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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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 companys 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
Indias 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 J ohn
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 familys 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 J harkhand, 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--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 Governments 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 2009-10a
growth rate of 35.7% over the previous fiscalbenefiting 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-J ohn
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 J ohn Deere (LT-J D) 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-J D
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 segments 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 segments 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 years 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 J eep onto Indian roads. Over the years, weve 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 Groups 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 & Mahindras 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

2003, the second company in India to win the J apan 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, J aipur & 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 J apan 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 J apan Quality Medal (J QM), 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. J QM 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 its 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
farmers 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
Indias growth story. It is their continuing efforts and contributions to Indian Agriculture
that are pivotal in Indias 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 Products 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 persons 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
companys value proposition is much more than its 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

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
companys 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

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 organizations 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

The functional features include:

Customer complaints tracking
Service engineers information tracking
J ob 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:

J ob 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.
J ob 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
years 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

21
19
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
11
8
7
10
6
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
29
26
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
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 doesnt 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


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


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

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


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
P
e
r

e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
Percentage of respondents
S. No Opinion
No. Of
respondents
Percentage 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

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
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
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
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
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
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
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) Dont 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
Dont know Somewhat
worse
Much worse
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
1 Much better 82 75%
2 Somewhat better 19 17%
3 Dont 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
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
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%
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
3
dissatisfied
04 4%
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%
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
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%
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
3
dissatisfied
09 8%
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%
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
3
dissatisfied
12 11%
Total 110 100%
91

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) Dont 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
Signature of customer
Date
99

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
http://www.Baniboovvcb.com
http://www.netmba.com
http://www.coai.com

100

Customer Satisfaction of Mahindra Final

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INTRODUCTION

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

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