THE ABOVE PROJECT has been done in summer internship project in Mahindra & Mahindra Ltd. (Farm Equipment Sector)
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1
Project Report for Tractor Division of Mahindra & Mahindra
2009
LIST OF TABLES
TablePage No.
Table 1: Indian Tractor Market
5
Table 2: Market Share by Tractor categories 6
Table 3: M&M (Brief)17
Table 4: Mahindra United Squad 2005-200645-46
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LIST OF GRAPHS
Graph Page No.
GRAPH 1: TRACTOR SALES BY STATES 7
GRAPH 2: DOMESTIC MARKET SHARE 8
GRAPH 3: DOMESTIC TRACTOR INDUSTRY GROWTH
8
GRAPH 4: M&M PERFORMANCE 9
GRAPH 5: Q1, GRAPH 6: Q2 81
GRAPH 7: Q3, GRAPH 8: Q4 82
GRAPH 9: Q5, GRAPH 10: Q6 83
GRAPH 11: Q7, GRAPH 12: Q7.1 84
GRAPH 13: Q9.1, GRAPH 14: Q10 85
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GRAPH 15: Q11, GRAPH 16: Q1286
CHAPTER 1
INTRODUCTION
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2009
Synopsis of the Project
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 pride 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.
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 carried 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.
95% of tractor sales are on credit. Credit is extended by commercial banks, state land development
banks and regional rural banks.
In this project we have to survey different banks (competitor dominating banks) which are doing tractor
financing either less tractors from M&M or more from M&M’s competitors. The location for the survey
was Barabanki and Lucknow in U.P. Mahindra & Mahindra wants to know that why some particular
banks are financing other tractor brands than M&M. Since more than 95% of tractors are on credit basis,
so with help this survey analysis M&M wants to increase their market share in terms of volume.
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2009
Keeping above things in mind and to achieve above objective we prepare a questionnaire which
constitute questions related with the tractor finance. The methodology adopted for the present survey
was focus discussion and filling up of questionnaire. Since the project is based on action research it was
necessary to build up rapport to collect maximum information from the bankers. Hence the research
spent considerable time with the different bankers from 05th May 2009 to 30th
June 2009. The main focus was to do with the assessing the reason behind doing tractor finance with
particular brand and explore the possibility of more sound arrangement.
THEORETICAL PRESENTATION OF THE TOPIC
The overall automobile industry is facing recession but the tractor industry is growing at 9%. About
20% of world tractor production is carried 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. Tractor industry plays an
important part as agriculture sector has a major contribution to India’s GDP. Tractors are part of
agricultural machinery industry. Tractors came to India through imports and later on were indigenously
manufactured with the help of foreign collaborations. The manufacturing process started in 1961-62.
Indian tractor industry is relatively young but now has become the largest market worldwide.
DESCRIPTION UNITS WORLD TOTAL/AVG
INDIA INDIA RANK
Arable Land Mn Hectare 1444 170 2
Irrigated Area Mn Hectare 249.6 45.8 2
Tractors In Use Tractors/000 Hectares 28 10.5 8
Table 1: Indian Tractor Market
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2009
M&M is a market leader in tractor industry in India. In this project we have to survey different banks
(competitor dominating banks) which are doing tractor financing either less from M&M tractors or more
from M&M’s competitors. The location for the survey was Barabanki and Lucknow in U.P. Mahindra &
Mahindra wants to know that why some particular banks are financing other tractor brands than M&M.
Since more than 95% of tractors are on credit basis, so financing could be the one way to increase their
market share in terms of volume. So M&M wants to know where they lack in this financing of tractor
through this survey.
Table 2: Market Share by Tractor categories
Indian tractor industry is the largest in the world with about one-third of the global production. The
reason behind this is that agriculture still remains the only means of subsistence for the majority.
However sales are not uniform throughout with twelve states in North India accounting for 90% of the
sales.
There are currently 14 players in the industry including 3 MNCs. 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.
