INTRODUCTION

Customer is the king; this is all the more apt for today's business environment where,
all other factors remaining more or less constant, it is the value addition to the customer that
is making all the difference.

Customer satisfaction depends on the performance relative to expectations.

A key premise in customer satisfaction is understanding the needs and meeting or

exceeding the expectations of customers. Furthermore, this is done while optimally using
resources. While most companies have developed strategies to improve quality and external
customer service, internal customer satisfaction is a much neglected component of quality
improvement. To this end, it is important to emphasize that total customer satisfaction can be
attained only if all employees devoted to external customer satisfaction can work together
and assist each other to achieve the common objective, when the internal customer isn't
satisfied, Relationships with the external customer suffer. So, it is suggested to adopt
customer oriented approach to keep the internal customer satisfied and motivated, who in turn
will focus their attention and energy upon meeting the requirements of their customers,
thereby maximizing the customer, thereby maximizing the customer satisfaction.

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 survey is a systematic process for collecting consumer data,

analyzing this data to make it into actionable information, driving the results throughout an
organization and implementing satisfaction survey is a management information system that
continuously captures the voice of the customer through the assessment of performance from
the customers’ point of view.

OBJECTIVE OF THE STUDY

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  To study the socio economic variables that influences the insuring public to take-up
the policies.
 To study the awareness of insurance plans in SWARAJ TRACTOR
 To study the effectiveness of advertisement of SWARAJ TRACTOR
 To study the customer perception of life insurance
 To study the efficiency of SWARAJ TRACTOR being a private organization.

METHODOLOGY USED IN STUDY:

“A Research is a careful investigation or inquiry; especially through search for new

facts in any branch of knowledge .It is a systemized effort to gain more knowledge.”

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 Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically. It is necessary for
the researcher to know not only the research methods or technique but also the methodology.
Researcher always needs to understand the assumption underline various technique and they
need to know the criteria by which they can decide that certain technique and procedures will
be applicable to certain problems and other will not.

DATA COLLECTION

PRIMARY DATA

The primary data for this study is collected with the objective in mind “a study on the
customer perception of SWARAJ TRACTOR.

SECONDARY DATA

The secondary data for the study is collected with the information that is
being published in journals and magazines and from the internet.

SAMPLE COLLECTION

The data required for the study is collected with the help of questionnaire. These
questionnaires are handed over to the customers and asked to get it filled up. The data is
interpreted from the information that is incurred from the questionnaire

SAMPLE AREA

The area where the data is collected is in and around SWARAJ TRACTOR. The
respondents are the people who reside in Khammam.

SAMPLE SIZE

Due to the limitation of time and scope of the study the number of respondents from
which the data is collected is 100.

LIMITATIONS OF THE STUDY

 The study suffers from a few limitations, which will have to be kept in mind for the
findings to be fairly interpreted
 The recommendations are subjected to time and cost constraint

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  Sampling has its own limitations, which would have resulted in minor errors
 There can be errors due to bias of respondents
 The size of the sampling was not big enough to arrive at strong conclusion. The
results should be interpreted with the above limitations in perspective.

INDUSTRY PROFILE

Tractor industry plays an important part as agriculture sector has a major contribution
to India’s GDP. Tractors are part of agricultural machinery industry. Tractors came to India
through imports and later on were indigenously manufactured with the help of foreign

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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
meet the demand. The tractor industry in India has made a significant progress in terms of
production and capacity as well as indigenization 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.

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 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

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

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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 a state
of the art plant at Greater Noida in Uttar Pradesh state with an initial capacity of 35000 units
per year. Larsen and Toubro have established a joint venture with John Deere, USA for the
manufacture of 35-65 hp tractors at a plant in Pune, Maharashtra and Greeves Ltd will
produce Same tractors under similar arrangements with Same Deutz- Fahr of Italy.

Looking to South American export markets Mahindra and Mahindra are also
developing a joint venture with Case for tractors in the 60-200 hp range. Total annual
production was forecast to reach 300,000 during the following year.

1999 to 2018

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 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 2012 sales
went below 200,000. Manufacturers scrambled to push into eastern and southern India
markets in an attempt to reverse the decline, and began exploring the potential for overseas
markets. Sales remained in a slump, and added to the market saturation problems also came
increased problems of "prestige" loan defaults, where farmers who were not financially able
took tractors in moves to increase their family’s prestige. There are also reported increased
misuses of these loans for buying either lifestyle goods, or for social functions. Government
and private banks have both tightened their lending for this sector adding to the industry and
farmers woes. By 2012 a slight uptick in sales once again due to stronger and national and to
some extent international markets. But by 2012 sales once again were down to 216,000 and
now in 2017-2019 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.

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

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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 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.

