customer satisfaction of mahindra final

INTRODUCTION

Customer satisfaction, a business term, is a measure of how products and services

supplied by a company meet or surpass customer expectation. It is seen as a key

performance indicator within business and is part of the four of a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key element of

business strategy.

It's a well known fact that no business can exist without customers. In the business of

Website design, it's important to work closely with your customers to make sure the site

or system you create for them is as close to their requirements as you can manage.

Because it's critical that you form a close working relationship with your client, customer

service is of vital importance. What follows are a selection of tips that will make your

clients feel valued, wanted and loved.

1. Encourage Face-to-Face Dealings

This is the most daunting and downright scary part of interacting with a customer. If

you're not used to this sort of thing it can be a pretty nerve-wracking experience. Rest

assured, though, it does get easier over time. It's important to meet your customers face to

face at least once or even twice during the course of a project.

My experience has shown that a client finds it easier to relate to and work with someone

they've actually met in person, rather than a voice on the phone or someone typing into an

email or messenger program. When you do meet them, be calm, confident and above all,

take time to ask them what they need. I believe that if a potential client spends over half

the meeting doing the talking, you're well on your way to a sale.

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http://en.wikipedia.org/wiki/Business

http://en.wikipedia.org/wiki/Technical_term

http://en.wikipedia.org/wiki/Balanced_Scorecard

2. Respond to Messages Promptly & Keep Your Clients Informed

This goes without saying really. We all know how annoying it is to wait days for a

response to an email or phone call. It might not always be practical to deal with all

customers' queries within the space of a few hours, but at least email or call them back

and let them know you've received their message and you'll contact them about it as soon

as possible. Even if you're not able to solve a problem right away, let the customer know

you're working on it.

A good example of this is my Web host. They've had some trouble with server hardware

which has caused a fair bit of downtime lately. At every step along the way I was emailed

and told exactly what was going on, why things were going wrong, and how long it

would be before they were working again. They also apologized repeatedly, which was

nice. Now if they server had just gone down with no explanation I think I'd have been

pretty annoyed and may have moved my business elsewhere. But because they took time

to keep me informed, it didn't seem so bad, and I at least knew they were doing

something about the problems. That to me is a prime example of customer service

3. Be Friendly and Approachable

A fellow Site Pointer once told me that you can hear a smile through the phone. This is

very true. It's very important to be friendly, courteous and to make your clients feel like

you're their friend and you're there to help them out. There will be times when you want

to beat your clients over the head repeatedly with a blunt object - it happens to all of us.

It's vital that you keep a clear head, respond to your clients' wishes as best you can, and at

all times remain polite and courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a clearly defined

customer service policy is going to save you a lot of time and effort in the long run. If a

customer has a problem, what should they do? If the first option doesn't work, then what?

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Should they contact different people for billing and technical enquiries? If they're not

satisfied with any aspect of your customer service, who should they tell?

There's nothing more annoying for a client than being passed from person to person, or

not knowing who to turn to. Making sure they know exactly what to do at each stage of

their enquiry should be of utmost importance. So make sure your customer service policy

is present on your site -- and anywhere else it may be useful.

5. Attention to Detail (also known as 'The Little Niceties')

Have you ever received a Happy Birthday email or card from a company you were a

client of? Have you ever had a personalized sign-up confirmation email for a service that

you could tell was typed from scratch? These little niceties can be time consuming and

aren't always cost effective, but remember to do them.

Even if it's as small as sending a Happy Holidays email to all your customers, it's

something. It shows you care; it shows there are real people on the other end of that

screen or telephone; and most importantly, it makes the customer feel welcomed, wanted

and valued.

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help

Them Out

Sometimes this is easier said than done! However, achieving this supreme level of

understanding with your clients will do wonders for your working relationship.

Take this as an example: you're working on the front-end for your client's exciting new

ecommerce endeavour. You have all the images, originals and files backed up on your

desktop computer and the site is going really well. During a meeting with your client

he/she happens to mention a hard-copy brochure their internal marketing people are

developing. As if by magic, a couple of weeks later a CD-ROM arrives on their doorstep

complete with high resolution versions of all the images you've used on the site.

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The Importance of Customer Satisfaction

Research has shown that when a person is satisfied with a company or service they are

likely to share their experience with other people to the order of perhaps five or six

people. However, dissatisfied customers are likely to tell another ten people of their

unfortunate experience. However, merely focusing solely on customer satisfaction has its

drawbacks in the marketplace as well. For those companies that focus only on customer

satisfaction run a real risk a failing to differentiate their brand from others. In order to

achieve long-term sustainability companies must seek to establish ties of loyalty with

consumers that are strong enough to ward off the advances of competitors. Creating

loyalty among customers can help the company to increase purchases of existing

products, charge premium prices for appreciation of your added-value services, and

create positive word-of-mouth promotion for your company, which is the core marketing

objective for companies.

Customer loyalty is much harder to obtain than satisfaction. Even though customers are

satisfied with the company there are several factors that could cause the customer to

defect to the competition, such as finding a better value or the competitor is more

convenient. With that said, having high levels of customer satisfaction does not always

lead to customer loyalty. However, a company cannot achieve customer loyalty without

having customer satisfaction.

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NEED OF THE STUDY Customer satisfaction is a general problem which every organization face may be

at high extent or may be at medium extent or may at low extent.

The hypothesis has been made that there is a problem to achieve customers

satisfaction in Some Trading Co., and this is affecting on the target of

achievement of the company’s objectives.

Survey has been conducted to know the customers satisfaction. The research

conducted was descriptive research the objectives were found out from the market

by asking the customers about their views.

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SCOPE OF THE STUDY

The scope of the project report is to study the level of satisfaction of the customers

with Mahindra Tractor.

Every company wants the feed back of their customer about the product, price,

service and promotional activities in order to know the customer attitude towards

its product.

This study confirms that the Mahindra & Mahindra has satisfied its customers with

tractors service.

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OBJECTIVES OF STUDY

To know the factors influencing on after sales service of the Company

To know whether the dealer renders after sales service, how far the consumer is

satisfied with it.

To know the customer perception towards the service.

To know the dealer performance.

To know whether the problem is resolving completely at service station.

To know whether the vehicle is delivered on time at service station.

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RESEARCH METHODOLOGY

Research is the plan structure & strategy for investigation conceived to answer to

research question & control variance. It is the overall operation pattern to framework of

project that stipulated the information to be collected from which sources by word

procedure. What are the two possible sources of data for securing in the above mentioned

information in the primary & secondary data.

SOURCES OF DATA

A classification of data is very important procedure in this concept. The collected data

can be classified into two types.

1. primary data

2. secondary data

Primary data

The primary data is very important source for to make suggestions to the title

obtained. This data can be collected in various methods like survey, interviewing,

feedback, i.e. Group Discussion etc., for collection of primary data the survey method is

used, which involved predetermined questions. The structured questionnaire contained a

form list of question framed so as to get the facts. But it involves high risk and huge

expensive method to get the facts.

Secondary Data

Collection of secondary data is very easy compared with primary data. But this data is

also very important for the growth of an organization, to predict the future and will help

to make the future plan regarding sales and improve the measures of sales.

This data can be collected from the magazines. Annual reports of the organization

and other published data.

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LIMITATION OF THE STUDY

The present research is restricted to Karimnagar only.

The sample size taken is only 100 and as such is very small as compared to the

universe, this is due to the constraints of time and effort, and as such may not be

enough to generalize to the entire population, however it is presumed that the

sample represents the universe.

Respondents might have responded with the actual feelings of facts while giving

responses to the questionnaire.

Time being a limiting factor was not sufficient to gather opinions from majority

of the respondents, who form part of the universal sample.

While every care as been taken to eliminate perceptual bias from the side of the

researcher and the respondents however certain element of bias might have set

in to the research inadverantly.

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INDUSTRY PROFILE

Tractor industry plays an important part as agriculture sector has a major contribution to

India’s GDP. Tractors are part of agricultural machinery industry. Tractors came to India

through imports and later on were indigenously manufactured with the help of foreign

collaborations. The manufacturing process started in 1961-62. Indian tractor industry is

relatively young but now has become the largest market worldwide.

Higher productivity and greater output are the two major contributions in farm

mechanization. Tractors form an integral part of farm mechanization and have a crucial

role to play in increasing agricultural productivity. Tractor is a highly versatile piece of

machinery having a multitude of uses, used in agriculture both for land reclamation and

for tractorrying out various crop cultivation and also employed for tractorrying out

various operations connected with raising the crops by attaching suitable implements and

to provide the necessary energy for performing various crop production operations

involved in the production of agricultural crops. Tractors are capital intensive, labour

displaying used as a mode of transport, in electricity generation, in construction industry

and for haulage operation. It has now become an integral part of farm structure .The

application of tractor for agricultural activities which swept India during the last

twenty years have erased the problem of farmers. Farm mechanization program in

India aims to integrate the use of available human and animal farm power with

mechanical sources of power for increasing the productivity.

Indian tractor industry, comparatively young by world standards have expanded at

a spectacular pace during last four decades. Consequently it now occupies a place of

ride in India's automobile industry. U.S.A., U.S.S.R. and only a few Western European

countries exceed the current production of tractors in India, but in terms of growth India's

growth is unmatched even with countries of long history of tractor manufacturing.

The spectacular achievement reflects the maturity and dynamism of tractor

manufacturers and also the policies adopted by the government to enable it to effectively

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meet the demand. The tractor industry in India has made a significant progress in terms

of production and capacity as well as indigenisation of technology. It is a typical sector

where both imported technology and indigenous developed technology have

developed towards meeting the overall national requirements. The global spotlight on

tractors manufacturers certainly in terms of volume seems to be swinging away from the

USA, UK and Western and Eastern Europe towards India where growth in the number of

producers and the total volume in recent years have been impressive. In India tractor

industry has played a vital role in the development.

India's gross cropped area is next only to United States of America and Russia and long

with fragmented land holdings has helped India to become the largest tractor market in

the world. But it drops to eight position in terms of total tractor in use in the country

when compared to international figures, only 3% of total tractors used all over the world .

It is to be noted that while the overall automobile industry is facing recession the tractor

industry is growing at 9%.About 20% of world tractor production is tractorried out in our

country only. The arable land in India is high as 12% of the total arable land in the world.