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. As
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2009
the pie chart showing downward, U.P. holds top position in tractor sales with 16% followed by
Rajasthan with 10%.
GRAPH 1: TRACTOR SALES BY STATES
Mahindra & Mahindra are the market leader in Indian tractor industry as per the graph showing. They
acquire almost 42% of market share in domestic market. M&M wants to become global leader in tractor
industry in terms of volume of tractors sold. M&M wants to increase their sales, and since more than
90% tractor sale is on credit basis through commercial banks; state land development banks and regional
rural banks, so more financing of tractors could be one way to increase their sales volume. According to
a study conducted by PHD Chamber of Commerce and Industry, since purchase of tractor involves a
big investment its demand in affected by the availability and easiness of credit. A higher availability of
credit will lead to a higher demand for tractors.
The company observes that some of banks are not entertaining M&M’s tractors for financing in
particular regions and because of that, the sales volume of tractors goes low. Some banks are not doing
any cases for tractor financing. Mahindra & Mahindra sees this as a great opportunity as these banks are
untapped from M&M tractors. By targeting these banks M&M can increase their sales volume and
profit.
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Now if banks are not entertaining M&M tractors for financing then there could be many reasons for that.
May be customer approaching them are not demanding for M&M tractors because of their perception or
dealer does not hold a good position in the local areas. May be the bankers have good relationship with
other dealers than M&M’s dealers. Mahindra & Mahindra wants to know the reason for low tractor
financing by some bankers. If they know the reason behind this problem they can then find some
solution for the problem. This will help in becoming the global leader by the volume.
Graph 2: DOMESTIC MARKET SHARE
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Graph 3: DOMESTIC TRACTOR INDUSTRY GROWTH
Graph 4: M&M PERFORMANCE
By doing this survey we found that some banks are not entertained M&M for finance of M&M’s tractors
and the reasons behind this are customer perception about M&M tractors, average relationship between
the dealers of M&M and banks. Bankers are also want some extra support from dealers side in sorting of
some issues with customers. Like if dealers can help them in recovery of their funds or provide accurate
and true information about the customer etc. Bankers will really appreciate this support.
M&M should change customer perception about their tractors by some good marketing strategies. They
should do marketing in such a way that the customer can easily identified distinguish features of
Mahindra tractors over other tractors. Customer and Bankers both is in direct contact with the dealer.
Dealer plays a crucial role for tractor sale because of the direct contact with both customer and bankers.
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Having a good relationship with both helps a lot in tractor financing. Indirect marketing can play a vital
role in this regard.
APPROACH TO THE PROBLEM
A project is a finite endeavor--having specific start and completion dates--undertaken to meet particular
goals and objectives, usually to bring about beneficial change or added value. This finite characteristic
of projects stands in contrast to operations--which is repetitive, permanent or semi-permanent functional
work to produce products or services.
The primary challenge of project management is to achieve all of the project goals and objectives while
honoring the preconceived project constraints. Typical constraints are scope, time and budget. The
secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs
necessary to meet pre-defined objectives.
The Project given to us by Mahindra & Mahindra was Competition Dominating Banks for Mahindra
Tractors. For solving the case we firstly consult with our Area Retail Manager to understand what the
major findings the company is looking for, we also consult to various sale person of the company
understand why some banks not making business with Mahindra Tractors. We collected major data
regarding Mahindra Tractors from the website of Mahindra Tractors .So after analyzing all the necessary
detail we arrive to a solution that we can easily get our data through a questionnaire format which
contain all the detail necessary for the analysis of the above problem. Our questionnaire consists of 14
questions. The respondents of the questionnaire are basically Bank Managers or agricultural officer in
various banks. The location for the project was BARABANKI & LUCKNOW in U.P because U.P.
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2009
holds the maximum percentage of tractor sale. Our first approach was to consult with the main dealer of
BARABANKI & LUCKNOW to know that what are the main banks which are financing the Mahindra
Tractors & which are competition dominating banks in the region. We simply arrive at bank after lunch
so that the bankers have enough time to deal with us.
