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A report submitted to Delhi Business School, New Delhi

as a part fulfillment of

MBA+PGP Graduate program (industry integrated) in entrepreneurship and business.

Submitted To:- Submited By:-

Director Academics Sandeep Chauhan
Internal Guide:- Mrs.Kiran Malhotra Batch Winter 09-11
Faculty-Marketing Department Roll No.910849074
Delhi business school Semester-IIIrd
New Delhi Punjab Technical University

Delhi Business School

B-II/58, M.C.I.E., Mathura Road, New Delhi


Firstly, I owe my profound gratitude to Mr. AMIT BHATNAGAR (RM) who gave me an

opportunity to work under the respected banner of Mahindra & Mahindra Limited,

Lucknow. I also thanks to MRS. Kiran Malhotra (Program director ) and Mr. Ramesh

Bagla (Project Head in DBS) for inspiring me to engage in this knowledge and

performance enhancing organization.

No task is a single man’s task efforts. Coordination and cooperation of various people at

places go hand in hand into the successful implementation. It is impossible to thank

individually. But, I hereby making a humble effort to thank some of them.

I am highly indebted to my project head in M&M Mr. Vivek Singh (TM) for providing all

facilities and continuously inspiring me to pursue the innovative and challenging area of


Mahindra & Mahindra Limited, Lucknow.


I will take pleasure in declaring that the project work that is undertaken by me is an original
and authentic work done by me. This project is being submitted I partial fulfillment for
award of degree of MBA+PGP Graduate program (industry integrated) in entrepreneurship
and business from DELHI BUSINESS SCHOOL.

The content of this report is based on the information collected by me during my tenure at
MAHINDRA at LUCKNOW for two months of training from 17st of May to 15th July 2010

Delhi Business School
New Delhi


♦ Acknowledgement
♦ Certificate
♦ Company Profile
 About Organization
 Achievements
 Key Products
 Mission
♦ Theme

♦ Objective
♦ Background of the Region
♦ Industry Trend
♦ Methodology
♦ Annexure
♦ Analysis and facts
♦ Questionnaire and General Trend observed
♦ Literature Review
♦ Conclusion
♦ About the project finding
♦ Suggestion and Recommendations
♦ Bibliography

In our country over 70% of the total population live in villages. There are states like U.P,
M.P, Bihar, Rajasthan and Orissa where rural population varies form 80 to 90 per cent.
Agriculture and agriculture related activities contribute to about 75% of the income in rural

The general impression is that the rural markets have potential only for agricultural inputs
like seeds, fertilizers and pesticides, cattle feed and agricultural machinery. More than
50% of the national income is generated in rural India and there are opportunities to
market modern goods and services in rural areas and also market agricultural products in
urban areas. Infact it has been estimated that the rural markets are growing at fives times
the rate of urban markets. About 70% of bicycles, mechanical watches and radios and
about 60% of batteries, sewing machine and table fans are sold in rural India. At the same
time the sales of colour television, washing machines, refrigerators, shampoos, face
cream, mosquito repellent and tooth paste are very low and there is tremendous potential
for such products in rural market

In the report, an analysis of the in the market has been done, which stipulated that,
Mahindra & Mahindra (From equipment sectors) is leading the market and has achieved
highest ever-annual profit in2009-10 enduring task has been made possible only with the
rural marketing and bank support

Few recommendations have also been mentioned to further improve the Rural marketing
strategy and bank support through proper and pro-active strategies, which will help
Mahindra & Mahindra in retaining its top position for the near future.






J.C. Mahindra, was a mechanical

engineers from VJTI, Mumbai. He was
appointed the country’s first Iron and
Steel Controller Few groups can
identify as closely with India's
destiny and industrial progress as the
Mahindra Group. In fact, Mahindra is
like a microcosm of India. Both were born around the same time,
had the same aspirations and both experienced the inevitable
troughs and crests in the journey towards their goals. And both
continue to march on the path to progress and global recognition.