Tractor market in India is about Rs 6000 crore. On an average around 400000 tractors

are produced and their sale is 260000.Uttar Pradesh is the largest tractor market in our

country. One out of every four tractor is being purchased here. Indian tractor market has

to be viewed considering its position in the world with respect to key parameters as given

below.

HISTORY

1945 to 1960

War surplus tractors and bulldozers were imported for land reclamation and cultivation in

mid 1940's. In 1947 central and state tractor organizations were set up to develop and

promote the supply and use of tractors in agriculture and up to 1960, the demand was met

entirely through imports. There were 8,500 tractors in use in 1951, 20,000 in 1955 and

37,000 by 1960.

1961 to 1970

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Local production began in 1961 with five manufacturers producing a total of 880 units

per year. By 1965 this had increased to over 5000 units per year and the total in use had

risen to over 52,000. By 1970 annual production had exceeded 20,000 units with over

146,000 units working in the country.

1971 to 1980

Six new manufacturers were established during this period although three companies

(Kirloskar Tractors, Harsha Tractors and Pittie Tractors) did not survive. Escorts Ltd.

began local manufacture of Ford tractors in 1971 in collaboration with Ford, UK

and total production climbed steadily to 33,000 in 1975 reaching 71,000 by 1980. Credit

facilities for farmers continued to improve and the tractor market expanded rapidly with

the total in use passing the half million mark by 1980.

1981 to 1990

A further five manufacturers began production during this period but only one of these

survived in the increasingly competitive market place. Annual production exceeded

75,000 units by 1985 and reached 140,000 in 1990 when the total in use was about 1.2

million. Then India - a net importer up to the mid-seventies - became an exporter in the

1980s mainly to countries in Africa.

1991 to 1997

Since 1992, it has not been necessary to obtain an industrial license for tractor

manufacture in India. By 1997 annual production exceeded 255,000 units and the

national tractor population had passed the two million mark. India now emerged as one

of the world leaders in wheeled tractor production.

1997 to 1999

Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo,

already well established in the motor industry, began tractor production in Pune. In April

of the same year New Holland Tractor (India) Ltd launched production of 70 hp tractors

with matching equipment. The company is making a $US 75 million initial investment in

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a state of the art plant at Greater Noida in Uttar Pradesh state with an initial capacity of

35000 units per year. Larsen and Toubro have established a joint venture with John

Deere, USA for the manufacture of 35-65 hp tractors at a plant in Pune, Maharashtra and

Greeves Ltd will produce Same tractors under similar arrangements with Same Deutz-

Fahr of Italy. Looking to South American export markets Mahindra and Mahindra are

also developing a joint venture with Case for tractors in the 60-200 hp range. Total

annual production was forecast to reach 300,000 during the following year.

1999 to Present

Facing market saturation in the traditional markets of the north west (Punjab, Haryana,

eastern Uttar Pradesh) tractors sales began a slow and slight decline. By 2008 sales went

below 200,000. Manufacturers scrambled to push into eastern and southern India markets

in an attempt to reverse the decline, and began exploring the potential for overseas

markets. Sales remained in a slump, and added to the market saturation problems also

came increased problems of "prestige" loan defaults, where farmers who were not

financially able took tractors in moves to increase their family’s prestige. There are also

reported increased misuses of these loans for buying either lifestyle goods, or for social

functions. Government and private banks have both tightened their lending for this sector

adding to the industry and farmers woes. By 2008 a slight uptick in sales once again due

to stronger and national and to some extent international markets. But by 2008 sales once

again were down to 216,000 and now in 2011-12 have slid further to just over 200,000.

FOREIGN COLLABORATION

Tractor industry along with others benefited from this policy which allowed free

inflow of foreign technology .The manufacture of tractors started in India mainly

with the help of foreign collaboration secured from internationally reputed

companies from the USA, UK, USSR, WESTGERMANY, POLAND ,CZECH

SLOVAKIA .

Most of the models which were taken up for manufacture in India were developed

overseas. Soon after the decision for the manufacture of tractors was made during

second plan, government approved number of foreign collaboration agreements.

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The establishment and present status of tractor industry owes a great deal to the support

received by the Indian entrepreneurs from foreign collaboration during the initial phase of

manufacture

INDIAN TRACTOR MARKET OVERVIEW

The tractor penetration level in India is very low as compared to the world standards.

Also the penetration levels are also not uniform throughout the country. While the

northern region is now almost saturated in terms of new tractor sales, the southern region

is still under penetrated. The medium horse power category tractors, 31-40 HP are the

most popular in the country and fastest growing segment.

There are currently 14 players in the industry. Mahindra & Mahindra is the leading player

in the industry. Monsoon season is a key driver for sales of tractors. A series of good or

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bad monsoon can affect the sales. In recent years the industry has registered a good

growth in sales, both domestic as well as exports. This is also partly because of the

initiative of the government to boost up agriculture and agricultural machinery industry.

Tractor industry has made a steady and satisfactory progress even in drought

areas. On a regional basis, the performance of the eastern, northern and western parts of

the country was robust during 2009-10 in terms of tractor demand, while that of the

southern region was moderate. A strong growth in tractor volumes, albeit on a low base,

was witnessed in the eastern States, including Bihar, Orissa and Jharkhand, which had a

good paddy crop. Tractor volumes in the northern and western regions also reported

strong growth during 2009-10, especially in the second half (H2) of the year, benefiting

from a low base (H2, 2008-09) and a satisfactory kharif crop in some States. The

southern region reported moderate performance in terms of tractor demand (growth of

11.9% in 2009-10), being impacted largely by the de-growth in Andhra Pradesh (AP)—a

key southern market— where rainfall was irregular in 2009-10. However, in Karnataka

and Tamil Nadu, higher MSPs for rice along with some revival of interest of public sector

banks (PSBs) in tractor financing led to strong tractor sales volumes.

Historically, tractor demand has been fairly volatile, being influenced by cyclical trends,

availability of finance, and crop patterns (monsoon). After four years of strong growth

during 2003-07, the fiscal years 2007-08 and 2008-09 both reported a marginal decline in

tractor sales volumes, largely reflecting cyclical corrections. In addition to the cyclical

dips, during H2, 2008-09, the industry also had to cope with the liquidity crunch, which

pushed up interest rates, even as financiers resorted to more stringent lending norms in

the face of rising non-performing assets (NPAs). However, the situation improved during

2009-10as credit availability improved on the strength of greater liquidity in the banking

system. While tractor financing has traditionally been done by PSBs, of late, private

banks and Non-banking finance companies (NBFCs), despite their higher interest rates

vis-à-vis the PSBs, have been able to increase their penetration of this market on the

strength of faster loan processing and use of more liberal credit norms.

Overall, with tractor demand being closely linked to agricultural output, growth in farm

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mechanization and farmers’ remuneration, the long-term demand drivers for the industry

remain robust. The currently low levels of tractor penetration in India, strong

Governmental focus on availability of finance for agriculture mechanization tools

and on rural development, increase in the use of tractors for non-agricultural purposes,

and the growing emphasis on tractor exports augur well for the industry.

The tractor industry reported a compounded annual growth rate (CAGR) of over 20% in

volume terms during the period 2003-07. The long up-cycle in demand was supported by

several factors, including excise duty exemptions on tractors (2004-05), thrust on rural

development, improved availability of finances for tractor purchase, and low interest

rates.

The growth also came on a low base, with the preceding three fiscal years (2000-03)

having witnessed a prolonged phase of volume correction. The cyclical correction during

2000-03 had been aggravated by the build-up of channel inventory with the major players

having pushed aggressively for larger sales. In contrast to this phase of cyclical slow

down, the one that happened during 2007-09 was less severe, with volumes declining

byaround3%, despite the intermittent tightening of the liquidity situation during H2,

2008-09.

The demand slowdown during H2, 2008-09 also impacted the profitability of the original

equipment manufacturers (OEMs), that is, the tractor manufacturers, because of the high

price inventory they were tractorrying. However, the situation improved on the cost

structure front in H1 2009-10 with the softening of commodity prices preparing the

ground for the industry to earn higher profitability margins. The pickup in volumes

also lowered the overhead expenses for the tractor manufacturers, boosting their

profitability. While the OEMs did not lower the listed sales price of tractors, the benefit

of lower steel prices was passed on to the end customers via discounts. This is an

accepted practice in the industry; given that once prices are lowered it is difficult to raise

them subsequently. However, during H2 2009-10, the tractor majors increased the prices

with the reversal of commodity prices and the discounts have also come down.

Capacity utilisation in the tractor industry had hit a low during 2002-03, following large

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capacity additions and a volume slump. After that, capacity utilisation improved steadily,

but remained moderate at around 50% during 2008-09. In 2009-10, the tractor volume

growth has helped the OEMs improve their capacity utilizations; however, there is still

excess capacity in the industry. Thus, over the medium term, most tractor manufacturers

would not need to make any significant capital investments in building capacities.

As discussed, the domestic tractor industry has to cope with demand volatility on account

of cyclical trends and the strong linkages it has with agricultural production and monsoon

rains. Many of the industry players have thus diversified into related products, including

generator engines and cranes, besides focusing more on exports, to gain some insulation

against the volatility in domestic tractor demand. As for tractor exports, while a major

part of that currently goes to USA, the OEMs are now exploring various other markets

across Europe, Asia and Africa for future exports.

INDUSTRY TRENDS BY REGIONS

The biggest markets for the tractor industry include States like Uttar Pradesh (UP),

Andhra Pradesh (AP), Madhya Pradesh (MP), Rajasthan, and Maharashtra, which

together accounted for around 50% of the total tractor sales in India during 2009-10. The

tractor industry witnessed a strong y-o-y growth of 28.3% during 2009-10, with most of

the States reporting positive growth during the year.

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Trend in Tractor Sales across regions

The northern region remains the largest tractor market in India with sales of around

1,67,000 units as of 2009-10. This region reported a growth rate of 35.7% in volume

sales in 2009-10 over the previous fiscal, with the key contributors including UP, Punjab,

Haryana and Rajasthan. The northern region benefited from higher MSPs (for crops),

limited availability of

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labour (forcing higher mechanization), and increasing non-agricultural use of tractors.