The main bank in survey includes the CO-OPERATIVE BANKS, GOVERNMENT BANKS, GRAMIN
BANKS and COMMERCIAL BANKS etc. mostly tractor financing is done by banks which are in rural
area .We directly meet with the Manger of the banks who deal with agriculture department and asked the
necessary details of how they are financing the Tractors not particularly about the Mahindra Tractors but
about whole Tractor industry. What are their main requirements for financing the tractors, what they
want from the dealer, the customer, the farmer? The necessary detail provided by the banker was noted
down which will help our findings. We found bankers very cooperative.
At regular interval of time we consult our Manager to tell the current position of our Project & to solve
the necessary query during our research .During this survey we also consult the dealer of other Tractor
Manufacturers who are main competitor of Mahindra to understand their Strategy of dealing. After
collecting the necessary raw data from both the region we make our analysis.
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CHAPTER II
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2009
ORGANIZATIONAL PROFILE OF THE COMPANY
THE BACKGROUND
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 carrying out various crop cultivation and
also employed for carrying 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
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2009
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 pride 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 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.
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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COMPANY PROFILE
MAHINDRA & MAHINDRA LTD.
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UNITED KINGDOMAtrium Court, The Ring Bracknell, Berkshire RG12 1BW Phone - +44 1344 397590, DIR:+44 1344 397085Fax - +44 1494 472005
United States of America39500 Orchard Hill Place Drive Suite 100 Novi, MI, 48375, USAUnited States of AmericaPhone - +1-248 347 3780Fax - +1-248 347 3789
USA39500 Orchard Hill Place Drive Suite 100 Novi, MI, 48375,USAPhone - +1-248-347 3780Fax - +1-248-347 3789
Project Report for Tractor Division of Mahindra & Mahindra
2009
SWOT ANALYSIS
Strengths:
Over the years the company has emerged as one of the top players in the world in terms of
number of tractors sold. This gives a clear indication that the company's market share is one of
its biggest strengths.
The company's ability to introduce new products in the market and to generate sales from those
new products is a major strength. The reason being that this is very essential for any company,
for its survival in the long run.
The company has established its brand name in other countries of the world as well. This is
evident from the 40% market share that it holds in the 30-40 HP tractors market in the US.
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Weaknesses:
The company is highly dependent on the rural sector, and the rural sector in turn is highly dependent
on the monsoons. As a result, if there happen to be bad monsoons (less of rains) for two consecutive
years it could have an adverse impact on the demand of tractors for the company.
Opportunities:
The government has been trying to strengthen the exports of agricultural products. As a result, the
quality of agricultural products necessarily has to be very high. For this, they need better rural and
agricultural infrastructure. This might result in an increase in demand for tractors.
In India, the penetration of tractors is 10 tractors per 1000 hectares of cropped area, which is much
below the world average of 19 tractors for the same. Thus there is scope for the demand to increase.
Threats:
The company has a history of having invested in unrelated diversifications such as telecom, holiday
and resort inns, financial services, etc. which it has hived off as subsidiaries from time to time when
these turned unmanageable. This is a cause for concern as such diversifications could divert the
company's attention from its core business. It is a dangerous tendency as it leads to destruction of
shareholders value.
The entry of foreign players in the tractors segment could pose a threat to the company as these
foreign players are technically more competitive than Mahindra & Mahindra.
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SOCIAL INITIATIVE
Corporate Social Responsibility has always been an integral part of the Mahindra Group's vision
and the cornerstone of our Core Value of Good Corporate Citizenship.
Keshub Mahindra, Chairman
The Mahindra Group defines Corporate Social Responsibility as making socially responsible
products, engaging in socially responsible employee relations and making a commitment to the
community around it. At the Mahindra Group, Corporate Social Responsibility is not just a duty;
it's a way of life.
