
bond market. Once the sector has been selected, it is possible to examine the general
performance of the sector. This can include how the sector was affected by internal and
external forces.
Trend trading is a trading strategy that attempt to capture gains through the analysis of an
asset‟s movements in a particular direction.
 Internship is an integral part of the academic curriculum it is an initiative to bridge

the gap between knowledge and its application series of intervention that will
enable students to gain
 The internship project is taken place at KESHAV ENTERPRISES BIDAR
 The internship project is about TREND ANALYSIS towards on JOHN DEERE
TRACTOR

1.2 INDUSTRY PROFILE AND COMPANY PROFILE
INDUSTRY PROFILE
Since its founding in 1837 John Deere has seen a great many changes in its business and its
products it service. Change always comes with opportunity. And Deere has always been
ready and willing to embrace it. Yet, through it all, john Deere‟s mission is still dedicated to
those who are linked to the land farmers and ranchers, landowners, builders, and loggers.
And Deere has never outgrown, nor Forgotten, its founder‟s original core values. Those
values determine the way we work, the quality we offer, and the unsurpassed treatment you
get as a customer, investor, and employee.
OUR CORE VALUES
We work every day to up hold our founder‟s core values. Integrity, quality commitment, and
innovation are more than ideals we work toward. They are values we live and breathe values
found in very product, service, and opportunity we offer.
OUR LEADERSHIP
The quality of a company is expressed through the quality of its leadership for nearly 175
years, john Deere has benefitted by strong, decisive leaders at its helm, dedicated to the core
principles of integrity, quality, commitment, and innovation.
OUR STRATEGY FOR SUCCESS
The for those who cultivate and harvest the land. For those who transform and enrich the land
for those who build upon the land. John Deere is committed to your success. this
commitment extend s globally with a focus on six key areas the united states and Canada,
Europe, brazil, Russia , India and china . It‟s in these areas where at least 75 percentage of
the world‟s future growth will occur. and because of our past , our passion , and productive ,
john deer is uniquely positioned to be the equipment supplier of choice.
DOING BUSINESS WITH US
John Deere is very selective when choosing our suppliers and dealers. We must both Totally
Support john deer core values. Integrity, quality, commitment, and innovation if this is the
way you define your business – your work ethics –then you may be benefit from a
relationship with john Deere as a dealer , supplier ,or manufacturer of a john Deere licensed
product.

JOHN DEERE WORLD HEADQUARTERS IN MOLINE, ILLINOIS
TYPE : public
TREDED : NYSE: DE s & p 500 components
INDUSTRY : Heavy equipment
FOUNDED : Grand Detour, Illinois (1837; 180 years ago)
FOUNDER : John Deere
HEAD QUARTES : Moline, Illinois, united states
AREA SERVED : Worldwide
KEY PEOPLE : Sam Allen (CEO& President)
PRODUCTS : Agriculture, construction, Forestry, consumer & commercial
equipment, diesel engines, automobiles.
SERVICE : Financial services
REVENUE : US$37.795 billion (2013)
OPERATING INCOME : US$5.415 billion (2013)
NET INCOME : US$3.537 billion (2013)
TOTAL ASSET : US$56.04 billion (2013)
TOTAL EQUITY : US$10.267 billion (2013)
NUMBER OF
EMPLOYEES : 67,000(2013)
WEBSIT : www.Deere.com

COMPANY PROFILE
BACKGROUND AND INCEPTION OF THE COMPANY

The Deere & company (brand name john Deere) is an American corporation that
manufactures agricultural, construction, and forestry machinery, diesel engines, drive trains
(axles, transmission, gearboxes) used in heavy equipment, and lawn care equipment. In 2016,
it was listed as 97th in the fortune 500 America‟s ranking and was ranked 364th in fortune
global 500 ranking in 2016.
John Deere also provides financial services and other activities.
Deere is listed on the New York stock exchange under the symbols DE. The company‟s
slogan is “nothing runs like a Deere”. And it logo is a leaping Deere, with the word‟s JOHN
DEERE‟ under it. The logo of the leaping deer has been used by this company for over 155
years. Over the years, the logo has had minor changes and pieces removed. Some of the older
style logos have the deer leaping over a log .the company uses different logo colours for
agriculture vs. Construction Products. the company„s agriculture products are identifiable by
a distinctive shade of green paint with the inside border being yellow. While the construction
products are identifiable by a shade of black with the deer being yellow, and the inside border
also being yellow.
Deere & company began when john Deere, born in Rutland, Vermont, USA on February 7,
1804 moved to grand detour, Illinois‟ in 1836 in order to escape bankruptcy in Vermont.
Already an established blacksmith, Deere opened a1,378 square feet (128m2) shop in grand
detour in 1837 which allowed him to serve as a general repairman in the village , as well as
a manufacture of small tools such as pitchforks and shovels . small tools was just a start,
the item that set him apart , was the self-scouring steel plow, which was pioneered in 1837
when john Deere fashioned a Scottish steel saw blade into a plow . prior to Deere‟s steel
plow , most farmers used iron or wooden plows that the rich Midwestern soil stuck to
and had to be cleaned frequently. The smooth sided steel plow solved this problem, and
greatly aided migration into the American Great Plains in the 19th and early 20th century.
Increased competition during the early 1900s from the new international harvest company
led the company to expand its offering in the implement business , but it was the
production of gasoline tractors which would come to define Deere & company‟s
operations during the twentieth century .

World head quarters

Facility name address country phone
Deere& company Deere & company U.S.A 1-309-765-800
World headquarters one john Deere place Moline il 61265-8098
European headquarters
Facility name address country
phone
John Deere Gmbh&co.kg john Deere Gmbh & co.kg Germany +49-621-829-01
Mannheim regional center
John Deere Gmbh co.kg
Region 2 sales& marketing center
John Deere Strasse 70 68163 Mannheim

1.3 PROMOTERS
BOARD OF DIRECTORS
SAMUEL R. ALLEN
Chairman and chief Executive officer, Deere & company
CRANDALL C. BOWLES
Chairman Emeritus, the Springs Company, Asset Management
VANCE D. COFFMAN
Retired Chairman, Lockheed Martin Corporation Aerospace, Defence, and Information
Technology
ALAN C.HEUBERGER
Senior Manager, BMGI Private Investment Management
DIPAK C. JAIN
Director, Sasin Graduate Institute of Business Administration
International graduate Business school
MICHAEL O.JOHANNS
Former U.S senator And U.S Secretary of Agriculture
CLAYTON M. JOHNES
Retired Chairman, Rockwell Collins, Inc. Aviation electronics and communication
BRIAN M. KRZANICH
Chief Executive Officer, Intel Corporation Advance integrated digital technology platforms
GREGORY R. PAGE
Retired Executive Director, Cargill, Inc. Agriculture, Food, Financial, and Industrial Products
and Services
SHERRY M. SMITH
Former Executive Vice President and Chief Financial Officer, Supervalu Inc, Power and
water, aviation, oil gas, healthcare, appliances and Lighting Energy Management,
Transportation, and Financial services Chairman, President, and chief Executive Officer, GE
Asset Management Inc. Global investments.
SHEILA G. TALTON
President and Chief Executive Officer, Grey Matter Analytics Data analytics consulting
services for financial services and healthcare industries.