Additionally, increased infrastructure development activities (especially highways)led to

appreciation in land values and use of tractors for non-agricultural purposes. In some

cases, farmers also received compensation for the Government’s acquisition of select

land patches (adjoining highways), which increased the availability of cash with them.

Feedback from industry players suggests cash purchases (including purchases using

Kisan Credit Tractord)in some northern States increased to 35-40% of the total tractor

volumes in 2009-10 from 10-

15% in the past.

Trend in Tractor sales across States

Tractor volumes in UP grew by 42.7% during 2009-10, with H2, 2009-10

reporting particularly strong growth (around 51% y-o-y) mainly on the back of high

sugarcane prices for the kharif crop and improved irrigation facilities. In the case of

Punjab, tractor volumes remained strong for the fifth straight year in 2009-10 (y-o-y

growth of 42%). In Rajasthan however, growth in tractor volumes was relatively subdued

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in 2009-10 (around 24% y-o-y) as compared with the figure for the northern region as a

whole. Tractor sales in Rajasthan were especially low in H2, 2009-10 versus H1, 2009-

10, due to lower kharif output on account of deficient rains and inadequate financing

availability.

In the eastern region, tractor volumes continued to report strong growth in 2009-10,albeit

on a small base, and went up by 53.8% over 2008-09, being driven mainly by the higher

MSPs announced for paddy. Within the region however, many financiers remain

edreluctant to finance tractor purchases in some States like Bihar. Nevertheless, in

Bihar, tractor volumes grew 66% over 2008-09 to around 29,000 units in 2009-10, there

by accounting for over 50% of the total sales in the eastern region. The Bihar

market, where tractor penetration had been low historically, has shown sustained growth

over the last few years and become one of the important markets for the tractor industry.

Over all, in the eastern region, growth in tractor volumes is expected to moderate, going

forward, a s the benefit of a low base get diluted gradually.

The western region reported sales of around 92,000 tractor units during 2009-10—a

growth rate of 35.7% over the previous fiscal—benefiting particularly from the strong

performance that Maharashtra, Gujarat and MP posted during H2, 2009-10 (55% y-o-y

growth over H2, 2008-09). The factors contributing to the strong growth in the region

during H2, 2009-10 included a benign base effect, higher crop prices (of sugarcane and

cotton in Maharashtra, and of cereals and soyabean in MP), and greater availability of

retail finance.

The performance of the southern region in terms of tractor sales was relatively modest

during 2009-10, with the growth rate being around 11.9% over the previous fiscal. While

most States in the region reported healthy growth, AP, which is the largest tractor market

in the south, de-grew by 10.4% in 2009-10.

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INDUSTRY TRENDS BY STATE

Punjab, Uttar Pradesh and Haryana were the first States to benefit from the Green

Revolution and hence have traditionally accounted for most of the tractor sales. However,

given the high penetration of tractors in these Northern States, the geographical

concentration of tractor sales is gradually shifting to the Western and Southern States of

the country. States like Gujarat, Andhra Pradesh and Madhya Pradesh have reported

significant increases in tractor volumes over the past three years. This trend is continuing

in the current fiscal also, as the intensity of tractorisation in North India is quite high

already. Table 5 depicts the distribution of tractor sales in the country in the first quarter

of the current fiscal vis-a-vis the like period previous year. The biggest markets for the

tractor industry include States like Uttar Pradesh (UP), Andhra Pradesh (AP), Madhya

Pradesh (MP), Rajasthan, and Maharashtra, which together accounted for around 50%

of the total tractor sales in India during 2009-10. The tractor industry witnessed a strong

growth of 28.3% during 2009-10, with most of the states reporting positive growth

during the year.

The performance of the southern region in terms of tractor sales was relatively modest

during 2009-10 with the growth rate being around 11.9% over the previous fiscal. While

most States in the region reported healthy growth, AP, which is the largest tractor market

in the south, de-grew by 10.4% in 2009-10.

The market shares of the top four players in the Indian tractor industry did not change

much during 2009-10 in comparison with 2008-09. M&M remained the market leader

with around 41.1% market share, followed by TAFE with a market share of around 22%,

Escorts with around 12.1% and International Tractors (ITL) with around 8.9%.

Trend in State wise market share

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The Indian tractor industry has around 13 national players and a few regional players.

The industry is dominated by Mahindra and Mahindra (M&M) with a market share of

around 41.1%, followed by Tractors and Farm Equipments TAFE, which holds around

22% of the market. The other major players include Escorts (12.1%), L&T-John

Deere (7.8%), and International Tractors Limited (8.9%). During the last few years, the

industry has seen some consolidation with M&M acquiring Punjab Tractors (PTL) and

TAFE acquiring Eicher Tractors. Most of the tractors sold in India are in the 21-50 HP

range, with the 31-40 HP category alone accounting for around 50% of this.

The tractor industry reported a strong 28.3% growth in sales volumes during 2009-10,

thereby ending the phase of cyclical correction that had pulled down tractor sales during

the preceding two years (2007-09). Significantly, the revival of 2009-10 happened

despite the drought-like conditions in many States during the kharif season. The key

factors enabling the demand growth of 2009-10 were,

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1. Strong rural liquidity

2. Higher Minimum Support Price (MSP) for crops

3. Greater ability of farmers to make cash purchases

4. Enhanced employment opportunities

5. Improved Credit environment

6. Continuance of replacement demand

7. Non-agricultural use of tractors

8. Change in product mix

9. Distribution network

REGION-WISE MARKET SHARE OF MAJOR PLAYERS

The market shares of the top four players in the Indian tractor industry did not change

much during 2009-10 in comparison with 2008-09. M&M remained the market leader

with around 41.1% market share, followed by TAFE with a market share of around 22%,

Escorts with around12.1%,and International Tractors(ITL)witharound8.9%.

M&M remains particularly strong in the southern region (50.4% market share during

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2009-10). However, L&T John Deere (LT-JD) was able to increase its market share in

the region by around 250 bps in 2009-10, mainly at the expense of M&M (market share

down by 140bps) and Escorts (down by 140 bps). In the western region too, LT-JD

performedwellin2009-10,increasing its market share by 190 bps, even as TAFE lost

market share by around 90 bps there.

In the northern region, where M&M has been traditionally weak, the company increased

its market share by 140 bps during 2009-10, even as ITL and Escorts lost market shares

by around 90 bps and 60 bps respectively, there. In the eastern region, M&M was able to

raise its market share by around 140 bps in 2009-10 at the expense of Escorts and TAFE.

INDUSTRY TRENDS BY TRACTOR HORSE POWER (HP)

Tractors can be classified into four different categories. The sales of tractors with engine

power below 20 HP have been very small in the past, and their share of the total sales is

currently insignificant. The following table presents the shares of the different tractor

segments in the total sales. The four segments in the Indian tractor market are discussed

here.

21-30 HP: The share of this segment in total tractor sales declined from 34% in 1989-90

to 23% in 2003-04. These tractors are suitable for the soft soil conditions in the Northern

States like Punjab, Haryana and Uttar Pradesh. However, with the penetration rates in

these States increasing, the demand for tractors in this segment has declined. These

tractors are used primarily for agricultural applications.

31-40 HP: This segment accounted for 49% of all tractors sold in 1989-90 and for 50% in

2003-04. The soil in the Western and Southern regions of the country is relatively hard

and hence farmers here prefer using tractors of 31-40 HP. This segment dominates the

Indian tractor market and has grown at the expense of the small HP segment (21-30 HP).

The reasons for this are the low price differential between the small and medium segment

tractors.

24

41-50 HP: This segment’s share increased from 15% in 1989-90 to 21% in 2003-04. With

the increasing shift towards modern farming methods, sales of tractors in this segment

may witness an increasing pace of growth in the coming years. Farmers with large land

holdings prefer these tractors.

Above 50 HP: This segment’s share increased slowly but steadily from 2% in 1989-90 to

7% in 2003-04. Above 50 HP tractors are not only used for agricultural applications, but

also serve as a mode for haulage and transportation. The >51 HP segment of the Indian

tractor market also underperformed the industry growth rate in 2009-10 mainly because

of the decrease in the exports which is a key demand area for these high HP tractors.

Over the past 10 years, there has been a perceptible shift away from the 21-30 HP

segment towards the higher segments. The larger tractors can prove more economical for

bigger land holdings. In the case of a 35-40 HP tractor, the hourly diesel consumption is

around 3.5 litres. The same goes up to 4.5 1itres for a 50 HP tractor and to 7.5-8 litres for

a 70 HP tractor. But in an hour, the 35-40 HP tractor can cover only 2.5-3 acres,

compared with 5 acres for the 50 HP and 9-10 acres for the 70 HP tractor. So, higher the

HP, better the overall fuel efficiency. However, the high cost of the larger tractors and the

low average size of land holdings in India constrain the utility of the larger tractors.

The Indian tractor market has traditionally been a medium HP market, with 31-40 HP

tractors accounting for around 47% of the total industry volumes. In 2008-09, the 31-40

HP category had reported sales of 157,602 tractor units, which was about the same as the

previous year’s figure but lower than the 2006-07 statistic by 7%. In 2009-10 however,

this category reported a strong revival, with the volume growing by 22%2 over 2008-09;

the revival was led by UP, Karnataka and Madhya Pradesh.

The other major segment in the Indian tractor market is the 41-50 HP range, which

accounts for around 23% of the total industry volumes. This segment grew by around

10% during 2009-10, thereby underperforming the growth in overall tractor volumes

(around 19%) that year. The main reason for this underperformance was the low growth

that the southern region, the biggest market for this segment, reported in 2009-10.

25

COMPANY PROFILE

Mahindra Group

Founded in 1945 as a steel trading company, we entered automotive manufacturing in

1947 to bring the iconic Willys Jeep onto Indian roads. Over the years, we’ve diversified

into many new businesses in order to better meet the needs of our customers. We follow

a unique business model of creating empowered companies that enjoy the best of

entrepreneurial independence and Group-wide synergies. This principle has led our

growth into a US $16.2 billion multinational group with more than 155,000 employees

in over 100 countries across the globe.