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 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 2017-2018in terms of tractor demand, while that of the southern region
was moderate. A strong growth in tractor volumes, albeit on a low base, was witnessed in the
eastern States, including Bihar, Orissa and Jharkhand, which had a good paddy crop. Tractor
volumes in the northern and western regions also reported strong growth during 2017-18,
especially in the second half (H2) of the year, benefiting from a low base (H2, 2016-17) and
a satisfactory kharif crop in some States. The southern region reported moderate performance
in terms of tractor demand (growth of 11.9% in 2017-18), being impacted largely by the de-
growth in Andhra Pradesh (AP)—a key southern market— where rainfall was irregular in
2017-18. 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 2016-17 both reported a marginal decline in
tractor sales volumes, largely reflecting cyclical corrections. In addition to the cyclical dips,
during H2, 2016-17, 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 2017-18 as credit
availability improved on the strength of greater liquidity in the banking system. While tractor
financing has traditionally been done by PSBs, of late, private banks and Non-banking
finance companies (NBFCs), despite their higher interest rates vis-à-vis the PSBs, have been
able to increase their penetration of this market on the strength of faster loan processing and
use of more liberal credit norms.

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

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 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, 2016-17.

The demand slowdown during H2, 2016-17 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 2017-2018with 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 2017-18, the tractor majors increased the prices with the reversal of commodity prices
and the discounts have also come down.

Capacity utilization in the tractor industry had hit a low during 2002-03, following
large capacity additions and a volume slump. After that, capacity utilization improved
steadily, but remained moderate at around 50% during 2016-17. In 2017-18, 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.

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 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 2017-18. The tractor
industry witnessed a strong y-o-y growth of 28.3% during 2017-18, with most of the States
reporting positive growth during the year.

The northern region remains the largest tractor market in India with sales of around
1,67,000 units as of 2017-18. This region reported a growth rate of 35.7% in volume sales in
2017-2018over 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 labour (forcing higher mechanization), and increasing non-agricultural use of
tractors. Additionally, increased infrastructure development activities (especially
highways)led to appreciation in land values and use of tractors for non-agricultural purposes.
In some cases, farmers also received compensation for the Government’s acquisition of select
land patches (adjoining highways), which increased the availability of cash with them.

Feedback from industry players suggests cash purchases (including purchases using Kisan
Credit Tractord)in some northern States increased to 35-40% of the total tractor volumes in
2017-2018from 10-15% in the past.

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Trend in Tractor sales across States

Tractor volumes in UP grew by 42.7% during 2017-18, with H2, 2017-

2018reporting 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 2017-2018(y-o-y growth of
42%). In Rajasthan however, growth in tractor volumes was relatively subdued in 2017-
2018(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, 2017-2018versus 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 2017-
18,albeit on a small base, and went up by 53.8% over 2016-17, 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 2016-17 to around 29,000 units in 2017-18, 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 2017-18—a
growth rate of 35.7% over the previous fiscal—benefiting particularly from the strong
performance that Maharashtra, Gujarat and MP posted during H2, 2017-2018(55% y-o-y
growth over H2, 2016-17). The factors contributing to the strong growth in the region during
H2, 2017-2018included 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
2017-18, 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 2017-18.

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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 2017-18. The tractor
industry witnessed a strong growth of 28.3% during 2017-18, 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 2017-2018with 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 2017-18.

The market shares of the top four players in the Indian tractor industry did not change
much during 2017-2018in comparison with 2016-17. 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%.

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Trend in State wise market share

2013-14 2014-15 2015-16 2016-17 2017-18

The Indian tractor industry has around 13 national players and a few regional players.
The industry is dominated by Mahindra and Mahindra (M&M) with a market share of around
41.1%, followed by Tractors and Farm Equipments TAFE, which holds around 22% of the
market. The other major players include Escorts (12.1%), L&T-John Deere (7.8%), and
International Tractors Limited (8.9%). During the last few years, the industry has seen some
consolidation with M&M acquiring Punjab Tractors (PTL) and TAFE acquiring Eicher
Tractors. Most of the tractors sold in India are in the 21-50 HP range, with the 31-40 HP
category alone accounting for around 50% of this. The tractor industry reported a strong
28.3% growth in sales volumes during 2017-18, thereby ending the phase of cyclical
correction that had pulled down tractor sales during the preceding two years (2007-09).
Significantly, the revival of 2017-2018happened despite the drought-like conditions in many
States during the kharif season. The key factors enabling the demand growth of 2017-
2018were, Strong rural liquidity

1. Higher Minimum Support Price (MSP) for crops

2. Greater ability of farmers to make cash purchases
3. Enhanced employment opportunities
4. Improved Credit environment
5. Continuance of replacement demand
6. Non-agricultural use of tractors
7. Change in product mix
8. Distribution network

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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 2017-2018in comparison with 2016-17. 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
2017-18). However, L&T John Deere (LT-JD) was able to increase its market share in the
region by around 250 bps in 2017-18, mainly at the expense of M&M (market share down by
140bps) and Escorts (down by 140 bps). In the western region too, LT-JD
performedwellin2017-18,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 2017-18, 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 2017-2018at the
expense of Escorts and TAFE.