1.4 VISION AND MISSION
VISION
Our vision is to become the first choice in marketing the highest quality agricultural
equipment and providing superior product support .
MISSION
provide agriculture machinery , implements and irrigation equipment that combines
quality performance with value pricing thereby increasing quality and productivity in
the agricultural sector of the country
 provide reliable and efficient technical back-up services(training, maintenance and
spare part)
 provide product information and technical advice to the farming community
QUALITY POLICY
Excellence in Quality is the core value of John Deere’s philosophy.
We are committed at all levels to achieve high Quality in whatever we do, particularly in our
products and service which will meet and exceed customer‟s growing aspirations through:
 Innovation in Products processes and services.
 Continuous improvement in our total management systems.
 Team work and Responsibility.
 Latest technologies have been adopted to maintain high standard of quality with
minimum maintenance cost.
 Improvement in quality of raw material input
 Technological Innovations
 Prevention of natural resources
 Reduction of level of risk by improving working condition.
 Total involvement of employees through participative management activities and
training to create awareness and upgrade skill.

1.5 PRODUCTS / SERVICES
John Deere manufactures a wide range of products, with several models of each in many
cases.
AGRICULTURE EQUIPMENT
A tractor, is an engineering vehicle specifically designed to deliver a high attractive effort at
slow speeds, for the purposes of hauling a trailer or machinery used in agriculture or
construction .most commonly, the term is used to describe a farm vehicle that provides the
power and construction to mechanize agricultural tasks , especially tillage, but nowadays a
great variety of tasks. Agriculture implements may be towed behind or mounted on the
tractor , and the tractor may also provide a source of power if the implement is mechanized.
The word tractor was taken from Latin, being the agent noun of tractor here „to pull”. The
first recorded use of the word meaning “ an engine or vehicle for pulling wagons or
ploughs “ occurred in 1901, displacing the earlier term „ traction engine “(1859)
Agricultural products include, amongst others , tractors , combine harvesters, cotton
harvesters, balers , planters / seeders , silage machines ,and sprayer
TRACTORS/ MODELS
John Deere 5047 D Tractors

 3029D Naturally Aspirated- TREM 3, 3Cyclinder John Deere Engine
 35kw (47 hp) Horsepower
 Single Speed, 540PTO @ 2200 ERPM
 60 litre Fuel Thank Capacity
John Deere 5045 D 4WD (45 HP) Tractor

 Engine Type: Coolant cooled with overflow reservoir, Naturally Aspirated
 Maximum Power: 2300.00
 HP range: 45
 No Of Cylinders: 3
 Fuel Tank Capacity: 60 litre

John Deere 5045 D (45 HP) Tractor

 HP range: 45

 HP range: 42
John Deere 5038 Paddling Special Tractor

 Engine Type: DI, 4 Stroke, Diesel
 HP range: 38

John Deere 5075 E MFWD Tractor

 HP range: 75

John Deere E 5065 MFWD Tractor

 HP range: 65
John Deere 5055 E 4WD Tractor

 HP range: 55
John Deere 5075 E 4WD (75 HP) Tractor
 Engine Type: Rotary FIP, Coolant cooled with overflow reservoir, Turbo charged
 HP range: 75
 Maximum Power: 2400.00 rpm
 HP range: 65
John Deere 5060 E (60 HP) Tractor

 HP range: 60
 HP range: 55

 HP range: 55
 Engine Type: Coolant cooled with overflow reservoir, Turbo charged

 HP range: 50

 HP range: 50
 No Of Cylinders: 60 litre
John Deere 5041 C (41 HP) Tractor


 HP range: 41
CONSTRUCTION EQUIPMENT
Construction equipment includes:
EXCAVATOR Hydraulic Excavator are heavy construction equipment consisting of a
boom, dipper bucket and cab on a rotating platform known as the “house”. The house sits
atop an Undercarriage with tracks or wheels. They are a natural progression from the steam
shovel and often mistakenly called power shovels. All movements and functions of a
hydraulic.
The accomplished through the use of hydraulic fluid, with hydraulic cylinders and hydraulic
motors. due to the linear actuation of hydraulic cylinders, their mode of operation
fundamentally different from cable operated excavators which use winches and steels
ropes to accomplish the movements
LOADERS
The loaders is a heavy equipment machine used construction to move aside or load
materials such as asphalt , demolition debris, dirt, snow ,feed, gravels, logs , raw minerals
.recycled material, rock ,sand , woodchips ,etc., into or onto another type of machinery ( such
as a dump truck , conveyor belt , feed –hopper , or railroad car) . there are many types of
loader, which, depending on design and application , are called by various names ,
including bucket loader , front loader , front- end loader , pay loader ,scoop, shovel, skip
loader , wheel loader , or skid –steer
OTHER PRODUCTS
The company manufactures lawn mowers and also is a manufacturer of consumer and
commercial equipment , and snow throwers , as well as a supplier of diesel engines and
power trains (axels, transmission, etc.) used especially in heavy equipment.

1.6 AREA OF OPERATION

GLOBAL
 U.S.A
 GERMANY
 CHINA and WORLD WIDE
NATIONAL
John Deere equipment private Ltd dist. Pune-412208 Maharashtra India agriculture
John Deere India private limited Patiala Punjab 147001 India agriculture
John Deere India Pvt. Ltd Dewas (Madhya Pradesh) India agriculture
REGIONAL
 Bidar
 Basavakalyan
 Gulbarga
 Bangalore
 Mysore
 shivmoga

1.7 INFRASTRUCTURE FACILITY
We offer state-of-the-art facilities all your four-wheeler needs. From the latest computerized
machines, pneumatically controlled equipment and experienced & trained personnel, we
believe in offering you the best of services.
An overview of our facilities
 Showroom spread across 2000 sq. ft.
 Modern workshop spread over 2000 sq. ft.
 More than 6 trained technicians
 State-of-the-art equipment
1. Drinking water facility
2. Toilet facility
3. Hospital facility
4. Insurance

1.8 COMPITITORS INFORMATION
 Kubota tractor
 Mahindra tractor
 Ford tractor
 Sonalik tractor
 Achway Lawnmowers
 Arjun
 HMT

1.9 SWOT ANALYSIS
STRENGTHS
 Diverse product portfolio
 An excellent customer Relationship management (CRM) system
 Strong financial position
 A high Asset Leverage
 Has an employee base exceeding 55,000
 It is a leader in agriculture equipment, construction.
WEAKNESS
 Limited global brand awareness and penetration compared to a few industry
leaders
 The obligation of its IT communications and network turn out to be more
compound and bigger by the day
OPPORTUNITIES
 Deere‟s capability to quickly budge into fresh rising market
 Its present current policy of expansion and the supporting changes in Asia,
Europe and East have presented many fresh market places for them to
compete
 Collaboration and tie – ups with global companies
THREATS
 Deere will be forced to reduce its attention on further established market places,
for example the U.S and will sprint the danger down market share to very
active competition inside them
 Labour and workforce issues Economy ,interest rates and Government
regulations