K.C. Mahindra, Cambridge educated

economist, Partner with Martin Burn,
London. He served with the Govt. Of
India &was Chairman of India Supply
Mission to Washington, USA

The birth of Mahindra & Mahindra began when K.C.
Mahindra visited the United States of America as Chairman of the
India Supply Mission. He met Barney Roos, inventor of the rugged
'general purpose vehicle' or Jeep and had a flash of inspiration:
wouldn't a vehicle that had proved its invincibility on the battlefields
of World War II be ideal for India's rugged terrain and its kutcha
rural roads? Swift action followed this thought. The Mahindra
brothers joined hands with a distinguished gentleman called
Ghulam Mohammed & on October 2nd, 1945, Mahindra &
Mohammed was set up as a franchise for assembling Jeeps from
Willys, USA. Two years later, India became an independent nation
and Mahindra & Mohammed changed its name to Mahindra &
Mahindra. Ghulam Mohammed migrated to Pakistan post-partition
and became the first Finance Minister of Pakistan. Since then,
Mahindra & Mahindra has grown steadily in size and stature and
evolved into a Group that occupies a premier position in almost all
key sectors of the economy. The Group's history is studded with
milestones. Each one taking the Group forward. In fact, today, its
total turnover is about 6.3 billion dollars. Mahindra is a group in a
hurry, engaged in an ambitious, sustained and prolonged
penetration into the global arena.

Its spirit can be encapsulated in the words of the poet Robert
Frost, a favourite of India's first Prime Minister, Pandit Jawaharlal

The woods are lovely,

dark and deep,

But I have promises to keep,

And miles to go before I sleep,

And miles to go before I sleep."

For Mahindra & Mahindra, this translates into many

more milestone to be set up before it rests. If ever.

Mr. Anand G. Mahindra, Vice Chairman and Managing Director of Mahindra &
Mahindra Ltd. – the flagship company of the US $6.3 billion Mahindra Group,
which is among the top 10 industrial houses in India - graduated from Harvard
College, Cambridge, Massachusetts, Magna cum Laude. In 1981 he secured
an MBA degree from the Harvard Business School, Boston, Massachusetts.
He returned to India that year and joined Mahindra Ugine Steel Company Ltd
(MUSCO), the country’s foremost producer of speciality steels, as Executive
Assistant to the Finance Director. In 1989 he was appointed President and
Deputy Managing Director of the company.
During his stint at MUSCO, he initiated the Mahindra Group’s diversification
into the new business areas of real estate development and hospitality

In the summer of 1991, he was appointed Deputy Managing Director of

Mahindra & Mahindra Ltd., the country’s dominant producer of off-road
vehicles and agricultural tractors. He has since been engaged in a
comprehensive change programmed in Mahindra & Mahindra Ltd. to make
the company an efficient and aggressive competitor in the new liberalized
economic environment in India.

in April 1997, he was appointed Managing Director of Mahindra & Mahindra

Ltd and in January 2003 given the additional responsibility of Vice Chairman.

Mr. Mahindra was a co-promoter of Kotak Mahindra Finance Ltd., which in

2003 was converted into a bank. Kotak Mahindra Bank is one of the foremost
private sector banks today.

Mr. Mahindra frequently shares his views and ideas on Indian economy and
business through his writings in some of India’s leading business magazines.

Mr. Mahindra is the recipient of the following awards:

• ‘Knight of the Order of Merit’ by the President of the French Republic.

• Rajiv Gandhi Award 2004 for outstanding contribution in the business


• 2005 Leadership Award from the American India Foundation for his,
and the Mahindra Group’s commitment to corporate social responsibility.

• Person of the Year 2005 from Auto Monitor.

• CNBC Asia Business Leader Award for the year 2006.

• The Most Inspiring Corporate Leader of the Year 2007 from NDTV

• Business Man of the Year 2007 from Business India.

• Harvard Business School Alumni Achievement Award 2008.

