A Project report On

Study on Customer Satisfaction After Sales Service

(A training report submitted in partial fulfillment of the requirement for the degree of MBA)

MASTERS OF BUSINESS ADMINISTRATION MBA (2011-2013)

Submitted by:MAYANK SHARMA MBA 2ND YEAR ID:CD1113SSISBE-PGP10177(DEL-3/DA-3191) Specialization Marketing

CHANDIGARH

MAHINDRA & MAHINDRA LTD.

SWARAJ DIVISON

HAMARA SWABHIMAAN

PREFACE
For management career, it is important to develop managerial skills. In order to achieve positive and concrete results, along with theoretical concepts, the exposure of real life situation existing in corporate world is very much needed. To fulfill this need, this practical training is required.

I took training in fast growing company M & M SWARAJ DIVISION located in MOHALI. It was my fortune to get training in a very healthy atmosphere. I got ample opportunity to view the overall working of the company.

This report is the result of my eight weeks of summer training in M & M LTD SWARAJ DIVISION, as a part of M.B.A. The subject of my report is- customer satisfaction after sales service of M & M LTD - Swaraj Division.

In the forthcoming pages, an attempt has been made to present a comprehensive report covering different aspects of my training.

ACKNOWLEDGEMENT
To test the students academic knowledge in practical conditions of life, sixeight weeks summer training has been included in the M.B.A course. I express my gratitude to Mr. BHAWDEEP SINGH TANGI (DEPARTMENT HEAD (M.B.A.)), UNIVERSITY SCHOOL OF BUSINESS STUDIES, GURU KASHI CAMPUS, TALWANDI SABO for allowing me to undergo 3TH SEM training in Mahindra & Mahindra Ltd - Swaraj Division.

I have the honour to express my sincere thanks to the management of Swaraj Division for providing me the opportunity to pursue my training in their esteemed organization. I place on record my thanks to Mr. RAMAN BAJAJ (Manager MARKETING) for giving me every sort of help and guidance.

My summer training has added to my practical knowledge and build up my confidence. I thank once again all the staff members of Swaraj Division with the active support of whom I was able to complete my project report successfully.

(MAYANK

SHARMA)

SWARAJ...
CONTENTS
CHAPTER-I

INDIAN TRACTOR INDUSTRY -An Overview M&M LTD -SWARAJ DIVISION -A Company Profile
OBJECTIVES OF THE STUDY & Executive summary
ANALAYSIS AND INTERPERTATION

CHAPTER II

CHAPTER III

CHAPTER IV CHAPTER V

CONCLUSIONS AND RECOMMENDATIONS

CHAPTER -VI

REFERENCES

DECLARATION
I, the undersigned do hereby declare that the project report submitted to my college INDIAN INSTITUTE OF PLANNING AND MANAGEMENT CHANDIGARH CAMPUS, in partial fulfillment for the degree of Master Of Business Administration on The study of consumer satisfaction after sale service being is my own piece of work under continuous guidance and kind co-opration of our college faculty and it has not been submitted to any other institute or published at any time before.

MAYANK SHARMA

Chapter-I
INDIAN TRACTOR INDUSTRY AN OVERVIEW

BACKGROUND
Earlier in 1950s, the India people was engaged in agriculture and for irrigation mainly depend upon rains except a few isolated pockets being irrigated through canals and tube wells. Very few people used chemicals and pesticides and even the major agricultural operations life ploughing, planking, etc. were carried down by bullocks. As a result, India could not produce enough to feed its people so heavy expenditure was incurred on import of food grains. It results in scarce foreign exchange reserves of our country. All this initiated Indian government to give highest priority to development of agriculture in its five year plan programmed.

Cultivation, being the key operation in agriculture. A stress was laid on the improvement in agricultural output through use of advanced technology. Extensive use of effective and improved equipments was made by importing tractors. Our Government encouraged manufacturing of tractors in India to save its foreign currency reserves. As a result, a few plants were set up but Indian technology at that time was not in a position to design and manufacture indigenous tractors. So the plants were mainly set up for manufacturing tractors with the help of some foreign collaboration.

HISTORY: INDIAN TRACTOR INDUSTRY

THE BEGINNING: Indian Tractor Industry took birth in 1959-60 when the first
tractor manufacturing unit was established. However, this industry found a firm footing only after the turbulent period of 1968-74, during which the acceleration which should have emerged from the upsurge in demand generated by the Green Revolution was navigated by large-scale imports of fully built tractors. By 1973-74 when imports were banned, 22 manufacturers remained. It is in an environment of intense competition between 22 manufacturers that our tractor industry has grown during the last 30 years. During this period, it has become not only a major segment of our engineering industry but with a population of 1, 30,000 tractors in 1990, our country became the second largest tractor producer in the world. The development of tractors industry from the very beginning i.e. 1959-60 Till date can be divided into the following four phases:-

1. First phase of development (1959-68):

In late sixties demand for tractors was low. After 1967, demand of tractors started multiplying at an annual rate of nearly 50% because government policies in respect of the development of tractor industry to promote mechanization of agriculture encouraging local manufacturer of tractors along with the import of tractors from Eastern Europe. At the same time, government protected the interests of the farmers by making tractors available to them at reasonable prices. Tractors manufacturing units came up in this decade: Escher Tractors Ltd. (1959) Tractors and Farm Equipment Ltd. (1963) Tractors and Builders Ltd. (1964) International Tractors Ltd. (1965)

2. Second phase of development:

The governments decision to freely invite new entrepreneurs to tractor manufacture in 1968 backed by Green Revolution, led to the establishment of six more units in this industry. They were: Escorts Tractors Ltd. (1971) Hindustan Machine Tools Ltd. (1971) Kirloskar Tractors Ltd. (1974) Punjab Tractors Ltd. (1974) Pittie tractors Ltd. (1974) Harsha Tractors. Ltd. (1975) The combined output of 11 units has risen to 32,000 by 1975. Government de-licensed the tractor industry in 1968 and then banned import of fully built tractors in 1974. There was expansion in rural branches of banks and rural lending increased. The pace of irrigation facilities also increased and government extended full support to old and new manufacturers to speedily establish them.