1.10 FUTURE GROWTH AND PROSPECTS
Growth to moderate to 8-9% in 2HFY14, but still strong:

Growth momentum for the tractor industry is likely to continue. However, in 2HY14, Growth
would moderate to 8-9% (v/s 24% in 1hy14) due to upcoming elections in several key states.
For Fy14 as a whole, Growth would be 16% (v/s de- growth of 105% in FY13). For FY15,
growth is likely to be 6-8% and would be monsoon dependent. Upcoming general election in
1QFY15 (key period for tractor sales) could impact growth, as most of the administrative
machinery would get involved with the elections.
Board – based growth, with most states contributing: regional, Chhattisghad, Maharashtra,
Madhya Pradesh and Rajasthan have grown by 83%, 50%, 43%, and 41%, yoyo, respectively
in 1HFY14. Andhra recovered as well, with 40% yoyo growth on good monsoon. Gujarat,
which was impact by drought last year, has been showing positive sign in the last 2-3 months.
Karnataka has also recovered in 2q, with positive growth.
Financing environment conducive; Private sector interest remain high:
Financing environment remains conductive, given that tractor loans quality as priority sector
landing and risk – reward is more favourable than other segments if collection machinery is
strong. The share of private financiers has risen to 55-56% from 25% 3-4 years ago.

1.11 FINANCIAL STATEMENT

BALANCE SHEET ON JOHN DEERE
(Rs. Corers)
2018 2017 2016
Assets
Cash and cash equivalents 3904.0 9334.9 4,335.8
Marketable securities 490.1 451.6 453.5
Receivables from an unconsolidated affiliates 21.7 35.9 16.5
Trade accounts and notes receivable-net 5004.3 3924.9 3011.3
Financing receivable-net 27054.1 25104.1 23702.3
Financing receivable securitized-net 4021.4 4158.8 5126.5
Other receivables 1735.5 1200.0 1018.5
Equipment on operating leases-net 7165.5 6593.7 5901.5
Inventories 6148.9 3904.1 3340.5
Property and equipment-net 5867.5 5067.0 5170.6
Investments in unconsolidated affiliates 207.3 182.5 232.6
Goodwill 3100.7 1033.3 815.7
Other intangible assets-net 1562.4 218.0 104.1
Retirement benefits 1298.3 538.2 93.6
Deferred income taxes 808.0 2415.0 2964.4
Other assets 1718.4 1623.6 1694.0
Total assets 70108.0 65786.3 57981.4
Liabilities and stock holder equity
Liabilities
Short-term borrowings 11061.4 10035.3 6912.2

Short-term securitization borrowings 3957.3 4118.7 5002.5
Payables to unconsolidated affiliates 128.9 121.9 81.6
Accounts payable and accrued expenses 10111.0 8417.0 7240.1
Deferred income taxes 555.8 209.7 166.0
Long term borrowings 27237.4 25891.3 23759.7
Retirement benefits and other liabilities 5751.0 7417.9 8274.5

Total liabilities 58802.8 56211.8 51436.6
Commitments and contingencies (note 22) 14.0 14.0 14.0

Redeemable non-controlling interest (note 4)
Stock holder’s equity
Common stock,$1 par value (authorized- 4474.2 4280.5 3911.8
1,200,000,000 shares; issued -536,431,204 shares in
2016 and 2015 ,2014,2013), at paid – in amount
Common stock in treasury, 221,663,380 shares in (16311.8) (15460.8) (15677.1)

2016 and 219,743,893shares in
2015, 2014,2013 at cost
Retained earnings 27553.0 25301.3 23911.3
Accumulated other comprehensive income (loss) (4427.6) (4563.7) (5626.0)
Total Deere & company stockholders equity 11287.8 9557.3 6520.0
Non-controlling interests 3.4 3.2 10.8
Total stockholder‟s equity 11291.2 9557.3 6530.8
Total liabilities and stockholder’s equity 70108.0 65786.3 57981.4

2. CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

2.1 THEORECTICAL BACKGROUND OF THE STUDY
TOPIC CHOOSEN FOR STUDY

A STUDY OF TREND ANALYSIS AT KESHAV ENTERPRISES
 Trend analysis is a useful tool for long term trend comparison. The analyst chooses a
base period, for all items, with a number usually set at 100.
 The trend analyst endeavour to understand the in performance and financial position
of the company.
 It requires understanding the company‟s ability to respond to change in the business
environment and it‟ strength and weakness in the context of position changes in the
environment.
 Trend analysis requires an evaluation of the robustness of the business model of the
company.

2.2 LITERATURE REVIEW WITH RESEARCH GAP
INTRODUCTION
Trend analysis is the widespread practice of collecting information and attempting to spot a
pattern. In some fields of study, the term “trend analysis” has more formally defined
meanings?
Although trend analysis is often used to predict future events, it could be used to estimate
uncertain events in the past, such as how many ancient kings probably ruled between two
dates, based on data such as the average year which other kings reigned.
In project management, trend analysis is a mathematical technique that uses historical results
to predict future outcomes. This id achieved by tracking variance in cost and schedule
performance. In this context, it is a project management quality control.
In statistics, trend analysis often refers to technique for extracting an underlying pattern of
behaviour in a time series which would otherwise be partly or nearly completely hidden by
noise. If the trend can be assumed to be linear, trend analysis can be undertaken within a
formal regression analysis, as describes in trend estimation. Trend analysis can be also used
for word usage, how words change in the frequency of use in time, if the trends have other
shapes than linear, trend test can be done by non-parametric methods, e.g. mann-kendall test,
which is a version of Kendall rank correlation coefficient. For testing and visualization of
nonlinear trends also smoothing can be used.
REFERENCE LITERATURES
 Ader Herman j. (2008a).

“Phases and initial steps in data analysis”. In ader. Herman j; mellenbergh, Gideon j; hand,
David j. advising on research methods: a consultant‟s companion.
Huizen Netherlands: Johannes van kessel pub. pp. 333-356. ISBN 9789079418015. OCLC
905799857.
 Ader. Herman j. (2008b).

“The main analysis phase”. In ader, Herman j; mellenbergh, Gideon j; hand, David j.
advising research methods: a consultant‟s companion. Huizen, Netherlands: Johannes van
kessel pub. Pp.357-386. ISBN 9789079418015. OCLC 905799857.

Tabachnick, B.G. & Fidrell, L.S (2007).