Today, our operations span 18 key industries that form the foundation of every modern

economy: aerospace, aftermarket, agribusiness, automotive, components, construction

equipment, consulting services, defense, energy, farm equipment, finance and insurance,

industrial equipment, information technology, leisure and hospitality, logistics, real

estate, retail, and two wheelers.

Our federated structure enables each business to chart its own future and simultaneously

leverage synergies across the entire Group’s competencies. In this way, the diversity of

our expertise allows us to bring our customers the best in many fields.

Mahindra Tractors – Offering tough and Reliable Tractors to the farmers

Mahindra & Mahindra’s Farm Equipment Sector (FES), a part of the US $15.4 billion

Mahindra Group. As the market leader in India for the past 29 years, FES has helped

bring Farm Tech Prosperity to the Indian farmer with technologically superior affordable

solutions. Mahindra has achieved the distinction of being the largest tractor company in

the world with tractor sales in more than 40 countries.

The FES vision is to deliver FarmTech Prosperity through a variety of existing and new

agri – initiatives to impact the lives of farmers, enabling them to RISE above their current

realm of possibility.In its quality journey FES has won the Deming Application Prize in

26

http://www.mahindra.com/What-We-Do/Automotive

http://www.mahindra.com/What-We-Do/Aerospace

http://www.mahindra.com/What-We-Do/Agribusiness

http://www.mahindra.com/What-We-Do/Automotive

http://www.mahindra.com/What-We-do/Farm-Equipment

http://www.mahindra.com/What-We-do/Finance-and-Insurance

http://www.mahindra.com/What-We-Do/Information-Technology

http://www.mahindra.com/What-We-Do/Two-Wheelers

2003, the second company in India to win the Japan Quality Medal in 2007, followed by

the TPM Excellence Award in 2011.

In 2007, Farm Equipment Sector, Mahindra & Mahindra Ltd. took over Punjab Tractor

Ltd. and added Swaraj to its brand stable. FES has 5 state-of-the-art manufacturing plants

in India located in Mumbai and Nagpur, Rudrapur, Jaipur & Mohali (Swaraj).FES has a

presence in around 40 countries across six continents with more than 1000 dealers world-

wide. FES has a subsidiary agricultural tractor manufacturing company in India known

as Mahindra Gujarat Tractor Limited (MGTL). In order to enhance FarmTech Prosperity,

FES offers services beyond tractors such as agri-mechanization solutions under Mahindra

AppliTrac, Seeds, Crop tractore solutions and market linkages to high value markets

through Mahindra Subhlabh and energy solutions through Mahindra Powerol.

Quality Accolades

We are the first and the only tractor company to have received the coveted Japan Quality

Medal and Deming Application Prize.

Quality is paramount at Mahindra and we are proud to be the first and only tractor

manufacturing company in the world to win the Japan Quality Medal (JQM), a laurel

truly hard to earn. It is universally acclaimed as the highest award presented to a

company following Total Quality Management (TQM) practices in their entire business

operations. JQM recognizes a high level of customer focus, improvements in overall

quality and excellence in business processes.

Also, Mahindra was the first tractor company worldwide to win the Deming Application

Prize in 2003 for excellence in quality, making it the only tractor manufacturer to receive

both distinctions.

15 -20 HP

A step towards tractorization for farmers with land holding of less than 5 acres. It comes

at a cost comparable to owing a bullock. Performs a variety of agri and non agri

27

applications. Owing to it compact size it’s apt for inter-crop application. Yuvraj for

Grapes – Specially Designed for grapes orchards its unique design makes it enter In the

orchards for spraying and various critical applications Yuvraj for Cotton – Specially

Designed adjustable axle makes it suitable for intercultural applications In cotton Yuvraj

for Sugarcane– Compact size And 4 feet track width makes Suitable to enter in the 5

feet spacing of sugarcane for all the intercultural applications.

15 -20 HP - Features

Compact Size

Fits in the tightest of fields especially designed to perform between two crops (Inter-

crop). Known for its track width and height its being liked primarily by grapes,

sugarcane, cotton growers.

YUVRAJ 215

Specifications

No of Cylinder 1

Capacity, cc 863

Engine Rated RPM 2300

Transmission Type Sliding Mesh

No of Gears 6F+3R

Brake Type Dry

Main Clutch Type & Size Single

Lift capacity at Hitch, KG 778

Steering Type Mechanical

Fuel Tank Capacity, LIT 24

28

Wheel Base, MM 1490

Tyre Size, Front/Rear 5.20 - 14/8.00 - 18

Disclaimer : This product information is provided by Mahindra & Mahindra Ltd. India,

and is generic in nature. Specifications listed herein above, are based on the latest product

information available at the time of release. Some images and product photos used are for

illustration purpose only and could show optional attachments available at extra cost.

Please contact your local Mahindra dealer for the most up-to-date information on product

and the optional features and attachments.

20-50 HP

True to its name ‘Son of Soil’ for the progressive yet hard working & traditional farmers.

Its known for its extreme fuel efficient engine (MKM Mileage ka Master), High

Reliability & its value for Money. Expands medium HP range: 25 to 50 HP

20-50 HP - Features

Bow type front axle

Compact designs are not just for tractors tractors too aspire for that comfort turning on

the roads. With its advanced designs the bow type Front axle optimizes turning radius

without compromising on the seating space and comfort . Infact it also adds to the extra

stability by optimizing the centre of gravity of the vehicle

29

Mahindra 265 DI

Specifications

No of Cylinder 3

Capacity, cc 2048


Transmission Type PCM

No of Gears 8F + 2R

Brake Type Oil Brakes



Steering Type Power Steering


Wheel Base, MM 1830

Tyre Size, Front/Rear 6.00-16/12.4-28







30

Mahindra 265 DI Power Plus

Specifications

No of Cylinder 3

Capacity, cc 2048



No of Gears 8F + 2R






Wheel Base, MM 1875








31

Mahindra 395 DI

Specifications

No of Cylinder 3

Capacity, cc 2048


Transmission Type Sliding Mesh

No of Gears 8F + 2R


Main Clutch Type & Size Dual



Fuel Tank Capacity, LIT 47.5

Wheel Base, MM 1880

Tyre Size, Front/Rear 6.00+16/13.6-28







32

Mahindra 475 DI

Specifications

No of Cylinder 4

Capacity, cc 2730



No of Gears 8F + 2R






Wheel Base, MM 1910








33

Mahindra 575 DI

Specification

No of Cylinder 4

Capacity, cc 2730



No of Gears 8F + 2R






Wheel Base, MM 1945








34

Mahindra 595 DI

Specification

No of Cylinder 4

Capacity, cc 2523



No of Gears 8F + 2R






Wheel Base, MM 1934








35

Mahindra 275 DI

Specification

No of Cylinder 3

Capacity, cc 2048



No of Gears 8F + 2R






Wheel Base, MM 1825








36

Mahindra 255 DI Power

Specification

No of Cylinder 2

Capacity, cc 1365


Transmission Type Partial constant mesh

No of Gears 8F + 2R

Brake Type Dry Disc



Steering Type Mechanical


Wheel Base, MM 1830








37

50-60 HP - Features

4 Cylinder Engine

Experience the power of 60 horses under the hood with the high performance yet Highly

fuel efficient engine for the 50 – 60 HP range of tractors. Reliable and rock solid built it

has the power to roar and tractorry exceptional heavy duty loads

Mahindra 605 DI Dlx

Specification

No of Cylinder 4

Capacity, cc 3192


Transmission Type Constant Mesh

No of Gears 8F + 2R






Wheel Base, MM 2120





38




Mahindra 555 DI Dlx

Specification

No of Cylinder 4

Capacity, cc 3054


Transmission Type Constant Mesh

No of Gears 8F + 2R



Lift capacity at Hitch, KG 1425.075



Wheel Base, MM 2125








39

Mahindra 605 MAT

Specification

No of Cylinder 4

Capacity, cc 3192


Transmission Type Synchromesh

No of Gears 8F + 8R






Wheel Base, MM 2120

Tire Size, Front/Rear 7.5-16/16.9-28

Disclaimer: This product information is provided by Mahindra & Mahindra Ltd. India,






40

60-85 HP - Features

Integrated AC Cabin

First of its kind Air Conditioned Cabin with cooling and heating options. Also enjoy your

favorite music in the sound proof cabin.

Mahindra 8085

No of Cylinder 4

Capacity, cc 3329


Transmission Type Full Synchromesh

No of Gears 12F+3R

Brake Type Oil immersed brakes

Main Clutch Type & Size Dual Clutch


Steering Type Power steering


Wheel Base, MM 1965

Tyre Size, Front/Rear 16.9 x 30, 11.2 x 24





41



Know Your Soil

To reach to the soul of soil, a famer needs to test and check what nutrients it has, and

what it needs to make crops flourish and grow. Soil testing can help reduce unnecessary

use of fertilizers, check the fertility, and reduce cost. Most of all, soil testing helps in

producing a bountiful crop.

In soil testing, the soil of a farm land is tested to check for its chemical properties, its

nutrients, salt content and acidity or alkalinity. These properties are estimated by

chemical analysis. Soil testing is done across countries, state and even at the district level.

Periodical soil testing can help maintain the health of soil and know the right state of

fertility.

Soil across different areas can have extremely different properties across areas. The type

of soil determines the kind of seeds than can be sowed in a land. Though a farmer knows

his soil well, it is important to test it regularly as soil can change over time and lose

nutrients. Environmental factors along with man-made factors like industries close by can

change it over time.

Benefits Fertility

1. The right state of fertility of a soil can be determined

2. Balanced dose of fertilizers can be used for the right kind of crop production.

Financial losses due to over-use of fertilizers can be avoided

3. High dose of chemical fertilizers are used by the farmers to increase production of

various hybrid crops. This can be avoided if a farmer can know the right state of soil

4. Soil testing can held find out the type of soil whether it is acidic or basic by assessing

its Ph status. Appropriate fertilizers are necessary based on this property of the soil

42

5. The type of soil can be found out and classified into categories. There are different

types of soil whether it is saline, alkaline or a mineral soil. Such soils can be

converted into normal soil, if the right type is assessed

Irrigate Your Field

A lot of farmers’ lives is spent looking far into the sky hoping for rain, which irrigates

their land turning their barren lands into harvest. Farmers also do their best to divert

precious water into fields, by digging wells, making bunds to aid water flow, or even

manually spray water on their plants. In addition to being time consuming, this is also an

ineffective way which wastes water. New methods like drip and sprinkle irrigation can

cut these water losses, and water plants more effectively.