INDUSTRY TRENDS BY TRACTOR HORSE POWER (HP)

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 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.

41-50 HP: This segment’s share increased from 15% in 1989-90 to 21% in 2003-04.
With the increasing shift towards modern farming methods, sales of tractors in this segment
may witness an increasing pace of growth in the coming years. Farmers with large land
holdings prefer these tractors.

Above 50 HP: This segment’s share increased slowly but steadily from 2% in 1989-
90 to 7% in 2003-04. Above 50 HP tractors are not only used for agricultural applications,
but also serve as a mode for haulage and transportation. The >51 HP segment of the Indian
tractor market also underperformed the industry growth rate in 2017-2018mainly 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

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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 2016-17, the 31-40 HP
category had reported sales of 157,602 tractor units, which was about the same as the
previous year’s figure but lower than the 2006-07 statistic by 7%. In 2017-2018however, this
category reported a strong revival, with the volume growing by 22%2 over 2016-17; the
revival was led by UP, Karnataka and Madhya Pradesh.

COMPANY PROFILE

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 Swaraj Product portfolio includes tractors from 15 HP to a 60 HP category, which
cater to the farmers need for various agricultural operations. Swaraj models have special
features suitable for agriculture and haulage application. We organize various activities to
connect with its customers like Swaraj Satkar where farmers are felicitated by the senior
management. Our teams organize various customer engagement activities such as free service
camps, Swast Tractor Swast Chalak, Door step service and Swaraj Aabhar. Swaraj has been
undertaking various CSR initiative undertaken through Employee Social Option

Swaraj Engines Ltd. (SEL) was promoted by erstwhile Punjab Tractors Limited
( since merged with Mahindra and Mahindra Ltd.) and Kirloskar Oil Engines Ltd. in 1985.
SEL is into manufacturing and supplying of diesel Engines in the range of 22 HP to above 54
HP. The company is equipped with highly productive & precise quality analyzing machines.
It is also manufacturing hi-tech engine components.

Till date SEL has supplied over 7,00,000 engines for fitment into Swaraj tractors.

Key Features:

 Plant has the facilities to produce any model of Swaraj Product mix.

 Equipped with latest HI-TECH machines.

 Ergonomically friendly material handling system like MMC etc

 Equipped with 66 KVA sub station for preventing power interruptions.

Mission

To supply high quality special steels to meet growing demand and to contribute to
customers' competitiveness

Vision

To be the most admired, successful, and socially responsible special steel

manufacturer in India by 201

SWARAJ ENGINES LIMITED

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 Code of Ethics & Conduct Code of Ethics & Conduct (the “Code”) for Swaraj
Engines Limited (SEL) is in alignment with its core Values & Beliefs. Swaraj Engines has
always considered and shall continue to consider itself as Custodian and Trustee of all its
Constituencies – customers, employees, business associates and shareholders.

SEL has always sought and shall continue to seek corporate excellence and profits by
offering quality products with distinctive features at reasonable prices, ensuring betterthan-
the-best service for durable customer satisfaction.

The quality standards of the products and services shall meet the required national
standards and the Company would strive to achieve international standards.

The Company shall market its products and services on its own merits and shall not
make unfair and misleading statements about competitors' products and services. Any
collection of competitive information shall be made only in the normal course of business.

Creating and sustaining an Employee-caring culture, inspiring each one to feel and
behave as an owner and part of the enterprise. The Company recognizes and shall continue to
recognize that its core strength is the involvement of its employees, team spirit, their high
integrity & abiding loyalty and their life time commitment to the Swaraj enterprise.

The Company shall provide equal opportunities to all its Employees and all qualified
applicants for employment, without regard to their race, caste, religion, colour, ancestry,
marital status, sex, age and disability.

Employees of the Company shall be treated with dignity and in accordance with the
policy of maintaining a work environment free of sexual harassment. Employee policies and
practices shall be administered in a manner that ensures that in all matters equal opportunity
is provided to those eligible and that decisions are based on merit.

Creating and sustaining bonds with Business Associates, evoking in them strong sense
of loyalty for the Enterprise. - Striving for consistently superior returns to shareholders and
other financial stakeholders. - Conducting business with highest standards of corporate
behaviour, transparency, unyielding integrity

CONFIDENTIALITY

21
 The principle of honesty extends to issues of confidentiality of information.
Employees are required to maintain the confidentiality of all material non-public information
relating to the Company’s business and affairs that they receive or become privy to in
connection with the Company’s business, except when disclosure is authorised or legally
mandated. Confidential information includes all non-public information that might prejudice
the ability of the Company to pursue its objectives, to be of use to competitors or harm the
Company, if disclosed. Employees must not use confidential information for their own
advantage or profit directly or indirectly.