Chapter 4: cleaning up your act. Screening data prior to analysis. In B.G tabachnick & L.S
Fidel (Eds.), use multivariate Statistic, Fifth Edition (pp. 60-116). Boston: Pearson Education,
Inc. / Alyn and bacon.
 Mann-kendall:
The mann-kendall test is a commonly used non-parametric test for trend detection. It does
not take into account whether the trend is linear or nonlinear. Studies show that the
effectiveness of the test depends on the magnitude of trend, sample size, and the variation
within a time series (Tue et al. 2003). Thus, the bigger the absolute magnitude of trend or
larger the sample size, the more powerful are the tests. As the amount of variation in a time
series increases, the power of the tests decreases. When a trend is present, the power is also
depends on the distribution types and skewness of the time series.
Several studies on application of mann-kendall statistic for detecting trends in hydrologic
data are available in literature (Fanta et al. 2001, Donalt et.al 2002, 2004). There studies show
the strength of mann-kendall non-parametric trend test in bringing out trend in hydrologic
data. This test is useful in the analysis of major flow regulation, since the absolute magnitude
of trend in such cases will be larger.
 Richard veryard:
Richard veryard is a British computer scientist, author and business consultant, known for his
work on service-oriented architecture and the service-based business.
In “Pragmatic data analysis” (1984) veryard presented data analysis as a branch of system
analysis, this shared the same principles. His position on data modelling would data
appearing to be implicit in the term data analysis. He presents two philosophical attitudes
towards data modelling, which he called “semantic relativism and semantic absolutism.
According to the absolutist way of thinking, there is only one correct or ideal way of
modelling anything: each object in the real world must be represented by a particular
construct. Semantic relativism, on the other hand, believes that most things in the real world
can be modelled in many different ways, using basic constructs.

 Gideon Jan:
Gideon Jan (mellenbergh) is a Dutch psychologist, and Emeritus professor of psychological
methods at the university of Amsterdam, known for his contribution in the field of
psychometrics, and social research methodology.
 ISBN:
International standard book number is numeric commercial book identifier which is a
intended to be unique. Publisher purchase IBSNs from an affiliated of the international IBSN
Agency.
 Trends in Consumer Needs and Behaviour:

Trends in Consumer Needs and Behaviour a business that is able to identify a specific trend
in changing consumer needs and behaviour may be able to cater to these needs and project
higher growth rates.
 Shifts in Consumer Perception of Value:

Trend analysis involves timely analysis of consumer needs and positioning of the product or
service in the consumer‟s mind. An aspect of a product or service, which would at one point
in time have contributed to the consumer‟s perception, may later lose value if the competition
replicates it.
For example, if Shop A in a particular town was the only department store providing free
home delivery for customer orders, it may hold a better perception in the consumer‟s mind
due to this additional service. However, if competitors start providing the same service, the
value perception for Shop A would likely decrease.
 Trends in Industry Cost Drivers:

Businesses need to be aware of changes in composition of the cost drivers and also
innovations that lead to lower cost alternatives. Companies that are able to find better
alternatives, which are more economical or offer additional features, can gain a competitive
advantage and achieve higher objectives.

 Change and Evolution of the Industry:

Companies continuously analyse trends in terms of product innovations, competitor product
features, and new operation and delivery methods. Such analysis helps the business stay
ahead of the curve to understand changing market trends and project objectives accordingly.
Trend analysis is a very common strategic tool for understanding the market maturity (i.e.,
whether the market is in a growth or decline stage) to gauge future market potential and the
overall position of a business in the market.
 Thomas Metcalf:
Thomas Metcalf has worked as an economist, stockbrokers and technology salesman. A
writer since 1997, he has written a monthly column for “Life Association News,” authored
several books and contributed to national publications such as the “History Channel‟s
magazine.” Metcalf holds a master‟s degree in economics from tufts University.
According to Thomas Metcalf; business owners don‟t have time to spend forecasting and
keeping those forecasts current. While forecasting is not as urgent as managing day to day
operations, a company needs to forecast for growth and anticipate problems. To evaluate the
effectiveness of trend analysis, you need to consider all of its components seasonal, cyclical
and long term trends. While promotional discount and clearance sales might bring in relevant
in the short term, a business can‟t ignore long term trends.
 According to aldo cannevale:
When using trend analysis it is always important to bear in mind that the further into the
future our forecasts are, the less reliable a forecast will become. Nobody can realistically
predict the future and although the seasonal variations in this example are neat and tidy, what
happens if there is a flood? Or suddenly the product we are selling becomes
obsolete? Obviously the forecast would not be an accurate one in this situation.
 What is a Trend?
A Trend is described as general movement of data over time. A trend can be positive or
negative depending on the data in question. Once calculated, trends can be used as a means

of analysing historic data so that forecasts can be made for the future. A classic example of
trend analysis would be in the retail industry, where sales of goods could be analysed over
time and the underlying trend could be calculated. In turn, the underlying trend can then be
used to make forecasts for sales in the future. Once a forecast has been made then the
business can be managed accordingly, for example inventory management, decisions about
whether to continue selling certain products and whether the business needs any further
investment to support growth.
 Why this is useful:
A management accountant could use this technique to make forecasts. This would then be
communicated to either their own manager, or perhaps a client they are working for. If a
trend is negative, it could be that this forecast is used to predict when sales for a product are
going to drop below the break-even point and hence stop becoming profitable. Trend analysis
is not only useful for sales figures but also other areas of different businesses such as
production and purchases.
 Trend analysis reality:
Finally, ratio analysis permits a firm to take the time dimension into account. In other words,
whether or not the economic role of a company is enhancing or is deteriorating over the
years. This is made feasible by means of the use of vogue analysis. The magnitude of a style
evaluation of ratios lays in the reality that the analysts can know the course of movement.
 Market predict :
Trend analysis involves understanding past market behaviour and expected future market
innovations; a major effort in conducting trend analysis is dedicated toward collecting
relevant data. The authenticity of this data determines the accuracy of the projections, which
subsequently impacts the objectives set for a particular product or service.

 M Y Khan and P K Jain:

This analysis provides an all-round perspective of the external factors that impact the
business. While determining future objectives for a product or service, trend analysis is used
as a basis on which future market projections are made.
 Asish K Bhattacharyya:
Trend analysis is a form of comparative analysis that is often employed to identify current
and future movements of an investment or group of investments. The process may involve
comparing past and current financial ratios as they related to various institutions in order to
project how long the current trend will continue. This type of information is extremely
helpful to investors who wish to make the most from their investments.
 S.P Jain institute of management and research:

The process of a trend analysis begins with identifying the category of the investments that
are under consideration. For example, if the investor wishes to get an idea on the potential for
making a profit with pork bellies, the focus will be on the performance of pork bellies in a
commodities market. The analysis will include more than one supplier for the commodity, in
order to get a more accurate picture of the current status of pork bellies on the market.
 Financial Portfolio:
A trend analysis may be used to identify and project upswings in the performance of a stock
or commodity, or to identify the potential for an upcoming downturn in value. By comparing
the financial ratio of the past with the present and identifying key factors that helped the
investment to arrive at the current point, it is possible to use the process of trend analysis to
project future worth and adjust the components of the financial portfolio accordingly.