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In 2005, the Group celebrated its 60th anniversary by renewing its commitment to Corporate
Social Responsibility. It pledged to dedicate 1% of its profit (after tax), on a continuous basis
towards Corporate Social Responsibility. A unique kind of ESOPs - Employee Social Options
was launched to enable Mahindra employees to involve themselves in socially responsible
activities of their choice. The Group also announced a special gift: to provide free cochlear
implants to 60 profoundly hearing-impaired, under-privileged children.
In addition to giving impetus to the Nanhi Kali project for the girl child and the Mahindra All
India Talent Scholarship for the economically disadvantaged, the Mahindra Group is planning to
set up two Mahindra Pride Schools. These schools will offer a variety of courses, with an emphasis
on employability, including training for Information Technology, Retail, Automotive Engineering
etc. They will provide new skills and capabilities to the weaker sections of society, particularly the
scheduled castes and scheduled tribe youth. While these projects are already underway, plans for
more social initiatives are on the anvil.
K.C. MAHINDRA EDUCATION TRUST
Established by the late Mr. K. C. Mahindra in 1953, the
K. C. Mahindra Education Trust aims to ‘Transform the
lives of people
in India through education, by providing financial assistance and recognition to them, across age
groups and across income strata'. It was registered as a Public Charitable Trust under the Bombay
Public Trusts Act, 1950.
The K.C. Mahindra Education Trust has undertaken a number of education initiatives to make a
difference to the lives of deserving students. The Trust promotes education mainly by way of
scholarships. It has provided more than Rs. 13.80 crores (approximately US $ 3.0 million) in the form
of grants, scholarships and loans. Some of these scholarships were instituted as far back as the 1950’s,
while others were founded recently. These are funded through an investment portfolio, the main
donors of which are the Mahindra Group of companies.
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As part of its Corporate Social Responsibility activities, the Mahindra Group has established schools
near its factories primarily for children of its employees. At present, the Group has three schools that
impart high standards of education - Mahindra Academy at
Malad in Mumbai, Mahindra Academy in Zaheerabad and a school
in Khopoli.The establishment of these schools has not just benefited their employees but also
the community around these schools. Teachers at these schools are qualified and undergo regular
training as well as attend relevant workshops. Their teaching methodologies are
constantly evaluated and modified when necessary.
UNITED WORLD COLLEGE
The striking feature of the United World Colleges is that they embrace the entire world across all divides of race, history, culture, wealth, religion, economic status and political belief: they are unique and they are conscious of their responsibilities.
– Nelson Mandela, United World College Honorary President
The Mahindra United World College of India, part of the United World
College movement, was founded by the late Harish Mahindra in 1997. It
is the Group’s endeavour to promote world-
class education with an emphasis on the ideals of peace and
understanding, central to the ethos of the United World Colleges. There
are 10 United World Colleges spread across the globe, with colleges
situated in United Kingdom, Singapore, Canada, Swaziland, Italy,
United States of America, Venezuela, Hong Kong, Norway and India.
Her Majesty Queen Noor of the Hashemite Kingdom of Jordan is the
President of the United World Colleges and Mr. Nelson Mandela, former
President of the Republic of South Africa, is the Honorary President of
the United World College International Council.
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Located 40 kms. west of Pune, the Mahindra United World College of
India brings together students of various nationalities for a pre-university
degree. The school is global not only because of the International
Baccalaureate degree, but also because of the true international culture in
which the students study, live and learn. Each year’s batch of about 100
students accommodates about 65 to 70 from abroad. The faculty includes
professors from Argentina, Australia, Austria, Cameroon, Canada,
Colombia, Ecuador, France, Germany, India, Italy, Japan, Malaysia,
Mexico, the Netherlands, New Zealand, Sweden, South Africa, UK and
USA. The teacher-student ratio is 1:9.
This international mix facilitates global exposure and helps students transcend all artificial
barriers based on race, religion, ethnicity, class, gender or nationality. Keen focus is given on all-
round development, and students are encouraged to think innovatively by involving themselves
in socially and environmentally relevant issues. The students also contribute to the local
neighbourhood through community service programmes.