Why is micro-irrigation better?

Micro-irrigation takes water to plants in the form of spray, mist, sprinkle or drip. These

methods mimic natural rain which is the best way to water plants. The technique also

allows adjustments to spray water in method which can suit different plantations which

have different requirements. For example, a paddy field can be irrigated differently than a

grape orchard, whose irrigation requirements are totally different.

Advantages Selection Components Crops

1. There is no need to wait for rains or the monsoon. Crops can be irrigated as per

farmer’s choice

2. Farmland need not be leveled to help water to flow. Uneven land can be irrigated

too, without much effort

3. Can save 40-70 per cent of water as compared to traditional irrigation. Water which

gets lost in evaporation, runoff, and seepage can be reduced

4. Water from rural areas, wells, household water supply can also be effectively

utilized

5. Can save your power bills

43

6. Fewer weeds can grow as extra water is not supplied unnecessarily. Plant diseases

can be reduced

7. Can also use micro-irrigation to apply fertilizers and chemicals, reducing labour

efforts

8. Can help utilize marginal land as well like hilly terrain can be watered without

runoff

Hire Implements

Farmers face major constraints in the process of increasing agricultural productivity. One

of the major difficulties being inadequacy of power and machinery. The average

electricity that is available to a farm needs to be increased. Currently, it is around 1.43

kW/hectare, and it needs to go up at least to 2 kW/hectare. High availability of electricity

will assure timeliness and quality in field operations, undertake heavy field operations

like sub-soiling, chiseling and ploughing. Apart from power, adequate agricultural

mechanization infrastructure is necessary to complete agricultural operations.

More than 80 per cent of the operational land holdings are either marginal (less than one

hectare), small (between one or two hectare) or semi-medium (between two and four

hectare) in size. The ability of a such farmers of smaller farmers to spend money for

machienary. These farmers cannot own expensive farm power units and machinery

To support farmers who cannot make one-time investments for expensive machinery,

Mahindra provised facilities to custom hire at the Mahindra Samriddhi centers. Smaller

farmers can now use advanced machines like combine harvester, transplantors, residue

management, crop tractore solutions, planting and sowing machinery and many more.

Use of high-end farm equipment improves timeliness of operations, increases land

productivity and increases economic returns. This can lead to an improvement in living

standards of farmers. Along with farm implements for hire, Mahindra Samriddhi also

offers agricultural services and solutions to improve productivity levels of farms. Farm

technology prosperity will increase the crop yield and decrease in cultivation costs.How

It Works Method

44

1) Farmer Selection: Farmers will be selected based on the size of the land holdings.

Small and Marginal farmers will be given preference.

2) Services Offered: Farmers can avail the following services

a) End to End Mechanization Solutions – Rice

b) End to End Mechanization Solutions – Sugarcane

End to End Mechanization Solutions – Rice

Rice cultivation is the principal activity and the main source of income for millions of

farmers in India. Farmers can choose from a wide offering of complete set of solutions

for rice for its different stages in crop cycle.

Apply For Awards

These awards are a platform that will recognize purposeful contribution, made by

individuals and institutions, who have risen above the ordinary by accepting no limits,

thinking innovatively and institutions, who have risen above the ordinary by accepting no

limits, thinking innovatively and driving positive change in the field of agriculture. The

awards trophy reflects the remarkable achievements of the change leaders in agriculture:

a golden wheat stalk design that represents the golden harvest in Indian farms and the

aspirations, accomplishments of the Indian agriculture community.

Introduction Awards Categories Success Stories

New technologies and innovative methods of farming are essential as India and the world

strive to meet the increasing food demand. We at Mahindra have always been committed

to delivering farm tech prosperity through qualitative differences in produce and

increases in our yields. We are eager to play our role as catalysts to assist and empower

the farmers to attain maximum productivity and efficiencies in agriculture.

45

Mahindra has always been committed to the prosperity of the Indian farming community.

Innovation and delivering technology is a part of our philosophy since our inception.

Through Mahindra Samriddhi across India, we disseminate new innovations and a wide

array of technologies, from high yielding seed varieties to enhanced farm machinery. The

Mahindra Samriddhi India Agri Awards provide a platform for recognition, but are also a

call to action. The Awards are a forum where stories of innovation and dedication craft

are shared on a nationwide platform. Men and women of the soil are the backbone of

India’s growth story. It is their continuing efforts and contributions to Indian Agriculture

that are pivotal in India’s quest for higher yields and productivity standards.

46

CUSTOMER SATISFACTION

Definition of Customer Satisfaction

Kotler (1997) defines customer satisfaction as follows:

“Satisfaction is a person's feelings of pleasure or disappointment resulting from

comparing a Product’s perceived performance (or outcome) in relation to his or her

expectations.”

Brown (1992) defines customer satisfaction as:

“ The state in which customer needs, wants and expectations throughout the product

or service's life are met or exceeded resulting in repeat purchase, loyalty and

favorable worth-of mouth. ”

According to Jones and Sasser (1995), four basic elements affect customer

satisfaction.

They are: The basic elements of the product or service, basic support services, a

recovery process for counteracting bad experiences, and extraordinary service.

There are many definitions of the key elements of the services, but this one is

considered appropriate in the context of care or after sales services.

Satisfaction is a function of perceived performance and expectation. If the

performance matches the expectations the customer is satisfied. If the performance

exceeds the expectation the customer is highly satisfied and delighted. If the

performance does not match the expectations the customer is dissatisfied.

Satisfaction is a person’s feelings of pleasure of disappointment resulting for

comparing a products perceived performance (out-come) in relation t his/her

47

expectation. The link between customer satisfaction and customer loyalty is

proportional. Suppose customer satisfaction is rated on a scale from 1 – 5. At a very

low levels of customer satisfaction.

Level-1, customers are likely to abandon.

Level-2 to 4, customers are fairly satisfied but still find tit easy to switch when a

better offer comes along.

Level-5, the customer is very likely to repurchase an even spread good word of

mouth about the company.

Customers are very likely to repurchase LEVEL5

Customers are fairly satisfied LEVEL 2-4

Low level of customer satisfaction LEVEL 1

The key to generating high customer loyalty is to deliver high customer value. A

company’s value proposition is much more than it’s positioning on a single

attribute. Most of the successful companies are raising expectations and delivering

performances to match. These companies are aiming for TCS – Total Customer

Satisfaction. Customer satisfaction is both a goal and a marketing tool. Companies

that achieve high customer satisfaction ratings make sure that their target market is

known.

After sales support management system is apart of ERP Enterprise Resource

Planning solution dealing with the support module after the sales of product. It

creates an advanced environment to the organization, which are in to technical

support after sales e.g. Companies offering electronic goods and motor vehicles etc.

48

Measuring customer satisfaction

Organizations need to retain existing customers while targeting non-customers;.

Measuring customer satisfaction provides an indication of how successful the

organization is at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the state

of satisfaction will vary from person to person and product/service to

product/service. The state of satisfaction depends on a number of both

psychological and physical variables which correlate with satisfaction behaviors

such as return and recommend rate. The level of satisfaction can also vary

depending on other factors the customer, such as other products against which the

customer can compare the organization's products.

49

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and

1988 delivered SERVQUAL which provides the basis for the measurement of

customer satisfaction with a service by using the gap between the customer's

expectation of performance and their perceived experience of performance. This

provides the researcher with a satisfaction "gap" which is semi-quantitative in

nature. Cronin and Taylor extended the disconfirmation theory by combining the

"gap" described by Parasuraman, Zeithaml and Berry as two different measures

(perception and expectation) into a single measurement of performance relative to

expectation.

The usual measures of customer satisfaction involve a survey with a set of

statements using a Likert Technique or scale. The customer is asked to evaluate

each statement in terms of their perception and expectation of performance of the

service being measured.

Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of customer

satisfaction. Academic research has shown that the national ACSI score is a strong

predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor

of Personal Consumption Expenditure (PCE) growth. On the microeconomic level,

research has shown that ACSI data predicts stock market performance, both for

market indices and for individually traded companies. Increasing ACSI scores has

been shown to predict loyalty, word-of-mouth recommendations, and purchase

behavior. The ACSI measures customer satisfaction annually for more than 200

companies in 43 industries and 10 economic sectors. In addition to quarterly

reports, the ACSI methodology can be applied to private sector companies and

government agencies in order to improve loyalty and purchase intent. Two

companies have been licensed to apply the methodology of the ACSI for both the

private and public sector: CFI Group, Inc.applies the methodology of the ACSI

offline, and Foresee Results applies the ACSI to websites and other online

50

http://en.wikipedia.org/wiki/Sample_survey

http://en.wikipedia.org/wiki/Likert_scale

http://en.wikipedia.org/wiki/American_Customer_Satisfaction_Index

http://en.wikipedia.org/wiki/Gross_domestic_product

http://en.wikipedia.org/wiki/Personal_Consumption_Expenditure

http://en.wikipedia.org/wiki/Stock_market

http://www.cfigroup.com/

http://www.foreseeresults.com/

initiatives. ASCI scores have also been calculated by independent researchers, for

example, for the mobile phones sector.

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer

preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent,

Reverse. The Kano model offers some insight into the product attributes which are

perceived to be important to customers. Kano also produced a methodology for

mapping consumer responses to questionnaires onto his model.

SERVQUAL or RATER is a service-quality framework that has been incorporated

into customer-satisfaction surveys (e.g., the revised Norwegian Customer

Satisfaction Barometer) to indicate the gap between customer expectations and

experience.

J.D. Power and Associates provides another measure of customer satisfaction,

known for its top-box approach and automotive industry rankings. J.D. Power and

Associates' marketing research consists primarily of consumer surveys and is

publicly known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.

These include A.T. Kearney's Customer Satisfaction Audit process, which

incorporates the Stages of Excellence framework and which helps define a

company’s status against eight critically identified dimensions.