CONFLICTS OF INTEREST

A conflict of interest exists where the interests or benefits of one person or entity
conflict with the interests or benefits of the Company. Accordingly, a conflict of interest may
exist when an Employee is involved in an activity or has a personal interest (direct or
indirect, by himself or through any member of his/her immediate family) that in the opinion
of the Company interferes with the Employee's objectivity in performing Company duties
and responsibilities. Hence, an Employee’s duty to the Company demands that he/she avoids
and discloses actual and apparent conflicts of interest. Brief guideline in this regard is given
below:

a. Employment / Outside employment:

In consideration of employment with the Company, Employees are expected to devote

their full attention to the business interests of the Company. Employees should avoid any
relationship, influence, or activity that might impair, or even appear to impair, their ability
to make objective and fair decisions when performing their job. Company policies
prohibit Employees from accepting simultaneous employment with suppliers, customers,
developers or competitors of the Company, or from taking part in any activity that
enhances or supports a competitor’s position. Additionally, Employees must disclose to
the Company’s Chairman / Audit Committee, any interest that they have that may conflict
with the business of the Company.

22
B. Outside directorships and employment: It is a conflict of interest to serve as a Director
of any other organization which is doing the similar business in which the Company is
engaged. Employees must first obtain approval from the Company’s Chairman / Audit
Committee before accepting a directorship of such organisation

C. Related parties: As a general rule, Employees should avoid conducting Company

business with a relative, or with a business in which a relative is associated in any significant
role. Relatives include parents, spouse and children.

D. Payments or gifts from others: A Company Employee shall neither receive nor offer or
make, directly or indirectly, any illegal payments, remuneration, gifts, donations or
comparable benefits which are intended to or perceived to obtain business or uncompetitive
favours for the conduct of its business. However, an Employee may accept and offer nominal
gifts, which are customarily given.

E. Corporate opportunities: Employees shall not exploit for their own personal gain the
opportunities that are discovered through the use of corporate property, information or
position, without prior full disclosure by them and consent thereupon in writing from the
Company.

DISCLOSURE

The Company’s policy is to provide full, fair, accurate, timely and understandable
disclosure in reports and documents that the Company file with, or submit to, the Stock
Exchanges, SEBI and / or any other Govt. agency and in all other public communications
made by the Company.

PUBLIC REPRESENTATION OF THE COMPANY

In all its public appearances with respect to disclosing Company and business
information to public constituencies such as the Media, the Financial Community, Employees
and Shareholders, Company shall be represented only by specifically authorised Directors
and Employees. It will be the sole responsibility of these authorised representatives to
disclose information on the Company.

23
COMPLIANCE WITH STATUTORY LAWS, RULES & REGULATIONS /
INTERNAL COMPANY POLICIES

Employees must comply with all applicable governmental laws, rules and regulations
relevant to their designated responsibilities. Accordingly, they must acquire and possess
requisite knowledge including legal requirements for the proper and due discharge of their
responsibilities. Employees must also know and comply with all the Company’s internal
policies and procedures

VIOLATIONS OF THE CODE

Every effort should be made to uphold and promote the principles of this Code. Not
only it is important for Employees to adhere to the principles expressed in this Code, but each
Employee is also expected to encourage and support adherence by other Employees. The
Company will take appropriate action against any Employee whose actions are found to
violate the Code or any other policy of the Company, after giving him/her a reasonable
opportunity of being heard. Where laws have been violated, the Company will cooperate fully
with the appropriate authorities and regulators.

WAIVERS AND AMENDMENTS OF THE CODE

This Code is subject to continuous review and updation in line with any changes in
law, changes in the Company’s philosophy, business policies, plans or otherwise as may be
deemed necessary from time to time by the Board.

Milestones
1965
 Seed of Swaraj was sown In August 1965 in CSIR lab.

1970
 Punjab Govt. through PSIDC established PTL to manufacture tractors.

1974
 Swaraj 724(26.5 HP) tractor commercially launched.

1980
 India's first self-propelled Harvester combine-Swaraj 8100 developed by own R&D
commercially launched
 Set up of Swaraj Foundry Division for manufacturing Castings
 Acquired Punjab Scooters LTD (Named as Swaraj Automotive Ltd.)
1983
24
  Expansion of annual capacity to 12,000 tractors per annum at Plant 1 ,Mohali.
 Swaraj 855 launched in the 50 hp category

1984
 Swaraj Mazda Ltd. Promoted in technical and financial collaboration with Mazda
Motor Corp& Sumitomo Corp, Japan for manufacturing of Light Commercial
Vehicles.

1986
 Swaraj Engines LTD promoted for manufacturing of diesel engines in technical &
financial collaboration with Kirloskar Oil Engines (KOEL).