3. Third phase of development:

Banning of imports and increased competition due to increase in number of tractor manufacturers led to the growth in local production. The boom in the tractor industry in the late seventies led to the setting up of two more units for the manufacture of tractors. These were: Auto Tractors Ltd. (a U.P. Government enterprise) (1981) Partap Steel Rolling Mills Ltd. (Tractor Division) (1983) The tractor industry saw a rapid growth of 6% from 1982-87.

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4. Fourth Phase of development:

After 1987 the tractor industry further picked up Government gave priority to

agriculture and exempt the excise duty on tractors below 1800cc in 1986 and repayment period was increased from 7 to 9 years. After this, average growth of 15% was experienced for 1988-92 which was due to green revolution. After six years (1987-92) of rapid growth, demand for tractors showed a decline of 4% in 1992-93 and 3.8% in 1994-95. Sales dropped from 1.51 lacs in 1991-92 to 1.38 lacs in 199394. The decline was due to the following factors:Land development bank, an important source of finance, collapsed. Depression in market due to credit squeeze. Decrease in production of cash crops. Political uncertainty. But after that tractor industry again started growing and tractor sales went to 1.64 lacs in 1995 and further in 1996-97.

THE PRESENT
Sales peaked to 2.73 lacs in 1999-2000. In the year 2000-01 and 2001-02 the sales decline to 2.53 and 2.18 lacs because of fall in the rural income virtually all over country and due to rising competition. It reached 1.69 lacs in 200203. The industry saw an upward trend volume touching 4 lacs in 2009-10 and to 4.46 lacs in 2010-11. During the current FY 2009-10, around 4,50,000 tractors were sold in India and 100000 tractors were exported. The industry has now discovered channel-exports to ensure that the sales of tractors do not drop. In fact, exports have now become a thrust area. Five major manufacturers are in the race for tractor market today, account for 78% of the total market share. They are offering products of different HPs. They include below 20HP, 21-30HP, and 41-50HP and above.

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CRITICAL PARAMENTERS FOR GROWTH OF TRACTOR INDUSTRY * AGRICULTURE INDUSTRY

Nearly 90-95% tractors are purchased with the help of bank credit. It plays an important role in determining the demand for tractors.

* PRICING OF TRACTORS.
The financial inability of the Indian farmers makes the pricing a critical parameter. Companies that managed to keep their costs low are the ones that managed to survive during the reversionary period.

* MONSOONS AND CROP PRICES.

The farmers have to pay 15% of the total price of the tractor, in cash, at the booking stage; consequently, if the farmer is faced with bad monsoons and low crop prices, he will not be able to make the initial down payments.

* GOVERNMET POLICIES
To enable a farmer to purchase a tractor against these odds, the government introduced subsidies in this sector. In the budget of 2004 all the tractors were exempted from excise duty.

* IMPORTS
The industry reduce its dependence on imports, they have indigenized their inputs, which were earlier imported and priority is given to Research and Development. All tractor manufacturing units, except the Swaraj Division, were initially set up with foreign collaboration, tractor industry has been on its own for the last decade.

* WIDENING RANGE FOR CUSTOMER CHOICE

Competition in tractor industry led to increase in the variety of models for farmers to choose from. Industry today offers more than 43 models, and special variants to suit regional needs and special usage are often available in many models.

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TRACTOR MARKET A CYCLICAL TREND

Table below provides the industry picture for 2007-08, geographically & segment wise:

GEOGRAPHICALLY

Territory North (Punjab, Haryana & Uttar Pradesh) Central (Madhya Pradesh & Rajasthan) East (Bihar, West Bengal, Orissa & Assam) West (Gujarat & Maharashtra) South (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala) SEGMENT WISE HP Range Up to 30 HP 31 - 40 HP Above 40 HP

%age of Domestic Sales 29% 18% 9% 18% 26%

%age of Domestic Sales 18% 37% 45%

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Chapter II MAHINDRA & MAHINDRA -SWARAJ (A COMPANY PROFILE)

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PRICE

QUALITY

MOTTO OF M & M SWARAJ DIVISION

SERVICE

PROMOTION OF SWARAJ
M&M LTD -Swaraj Division (SWARAJ DIVISION) was joint sector company of the Punjab Government, which went into commercial promotion in the early seventies. It is promoted by Punjab State Industrial Development Corporation (PSIDC) in 1974 which was set up by Punjab Government for setting up new projects. In 1965 when the entire industrial growth of India relied upon foreign technology and know-how for setting up industrial ventures in India, the Central Mechanical Engineering Research Institute (CMERI, Durgapur), a national Laboratory of the Government of India, took the bold step of taking up the design and development of totally Indian know how for 26.5 H.P. agricultural tractors. In August 2008, the PUNJAB

TRACTORS LIMITED was taken by MAHINDRA & MAHINDRA LIMITED & PTL becomes Pvt. Limited Company. So PTL is now a part of M & M Group

PUNJAB TRACTORS LTD -SWARAJ IS NOW

M&M LTD - SWARAJ DIVISION.