3. RESEARCH DESIGN
3.1 STATEMENT OF THE PROBLEM
Let start with the question: what does one mean when he/she wants to define a research
problem? The answer may be that one wants to state the problem along with the bonds within
which it is to be studied. In other words, defining a problem involves that task of laying down
boundaries within which a research shall study the problem with a pre-determined objective
in view.
How to define a research problem in undoubtedly a herculean task. However, it is a task that
must be tackled intelligently to avoid the perplexity encountered in a research operation. The
usual approach is that the researcher should himself pose a question (or in case someone else
who wants the researcher to carry on research, the concern individual, organisation or an
authority should pose the question to the researcher) and setup techniques and procedures for
throwing light on the question concerned for formulating or defining the research problem.
But such an approach generally does not produce definitive results because the questions
phrased in such as fashion is usually in broad general terms and as such may not be in form
suitable for testing.
Define a research problem properly and clearly is a crucial part of a research study and must
in no case be accomplished hurriedly. However, in practice this is frequently overlooked
which causes a lot of problem later on. Hence, the research problem should be defined in a
systematic manner, giving due to weightage to all relating points. The technique for the
purpose involves the undertaking of the following steps generally one after the other:
Statement of the problem in general way: first of all the problem should be stated in a
broad in general way, keeping in view either some practical some scientific or intellectual
interest. For this purpose, the research must immerse him thoroughly in the subject matter
concerning which he wishes to pose a problem. In case of social research, it is considered
advisable to do some field observation and such the researcher may undertake some short of
preliminary survey or what is often called pilot survey. Than the researcher can himself state
the problem or he can seek the guidance of the guide or the subject expert in accomplishing
this task. Often, the guide puts forth the problem in general terms, and it is than up the
researcher to narrow it down and phrase the problem in operational terms. In case there some
directive from an organisational authority, the problem than can be stated accordingly. The
problem stated in a broad general way may contain various ambiguities which must be

resolve by cool thinking and rethinking over the problem. At the same time feasibility of a
particular solution has to be considered and the same should be kept in view while stating the
problem.
Understanding the nature of the problem: the next step in defining the problem is to
understand its origin and nature clearly. The best way of understanding the problem is to
discuss it with those who first raised it in order to find out how the problem originally came
about and with what objectives in view. If the researcher has stated the problem himself, he
should consider once again all those points that induced him to make a general statement
concerning the problem. For a better understanding of the nature of the problem involved, he
can enter into discussion with those who have a good knowledge of the problem concerned or
similar other problems. The researcher should also keep in view the environment within
which the problem is to be studied and understood.

3.2 NEED FOR THE STUDY
 To know the prices of different commodities in the market, as well as the supply and
demand situation of the organisation.
 To know how market trend are the upward or downward movement of a market,
during a period of time.
 To check relationships between numbers that should be related in a predictable way,

such as ratios over time.
 To know trend analysis normally numbers to make comparisons easier, such as

analysing amounts per person or relative to GDP or as an index value relative to a
base year.

3.3 OBJECTIVES OF THE STUDY:
 To know financial position of john Deere tractor

 To know the income and expenditure statement and balance sheet
 To know the balance sheet
 To study the 3 year income and expenditure statement and balance sheet
 To calculate the trend analysis of each component of income and expenditure
statement considering of 3 years
 To calculate the trend analysis of each component of balance sheet considering of
3years
 To study the considering of base year and comparative with next two years of income
and expenditure and balance sheet (base year is always 100%)

3.4 SCOPE OF STUDY
This study is conducted at KESHAV ENTERPRISES JOHN DEERE, Bidar. The current
study is conducted with the help of published annual reports of the year 2016-2018. The
study gives an idea about the present financial position of the organisation.
Trend analysis is helps to investors and traders predict the trend of the market. Up trend,
downtrend and sideways moves of the market are easy to predict, with the help of chart
analysis. And it also indicates the movement of market makers and their activities related to a
particular market. Another main advantage of trend analysis is that it gives an early signal
when it comes to trend reversal.
Trend analysis is helpful for short term trading, swing trading, and long term investing. Trend
analysis provides a lot of information that helps the traders and investors build their positions
and take traders.
I agree trend analysis is one of the best ways to trade.

3.5 RESEARCH METHODOLOGY:
The report is made to find out the consumer behaviour towards on John Deere tractor by
using two sources of data method of marketing research:
DATA COLLECTION:
1. Source of data
2. Sampling plan
3. Field work
Tools and techniques of data collection
Primary data
Primary method of collecting data through Questionnaire method and interview method
Secondary data
a) Book
b) Company journal and records
c) Internet
Secondary data has collected from the books, journals of sales and marketing department of
KESHAV ENTERPRISES BIDAR and also the most of information is collected from
magazines and reports.

3.6 HYPOTHESIS
Trend analysis provides an insight into the relationships of items reported in financial
statements. Index number trend analysis (also known has horizontal common size analysis)
provides an insight into changes in amount of items reported in financial statements.
However, interpretation of result requires understanding contextual factors such as:
 The business environment of the industry;
 Company‟s strategies, strengths, weakness and threats;
 Accounting policy procedures and methods used in the preparation and presentation
of financial statements.
The analysis should keep in the mind that the longer the time period for comparison the
more distortive are the effects of inflation. Ideally, if the inflation rate is significantly
high, financial statement used for comparison should be adjusted for the price level
changes. However, it is not appropriate to adjust all line items using a single rate because
all line items are not affected uniformly by price changes.
For example, the effect of inflation on employee compensation should be lower than its
effect on costs of bought out services because employees are not compensated fully for
price level changes. Similarly, the effect of inflation on sales and services depends on the
ability of the firm to pass on the increase in cost of sales, due to price level changes to
customers. The ability of the company to pass on the increase in costs customers depends
on the industry structure.

3.7 LIMITATION OF THE STUDY
 The study is limited to organisation.
 Time period is one of the limitations of the study.

 Secondary data is used mainly for the study. Therefore, the limitations of secondary
data are applicable to this study as well.

 The study is limited to the financial position of john Deere.
 The research was conducted to get an overall view of the organisation; as such it was
not possible to probe deep into the subject.

3.8 CHAPTER SCHEME
Chapter 1: Introduction
Introduction, Industry profile and Company profile: Promoters, Vision, Mission & Quality
policy. Products / Service profile area operation. Infrastructure Facilities information, SWOT
analysis, Future growth and prospects and Financial statement.
Chapter 2: conceptual background literature review

Theoretical background of the study, Literature review research gap (with minimum 20
literature review)
Chapter 3: research design

Statement of the problem, Need for the study, Objectives, Scope of the study, Research
Methodology, Hypothesis, Limitations, Chapter scheme.
Chapter 4: Analysis and interpretation

Analysis and interpretation of the data- collected with relevant tables and Graphs. Results
obtained by the using statistical tools must be included.
Chapter 5: findings, conclusion and suggestions

Summary of findings, Conclusion and Suggestion / Recommendations

4. ANALYSIS AND INTERPRETATIONS
BALANCE SHEET OF JOHN DEERE
BASE YEAR IS 2016 (Rs. Corers)

2018 %2018 2017 %2017 2016 %2016
Assets
Cash and cash 3904.0 90.04 9334.90 215.30 4,335.80 100
equivalents
Marketable securities 490.10 108.07 451.60 99.58 453.50 100
Receivables from an 21.70 131.51 35.90 217.57 16.50 100
unconsolidated affiliates
Trade accounts and 5004.30 166.18 3924.90 130.33 3011.30 100
notes receivable-net
Financing receivable-net 27054.10 114.14 25104.10 105.91 23702.30 100
Financing receivable 4021.40 78.44 4158.80 81.12 5126.50 100
securitized-net
Other receivables 1735.50 170.40 1200.00 117.82 1018.50 100
Equipment on operating 7165.50 121.41 6593.70 111.72 5901.50 100
leases-net
Inventories 6148.90 184.07 3904.10 116.87 3340.50 100
Property and equipment- 5867.50 113.47 5067.0 98.0 5170.60 100
net
Investments in 207.30 89.12 182.50 78.46 232.60 100
Goodwill 3100.70 380.13 1033.3 126.67 815.70 100
Other intangible assets- 1562.40 1500.87 218.0 209.41 104.10 100
net
Retirement benefits 1298.30 1387.07 538.2 575 93.6 100
Deferred income taxes 808.0 27.25 2415.0 81.47 2964.4 100
Other assets 1718.40 101.44 1623.60 95.84 1694.0 100
Total assets 70108.0 120.91 65786.30 144.64 57981.40 100