1995
 Plant2 established with an annual capacity of manufacturing of 12000 tractors.

1999
 Launch of Swaraj 744.

2000
 Completed the annual tractor capacity of 60,000.

2002
 Cumulative sales of Swaraj tractors (till date) touches 5,00,000.

2003
 PSIDC divested its entire equity holding (23.49%) in PTL to a private equity firm.

2005
 PTL disinvested 15% of its holding out of 29 % in favour of Sumitomo Corp, Japan.

2007
 M&M acquired PTL.
 Swaraj formulated its Vision "to be within top 2 brands in India"by 2013 and initiated
TQM
 Swaraj 724 FE Orchard and Swaraj 978 launched

2009
 PTL disinvested its remaining share holding in favour of Sumitomo Corp, Japan.

25
  PTL merges with M&M to become M&M FES -Swaraj Division.
 Swaraj Tractor population crosses 7,00,000.
 Achieved Stage 4 in MQW cycle 1 assessment.
 Launch of 735 XM – the first of the XM series of models.
 Launch of 843XM – building on the XM series.

2011
 Rated Highest In Industry for Customer Satisfaction Index (CSI), Sales Satisfaction
Index (SSI) & CaPS
 Swaraj Division achieved Stage-5 in MQW Assessment

2012
 Launch of 825XM, 841XM, 744XM, 855XM - strengthening the product portfolio
with XM Series.
 Rated Highest In Industry for Customer Satisfaction Index (CSI).
 Swaraj becomes the second tractor company in the world to win the prestigious
DEMING Prize.

2012
 Rated Highest In Industry for Customer Satisfaction Index (CSI).

2013
 Swaraj Division Plant 1 and Plant 2 Won TPM Excellence Award From JIPM.

2014
 Launch of 735XT and 724ORCH NT.

2015
 Launch of 960FE and 717.
2016
 Consecutive National Energy Management award by CII for “Energy Efficient Unit”
in Metal and Steel Sector and an audience choice “Most useful presentation Award” in
2015 & 2016

BOARD OF DIRECTORS

Mr. Sudhir Mankad Chairman(Non-Executive Independent Director)

Dr. Pawan Goenka Non-Executive, Non-Independent Director

26
Dr. T.N.Kapoor Non-Executive Independent Director

Mr. R.R.Deshpande Non-Executive, Non-Independent Director

Mr. Vijay Varma Non-Executive, Non-Independent Director

Mr. S.Durgashankar Non-Executive, Non-Independent Director

Mr. Dileep C. Choksi Non-Executive Independent Director

Mrs. Neera Saggi Non-Executive Independent Director

Mr. Rajesh Jejurikar Non-Executive, Non-Independent Director

Mr. Subhash Mago Whole Time Director & Chief Executive Officer

PRODUCT PROFILE

27
Swaraj 735 FE

Model : RV-3 XM+ 3A

HP : 35 -40 HP

Type : 4 Stroke, Direct injection, Diesel engine.

No. of Cylinders : 3

Bore and Stroke : 100 X 116 mm

Displacement : 2734 cc

Rated Engine Speed : 1800 Rev/min.

Air Cleaner : 3- Stage Oil Bath Type

Cooling System : Water Cooled with No loss tank.

28
Swaraj 744E

No. Of Cylinder : 3

HP Category : 48 HP

Capacity CC : 3136 CC

ENGINE RATED RPM : 2000

Cooling : WATER COOLED

Air Filter : OIL BATH TYPE

29
Swaraj 855

No. Of Cylinder : 3

HP Category : 52 HP

Capacity CC : 3307 CC

ENGINE RATED RPM : 2000

Cooling : water cooled

Air Filter : OIL BATH TYPE

Type : Constant Mesh

Clutch : SINGLE / DUAL

Gear Box : 8 FORWARD + 2 REVERSE

Battery : 12 V 99 AH

Alternator : 12 V 36 A

Forward Speed : 30.9 Kmph

Reverse speed : 15.1 Kmp

Swaraj 963

No. Of Cylinder : 3

HP Category : 60 HP

Capacity CC : 3478 CC

30
ENGINE RATED RPM : 2100

Cooling : Water Cooled With No-Loss Tank

Air Filter : Dry Type

Clutch : Dual Clutch

Gear Box : 12 Forward+2 Reverse

Battery : 12 V 100 AH

Forward Speed : 31.70 Kmph

Reverse speed : 10.60 Kmph

CUSTOMER SATISFACTION

Definition of Customer Satisfaction

Kotler (1997) defines customer satisfaction as follows:

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

Product’s perceived performance (or outcome) in relation to his or her expectations.”

Brown (1992) defines customer satisfaction as:

“ The state in which customer needs, wants and expectations throughout the product or
service's life are met or exceeded resulting in repeat purchase, loyalty and favorable worth-of
mouth. ”

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

They are: The basic elements of the product or service, basic support services, a
recovery process for counteracting bad experiences, and extraordinary service. There are

31
many definitions of the key elements of the services, but this one is considered appropriate in
the context of care or after sales services.

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

performance matches the expectations the customer is satisfied. If the performance exceeds
the expectation the customer is highly satisfied and delighted. If the performance does not
match the expectations the customer is dissatisfied. Satisfaction is a person’s feelings of
pleasure of disappointment resulting for comparing a products perceived performance (out-
come) in relation t his/her 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.