THE MAHINDRA FOUNDATION
The Mahindra Foundation has been set up with a specific objective: to provide medical relief to the poor
and needy sections of society. The foundation has helped patients suffering from cancer, heart ailments
as well as burn victims. It has also been very active during national calamities and disasters and has
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helped contribute and mobilise resources. The foundation also extends its support to academia and other
professionals and sportsmen by helping them attend workshops and conferences overseas.
The Mahindra Group has always been very responsive to any major disaster in India. Whether it's been
the tsunami or the Gujarat earthquake, the Mahindra family has got together and always provided
support either by way of financial help or by way of sending vehicles, supplying material or manpower.
ARTS AND CULTURE
The Mahindra Excellence in Theatre Awards (META) is the latest in the
Mahindra Group’s efforts to encourage national theatre in two broad
categories - Emerging theatre and Established theatre. The annual awards are
in tune with the Group’s Corporate Social Responsibility programmes, which
have already received a fillip in the Conglomerate’s 60th anniversary year.
The awards will initially cover English & Hindi theatre and include
other language productions at a later stage. The Critic’s Panel, consisting of expert theatre and
literary personalities based in the four metros, has overseen the selection of the plays in both
categories.
The awards are in the following categories (separately for each category):
1) Best Play / Production
2) Best Direction
3) Best Actor
4) Best Actress
5) Best Playwright
6) Best Lighting Design
7) Best Sound Track
8) Best Costume Design
9) Best Set Design
10) Best Adapted Work
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11) Best Supporting Actor
12) Best Supporting Actress
The selection process covers four broad areas of the country, namely, North, South, East and
West. The Critic’s Panels are based in each of the four regional hubs of Kolkata, Mumbai, Delhi
and Bangalore.
Six plays are selected from each region and are referred to the respective Critic’s Panel. The Panel
from each metro city then sends the final list of eight productions to the Grand National Jury.
The Grand National Jury for the year 2006 includes theatre luminaries such as Shyamanand Jalan,
Shabana Azmi, Ila Arun, Shashi Kapoor, Zafar Hai and M. S. Sathyu. The Mahindra Group also
plans to set up a Mahindra Academy for Excellence in Theatre.
ENVIRONMENTAL INITIATIVES
Environment protection is a part of everyday being at the Mahindra Group. Right from
Mahindra products such as vehicles which are designed meeting International standards of
Safety and emission, to all Mahindra plants across the nation which comply way beyond
necessary environmental regulations by setting new standards in natural resource conservation,
efficient water management and with the most recent Green IT; Mahindra shows that it care of
planet earth proactively.
Towards making planet earth greener, the Group has vowed to plant a One Million Trees across
the Nation by October 2008 under the Mahindra Hariyali initiative. Mahindra Hariyali, is a
mass tree plantation initiative undertaken by each and every Mahindra location - be it a
Plant/factory setting or a corporate office. Shramdaan by Mahindra employees (and their
families) themselves and even Mahindra dealers is a major driver of the initiative. With strong
and meaningful partnerships with various stakeholders in the civil society such as schools,
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colleges, trusts, and also the Government (Forest Departments etc), the Mahindra Hariyali
model ensures plantation and nurturing of these trees in the society at large. What started as a
seed with top management vision is now bearing fruits towards reaching the zenith of
completion.
Since 1984, the Mahindra Group has been lending a hand to the ‘Green Bombay’ movement by
developing and maintaining municipal gardens. Greenery is at a high premium as the city has
less than half an acre of open place per thousand people. That’s ten times less than Delhi and
twenty times less than what London offers.