Punjab Tractors Ltd. to merge with Mahindra & Mahindra Ltd., PTLs Swaraj brand will continue to exist

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The Board of Directors of M&M and PTL today unanimously approved a scheme of amalgamation of Punjab Tractors Limited (PTL), an M&M subsidiary, with Mahindra & Mahindra Ltd. M&M Ltd. along with its subsidiary Mahindra Holdings and Finance Ltd. agreed to acquire the stake from Actis Group. Mahindra owns a majority stake in Punjab Tractors Limited and had earlier acquired 63.33% stake in PTL.

Under this amalgamation scheme, pursuant to provisions of Sections 391 to 394 and other relevant provisions of the Companies Act, 1956, PTL will be merged into M&M and all its assets and liabilities will be transferred to M&M at book values. The appointed date under this scheme is 1st August 2008. Upon the scheme becoming effective, M&M will transfer all the equity shares held by it in PTL to a Trust, of which M&M is the beneficiary. M&M will issue its shares to PTL shareholders as on record date, based on the swap ratio determined by independent valuers.

Anand Mahindra, Vice-Chairman and Managing Director, Mahindra Group, said, PTL is a strategic fit for M&M and its amalgamation with M&M will significantly add to shareholder value. Bringing these two businesses under a single entity will also result in a common management focus, help achieve greater integration benefits and reduce overall administrative costs.

However, M&M has said that PTLs Swaraj brand will continue to exist even after the company's merger with automotive major Mahindra & Mahindra. Swaraj brand of Punjab Tractors will continue to exist after the amalgamation of PTL with Mahindra & Mahindra as this brand is an important asset to us and we will like it to further excel, said Anjani Kumar Choudhari, President - Farm Equipment Division, M&M. An independent valuation exercise has been conducted jointly by Ernst & Young and N. M. Raiji & Company. Based on this exercise, the share exchange ratio for the amalgamation has been arrived at. Equity shares of M&M will be issued to the shareholders of PTL in the ratio of one equity share of Rupees 10 each of M&M for every three equity shares of Rupees 10 each held in PTL.

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LOCATION -The plant of M&M LTD -Swaraj Division is located in Mohali Focal Point Estate near Chandigarh on Chandigarh-Ludhiana Highway (Phase IV, Sahibzada Ajit Singh Nagar, Mohali (Punjab) on a campus of 17 hectares. The land was allotted by Punjab Govt. in the developing Mohali to make it a progressive Industrial Centre. The location of plant is very suitable because it is quite near to the capital of Punjab. This fact has been advantageous to the company in its initial stage of growth. However the inadequacy of railway facilities is a serious drawback to the location of the plant.

QUICK FACTS
Year of Establishment Business Group Listings & its codes Registered Office + Works Corporate Office 1970 Swaraj Enterprise NSE: PUNJABTRAC; BSE: 500344; Reuters: PTRA.BO Phase IV, Industrial Area S.A.S. Nagar (Mohali), Punjab S.C.O. 204-205, Sector 34-A Chandigarh. 160022 Tel.: +(91)-(172)-2647700 to 10 Fax: +(91)-(172)-2615111 www.swarajenterprise.com

Website

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EMERGING MARKETS Swaraj Domestic territorial market share for 2010-11 dealer networks at the year end emerges as:

DOMESTIC TERRITORIAL MARKET SHARE AND DEALER NETWORK (YEAREND)

Territory

Swaraj Market Share 10.1% 4.9% 8.3%

No. of Dealers as on 31-03-08 203 114 68

North (Punjab, Haryana & Uttar Pradesh) Central (Madhya Pradesh & Rajasthan) East (Bihar, West Bengal, Orissa & Assam) West (Gujarat & Maharashtra)

11.7% South (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala) Total SEGMENTWISE HP Range No. of Models 5 1 3 %age of Swaraj Sales 17% 50% 33% 9.3% 9.1%

88 93 566

Swaraj Share in Segment 9% 12% 7%

Up to 30 HP 31 - 40 HP Above 40 HP

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CORE BELIEFS

1. WE HAVE A LONG STANDING RELATIONSHIP WITH THE FARM & FARMING COMMUNITY THE NATIONAL HERTAGE AS WELL AS THE NATIONAL AGENDA, WHICH PROVIDES US WITH IMMENSE GROWTH OPPORTUNITES.

2. OUR STRENGTH IS THE INVOLVEMENT OF OUR PEOPLE, TEAM SPIRIT, AND THEIR INTEGRITY ABIDING LOYALITY & LIFE TIME COMMITMENT TO THE SWARAJ ENTERPRISE.

3. WE SEEK COPRPORATE EXCELLENCE AND PROFITS THROUGH ETHICS PASSION AND PERSERVERANCE.

4. WE CONSIDER OUTSELVES CUSTODIANS AND TRUSTERS OF ALL OUR CONSTITUENCIES OUR CUSTOMERS, AND EMPLOYEES, AND BUSINESS

ASSOCIATES, SHAREHOLERDRS

SOCITY

PURSUE THE

RESPONSIBILITY ROR CREATION OF WEALTH FOR THEM WITH MISSIONARY ZEAL.