The key to generating high customer loyalty is to deliver high customer value. A
company’s value proposition is much more than it’s positioning on a single attribute. Most of
the successful companies are raising expectations and delivering performances to match.
These companies are aiming for TCS – Total Customer Satisfaction. Customer satisfaction is
both a goal and a marketing tool. Companies that achieve high customer satisfaction ratings
make sure that their target market is known.

After sales support management system is apart of ERP Enterprise Resource Planning
solution dealing with the support module after the sales of product. It creates an advanced
environment to the organization, which are in to technical support after sales e.g. Companies
offering electronic goods and motor vehicles etc.

32
 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.

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

33
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 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.

34
 J.D. Power and Associates provides another measure of customer satisfaction, known
for its top-box approach and automotive industry rankings. J.D. Power and Associates'
marketing research consists primarily of consumer surveys and is publicly known for the
value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.
These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the
Stages of Excellence framework and which helps define a company’s status against eight
critically identified dimensions.

For Business to Business (B2B) surveys there is the InfoQuest box. This has been
used internationally since 1989 on more than 110,000 surveys (Nov '09) with an average
response rate of 72.74%. The box is targeted at "the most important" customers and avoids
the need for a blanket survey.

Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels of

customer satisfaction. The International Customer Service Institute (TICSI) has released The
International Customer Service Standard (TICSS). TICSS enables organizations to focus
their attention on delivering excellence in the management of customer service, whilst at the
same time providing recognition of success through a 3rd Party registration scheme. TICSS
focuses an organization’s attention on delivering increased customer satisfaction by helping
the organization through a Service Quality Model.
35
 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.

The functional features include:

 Customer complaints tracking

 Service engineers information tracking
 Job scheduling for the complaints
 Spares management
 Online support
 Reports

Customer complaints tracking

Complaint is the start point of any technical support system. Without 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.

Job scheduling for the complaints:

36
 Job scheduling means sequencing the request to its intensity, assignment of a service
engineer and creating a job card. It is done to optimize the technical resources and to render
the best service to the customer. Minor problem are processed by technicians requests are
handled by the expert team.

The job card includes the following:

The compliant id, the assigned engineer id, the data and time of service, the spare details,
no. of man hours required etc.

 The spare part name and serial number

 The available quantity of each spare part

 The prize, warranty and other specifications

 The supplier information.

Online support:

The service is done online also. The client may visit the website to obtain basic
support information about the product and FAQ. He can chat with the service engineer on
phone or online.

Report:

The report reflects the current status of the system. The reports that can be generated are as
follows:

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

 Service engineer report provides the information about the skills and strengths of the
support team.

 Job scheduling report states the allotment of engineers to jobs.

 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.

37
 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.

Operationalization 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

38
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.

Customer needs can be determined through marketing research, customer interviews,

reading customer concerns, or involving customers in the design of services and service
deliveries. In order to decide if the service can be provided at a profit, it is necessary to link
value equation to the strategic service vision. Working together with both supplier and
customer can increase profitability by expanding margin potential.

A customer satisfaction study should begin by asking about the factors affecting
customer satisfaction, how important those factors are for the whole, and the level of
customer satisfaction. A problem with customer satisfaction surveys (Naumann, 1994) is that
a poor customer satisfaction programme yields vague data and raises customer expectations.
If customer expectations are raised and a company's performance remains the same, the
customer's overall satisfaction will decrease.

Business Definition for: After-sales Service

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

after-sales service can be almost as important as the initial purchase. The manufacturer,
retailer, or service provider determines what is included in any warranty (or guarantee)
package. This will include the duration of the warranty traditionally one year from the date of
purchase, but increasingly two or more year’s maintenance and/or replacement policy, items
included/excluded, labor costs, and speed of response. In the case of a service provider, after-
sales service might include additional training or helpdesk availability. Of equal importance
is the customer's perception of the degree of willingness with which a supplier deals with a
question or complaint, speed of response, and action taken.

After Sales Excellence

39
 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.

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

40
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.

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
AGE OF THE RESPONDENT

FACTORS NO. OF RESPONDENTS PERCENTAGE

Below20 14 14%
20-30 31 31%
30-40 32 32%
Above40 23 23%
Total 100 100%

CHART 4.1

41
INTERPRETATION
The above table it is clear that the 14% of the respondent are aged between below
25 years, 14% of the respondent are aged between 20-30 years, 31% of the respondent are
aged between 30-40 years, 32% of the respondent are aged between above 40 years.

TABLE 4.2
GENDER OF THE RESPONDENT

FACTORS NO. OF RESPONDENTS PERCENTAGE

male 46 46%
female 54 54%
Total 100 100%

CHART 4.2

42
INTERPRETATION
The above table it is clear that the 46% of the respondent are male and 54% of the
respondents are female.

TABLE 4.3
OCCUPATION OF THE RESPONDENT

FACTORS NO. OF RESPONDENTS PERCENTAGE

student 15 15%
employed 26 26%
self-employed 21 21%
business 23 23%
agriculture 15 15%
Total 100 100%

CHART 4.3

43
INTERPRETATION
The above table it is clear that the 15% of the respondent are student,26% of the
respondent are employee ,21% of the respondent are self employed tractor,23% of the
respondent are business ,15% of the respondent are agriculture.