Liabilities and stock

holder equity
Liabilities
Short-term borrowings 11061.40 160.02 10035.30 145.18 6912.20 100

Short-term securitization 3957.30 79.10 4118.70 82.33 5002.50 100
borrowings
Payables to 128.90 157.97 121.90 149.39 81.60 100
Accounts payable and 10111.0 139.65 8417.0 116.25 7240.10 100
accrued expenses
Deferred income taxes 555.80 334.82 209.70 126.32 166.0 100
Long term borrowings 27237.40 114.63 25891.30 108.97 23759.70 100
Retirement benefits and 5751.0 69.50 7417.90 89.65 8274.50 100
other liabilities
Total liabilities 58802.80 144.32 56211.80 109.28 51436.60 100
Commitments and 14.0 100 14.0 100 14.0 100

contingencies (note 22)
Redeemable non-
controlling interest (note
4)
Stock holder’s
equity
Common stock,$1 par 4474.20 144.38 4280.50 109.42 3911.80 100
value (authorized-
1,200,000,000 shares;
issued -536,431,204
shares in 2016 and 2015
,2014,2013), at paid – in
amount
Common stock in (16311.8) 104.04 (15460.8) 98.62 (15677.1) 100

treasury, 221,663,380
shares in 2016 and
219,743,893shares in
2015, 2014,2013 at cost
Retained earnings 27553.0 115.23 25301.3 105.81 23911.30 100
Accumulated other (4427.60) 78.70 (4563.70) 81.12 (5626.0) 100
comprehensive income
(loss)
Total Deere & company 11287.80 173.12 9557.30 146.58 6520.0 100
stockholders equity
Non-controlling interests 3.40 31.48 3.20 29.63 10.80 100
Total stockholder‟s 11291.20 172.89 9557.30 146.34 6530.80 100
equity
Total liabilities and 70108.0 120.91 65786.30 113.46 57981.40 100
stockholder’s equity

4.1 ANALYSIS OF CASH AND CASH EQUIVALENTS TREND ANALYSIS
YEAR AMOUNT % TREND ANALYSIS

2015-16 4335.80 100
2016-17 9334.90 215.30
2017-18 3904 90.04
CASH AND CASH EQUIVALENTS

250
200
150
100
50
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table Cash and Cash equivalents trend analysis in the year 2015-16 is 100
%, 2016-17 is 215.30 % and 2017-18 is 90.04 %.
Considered Base Year is 2015-016.

4.2 ANALYSIS OF MARKET SECURITIES TREND ANALYSIS

2015-16 453.50 100
2016-17 451.60 99.58
2017-18 490.10 108.07
MARKETABLE SECURITIES
110
108
106
104
102
100
98
96
94
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table marketable securities trend analysis in the year 2015-16 is 100%,
2016-17 is 99.58% and 2017-18 is 108.07%.
Considered Based year is 2015-16.

4.3 ANALYSIS OF TRADE ACCOUNTS AND NOTES RECIEVABLE TREND

ANALYSIS

2015-16 3011.30 100
2016-17 3924.90 130.33
2017-18 5004.30 166.18
TRADE ACCOUNTS AND NOTES RECIEVABLE

180
160
140
120
100
80
60
40
20
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table trade accounts and notes receivable-net trend analysis in the year
2015-16 is 100%, 2016-17 is 130.33% and 2017-18 is 166.18%.

4.4 ANALYSIS OF FINANCING RECEIVABLE-NET TREND ANALYSIS

2015-16 23702.30 100
2016-17 25104.10 105.91
2017-18 27054.10 114.14
FINANCING RECIEVABLE-NET
120
115
110
105
100
95
90
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table financing receivable-net trend analysis in the year 2015-16 is 100%,
2016-17 is 105.91% and 2017-18 is 114.14%.

4.5 ANALYSIS OF EQUIPMENT ON OPERATING LEASES-NET TREND

ANALYSIS

2015-16 5901.50 100
2016-17 6593.70 111.72
2017-18 7165.50 121.41
EQUIPMENT ON OPERATING LEASES-NET

140
120
100
80
60
40
20
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table equipment on operating leases-net trend analysis in the year 2015-16
is 100%, 2016-17 is 111.72% and 2017-18 is 121.41%.

4.6 ANALYSIS OF GOODWILL TREND ANALYSIS

2015-16 815.70 100
2016-17 1033.30 126.67
2017-18 3100.70 380.13
GOODWILL
400
350
300
250
200
150
100
50
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table goodwill trend analysis in the year 2015-16 is 100%, 2016-17 is
126.67% and 2017-18 is 380.13%.

4.7 ANALYSIS OF DEFERRED INCOME TAXES TREND ANALYSIS

2015-16 2964.4 100
2016-17 2415.0 81.47
2017-18 808.0 27.25
DEFERRED INCOME TAXES

120
100
80
60
40
20
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table deferred income taxes trend analysis in the year 2015-16 is 100%,
2016-17 is 81.47% and 2017-18 is 27.25%.

4.8 ANALYSIS OF SHORT-TERM BORROWINGS TREND ANALYSIS

2015-16 6912.20 100
2016-17 10035.30 145.18
2017-18 11061.40 160.02
SHORT-TERM BORROWINGS
180
160
140
120
100
80
60
40
20
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table short-term borrowings trend analysis in the year 2015-16 is 100%,
2016-17 is 45.18% and 2017-18 is 160.02%.

4.9 ANALYSIS OF LONG TERM BORROWINGS TREND ANALYSIS

2015-16 23759.70 100
2016-17 25891.30 108.97
2017-18 27237.40 114.63
LONG TERM BORROWINGS

120
115
110
105
100
95
90
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table long term borrowings trend analysis in the year 2015-16 is 100%,
2016-17 is 108.97% and 2017-18 is 114.63%.

4.10 ANALYSIS OF RETAINED EARNINGS TREND ANALYSIS

2015-16 23911.30 100
2016-17 25301.30 105.81
2017-18 27553.0 115.23
RETAINED EARNINGS
120
115
110
105
100
95
90
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table retained earnings trend analysis in the year 2015-16 is 100%, 2016-17
is 105.81% and 2017-18 is 115.23%.

4.11 ANALYSIS OF NON CONTROLLING INTERESTS TREND ANLYSIS

2015-16 10.80 100
2016-17 3.20 29.63
2017-18 3.40 31.48
NON CONTROLLING INTERESTS

120
100
80
60
40
20
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table non-controlling interests trend analysis in the year 2015-16 is 100%,
2016-17 is 29.63% and 2017-18 is 31.48%.