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MAHINDRA &MAHINDRA LIMITED SWARAJ DIVISION

BOARD OF DIRECTORS
P.D. NARANG (Chairman) S.K. TUTEJA DONALD PECK STEVEN ENDERBY N. MOHANRAJ M. RAGHAVENDRA HARDEEP SINGH DALJIT MIRCHANDANI P. SIVARAM (Chief Operating Officer) A.M. SAWHNEY (Director Marketing)

MEMBERS OF THE EXECUTIVE BOARD

P.L. SHARMA R.K. MANRAO P.K. NANDA

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BACKGROUND
M&M LTD -Swaraj Division plant is situated at S.A.S. Nagar (Mohali) where production commenced in the year 1974. Initially, PSIDC contributed 42% equity capital against the total paid up capital of Rs.140.00 lacs. The facility was initially created to manufacture 5000 nos., tractors and the capital cost at that time was Rs.321 lacs.

The production capacity of tractors has increased to 60000 nos., from the level of 5000 nos. The company, over the years, has also promoted two companies, namely, Swaraj Mazda Limited (manufacture of Light Commercial Vehicles) & Swaraj Engines Ltd. (manufacture of Diesel Engines in collaboration with Kirloskar Ltd and it has also promoted Swaraj Automotives. The present stake of SWARAJ DIVISION in these is 14% in Swaraj Mazda, 33% in Swaraj Engines and 24% in Swaraj Automotives.

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MISSION, VISION & OBJECTIVES

OBJECTIVES OF SWARAJ
1) QUALITY a. Continually improves satisfaction level of our customers. b. Continually improve performance & reliability of our products & services c. Provide to you delivery of products & services to meet customers requirements. d. To reduce the break down of equipment. 2) ENVIRONMENT, HEALTH AND SAFETY. a. Control and reduce emission & discharge in the company b. Optimum Utilization of natural resources c. Control & Reduce accidents and provide Safety to the employees working in the organization.

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3) PEOPLES EXCELLENCE. a. Continually improve Education and Training to employees and their overall development.

SWARAJ DIVISION: BRAND NAME SWARAJ

The word SWARAJ in Indian language means freedom from bondage. Since SWARAJ DIVISION was the first large scale project in India based totally on Indian know how and technology, Swaraj was appropriately chosen as its brand name. With more than 5 Lac tractors and harvest combines operating in Indian farms, now Swaraj is also an internationally recognized name in the developing world Viz. East Africa, West Africa, Middle East and South East Asia, etc.

SWARAJ - STAGES OF GROWTH

PERIOD (1970-74)
This project for manufacture of 5000 tractors per year was set up at an outlay of Rs. 3.70 crores during November 1972- March 1974. The engineers for Swaraj tractors were procured from M/s Kirloskar Oil Engines Ltd., a pioneer in Indian Engineering Industry. SWARAJ DIVISION went into commercial production with the introduction of its first Model Swaraj 724 in April 1974.

PERIOD (1974-78)
In 1974 competitive market conditions prevailing where well known international brands such as Ford, Massey, Ferguson, etc were available, it was difficult to establish a new tractor. Thus to establish Swaraj against this severe competition, the following strategy was adopted. Intensive and close marketing. District - wise distribution. Limited introduction and slow extension of distribution network. SWARAJ DIVISIONs own serving group. Strict uniformity of product performance and quality.

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SWARAJ DIVISIONs first launch SWARAJ 724 received quite favorable response and encouraged by this response and also by taking into account the preference of large segments of farmers for higher HP tractor, development work on a 35 HP tractor was started in January 1975. SWARAJ DIVISION introduced its second model SWARAJ 735 in November 1975 which is now the most popular tractor. Then a low cost tractor SWARAJ 720 was introduced in 1978 for small farmers.

1. THE EXPANSIONS (1978-82)

SWARAJ DIVISION started growing and increased its production capacity to 12,000 tractors at a capital outlay of Rs. 9.2 crores. During this time SWARAJ DIVISION became multi-divisional by installing Swaraj Foundry Division for manufacturing castings. This division started supplying casting to SWARAJ DIVISION in 1980. In 1983, SWARAJ DIVISION introduced SWARAJ 855 and became the first manufacturing organization to have the widest product range.

2. BREAK PERIOD (1982-86)

With encouraging past records PTL decided to increase its production to 24000 per annum. But the RBIs credit squeeze policy affected the tractor industry, as more than 95% of the tractor sales are through banks. SWARAJ DIVISIONs sale dipped from 10000 tractors to around 5500 tractors in 1982-83. During 1982-86, SWARAJ DIVISIONs efforts were directed towards training its work force, reducing wastage, cutting down scrap, inventory control, up gradation of quality, expanding dealer network in new areas and widening product variants. Thus SWARAJ DIVISION worked on man rather than machines

STAGE OF GROWTH SINCE 1987

There is goodwill create in the mind of the people regarding brand SWARAJ, market since 1987 has been showing growth trend. The demand for Swaraj has increased

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tremendously. Now consumers are ready to wait and pay the entire amount in advance to buy a Swaraj tractor rather than buying any other tractor. Production capacity had increased presently to 33000 tractors per year and will further increase to 36000 tractors per year by 2000.

THE DECADE OF NINETIES

The decade of 90s has been a rewarding one for all the constituents of Swaraj enterprise - through generation of wealth for its customers, its business associates, its employees, its shareholders and the society. Nomination by the Economic Times - best company of the year 1998. Listed by FII in the jewels of Asia category 1999. Nomination of UTI institute of Capital Markets for excellence in corporate governance. Listed by Hong Kong based Asia Money among top 5 best managed companies in India 1999. Listed by Business Today among top 3 Economics value generators in India.