• National Statesman for Excellence in Business Practices – Qimpro

Platinum Standard 2008 Award by Qimpro Foundation.

• CNBC TV18 Outstanding Business Leader of the Year 2009

• Business Leader of the Year 2009 by Economic Times


Mr. Mahindra is the co-founder of the Harvard Business School Association of

India, an association dedicated to the promotion of professional management
in India. The association has grown substantially over the years.

He is Past President 2003-04 of the Confederation of Indian Industry and has

also been President of the Automotive Research Association of India (ARAI).

Mr. Mahindra is a Director of The National Stock Exchange of India Limited

appointed under the “Public Representatives” category.

He takes a keen interest in matters related to education and apart from being
a Trustee of the K.C. Mahindra Education Trust, which provides scholarships
to students, he is also on the Board of Governors of the Mahindra United
World College of India.

Mr. Mahindra is the Founder Chairman of the Mumbai Festival, which was
launched in January 2005. The event was the first comprehensive festival to
celebrate the rich cultural diversity of the city.

He is the Co-Chairman of the International Council of the Asia Society, New


Mr. Mahindra also serves on the following Boards and committees:

1. Harvard Business School - Asia–Pacific Advisory Board

2. Harvard Business School - Member of the Board of Dean’s Advisors

3. Harvard University Asia Centre - Advisory Committee

4. Asia Business Council

5. National Sports Development Fund (NSDF), Government of India –

Council and Executive Committee

6. The Nehru Centre, Mumbai - Executive Committee

7. National Council of Applied Economic Research

8. India Council for Sustainable Development – Member

…and they sacrificed successful careers and comforts to achieve excellence

by uplifting the Indian industry and society.

Excellence is M & M’s tradition and it has come from our Founders.

In 1945 these two men faced higher odds but delivered their promise…

against all odds, in very difficult situations.

They proved that..

M &M’s Journey Towards Excellence…

1945: On October 2, Mahindra & Mohammed formed

1948: The company was renamed Mahindra & Mahindra Limited

1961: International Tractor Co. of India (ITCI) formed.

1965: Tractor plant started at Kandivli.

1971: International Harvester collaboration ended.

We are…

 The US $6 billion Mahindra Group is among the top 10 industrial houses in


 Market leaders in most business segments.

 Mahindra & Mahindra is the only Indian company among the top three
tractor manufacturers in the world

 Mahindra’s Farm Equipment Sector has recently won the

Japan Quality Medal

 Deming price winner 2003

 NO.1 in INDIAN Tractor Industry since 27 year

 More than 13 lakh satisfied customers

Company Overview

Farm Equipment Sector (FES) is a part of US $6.3 billion Mahindra group,

which is amongst the top 10 industrial houses in India. The group has a
leading presence in key sectors of the Indian economy, including the financial
services, trade, retail and logistics, automotive components, after-market,
information technology and infrastructure development. Mahindra has
recently made an entry in the two-wheeler segment.

The Mahindra group's Farm Equipment Sector (FES) is amongst the top
three tractor brands in the world. It has won the Japan Quality Medal in 2007.
It also holds the distinction of being the first tractor company globally to win
the Deming Application Prize in 2003. FES is the first tractor company
worldwide to win these honors. This shows the strong focus of FES on
Quality and Customer Satisfaction. Today, the domestic market share of FES
is around 42%. (Mahindra brand: 30% and Swaraj brand: 12%).

The motto of FES is to usher prosperity; for its customers, dealers,

employees, society and all other stakeholders.FES has 6 state-of-the-art
manufacturing plants (including 2 plants of Swaraj) in India, 2 plants in China,
3 assembly plants in USA and 1 assembly plant in Australia. FES has its
presence in around 25 countries across six continents with more than 1000
dealers world-wide.

FES has a subsidiary agricultural tractor manufacturing company in India
known as Mahindra Gujarat Tractor Limited (MGTL).

Mahindra Group has commenced the Sustainability Reporting from 2008.