TABLE 4.4
MONTHLY INCOME OF THE RESPONDENT

FACTORS NO. OF RESPONDENTS PERCENTAGE

below10000 13 13%
10000-20000 18 18%
20000-30000 32 32%
30000-40000 24 24%
above40000 13 13%
Total 100 100%

CHART 4.5

44
INTERPRETATION
The above table it is clear that the13% of the respondent are monthly income is
below 10000,18% of the respondent are monthly income is 10000-20000,32% of the
respondent are monthly income is 20000-30000,24% of the respondent are monthly income
is 30000-40000,13% of the respondent are monthly income is above 40000.
TABLE 4.5
MILEAGE OF TRACTORS
FACTORS NO. OF RESPONDENTS PERCENTAGE
0-5km/litre 31 31%
5-10km/litre 42 42%
above-10km/litre 27 27%
Total 100 100%

CHART 4.5

45
INTERPRETATION
The above table it is clear that the 31.0 % of the respondent are says that 0-
5km/liter mileage of the tractor running, 42.0% of the respondent are says that 5-10km/liter
mileage of the tractor running, 27.0% of the respondent are says that above 10km /liter
mileage of the tractor running.
TABLE 4.6
SOURCES OF PURCHASE SWARAJ TRACTOR OF THE RESPONDENT
FACTORS NO. OF RESPONDENTS PERCENTAGE
showroom 16 16%
friends 36 36%
relatives 28 28%
others 20 20%

Total 100 100%

CHART 4.6

46
INTERPRETATION
The above table it is clear that the 16.0% of the respondent that the source of
purchase swaraj tractor from showroom, 36.0% of the respondent that the source of purchase
swaraj tractor from friends, 28.0% of the respondent that the source of purchase swaraj
tractor from relatives, 20.0% of the respondent that the source of purchase swaraj tractor from
others.
TABLE 4.7
PRICING POLICY ABOUT SWARAJ TARCTORS
FACTORS NO. OF RESPONDENTS PERCENTAGE
Excellent 18 18%
Good 14 14%
average 24 24%
Bad 23 23%
very bad 21 21%
Total 100 100%

CHART 4.7

47
INTERPRETATION
The above table it is clear that the 18.0% of the respondent are says that excellent
with the pricing policy,14.0% of the respondent are says that pricing policy is good,24.0% of
the respondent are average with the pricing policy ,23.0% of the respondent are says that
pricing policy is bad,21.0% of the respondent are says that pricing policy is very bad.

TABLE 4.8
KNOW ABOUT SWARAJ TRACTOR

FACTORS NO. OF RESPONDENTS PERCENTAGE

Yes 56 56%
No 44 44%
Total 100 100%

CHART 4.8

48
INTERPRETATION
The above table it is clear that the 56% of the respondent are know that the swaraj
tractor, 44% of the respondent are unknown that the swaraj tractor.

TABLE 4.9
ASSOCIATED FOR HOW MANY YEARS ASSOCIATED WITH THE SWARAJ
TRACTORS
FACTORS NO. OF RESPONDENTS PERCENTAGE
0 – 6 months 24 24%
6 – 12 months 35 35%
1 – 2 years 19 19%
Above 2 years 22 22%
Total 100 100%

CHART 4.9

49
INTERPRETATION
The above table it is clear that the 24.0% of the respondent are associated with the
swaraj tractor is 0-6 months,35.0% of the respondent are associated with the swaraj tractor is
6-12 months,19.0% of the respondent are associated with swaraj tractor is 1-2 years,22.0% of
the respondent are associated with the swaraj tractor is above 2 years.

TABLE 4.10
BRAND OF TRACTOR RESPONDENTS
FACTORS NO. OF RESPONDENTS PERCENTAGE
swaraj 16 16%
Eicher 20 20%
HMT 18 18%
Sonalika 20 20%
Others 26 26%
Total 100 100%

CHART 4.10

50
INTERPRETATION
The above table it is clear that the 16.0% of the respondent are used to the swaraj
tractor,20.0% of the respondent are used to the eicher brand tractor,18.0% of the respondent
are used to the hmt brand tractor,20.0% of the respondent are used to the sonalika brand
tractor,26.0% of the respondent are used to the others brand tractor.

TABLE 4.11
COMPETITIVE BRAND OF THE SWARAJ TRACTOR

FACTORS NO. OF RESPONDENTS PERCENTAGE

Yes 50 50%
No 50 50%
Total 100 100%

CHART 4.11

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INTERPRETATION
The above table it is clear that the 50.0% of the respondent are competitive brand of
the swaraj tractor,50.0% of the respondent are non competitive brand of the swaraj tractor.