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Evolving Journey of SWARAJ DIVISION

1965 Govt. of India's research institute (CMERI) at Durgapur initiates design and development of SWARAJ tractor based on indigenous know-how. 1970 Punjab Govt. through PSIDC acquires SWARAJ tractor's design from CMERI and establishes Punjab Tractors Ltd. (SWARAJ DIVISION) for its commercialization. 1971- SWARAJ DIVISION sets up SWARAJ Project for 5,000 tractors per annum 73 at a capital outlay of Rs. 37.0 million with an equity base of Rs 11.0 million. 1974 Swaraj 724 (26.5 HP) tractor commercially introduced. 1975 2nd tractor model SWARAJ 735(39 HP) developed by own R&D, commercially introduced. 1978 3rd Tractor model SWARAJ 720 (19.5 HP) developed by own R&D, commercially introduced. Maiden equity divided declared. Guided by social concerns and responsibility, SWARAJ DIVISION takes over PSIDC's sick scooters unit - Punjab Scooters Ltd. (subsequently renamed as SWARAJ Automotives Ltd.) India's first Self propelled Harvester Combine - SWARAJ 8100 developed by own R&D, commercially introduced. SWARAJ Foundry Division set up in Backward area. Issue of maiden Bonus Shares (2:5), paid-up equity moves to Rs 15.4 million. 4th Tractor Model - SWARAJ 855 (55 HP) developed by own R&D, commercially introduced. Expansion of annual capacity to 12,000 tractors per annum at Plant 1. SWARAJ MAZDA Ltd. promoted in technical and financial collaboration with Mazda Motor Corpn. & Sumitomo Corpn. Japan for manufacture of Light Commercial Vehicles. SWARAJ DIVISION's equity participation is Rs. 30.4 million (29%) and that of Mazda and Sumitomo's Rs. 27.0 million (26%). SWARAJ Industrial Forklift Trucks developed by own R&D, commercially introduced. SWARAJ ENGINES Ltd. promoted in technical and financial collaboration with Kirloskar Oil Engines Ltd.(KOEL) for manufacture of diesel engines. SWARAJ DIVISION's equity participation is Rs. 6.9 million (33%) and that of KOEL's Rs 3.6 million (17%). 1st Right Issue (1:1) at a premium of Rs 50/- per share (plus reservation of 200 Shares per employee) paid up equity moves to Rs 31.6 million. 2nd Right Issues (1:2) at a premium of Rs 60/- per share (plus reservation of 200 Shares per employee) paid-up equity moves to Rs 50.6 million. 2nd issue of Bonus Shares (1:1) paid up capital moves to Rs. 101.2 million. Annual tractor capacity expanded to 24,000 per annum at Plant 1. Setup of tractor Plant II at Village Chappercheri with annual capacity of

1980

1981 1983

1984

1985 1986

1989 1990 1992 1993 1995

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1996 1998 1999

12,000 per annum. 3rd issue of Bonus Shares (1:1), paid up equity moves to Rs. 202.5 million. Commencement of expansion to 60,000 tractors (30,000 at each plant). Capital outlay of Rs 1000 million, funded mainly through internal accruals. 5th and 6th tractor models - SWARAJ 733 (34 HP) & SWARAJ 744 (48 HP) developed by own R&D, commercially introduced. FY 1999's divided @ 250% was corporate India's highest. Expansion of annual tractor capacity to 60,000 completed. 4th issue of Bonus Shares (2:1) paid up equity moves to Rs 607.6 million. SWARAJ DIVISION won National Championship trophy in competition organized by All India Management Association (AIMA) for young managers. Economic times and Boston Consulting Group selects SWARAJ DIVISION as one of the India's finest 10 companies out of Economic times top 500 Companies. Cumulative tractor sales crosses 5, 00,000. PSIDC's disinvestment of its entire Equity holding (23.49%) in SWARAJ DIVISION in favor of CDC Financial Services (Mauritius) Ltd. With this, total holding of CDC & its associates in SWARAJ DIVISION stands at 28.48%. 7th & 8th tractor models - Swaraj 939 (41 HP) & Swarj 834 (34 HP) developed by own R&D, commercially introduced. SWARAJ DIVISION disinvested 15,73,000 equity shares of Rs. 10/- each of Swaraj Mazda Ltd. (constituting approx. 15% of SML's paid up capital) in favor of Sumitomo Corporation, Japan, a joint venture partner in Swaraj Mazda Ltd. at a total consideration of Rs. 629.2 million CDC/Actis Group and Burman Family's disinvestment of their Equity holding in SWARAJ DIVISION (43.3%) in favor of Mahindra Group (M&M). M&M made open offer to shareholders for another 20% equity of the Company. Mahindra Group's equity holding in the Company stands at 64.6% Cumulative Tractor Sales cross 600,000. Swaraj Track Type Combine designed and developed by in-house R&D, commercially launched

2000

2001

2002 2003

2004 2005

2007

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ASSOCIATE UNITS OF SWARAJ DIVISION

1.

SWARAJ FOUNDARY DIVISION:

It was established in 1980 at a capital outlay of Rs. 1.80 crores to provide grey iron castings to SWARAJ DIVISION. Initial production was 5000 MT/year. It is situated in village Majari in Ropar district. In FY 2007-08, production of castings was 9,600 Metric Tonnes, representing a value of nearly Rs. 50.5 crores. 2. SWARAJ COMBINE DIVISION: Punjab government requested SWARAJ DIVISION for the development and manufacture of self propelled Harvester combines to curtail the harvesting season and save the crops from natural calamities. As a result Swaraj Combine Division was set up in 1980 at Chappercheri to produce 250 combines per annum at an initial investment of Rs. 2.65 crores. In 1981, first SWARAJ 8100 rolled out. In 1985, production of diesel fork lift also started in collaboration with KOMATSU Fork- Lift Company of Japan. Over last 28 years, the company has sold nearly 3,150 combines including 65 in 2007-08.