For Business to Business (B2B) surveys there is the InfoQuest box. This has been

used internationally since 1989 on more than 110,000 surveys (Nov '09) with an

average response rate of 72.74%. The box is targeted at "the most important"

customers and avoids the need for a blanket survey.

51

http://en.wikipedia.org/wiki/Kano_model

http://en.wikipedia.org/wiki/Noriaki_Kano

http://en.wikipedia.org/wiki/SERVQUAL

http://en.wikipedia.org/wiki/J.D._Power_and_Associates

http://en.wikipedia.org/wiki/A.T._Kearney

Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels of

customer satisfaction. The International Customer Service Institute (TICSI) has

released The International Customer Service Standard (TICSS). TICSS enables

organizations to focus their attention on delivering excellence in the management of

customer service, whilst at the same time providing recognition of success through

a 3rd Party registration scheme. TICSS focuses an organization’s attention on

delivering increased customer satisfaction by helping the organization through a

Service Quality Model.

TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises,

Product/Services, as well as performance measurement. The implementation of a

customer service standard should lead to higher levels of customer satisfaction,

which in turn influences customer retention and customer loyalty.

52

http://en.wikipedia.org/wiki/The_International_Customer_Service_Institute

http://en.wikipedia.org/wiki/Measurement

http://en.wikipedia.org/wiki/Customer_retention

http://en.wikipedia.org/wiki/Customer_loyalty

The functional features include:

Customer complaints tracking

Service engineers information tracking

Job scheduling for the complaints

Spares management

Online support

Reports

Customer complaints tracking

Complaint is the start point of any technical support system. With out a client

request the technical support is not initiated. Complaint tracking is done as follows:

Client may come down or make a phone call or complaint online

The client is validated. The client may have an annual maintenance contract or

may have a product in warranty or of warranty.

The intensity of the complaint is to be estimated to allocate resources.

Expected service type has to be finalized. It may be online assistance indoor or

onsite assistance.

Service Engineers information tracking:

Information about the engineers is inevitable in job scheduling. Information about

the engineers has to be added, deleted or modified in the database. It may contain

the following: the name, id of the engineer; the skill set of the manager; the status of

the engineer.

53

Job scheduling for the complaints:

Job scheduling means sequencing the request to its intensity, assignment of

a service engineer and creating a job card. It is done to optimize the technical

resources and to render the best service to the customer. Minor problem are

processed by technicians requests are handled by the expert team.

The job card includes the following:

The compliant id, the assigned engineer id, the data and time of service, the

spare details, no. of man hours required etc.

The spare part name and serial number

The available quantity of each spare part

The prize, warranty and other specifications

The supplier information.

Online support:

The service is done online also. The client may visit the website to obtain

basic support information about the product and FAQ. He can chat with the service

engineer on phone or online.

Report:

The report reflects the current status of the system. The reports that can be

generated are as follows:

Customer request report status of the system. The reports that can be requests.

Service engineer report provides the information about the skills and strengths

of the support team.

Job scheduling report states the allotment of engineers to jobs.

54

Spares report discloses the availability of all the shapes in the system.

Receipts and payments report gives information about the cash flow in the

system.

Bills generation.

Customer satisfaction tracking:

Customer satisfaction is the key concept to dictate the future of the

organization. In order to maximize the customer satisfaction along with quick

response and efficient service some other activities are to be performed.

They may be as follows:

Reception of the customer with hospitality.

Entertaining environment to the customer.

Providing guidance about the usage and maintenance of the product.

Offering gift and discounts.

55

Operationalisation of Customer Satisfaction

As customer needs and expectations are changing all the time, this will lead

to a situation whereby customers keep setting ever higher standards, and therefore

to achieve perfection is impossible. Markets should be seen as a group of individual

companies, and each of them must be treated individually with different

requirements, experiences, commitments, and relationships. Implementing customer

satisfaction philosophy means identifying customers, then identifying their needs

and expectations and finally, measuring their perceptions. Knowing the needs of the

customer makes it easier to anticipate the ideal set of products and services. A

major flaw for all the companies has proved to be their inability to understand other

ways that customers can be satisfied. By implementing direct and continuous

employee contacts with the customers, the customers' requirements and

expectations can be determined. This employee-customer connection additionally

conveys the message that the company cares about their customers.

56

Customer needs can be determined through marketing research, customer

interviews, reading customer concerns, or involving customers in the design of

services and service deliveries. In order to decide if the service can be provided at a

profit, it is necessary to link value equation to the strategic service vision. Working

together with both supplier and customer can increase profitability by expanding

margin potential.

A customer satisfaction study should begin by asking about the factors

affecting customer satisfaction, how important those factors are for the whole, and

the level of customer satisfaction. A problem with customer satisfaction surveys

(Naumann, 1994) is that a poor customer satisfaction programme yields vague data

and raises customer expectations. If customer expectations are raised and a

company's performance remains the same, the customer's overall satisfaction will

decrease.

Business Definition for: After-sales Service

Customer support following the purchase of a product or service. In some cases,

after-sales service can be almost as important as the initial purchase. The

manufacturer, retailer, or service provider determines what is included in any

warranty (or guarantee) package. This will include the duration of the warranty

traditionally one year from the date of purchase, but increasingly two or more

year’s maintenance and/or replacement policy, items included/excluded, labor costs,

and speed of response. In the case of a service provider, after-sales service might

include additional training or helpdesk availability. Of equal importance is the

customer's perception of the degree of willingness with which a supplier deals with

a question or complaint, speed of response, and action taken.

57

After Sales Excellence

After Sales Excellence is a key driver for customer satisfaction and loyalty but also

a very important source of revenues and profits throughout a vehicle lifecycle. Our

after sales experts support our clients in all relevant areas of after sales service to

improve the internal cost base, the retail attractiveness as well as customer

satisfaction. Our results are measurable - significant improvements on key

indicators such as warranty costs, service quality, and fixed first visit rate.

Supply Chain Excellence

Our Supply Chain Excellence service enables you to realize substantial

improvements in your supply chain performance in terms of cost, efficiency, lead

times, demand management, customer service and working capital requirements.

We measure, improve and qualify supply chain organizations and processes and

support our clients by identifying and rapidly implementing cost and efficiency

savings in the entire supply chain. This can be achieved with the comprehensive,

cross-functional redesign of all logistics processes leveraging the entire supply

chain including customers and suppliers. With our proven Integrated Supply Chain

Excellence Audit we quickly identify gaps to proven best practices and benchmarks

within, and beyond, the Automotive Industry.

Value Chain Design

Constantly reviewing the companies’ value chain in a rapidly evolving

environment; deriving required core competencies and partnerships is a key

management responsibility. We help our clients design their value chain in terms of

a global engineering footprint, production and service network, thereby improving

efficiency and customer satisfaction in alignment with corporate strategy.

58

Customer Contacts and Relationships

In all cases, the supplier had been involved with the customer since the

beginning of the network building. It is difficult to distinguish whether some of the

changes in customer-supplier relationship were due to the duration of the

relationship between the two parties and whether some of the changes were caused

by changes in the customer's needs resulting from the customer's new position in

the network life cycle curve. For the results of this research, that question in terms

of the underlying factors has not addressed, but for future studies, it would be

relevant to clarify which of these two factors is the more significant or in fact,

whether they can be distinguished.

Relation of the Care to Customer Satisfaction

Innis and La Londe (1994) discovered that several customer satisfaction

variables significantly affect a customer's total customer satisfaction. Customer

service attributes received high ratings for the importance of customer satisfaction.

Attributes for physical distribution of customer service were rated higher than many

marketing attributes.

59

1. Which company tractor do you own?

a) Escorts b) Tafe c) H.M.T d) Swaraj

e) Mahindra f) Eicher g) Any Others

Table 1.1

Company Respondents Percentage Escorts 21 21% Tafe 19 19% H.M.T 11 11% Swaraj 5 5% Mahindra 30 30% Eicher 10 10% Any Others 4 4% Total 100 100%

Graph 1.2

2119

11

5

30

10

4

0

5

10

15

20

25

30

35

Escorts Tafe H.M.T Swaraj Mahindra Eicher Any Others

60

Interpretation: 1.3

From the above graph it is analysis that

• 21% of the consumers own Escorts tractors.

• 19% of the consumers own tafe tractors.

• 11% of the consumers own H.M.T tractors.

• 5% of the consumers own swaraj tractors.

• 30% of the respondents own Mahindra Tractors.

• 10% of the consumers own Eicher tractors.

• 4% of the consumers own other tractors

61

2. Through which source of information you came to about the existing tractors?

a) Friends & Relatives b) Company Representatives c) Dealers d)

Advertisement

e) Mechanic f) Bankers g) Any Others

Table 2.1 Chart 2.2

Source of information Respondents Percentage Friends & Relatives 53 53% Company Representatives 11 11% Dealers 8 8% Advertisement 7 7% Mechanic 10 10% Bankers 6 6% Any others 5 5% Total 100 100%

53

118 7

106 5

0

10

20

30

40

50

60

62

Interpretation: 2.3

From the above graph it is clear that

• 53% of the respondents are got the information about the tractors from their friends

and relatives.

• 11% of the respondents are got the information about the tractors from company

representatives.

• 8% of the respondents are got the information about the tractors from dealers.

• 7% of the respondents are got the information about the tractors from advertisements.

• 10% of the respondents are got the information about the tractors from mechanics.

• 6% of the respondents are got the information about the tractors from bankers.

• 3% of the respondents are got the information about the tractors from other sources.

63

3. By which Mode have you purchased your tractor? a) Private Finance b) Commercial Banks c) Co-operative Banks d) Cash

Table 3.1

Chart 3.2

Interpretation: 1.3


• 35% of the respondents have purchased their tractors through private finance.

• 29% of the respondents take the financial assistance from the commercial banks.

• 26% of the respondents take the financial assistance from the co-operative banks.

• 10% of the respondents take the financial assistance by the cash.