The Group has transformed three municipal gardens:
The Shivaji Garden (near Gateway of India) is admired for its beautiful architecture and
flourishing plants and flowers. Completely renovated by the Mahindra Group at a cost of
Rs. 6 Lakhs, it now has pathways for pedestrians as well as new stretches
of lawns and flowers. An area formerly frequented by anti-social elements has been merged with the garden, to
prevent further misuse. Every effort has been taken to keep the garden in an immaculate condition and visiting
hours are in place, facilitating maintenance work.
The Traffic Island Garden (opposite Regal Cinema) has been completely renovated by the
Mahindra Group at the cost of Rs. 1 Lakh. New lamp posts and a variety of plants were put into
place and the fountain was restored to its former glory. The garden provides visual relief in this
crowded and traffic congested circle.
The third garden is located at the junction of Madame Cama Road, to the south of Oval Maidan.
This is a brand new garden, developed by the group from scratch, at a cost of Rs. 1.5 Lakhs.
Formerly misused by vagrants, it is now a serene and beautiful little corner.
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EMPLOYEE SOCIAL OPTIONS
Esops - What is commonly known as Employee Stock Options has a whole new meaning at the
Mahindra Group -
Esops for the Mahindra-ites meanssharing a part of yourself to help the less fortunate. It implies
looking beyond one-self. It means sharing one’s skills to make the society healthier, cleaner,
greener, more literate and hence more sustainable.
Esops here stands for Employee Social Options, a systematic employee-volunteering Programme
under CSR (Corporate Social Responsibility). Esops, started in 2005 is a set of social work
volunteering options that are created and implemented exclusively by employees themselves
based on the needs of underprivileged communities in and around their areas of operation. In a
way, it is each employee’s CSR.
“Esops” enables Mahindra workforce to collectively donate thousands of human hours for
various social projects, in the three focused areas of Education, Health and Environment,
making social work an integral part of their lives.
Launching Esops was an acknowledgement of the company that similar to its own outlook
towards social responsibility; there were many employees who individually or through teams
were as charitably inclined if not more. Esops made giving back to society not only a
management value but a team value as well, and more importantly give it a distinctive identity.
Employees along with their families participate in the Esops activities in the nearby
communities. Since 2005, the numbers of Esops Volunteers across locations has increased
manifold from a just a few hundred volunteers to 14,535 Volunteers(March 2008).
Today Esops activities are being conducted regularly in the following Indian States –
2. From how long you have been in tractors financing business? <1 year 1-3 years 3-5 years >5 years
3. What is your overall satisfaction level with tractor finance?
Excellent Good Average Poor
4. What is your bank’s land requirement for tractor financing?
4 Acres 6 Acres 8 Acres
5. Rank the following parameters for tractor in terms of their frequency?
FREQUENCY MAXAbove Avg avg below avg min
HP
0-25
30-45
50-60
Prepared by: SACHIN AWASTHI, AMITY UNIVERSITY
1
Project Report for Tractor Division of Mahindra & Mahindra
2009
6. Who is the market leader of tractor industry?
M&M ESCORTS SONALIKA SWARAJ
7. Does dealer visit your bank?
YES NO
7.1 If yes, then At the time of cases only On some other occasions also
8. Number of cases for particular brand in last financial year (Please specify numbers): TAFE ESCORTS EICHER SONALIKA SWARAJ M&M
08-09
9.1. Why you prefer cases from ………….. ?
Good Dealer Relationship Market Share Good performance Customer Perception
9.2. Why you not prefer other brands?
Communication gap with dealer Negotiation Difficulties Customer Perception Any Bad Experiences with the company / dealer
Please Specify…………
10. M&M is the market leader in tractor industry, why you did fewer cases for M&M?
Customer Perception Dealer relationship less awareness 11. Do you think that good relationship with the dealer of the company will be helpful in tractor financing?
YES NO
12. Any major policy change for tractor financing?
YES NO
13. Do you interest in the meeting (Banker’s Meeting) with company’s people?
Yes No
14. What was your budget for Agri-financing?
Prepared by: SACHIN AWASTHI, AMITY UNIVERSITY
1
Project Report for Tractor Division of Mahindra & Mahindra