SWARAJ DIVISION PLANT- 1 PLANT 2 PLANT -3

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SWOT ANALYSIS
STRENGTHS: The company has an excellent distribution network. Due to strong consumer preference and the potential for expansion, the industry in bound to record growth. The company mainly has medium horse power tractor in its product portfolio, which holds a good growth potential thereby leading to an increase in the market share. Strong Research and development set up. Being a cash rich company, SWARAJ DIVISION should have no obstacle for further expansions.

WEAKNESSES: Being agro-based product, companys fortune depends on the vagaries of the monsoon. The company is addressing this problem by going in for capacity expansion and increasing dealer network. The company has not leveraged its brand and product varies in the exports market. Major market share in Punjab & Haryana could stagnate as the market mature.

OPPORTUNITIES: The Company will have the advantage to synergize with M & M, Farm Equipment Sector in the areas of sourcing, manufacturing, product development and distribution. Increased agri-focus of the Indian Government. Good brand name, product quality and cost advantage to increase exports in low value markets of Sri Lanka, Bangladesh and African countries.

THREATS: The entry of international and new domestic players would intensify competition significantly. This could put pressure on the sale growth and the merging of the company. Number of technically superior new models likely to be launched in the market in the next two years. The evitable increase in petroleum prices including diesel & other inputs, will naturally bring down the spirit of a prospective tractor purchasers.

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Chapter-III

OBJECTIVES OF THE STUDY

1) To study the various components of marketing management of SWARAJ DIVISION. 2) The project aims at studying the customer retention in after sales service. 3) To provide good service and retain the customer. 4) To analyze the market performance of the SWARAJ DIVISION. 5) To suggest remedial measures for the improvement of the companys performance

RESEARCH METHODOLOGY
The basic task of research is to generate accurate information for use in decision making. Research can be defined as the systematic and objective process of gathering, recording and analyzing data for aid in making business decisions. As the project involves analyzing of customer satisfaction, the research is exploratory in nature, covering all parameters and come of the important ratios to carry out research. There are basically two techniques adopted for obtaining information: Primary Data. Secondary Data. Primary Data is gathered specifically for the project at hand through personal interviews with the farmers having tractors of swaraj. Secondary data is previously collected and assembled for some project other than the one at hand. It is gathered and recorded by someone else prior to current needs of the researcher. It is less expensive than the primary data. Secondary data can be obtained from both external and internal sources.

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External data may be collected from books and periodicals, government sources, media and other commercial sources. Internal data is that secondary data, which is created, recorded or generated by the organization. Secondary data is collected from the reports of the company, books, journals and internet. Secondary data is gathered from annual reports, official records and standing orders of the units.

RESEARCH PROCES

Step1: Program Planning Step 6: Consultation & review Step 2: Start Survey

Research Methodology
Step 5: Reporting Step 3: Survey Development

Step 4: Data Analysis

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RESEARCH TOPIC Study on customer satisfaction after sales service SWARAJ

CHAPTER-IV ANALAYSIS AND INTERPRETATION

Q1) How do you know about the dealer ?
source Friends Others Total Frequency 30 10 40 Percent 75.0 25.0 100.0 Valid Percent 75.0 25.0 100.0 Cumulative Percent 75.0 100.0

INFERENCE 75% of respondents have told that they came to know only through friends, and the remaining 25% have told that the awareness about the dealers was through other source.

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Q2) Which type of tractor model you have?

MODE L SWAR AJ735FE SWAR AJ835FE Total 40 100.0 100.0 36 90.0 90.0 100.0 4 10.0 Frequency Percent Valid Percent 10.0 Cumulative Percent 10.0

INFERENCE From the above table it is clear that only 10% of the farmers use SWARAJ735FE and rest of the 90% use SWARAJ-835FE

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Q3) Which types of tractor model you buy?

parameters

Frequency

Percent

Valid Percent

Cumulative Percent 70.0 92.5 100.0

Economy Safety Others Total

28 9 3 40

70.0 22.5 7.5 100.0

70.0 22.5 7.5 100.0

INFERENCE From the above table it is clearly identified 70% of the respondents have told that they bought based on their economic conditions, whereas 22.5% have told the reason as safety and the remaining 7.5% has given some other reason.

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Q4) How do you feel about the service in terms of charges?

parameter s Very high High Moderate Total

Frequency

Percent

Valid Percent

Cumulative Percent 2.5 17.5 100.0

1 6 33 40

2.5 15.0 82.5 100.0

2.5 15.0 82.5 100.0

INFERENCE From the above table only 2.5% of respondents felt that the charges are very high, whereas 15% felt that the charges are high and the remaining 82.5% felt that the charges are moderate and they were happy about the charges levied by the firm.

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Q5) what do you think about Quality of work?

parameters

Frequenc y

Percentage

Valid Percentage

Cumulative Percentage 2.5 45.0 80.0 100.0

Excellent Very Good Good Fair Total

1 17 14 8 40

2.5 42.5 35.0 20.0 100.0

2.5 42.5 35.0 20.0 100.0

INFERENCE From the above table it is clearly identified 2.5% of respondents have rated the quality of work as excellent. Another 42.5% rated it as very good, then 35% of the customers have told it as good and the remaining 20% rated it as fair.