Mode of purchase Respondents Percentage Private Finance 35 35% Commercial Banks 29 29% Co-operative Banks 26 26% Cash 10 10% Total 100 100%

35

2926

10

0

5

10

15

20

25

30

35

40

Private Finance Commercial Banks Co-operative Banks Cash

64

4. Have you considered the Financial Aspects while purchasing the tractors? a) Price of the tractor b) Credit facilities by dealer

c) Loan facilities d) Any others

Table 4.1

Chart 4.2 Interpretation: 4.3 From the above graph it is clear that

• 47% of the respondents consider the price of the tractor while they purchase.

• 16% of the respondents consider the credit facilities by dealer while they purchase.

• 31% of the respondents consider the loan facilities while they purchase.

• 6% of the respondents consider other reasons while they purchase

Financial Aspects Respondents Percentage Price of the tractor 47 47 Credit facilities by dealer 16 16 Loan facilities 31 31 Any others 6 6

Total 100 100

47

16

31

6

0

5

10

15

20

25

30

35

40

45

50

Price of the tractor Credit facilities by dealer

Loan facilities Any others

65

5. For what Purpose do you use Tractor?

a) Agriculture b) Commercial c) Industrial Table 5.1 Chart 5.2

Interpr

etation: 5.3


• 43% of the respondents are using the tractors for the agriculture.

• 31%of the respondance is using the tractors for the Industrial purpose.

• 26% of the respondance is using the tractors for the commercial purpose.

Purpose Respondents Percentage Agriculture 43 43% Commercial 26 26% Industrial 31 31% Total 100 100%

43

26

31

0

5

10

15

20

25

30

35

40

45

50

Agriculture Commercial Industrial

66

6. Are you facing any problems regarding damage?

a) Yes b) No

Table 6.1

ATTRIBUTES NO.OF RESPONDENTS PERCENTAGES

Yes 10 10%

No 90 90%

Total 100 100%

Chart 6.2

Interpretation 6.3

From the above graph we found that are follows

• 10% of customers are facing damage problems about silk plaster products.

• 90%. of customers are doesn’t facing any problems about silk plaster products.

10%

90%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes No

67

7 Are you satisfied with the performance of the tractors?

a) Yes b) no

Table 7.1 Primitive Cultivation Respondents Percentage Yes 90 90% No 10 10% Total 100 100%

Chart 7.2 Interpretation: 7.3 From the above graph it is clear that • 90% of respondents are satisfied with the performance of the Mahindra tractors.

• 10% of respondents are not satisfied with the performance of the Mahindra tractors.

90

10

0

10

20

30

40

50

60

70

80

90

100

Yes No

68

8. Are you satisfied with the service provided by Mahindra?

a) Yes b) no Table 8.1

Chart 8.2

Interpretation: 8.3 From the above graph it is clear that • 90% of respondents are satisfied with the SERVICES provided by the Mahindra.

• 10% of respondents are not satisfied with the SERVICES provided by the Mahindra

Primitive Cultivation Respondents Percentage Yes 90 90 No 10 10

Total 100 100

90

10

0

10

20

30

40

50

60

70

80

90

100

Yes No

69

9. Respondents Opinion on additional facilities?

b) Yes b) no Table 9.1

Chart 9.2 Interpretation: 9.3 From the above graph it is clear that

• 64% of the respondents are not satisfied with the additional facility that is currently

available in the tractors.

• 36% of the respondents are satisfied with the additional facility that is currently

available in the tractors.

.

Additional Facilities Respondents Percentage Yes 36 36% No 64 64% Total 100 100%

36

64

0

10

20

30

40

50

60

70

Yes No

70

10. Respondents Ranking of Attributes

a) Warranty b) Mechanical Services c) Availability of spares

d) Maintenance cost e) Driving comfort f) Re-sale value

g) Ease of Repairs

Table 10.1

Chart 10.2

Attributes Respondents Percentage Warranty 13 13% Mechanical Services 24 24% Availability of spares 15 15% Maintenance cost 18 18% Driving comfort 11 11% Re-sale value 7 7% Ease of Repairs 12 12% Total 100 100%

13

24

15

18

11

7

12

0

5

10

15

20

25

30

Warranty Mechanical Services

Availability of spares

Maintenance cost

Driving comfort

Re-sale value Ease of Repairs

71

Interpretation: 10.3 From the above graph it is clear that • 13% of the respondance are expecting warranty from the company.

• 24% of the respondents are expecting mechanical services form the company.

• 15% of the respondents are expecting availability of spares form the company.

• 18% of the respondents are expecting maintenance cost form the company.

• 11% of the respondents are expecting driving comfort form the company.

• 7% of the respondents are expecting re-sale value form the company.

• 12% of the respondents are expecting ease of repairs form the company

72

11. Satisfaction levels of customers regarding the understanding of customers needs of sales representative

a) Strongly satisfied b) Satisfied c) Neutral

d) Dissatisfied e) strongly dissatisfied

Table 11.1

Chart 11.2

63%

20%

7% 6% 4%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly satisfied

Satisfied Neutral Dissatisfied Strongly dissatisfied

Per

enta

ge o

f res

pond

ents

Opinion

Percentage of respondents

S. No Opinion No. Of respondents


1 Strongly satisfied 69 63%

2 Satisfied 22 20%

3 Neutral 8 7%

4 Dissatisfied 7 6%

5 Strongly dissatisfied 4 4%

Total 110 100%

73

Interpretation: 11.3

From the above analysis it is interpreted that

• 63% of respondents are strongly satisfied with the understanding of their needs by

sales representatives

• 20% of respondents are satisfied with the understanding of their needs by sales

representatives

• 7% of respondents are neutrally satisfied with the understanding of their needs by


• 6% of respondents are dissatisfied with the understanding of their needs by sales

representatives

• 4% of respondents are strongly dissatisfied with the understanding of their needs by


74

12. Thinking of your most recent experience with the product/service, how much

do you agree with the following statements?

a) Strongly agree b) somewhat agree c) Neutral

d) Somewhat disagree e) strongly disagree

Table 12.1

Chart 12.2

70%

10%6%

13%

0.91%0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly agree somewhat agree

neutral somewhat disagree

Strongly disagree

Perc

enta

ge o

f res

pond

ents

Opinion




1 strongly agree 77 70%

2 somewhat agree 11 10%

3 neutral 7 6%

4 somewhat disagree 14 13%

5 Strongly disagree 01 0.91%

Total 110 100%

75



• 70% of respondents strongly agreed that It was worth to purchase the products of

Mahindra

• 13% of respondents somewhat disagreed that It was worth to purchase the products of

Mahindra

• 10% of respondents somewhat agreed that It was worth to purchase the products of

Mahindra

• 6% of respondents neutrally agreed that It was worth to purchase the products of

Mahindra

• 0.91% of respondents strongly disagreed that It was worth to purchase the products of

Mahindra

76

13. Response of customers regarding Relationship maintainers


d) Somewhat disagree e) Strongly disagree

Table 13.1

Chart 13.2

62%

23%

8% 6%0.91%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly agree Somewhat agree

Neutral Somewhat disagree

Strongly disagree

Perc

enta

ge o

f res

pond

ents

Opinion




1 Strongly agree 68 62%

2 Somewhat agree 25 23%

3 Neutral 9 8%

4 Somewhat disagree 7 6%

5 Strongly disagree 1 0.91%

Total 110 100%

77



• 62% of respondents strongly agreed that Relationship maintainers were good for the

products at Mahindra

• 23% of respondents somewhat agreed that Relationship maintainers were good for

the products at Mahindra

• 8% of respondents neutrally agreed that Relationship maintainers were good for the

products at Mahindra

• 6% of respondents somewhat disagreed that Relationship maintainers were good for


• 0.91% of respondents strongly disagreed that Relationship maintainers were good for


78

14. Response of customers regarding repurchase of Tractor


d) Somewhat disagree e) Strongly disagree

Table 14.1

Chart 14.2

77%

4% 7% 6% 6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

strongly agree somewhat agree

neutral somewhat disagree

Strongly disagree

Perc

enta

ge o

f res

pond

ents

Opinion




1 strongly agree 85 77%

2 somewhat agree 05 4%

3 neutral 07 7%

4 somewhat disagree 06 6%

5 Strongly disagree 06 6%

Total 110 100%

79



• 77% of respondents strongly agreed that they are purchasing the products of

Mahindra.

• 7% of respondents neutrally agreed that they are purchasing the products of

Mahindra.

• 6% of respondents strongly disagreed that they are purchasing the products of

Mahindra.

• 6% of respondents neutrally agreed that they are purchasing the products of

Mahindra.

• 4% of respondents somewhat agreed that they are purchasing the products of

Mahindra.

80

15. By comparing the products of other companies with your products how you

feel?

a) Much better b) Somewhat better c) Don’t know

d) Somewhat worse e) Much worse

Table 15.1

Chart 15.2

75%

17%

0%5% 3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Much better Somewhat better

Don’t know Somewhat worse

Much worse

Perc

enta

ge o

f res

pond

ents

Opinion




1 Much better 82 75%

2 Somewhat better 19 17%

3 Don’t know 0 0%

4 Somewhat worse 06 5%

5 Much worse 03 3%

Total 110 100%

81

Interpretation:15.3


• 75% of respondents feel much better by comparing the products of others with

Mahindra.

• 17% of respondents feel somewhat better by comparing the products of others with

Mahindra.

• 5% of respondents feel somewhat worse by comparing the products of others with

Mahindra.

• 3% of respondents feel much worse by comparing the products of others with

Mahindra.

82

16. Based upon your overall experience, please rate your satisfaction with Service in

a) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied

d) Somewhat dissatisfied e) Very dissatisfied

Table 16.1

Chart 16.2

88%

4% 5% 3% 0.91%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Very satisfied Somewhat satisfied

Neither satisfied nor dissatisfied

Somewhat dissatisfied

Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion




1 Very satisfied 97 88%

2 Somewhat satisfied 04 4%

3 Neither satisfied nor dissatisfied 05 5%

4 Somewhat dissatisfied 03 3%

5 Very dissatisfied 01 0.91%

Total 110 100%

83

Interpretation:16.3


• 88% of respondents are very satisfied with the service provided in the Mahindra.

• 5% of respondents are neutrally satisfied with the service provided in the Mahindra.

• 4% of respondents are somewhat satisfied with the service provided in the Mahindra.

• 3% of respondents are somewhat dissatisfied with the service provided in the

Mahindra.