4.12 ANALYSIS OF TOTAL STOCKHOLDER’S EQUITY TREND ANALYSIS

2015-16 6530.80 100
2016-17 9557.30 146.34
2017-18 11291.20 172.89
TOTAL STOCKHOLDER'S EQUITY

200
180
160
140
120
100
80
60
40
20
0
2015-16 2016-17 2017-18
INTERPRETATION-
As per the above table total stockholder‟s equity trend analysis in the year 2015-16 is 100%,
2016-17 is 146.34% and 2017-18 is 172.89%.

5. FINDINGS, CONCLUSION AND SUGGESTIONS
5.1 SUMMARY OF FINDINGS
 To know financial position of john Deere tractors.
The total liabilities of the organisation have shown an increasing trend.

The total assets have shown a progressive increasing trend.
The cash and cash equivalents of the organisation has shown increasing trend in 2017 but in
2018, it has decreased. It shown that the organisation has been doing the process in 2017
thereby reflecting the performance of the organisation.
 To know the income and expenditure statement.
The market securities ratio of trend analysis is good perform in 2017 of the bases of pervious
year but in 2018 income ratio is better than 2017.
Equipment on operating leases expenditure has been increasing year by year. Income and
expenditure those things are up and down like Sensex.
 To know the balance sheet.
Balance sheet has been shows total income and expenditure (assets and liabilities) and all
kinds of sources. Balance sheet is the one way to know the organisation profit and losses
basis on sales and production. Operating profit margin is the appropriate measure of
operating performance.
 To calculate the trend analysis of each component of income and expenditure

statement considering of 3 years.
Based on balance sheet it is presumed that the automobile industry business of the
organisation is showing increase trend and as such it will increase the income of the
organisation.

5.2 CONCLUSION
To conclude the project of trend analysis is net worth and employee‟s involvement is one of
the most important for the growth of the organization. Overall I learned in these 6 weeks how
the theoretical study is impact on our practical work exposure and finally with this project I
got experience in the industry.

5.3 SUGGESTION / RECOMMENDATIONS
 I suggested that John Deere tractor should provide high trend analysis compare to the
previous year and should give high sales to the customers, which will company brand
image get increase than automatically net worth will get increase.
 Company should take the vide advertisement activities in markets with different
media.
 Now advertisement as became important rule in throat competitors.
 The efficiency of the tractors is good compare to the other company tractors.
 Coordination among the employees should increase.
 Should bring the cordial working relationship in the organization.

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Engineering and Technology (IJIRSET), Volume 10, Issue 6, June-2021 ,Page no: 6391-
6397, Available at: http://www.ijirset.com/upload/2021/june/97_INTER_NC1.pdf
16. BHADRAPPA HARALAYYA, P.S.AITHAL , ANALYSIS OF TOTAL FACTOR
PRODUCTIVITYAND PROFITABILITY MATRIX OF BANKS BY HMTFP AND

FPTFP, Science, Technology and Development Journal, Volume 10, Issue 6, June-2021,
Page no: 190-203, Available at: http://journalstd.com/gallery/23-june2021.pdf
17. BHADRAPPA HARALAYYA, P.S.AITHAL , ANALYSIS OF BANKS TOTAL
FACTOR PRODUCTIVITY BY AGGREGATE LEVEL, Journal of Xi'an University of
Architecture & Technology, Volume 13, Issue 6, June- 2021 ,Page no: 296-314, available
at: https://www.xajzkjdx.cn/gallery/28-june2021.pdf
18. Bhadrappa Haralayya, P S Aithal, "ANALYSIS OF BANKS TOTAL FACTOR
PRODUCTIVITY BY DISAGGREGATE LEVEL", International Journal of Creative
Research Thoughts (IJCRT), Volume.9, Issue 6, June 2021, pp.b488-b502, Available at
:http://www.ijcrt.org/papers/IJCRT2106187.pdf
19. Haralayya B. Importance of CRM in Banking and Financial Sectors Journal of Advanced
Research in Quality Control and Management 2021, 6(1): 8-9
20. Haralayya B. How Digital Banking has Brought Innovative Products and Services to India.
Journal of Advanced Research in Quality Control and Management 2021; 6(1): 16-18
21. Haralayya B. Top 5 Priorities That will Shape The Future of Retail Banking Industry in
India. Journal of Advanced Research in HR and Organizational Management 2021;
8(1&2): 17-18.
22. Haralayya B. Millennials and Mobile-Savvy Consumers are Driving a Huge Shift in The
Retail Banking Industry. Journal of Advanced Research in Operational and Marketing
Management 2021; 4(1): 17-19
23. Haralayya B. Core Banking Technology and Its Top 6 Implementation Challenges. Journal
of Advanced Research in Operational and Marketing Management 2021; 4(1): 25-27
24. Nitesh S Vibhute ; Dr. Chandrakant B. Jewargi ; Dr. Bhadrappa Haralayya . "Study on
Non-Performing Assets of Public Sector Banks" Iconic Research And Engineering
Journals Volume 4, Issue, 12 June 2021, Page 52-61 Available at
https://irejournals.com/formatedpaper/1702767.pdf
25. Haralayya, Dr. Bhadrappa and Saini, Shrawan Kumar, An Overview on Productive
Efficiency of Banks & Financial Institution (2018). International Journal of Research,
Volume 05 Issue 12, April 2018, Available at SSRN: https://ssrn.com/abstract=3837503
26. Haralayya, Dr. Bhadrappa, Review on the Productive Efficiency of Banks in Developing
Country (2018). Journal for Studies in Management and Planning, Volume 04 Issue 05,
April 2018, Available at SSRN: https://ssrn.com/abstract=3837496
27. Basha, Jeelan and Haralayya, Dr. Bhadrappa, Performance Analysis of Financial Ratios -

Indian Public Non-Life Insurance Sector (April 30, 2021). Available at

SSRN: https://ssrn.com/abstract=3837465.
28. Haralayya, Dr. Bhadrappa, The Productive Efficiency of Banks in Developing Country
With Special Reference to Banks & Financial Institution (april 30, 2019). Available at
SSRN: https://ssrn.com/abstract=3844432 or http://dx.doi.org/10.2139/ssrn.3844432
29. Haralayya, Dr. Bhadrappa, Study on Performance of Foreign Banks in India (APRIL 2,
2016). Available at
30. Haralayya, Dr. Bhadrappa, E-Finance and the Financial Services Industry (MARCH 28,
2014). Available at
31. Haralayya, Dr. Bhadrappa, E-payment - An Overview (MARCH 28, 2014). Available at
SSRN: https://ssrn.com/abstract=3844409 or http://dx.doi.org/10.2139/ssrn.3844409 .
32. Bhadrappa Haralayya . "Customer Satisfaction at M/s Sindol Bajaj Bidar" Iconic Research
And Engineering Journals, Volume 4 ,Issue 12, June 2021, Page 157-169 Available at:
33. Bhadrappa Haralayya . "Ratio Analysis at NSSK, Bidar" Iconic Research And Engineering
Journals, Volume 4, Issue 12,June 2021, Page 170-182 Available at:
34. Bhadrappa Haralayya . "Financial Statement Analysis of Shri Ram City Union Finance"
Iconic Research And Engineering Journals, Volume 4, Issue 12,June 2021, Page 183-196
Available at: https://irejournals.com/formatedpaper/1702794.pdf
35. Bhadrappa Haralayya . "Employee Job Satisfaction at Big Bazaar" Iconic Research And
Engineering Journals, Volume 4, Issue 12, June 2021, Page 197-206 Available at:
36. Bhadrappa Haralayya . "Effect of Branding on Consumer Buying Behaviour at Vijay
Bharat Motors Pvt Ltd, Bidar" Iconic Research And Engineering Journals, Volume 4,
Issue 12, June 2021, Page 207-222 Available at:
37. Bhadrappa Haralayya . "Study on Customer Perceptions Guru Basava Motors, Bidar"
Iconic Research And Engineering Journals, Volume 4, Issue 12,June 2021, Page 223-231
38. Bhadrappa Haralayya . "Study on Loans and Advances for DCC Bank Main Branch