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Q6) what will you say about convenience with the dealer ?

paramete rs Very Good Good Fair Total

Frequenc y 20

Percentage

Valid Percentage

Cumulative Percentage 50.0

50.0

50.0

12 8 40

30.0 20.0 100.0

30.0 20.0 100.0

80.0 100.0

INFERENCE Almost 50% seems to be very convenient with the dealer, another 30% seems to be convenient with the dealer and the remaining 20% seems to be some what.

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Q7) what is the level of comfortness of service ?

parameters

Frequenc y

Percent age 2.5 47.5 32.5 17.5 100.0

Valid Percentage 2.5 47.5 32.5 17.5 100.0

Cumulative Percentage 2.5 50.0 82.5 100.0

Excellent Very Good Good Fair Total

1 19 13 7 40

INFERENCE The comfortness in the level of service is measured and it is found that 47.5% felt very good in comfort, then 32.5% felt good in comfort and the remaining 17.5% felt fair in comfort.

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Q8) After your service visit, did someone from the dealership contact you by phone or by mail to see if you were satisfied with your overall service experience?

param eters Yes No Total

Frequency 35 5 40

Percentage 87.5 12.5 100.0

Valid Percentage 87.5 12.5 100.0

Cumulative Percentage 87.5 100.0

INFERENCE From the above furnished table it is clearly indicated that Almost 87.5% told that they will get a call about the satisfaction in service from the company, and 12.5% told that they will not receive such type of call after service.

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Q9) In evaluating your most recent customer service experience, what was the quality of service you received?

parameters

Frequency

Percen tage 12.5 12.5 72.5 2.5 100.0

Somewhat unsatisfactory About average Very satisfactory Superior Total

5 5 29 1 40

Valid Percent age 12.5 12.5 72.5 2.5 100.0

Cumulative Percentage 12.5 25.0 97.5 100.0

INFERENCE 2.5% told that the company provides a superior customer service and almost 72.5% were satisfied with the customer service in the company. Another 12.5% were found to be somewhat unsatisfactory, and then other 12.5% told that they were average in customer service only.

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Q10) what do you think about completion of the service in the time promised?
parameters Very Satisfied Somewhat Satisfied Somewhat Dissatisfied Total Frequency 32 6 2 40 Perce ntage 80.0 15.0 5.0 100.0 Valid Percentage 80.0 15.0 5.0 100.0 Cumulative Percentage 80.0 95.0 100.0

INFERENCE On time delivery of the service was the next factor considered to be very important and in this regard, 80% of the customers feel very much satisfied with the timing of the service, then 15% seems to be somewhat satisfied and only 5% seems to be somewhat dissatisfied.

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Q11) Do u think customer service representatives are very polite?

parameter s Strongly disagree Somewhat disagree Somewhat agree Strongly agree Total Frequency 2 1 30 7 40 Percentag e 5.0 2.5 75.0 17.5 100.0 Valid Percentage 5.0 2.5 75.0 17.5 100.0 Cumulative Percentage 5.0 7.5 82.5 100.0

INFERENCE From the above table it is clear that 5% of respondents are strongly disagree about politeness of the representatives, 2.5% of respondents are somewhat disagree about representatives politeness, 75% of respondents are somewhat agree and 17.5% of respondents are strongly agree.

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Q12) Which of the following qualities of the service representative stood out? (As being superior)

parameters

Frequenc y

Percen tage 5.0 37.5 17.5

Valid Percentage 5.0 37.5 17.5

Cumulative Percentage 5.0 42.5 60.0

Patient Enthusiastic Listened carefully Friendly Total

2 15 7

16 40

40.0 100.0

40.0 100.0

100.0

INFERENCE From the above table it is clear that 5% of the employees seem to be very patient to the customers, 37.5% seem to be enthusiastic, 17.5% seem to listen to the customers very carefully and then attend to their problems and another 40% were found to be friendly to the customers all the time.

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Q13) What do you think customer service representative are knowledgeable ?

parameters Strongly disagree Somewhat disagree Neutral Somewhat agree Strongly agree Total

Frequenc y 4 4 1 19 12 40

Percen tage 10.0 10.0 2.5 47.5 30.0 100.0

Valid Percentage 10.0 10.0 2.5 47.5 30.0 100.0

Cumulative Percentage 10.0 20.0 22.5 70.0 100.0

INFERENCE From the above table it is clear that 10% of respondents strongly disagree that representatives are knowledgeable and the same percentage of respondents are somewhat disagree that representatives are knowledgeable, 2.5% of respondents are neutral, the respondents of 47.5% are somewhat agree with the knowledge of the representatives and 30% of respondents are believe that representatives have good knowledge.

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Q14) Are they able to solve the problems ?

paramete rs Very Good Good Fair Total Frequen cy 20 15 5 40 Percentag e 50.0 37.5 12.5 100.0 Valid Percentage 50.0 37.5 12.5 100.0 Cumulative Percentage 50.0 87.5 100.0

INFERENCE Almost 50% of the customers were of opinion that there was a very good problem solving skill amongst the employees of the firm. 37.5% seems to be of the opinion that the problem solving skill is good. 12.5% seems to be saying that the employees have a fair problem solving skill.

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Q15) what about the understanding ability of employees about customer needs ?

Very Good Good Fair Total

Frequency Percentag e 21 52.5 15 4 40 37.5 10.0 100.0

Valid Percentage 52.5 37.5 10.0 100.0

Cumulative Percentage 52.5 90.0 100.0

INFERENCE From the above table 52.5% of the customers were of opinion that the employees very understanding in nature, 37.5% were of opinion that they were good in understanding, and 10% of the customers were of opinion that the employees have a fair level of understanding.