• 0.91% of respondents are very dissatisfied with the service provided in the Mahindra.

84

17. Satisfaction level of customers regarding the promptness of answering the phone



Table 17.1

Chart 17.2

86%

5% 4% 5%0%

0%10%20%30%40%50%60%70%80%90%

100%




Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion







4 Somewhat dissatisfied

05 5%

5 Very dissatisfied 0 0%

Total 110 100%

85



• 86% of respondents are very satisfied with the promptness of answering phone at

Mahindra.

• 5% of respondents are somewhat satisfied with the promptness of answering phone at

Mahindra.

• 5% of respondents are somewhat dissatisfied with the promptness of answering

phone at Mahindra.

• 4% of respondents are neutrally satisfied with the promptness of answering phone at

Mahindra.

86

18. Satisfaction level of customers regarding the overall quality of issue handling



Table 18.1

Chart 18.2

73%

10%6% 9%

2%0%

10%

20%

30%

40%

50%

60%

70%

80%




Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion





2 Somewhat satisfied

11 10%

3 Neither satisfied nor dissatisfied

07 6%

4 Somewhat dissatisfied

10 9%


Total 110 100%

87



• 73% of respondents are very satisfied with the overall quality of issue handling at

Mahindra.

• 10% of respondents are somewhat satisfied with the overall quality of issue handling

at Mahindra.

• 9% of respondents are somewhat dissatisfied with the overall quality of issue

handling at Mahindra.

• 6% of respondents are neutrally satisfied with the overall quality of issue handling at

Mahindra.

• 2% of respondents are very dissatisfied with the overall quality of issue handling at

Mahindra.

88

19. Satisfaction level of customers regarding the professionalism of representative



Table 19.1

Chart 19.2

74%

13%8%

3% 2%0%

10%

20%

30%

40%

50%

60%

70%

80%




Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion









Total 110 100%

89



• 74% of respondents are very satisfied with the Professionalism of Representative at

Mahindra.

• 13% of respondents are somewhat satisfied with the Professionalism of

Representative at Mahindra.

• 8% of respondents are neutrally satisfied with the Professionalism of Representative

at Mahindra.

• 3% of respondents are somewhat dissatisfied with the Professionalism of

Representative at Mahindra.

• 2% of respondents are very dissatisfied with the Professionalism of Representative at

Mahindra.

90

20. Satisfaction level of customers regarding the helpfulness of representative



Table 20.1

Chart 20.2

53%

19%11% 11%

6%

0%

10%

20%

30%

40%

50%

60%




Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion









Total 110 100%

91


From the above analysis it is interpreted that • 53% of respondents are very satisfied with the helpfulness of Representative at

Mahindra. • 19% of respondents are somewhat satisfied with the helpfulness of Representative at

Mahindra. • 11% of respondents are neutrally satisfied with the helpfulness of Representative at

Mahindra. • 11% of respondents are somewhat dissatisfied with the helpfulness of Representative

at Mahindra. • 6% of respondents are very dissatisfied with the helpfulness of Representative at

Mahindra.

92

FINDINGS • Majority (71%) of the respondents are farmers.

• Majority (30%) of the respondents own Mahindra Tractors. The next majority of

the respondents (20%) own Escorts Tractors.

• Majority (53%) of the respondents are get the information about the tractors from

their friends and relatives.

• Majority (35%) of the respondents have purchased their tractors through private

finance. The next majority (29%) of the respondents take the financial assistance

from the commercial banks.

• Majority ( 53%) of the respondents opinioned that they take self decision in

purchasing the tractors.

• Majority (47%) of the respondents consider the price of the tractor while they

purchase.

• 62% of customers are strongly satisfied with the responsiveness of sales

representatives

• 14% of customers are dissatisfied with the responsiveness of sales

• 59% of customers are strongly satisfied with the professionalism of sales

representatives

• 63% of customers are strongly satisfied with the understanding of their needs by


• 70% of customers strongly agreed that It was worth to purchase the products of

Mahindra

• 62% of customers strongly agreed that Relationship maintainers were good for


• 86% of customers strongly agreed that the products at Mahindra are easy to use.

• 61% of customers strongly agreed that they are asked feedback regarding the

products of Mahindra.

• 77% of customers strongly agreed that they are purchasing the products of

Mahindra.

93

• 75% of customers feel much better by comparing the products of others with

Mahindra.

• 88% of customers are very satisfied with the service provided in the Mahindra.

• 86% of customers are very satisfied with the promptness of answering phone at

Mahindra.

• 73% of customers are very satisfied with the overall quality of issue handling at

Mahindra.

• 74% of customers are very satisfied with the Professionalism of Representative at

Mahindra.

• 53% of customers are very satisfied with the helpfulness of Representative at

Mahindra.

• 63% of customers are agreed that Mahindra adopt price discount as a promotional

measure to attract customers to purchase a Tractor.

• 71% of customers are strongly agreed that they trust the relationship with the

Mahindra.

• 75% of customers are definitely use the services of Mahindra, if they have any

need in the future

• 87% of customers recommend the product of Mahindra to a friend or relative.

94

SUGGESTIONS

1. Increase in product range to include higher/lower horsepower.

2. Establishment of authorized service stations maintained by company

trained/company service personnel.

3. Establishment of new dealers and developing the existing ones. Introducing

performance based new incentive schemes for dealers.

4. Monitoring post purchase behavior and satisfaction levels of customers as a

feedback input to the marketing policy.

5. The company should conduct market research to gain information of new

customers and follow-up action should be done for customer development.

6. For meeting the demand for spare parts the company should make the spare parts

easily available, with the dealers as well as the retailers.

7. The company should provide seasonal discounts especially during the harvest

season. This is the time when there is a maximum sale for tractors.

8. The after sales service should be made more efficient & effective. It should also

provide free servicing campaign once in year especially before season starts.

9. More demonstration classes should be giving to the farmers to make them aware

about the multiple uses of tractors.

10. Provision of training facilities to the farmers for perfect maintenance so as to

reduce the maintenance cost and fuller utilization of the tractor.

95

CONCLUSION

• Customers feel much better by comparing the products of others with Mahindra.

• Customers are very satisfied with the service provided in the Mahindra.

• Customers are very satisfied with the promptness of answering phone at Mahindra.

• Customers are very satisfied with the overall quality of issue handling at Mahindra.

• Customers are very satisfied with the Professionalism of Representative at Mahindra.

• Customers are very satisfied with the helpfulness of Representative at Mahindra.

• Customers are agreed that Mahindra adopt price discount as a promotional measure

to attract customers to purchase a Tractor.

• Customers are strongly agreed that they trust the relationship with the Mahindra.

• Customers are definitely use the services of Mahindra, if they have any need in the

future

• Customers recommend the product of Mahindra to a friend or relative.

• Customers strongly agreed that It was worth to purchase the products of Mahindra

• Customers strongly agreed that Relationship maintainers were good for the products

at Mahindra

• Customers strongly agreed that the products at Mahindra are easy to use.

• Customers strongly agreed that they are asked feedback regarding the products of

Mahindra.

• Customers strongly agreed that they are purchasing the products of Mahindra.

• Customers strongly agreed that they are purchasing the products of Mahindra.

• Customers feel much better by comparing the products of others with Mahindra.

• Customers are very satisfied with the service provided in the Mahindra.

• Customers are very satisfied with the promptness of answering phone at Mahindra.

• Customers are very satisfied with the overall quality of issue handling at Mahindra.

96

Customer profile

Name: Address:

Occupation:

1. Which company tractor do you own? b) Escorts b) Tafe c) H.M.T d) Swaraj

e) Mahindra f) Eicher g) Any Others

2. Through which source of information you came to know about the existing tractors?

a) Friends & Relatives b) Company Representatives c) Dealers d)

Advertisement

e) Mechanic f) Bankers g) Any Others

3. By which mode do you have purchase your tractor?

b) Private Finance b) Commercial Banks c) Co-operative Banks d) Cash

4. Have you consider the financial aspects while purchasing the tractor?

a) Price of the tractor b) Credit facilities by dealer

c) Loan facilities d) Any others

5. For what purpose do you use the tractor?

a) Agriculture b) Commercial c) Industrial

6. Are you facing any problems regarding damage?

a) Yes b) No

7. Are you satisfied with the performance of the tractors?

a) Yes b) no

97

8. Are you satisfied with the service provided by Mahindra? a) Yes b) no

9. What is your opinion on additional facilities?

c) Yes b) no 10. Please give ranking for the attributes of products of Mahindra?

b) Warranty b) Mechanical Services c) Availability of spares

d) Maintenance cost e) Driving comfort f) Re-sale value

g) Ease of Repairs

11. What is your satisfaction about company values people relationship ahead of

short term goals?

b) Strongly satisfied b) Satisfied c) Neutral

d) Dissatisfied e) strongly dissatisfied

12. Thinking of your most recent experience with the product/service, how much do

you agree with the following statements?



13. What is your response of customers regarding Relationship Maintainers?



14. Response of customers regarding repurchase of Tractor



15. How you feel by compare your company products than other company

products?

b) Much better b) Somewhat better c) Don’t know

d) Somewhat worse e) Much worse

98

16. Based upon your overall experience, kindly rate your satisfaction with Service in

this company?

b) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied


17. What is your Satisfaction level of customers regarding the promptness of

answering the phone?

a) very satisfied b) somewhat Satisfied c) Neither satisfied nor

dissatisfied


18. What is your Satisfaction level of customers regarding the overall quality of

issue handling in problem?

b) very satisfied b) somewhat Satisfied c) Neither satisfied nor dissatisfied


19. What is your Satisfaction level of customers regarding the professionalism of

representative with you?


dissatisfied


20. What is your Satisfaction level of customers regarding the helpfulness of

representative?


dissatisfied


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BIBLIOGRAPHY 1) MARKETING MANAGEMENT - by Philip Kotler 2) RESEARCH METHODOLOGY - by C.R. Kothari 3) STATISTICS FOR MANAGEMENT - by G.C Beri 4) LESSONS ON SERVICES MARKETING - by Ram mohan rao 5) GLOBAL MARKETING MANAGEMENT - by Keesan warren J Web Sites http://www.mahindra&mahindra.co.in

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