TABLE 4.12
HAPPY WITH THE SERVICE TO THE SWARAJ TRACTOR

FACTORS NO. OF RESPONDENTS PERCENTAGE

Yes 53 53%
No 47 47%
Total 100 100%

CHART 4.12

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INTERPRETATION
The above table it is clear that the 53.0% of the respondent are happy with the
service to the swaraj tractor,47.0% of the respondent are better to the service with the swaraj
tractor.

FINDINGS

 Majority of14% of the respondent are aged between below 25 years, 14% of the
respondent are aged between 20-30 years.
 Majority of 46% of the respondent are male and 54% of the respondent is female.
 Majority of 49% of the respondent are married.
 Majority of 15% of the respondent are student,26% of the respondent are employee.
 Majority of 20% of the respondent are qualified in sslc, 32% of the respondent are
qualified in hsc..

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 Majority of 13% of the respondent are monthly income is below 10000,18% of the
respondent are monthly income is 10000-20000,32% of the respondent are monthly
income is 20000-30000.
 Majority of 31.0 % of the respondent are says that 0-5km/liter milage of the tractor
running, 42.0% of the respondent are says that 5-10km/liter milage of the tractor
running.
 Majority of 16.0% of the respondent that the source of purchase swaraj tractor from
showroom, 36.0% of the respondent that the source of purchase swaraj tractor from
friends.
 Majority of 8.0% of the respondent are used to the swaraj tractor model is SWARAJ-
735FE,30.0% of the respondent are used to the swaraj tractor model is SWARAJ-
835FE.
 Majority of 18.0% of the respondent are says that excellent with the pricing
policy,14.0% of the respondent are says that pricing policy is good,24.0% of the
respondent are average with the pricing policy.

SUGGESTIONS

 Review of everyday discounts/offers at signage whether they are updated properly or

not.
 The company should be displayed properly on the floor and near the entrance gate.
 More security gadgets and checks should be there to control thefts and employees
working.
 Availability of products in each size should be at the floor.
 At least 6 to 8 cash counter should remain open everyday to avoid crowd at cash
counter.
 Increase the number of supporting staff (team members) on the floor of Food Bazaar
to pay proper attention to the customers.
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  Increase the brand and products range in the company to increase the sale.
 Interaction should be there between employees and customers.
 Sitting arrangement and drinking water facilities on the floor for customers should be
maintained regularly.
 The arrangement of merchandise should be proper on the floor.

CONCLUSION
The analysis began with a simple question of why consumer behavior and an
understanding of such processes is useful from the perspective of the marketer. There were a
variety of findings uncovered over the course of this research, the majority of which establish
some form of affectation according to psychological influences and messaging stimuli.
Inherently linked to brand loyalty and the consumer commitment to the product or brand over
time, the means of reducing switching behaviors within extremely saturated marketplaces are
directly afforded by marketing communication.
The effectiveness of such communication, however, can have the desired (or
opposite) result on sustaining consumer loyalty over an extended period of time. While more
traditional marketing models focused on product features and competitive positioning of
particular brands or products, modern marketing emphasizes the relationship between
consumer behavior and value. By enhancing a product's value, consumers are encouraged to

55
engage in the buying process and are more likely to maintain personal investment in a
product over an extended period of time. The researcher has given some policy
recommendations for the benefits of the tractor industry. If the above says
recommendation is being considered the company may able to maintain the market is
scheme as can company top position in particular in the region.

QUESTIONNAIRE

1. Name:

2. Age of the respondent

a) Below 20 b) 20-30 c) 30-40 d) Above 40

3. Gender of the respondent

a) Male b) female

4. Occupation of the respondent

a) Student b) employed c) self employed d) business e) agriculture

5. what are the monthly income of respondents?

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 a) Below 10000 b) 10000-20000 c) 20000-30000d) 30000-40000 e) above 40000

6. what they said about mileage of tractors?

a) 0-5km/liter b) 5-10 km/liter c)Above-10km/liter

7. What are the Source of purchase swaraj tractor?

a) show room b) friends c) relatives d) others

8. How is pricing policy about Swaraj?

a) Excellent b) Good c)Average d) Bad e)Very Bad

9. Do you know about Swaraj tractors?

a) Yes b) No

10.For how many years you are associated with swaraj tractors?

a) 0 – 6 months b) 6 – 12 monthc) 1 – 2 years d) Above 2 years

11.Which brand of tractor you prefer?

a) swaraj b) Eicher c) HMT d) Sonalika e) Others

12.Do you know the competitive brand of swaraj tractor?

a) Yes b) No

13.Are you happy with the service of swaraj tractors?

a) Yes b) No

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 BIBILOGRAPHY

BOOKS

1. CONSUMER BEHAVIOR -SCHIFFMAN & KANUK

2. 2MARKETING MANAGEMENT -PHILIP KOTLER
3. MARKETING MANAGER -RAMASWAMY & NAMA KUMARI
4. MARKETING RESEARCH -CR. KOTHARI

Websites:

www.google.com

www.scribd.com

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