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Q16) Would you recommend this dealer to a friend or relative as a place to have their tractors serviced?

paramete rs Definitely Probably Not sure Definitely not Total

Frequency 31 4 4 1 40

Percentag e 77.5 10.0 10.0 2.5 100.0

Valid Percentage 77.5 10.0 10.0 2.5 100.0

Cumulative Percentage 77.5 87.5 97.5 100.0

INFERENCE Almost 77.5% of the customers were ready to recommend definitely to friends or relatives, 10% have told they may recommend, another 10% have told that they may or may not recommend and only 2.5% of the customers seems not to recommend the services to anybody.

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Q17) If you need service again for your tractor, would you return to

this dealer ?
paramete rs Definitely Probably Not sure Probably not Definite not Total Frequency 32 3 4 1 0 Percentag e 80.0 7.5 10.0 2.5 0 Valid Percentage 80.0 7.5 10.0 2.5 0 Cumulative Percentage 80.0 87.5 97.5 100.0 100.0

40

100.0

100.0

INFERENCE From the above table almost 80% of the customers were willing to come back to the dealer in future. 7.5% of them were not sure whether they would come back, other 10% have said they may or may not come back and 2.5% of the customers have said that they will not come back at all.

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CHAPTER
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
The observations on the survey support the customer satisfaction of swaraj division mohali, to a greatest extent of 95%. But still 5% of the customers were dissatisfied on the following grounds such as delay in delivering, lack of knowledge for mechanics, then the charges seems to be high then there is a complaint as there were repetition of complaints then some of them seems to be not satisfied with the employees Just because the complaints were received from only few customers we cant ignore this, and hence the following recommendations were made to the company in improving the level of customer satisfaction.

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SUGGESTIONS:
To avoid problems on in-time delivery of vehicles, the company can make a call after the vehicle is ready, thereby it is possible for the company to avoid inconvenience posed on the customers. If not the company can increase the number of mechanics in the service department. In avoiding cost related dissatisfaction among the customers, the company can give its customers some special schemes like one free service for every ten services. When it is announced, probably the customers will try to avail that free service, in turn there is a possibility to increase the customers also. To avoid repetition of complaints the company can appoint one chief mechanic to check the vehicle soon after the service is over and before each delivery it has to be ensured that the chief mechanic checks it promptly. To avoid dissatisfaction in customer service the company can assign the customers to a particular employee permanently. Thereby employees will also try to treat their customers well and the customers also feel free to the particular employee.

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CONCLUSION:
This project dealt with study on customer satisfaction after sales service in Punjab tractor ltd. Swaraj division. The project was done to know how retain the customer and thereby improve loyalty.

This study gives the opinions and their suggestions about the swaraj Limited and this project also gives the view upon the qualities and attitudes of the customers about the employees of the organisation.

This study also gives the views and suggestions about retaining the potential customers to the organization and keeps them loyalty to the organization.

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QUESTIONNAIRE
A STUDY ON CUSTOMER SATISFACTION AFTER SALES SERVICE WITH REFERENCES OF SWARAJ DIVISION
1. Name of the respondent: 2. Age 3. Gender : : Male/Female

4. How do you know about this dealer ? a. Friends & relatives b. Others 5. which tractor model you have ? a. Swaraj-735FE b.Swaraj-835FE 6.which quality you have seen before buy the tractor ? a.economy b.safety c.others 7. How do you feel about the service in terms of charges? a. Very High b. High c. moderate d. Low

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8. On your most recent service visit, how would you rate the service department on the following areas? Excellent Very Good Quality of work performed Convenience with the dealer Level of comfortness of service 9. After your service visit, did someone from the dealership contact you by phone or by mail to see if you were satisfied with your overall service experience? a. Yes b. No 10. In evaluating your most recent customer service experience, What was the quality of service you received ? a. Somewhat unsatisfactory b. About average c. Very satisfactory d. Superior 11.What do you think about the completion of the service in the time promised? a. Very Satisfied b. Somewhat Satisfied c. Somewhat Dissatisfied d. Very Dissatisfied 12. Do you think customer service representatives are very polite ? Good Fair Poor

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a. Strongly disagree b. Somewhat disagree c. Somewhat agree d. Strongly agree 11. Which of the following qualities of the service representative stood out ?(as being Superior) a. Patient b. Enthusiastic c. Listened carefully d. Friendly

12. What do you think that customer service representative are knowledgeable ? a. strongly disagree b. some what disagree c. some what agree d. some strongly agree 13. Are they able to solve the problems of the customers ? a. Very good b. Good c. fair 14.what about the understanding ability of the employees about customer needs ? a.Very good

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b.good c.fair 15. Would you recommend this dealer to a friend or relative as a place to have their Tractor serviced? a. Definitely b. Probably c. Not sure d. Definitely not 16. If you need service again for your tractor, would you return to this dealer ? a. Definitely b. Probably c. Not sure d. Probably not e. Definitely not

17. If you are not totally satisfied with the Customer Service Representative, please state below the reason(s) for your dissatisfaction 18. What recommendations would you offer for improving customer service?

Thank you for your feedback.

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BIBLIOGRAPHY
# Books
GUPTA SHASHI K.GUPTA SHARMA R.K., Marketing Management

# Journals
Annual Reports of PUNJAB TRACTORS LTD.

# INTERNET WEB SITES www.swarajenterprise.com

#Web Pages
http://www.swarajenterprise.com/ http://www.swarajenterprise.com/Swaraj Division_index.htm http://www.swarajenterprise.com/Swaraj Divisionannualreport.asp http://www.swarajenterprise.com/Swaraj Division_enterprise.htm www.indiaautomotive.net

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