Nayakaman, Bidar" Iconic Research And Engineering Journals, Volume 4, Issue 12, June
2021, Page 232-242 Available at: https://irejournals.com/formatedpaper/1702798.pdf
39. Bhadrappa Haralayya . "Work Life Balance of Employees at Karanja Industries Pvt Ltd,
Bidar" Iconic Research And Engineering Journals, Volume 4, Issue 12, June 2021, Page
243-254 Available at: https://irejournals.com/formatedpaper/1702799.pdf
40. Bhadrappa Haralayya . "Working Capital Management at TVS Motors, Bidar" Iconic
Research And Engineering Journals, Volume 4, Issue 12, June 2021, Page 255-265
41. Haralayya, Dr. Bhadrappa, Testing Weak Form Efficiency of Indian Stock Market – An
Empirical Study on NSE (April 30, 2021). Emerging Global Strategies for Indian Industry
(ISBN: 978-81-910118-7-6), 2021, Available at SSRN: https://ssrn.com/abstract=3837488
42. Haralayya, Dr. Bhadrappa, Top 10 Ways to Improve the Communication Skills (JUNE 20,
2016). Available at
43. Haralayya, Dr. Bhadrappa, Multi-Inter-Trans Disciplinary Research Towards Management

and Commerce (July 25, 2016). Available at SSRN: https://ssrn.com/abstract=3847404
44. Bhadrappa Haralayya . "Advertising Effectiveness With Reference to Big Bazaar" Iconic
Research And Engineering Journals, Volume 5, Issue 1, July 2021, Page 101-110
45. Bhadrappa Haralayya . "Analysis of Non Performing Asset on Urban Cooperative Bank in
India" Iconic Research And Engineering Journals, Volume 5, Issue 1,July 2021, Page 111-
121 Available at: https://irejournals.com/formatedpaper/1702832.pdf
46. Bhadrappa Haralayya . "Ration Analysis With Reference to DCC Bank" Iconic Research
And Engineering Journals, Volume 5, Issue 1, July 2021, Page 122-130 Available at:
47. Bhadrappa Haralayya . "Consumer Buying Behavior With Reference to Bajaj Auto Ltd"
Iconic Research And Engineering Journals, Volume 5, Issue 1, July 2021, Page 131-140

48. Bhadrappa Haralayya . "Sales Promotion With Reference to Yamaha Motor" Iconic
49. Bhadrappa Haralayya . "Financial Statement Analysis Using Common Size on Mahindra
Sindol Motors" Iconic Research And Engineering Journals, Volume 5, Issue 1, July 2021 ,
Page 150-159 Available at: https://irejournals.com/formatedpaper/1702836.pdf
50. Bhadrappa Haralayya . "Loans And Advances with Reference to PKGB Bank" Iconic
51. Bhadrappa Haralayya . "Study on Trend Analysis at John Deere" Iconic Research And
Engineering Journals, Volume 5, Issue 1, July 2021, Page 171-181 Available at:
52. Haralayya B, Aithal PS. Study on Cost Efficiency in Indian and Other Countries
Experience. Journal of Advanced Research in HR and Organizational Management 2021;
8(1&2): 23-30.
53. Haralayya B, Aithal PS. Study on Theoretical Foundations of Bank Efficiency. . Journal of
Advanced Research in Operational and Marketing Management 2021; 4(2): 12-23.
54. Haralayya B, Aithal PS. Study on Profitability Efficiency in Indian and Other Countries
Experience. Journal of Advanced Research in Quality Control and Management 2021;
6(2): 1-10.
BOOKS
1. Financial statement analysis - Asish K Bhattacharyya
2. Financial management - Prasanna Chandra
3. Financial management - M Y Khan & P K Jain

MAGZINES:
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A STUDY ON TREND ANALYSIS AT KESHAV ENTERPRISES VASANTH

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DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 1

 Internship is an integral part of the academic curriculum it is an initiative to bridge

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 2

1.2 INDUSTRY PROFILE AND COMPANY PROFILE

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 3

JOHN DEERE WORLD HEADQUARTERS IN MOLINE, ILLINOIS

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 4

BACKGROUND AND INCEPTION OF THE COMPANY

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 5

World head quarters

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 6

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 7

1.4 VISION AND MISSION

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 8

1.5 PRODUCTS / SERVICES

John Deere 5047 D Tractors

John Deere 5045 D 4WD (45 HP) Tractor

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 9

John Deere 5045 D (45 HP) Tractor

John Deere 5042 D (42 HP) Tractor

John Deere 5038 Paddling Special Tractor

John Deere 5038 D (38 HP) Tractor

John Deere 5075 E MFWD Tractor

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 10

John Deere E 5065 MFWD Tractor

John Deere 5055 E 4WD Tractor

John Deere 5075 E 4WD (75 HP) Tractor

John Deere 5065 E 4WD (65 HP) Tractor

John Deere 5060 E (60 HP) Tractor

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 11

John Deere 5055 E 4WD (55 HP) Tractor

John Deere 5055 E (55 HP) Tractor

John Deere 5050 E (50 HP) Tractor

 Engine Type: Coolant cooled with overflow reservoir, Turbo charged

John Deere 5050 D (50 HP) Tractor

John Deere 5041 C (41 HP) Tractor

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 12

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 13

1.6 AREA OF OPERATION

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 14

1.7 INFRASTRUCTURE FACILITY

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 15

1.8 COMPITITORS INFORMATION

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 16

1.9 SWOT ANALYSIS

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 17

1.10 FUTURE GROWTH AND PROSPECTS

Growth to moderate to 8-9% in 2HFY14, but still strong:

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 18

1.11 FINANCIAL STATEMENT

Short-term borrowings 11061.4 10035.3 6912.2

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 19

Total liabilities 58802.8 56211.8 51436.6

Commitments and contingencies (note 22) 14.0 14.0 14.0

Common stock in treasury, 221,663,380 shares in (16311.8) (15460.8) (15677.1)

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 20

2. CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

TOPIC CHOOSEN FOR STUDY

DEPARTMENT OF MBA LINGRAJAPPA ENGINEERING COLLEGE BIDAR Page 21