Today, M&M group is amongst the few Indian companies to have an A+ GRI
certification. As per the commitments given by the Group under GRI
framework, significant reduction in usage of electricity, water and solid waste
is called for. To make FES employees aware on the tenants of sustainability,
various initiatives like easily accessible information on sustainability, setting
up of permanent sustainability corners in all FES plants, observing of energy
conservation month etc. are undertaken.

Production Overview

The Mahindra Group's Farm Equipment Sector is the largest producer of

agricultural tractors in India. It has enjoyed an unparalleled market leadership
in the domestic market for the last 27 years. With a 30% market share, the
Bhoomiputra, Sarpanch and Arjun brands of tractors give the Group's Farm
Equipment Sector a presence in all the

major tractor segments in India. It has a large customer base of 13,00,000

satisfied customers and the deepest distribution reach. The Sector has four
manufacturing facilities in India, located in Mumbai and Nagpur in
Maharashtra, Rudrapur in Uttaranchal and Jaipur in Rajasthan.

The Farm Equipment Sector has always been a process driven organisation
with a strong focus on its quality systems. The TQM movement in the Sector
has brought accolades like the most coveted Deming Application Prize,
making it the first tractor company in the world to win recognition of this


Mera gaon Mera desh Mera Mahindra

-a driving force for the rural economy


42 hp to 70 hp range

30 hp to 50 hp range

25 hp to 45 hp range

Naye Daur Ka Naya Tractor

Today we are an Indian company with a Global Vision..

Mahindra Group today globally operates 36 business’s
organized within its 6 sectors


Vice Chairman & Managing Director

Mr. Anand Mahindra

Other Sectors
Farm Equipment Sector Automotive Component Sector
President & Exec. Director Sector Infrastructure Sector
Mr. K.J. Davasia Telecom & Software
Trade & Financial Services

Mahindra & Mahindra
-Farm Equipment Sector

…The journey towards global leadership


• No. 1 in India since the last 27 Year

• Turnover more than Rs. 1000 Cr

• One out of every 3 tractors in India is a Mahindra Tractor

• Over 13 lakh tractors sold till date

• Widest product range from 25 HP to 60 HP category

• Exports to several countries in the world

• Over 455 dealers, 200 authorized service centers, 92 stockists

• Most sophisticated machinery for tractor manufacturing

• ISO 9001 & QS quality certification

• Only Tractor Company in the World Receive Demings Award

The journey towards excellence – Product Development

Our Mission………to become the
Global Leader



Escorts Ltd began local manufacture of Ford tractors in 1971 in collaboration with Ford,
UK and total production climbed steadily to 33,000 in 1975 reaching 71,000 by 1980. Ford
(Ford - New Holland) was sold in 1992. Ford Motor Company proper quit the tractors
business, but the name was allowed to continue as per agreement until 2000, when
Escorts relabeled its Ford models under the Escort brand. Escort manufactures produces
tractors in the 27-75 HP range and has already sold over 6 lac tractors. Its tractors are
marketed under three brand names, Escort, Powertrac and Farmtrac.

New Holland

New Holland Ag's entry into India was facilitated by FIAT's acquisition of Ford-New
Holland in 1991. By 1998 New Holland Ag. (India) completed the construction of a new
plant in Noida, near New Delhi, with a capacity of 5000 tractors in the 35 - 75 hp range. In
1999, New Holland Ag.'s parent company FIAT bought 70% of holdings of Case
Corporation and created Case New Holland Global (CNH one of the top three
tractor/agricultural/construction machinery manufacturers in the world), the new holding
company New Holland Ag. (India). In 2000, the capacity of the Noida plant rose to 12,000
tractors per year and in 2007 the company manufactured 24,000 tractors for the domestic
and export markets.New Holland India exports fully-built tractors to 51 countries in Africa,
Australia, South-East Asia, West Asia, North America and Latin America.The India plant of
New Holland was originally built in 1998 to cater only to India domestic market. However
due to slow down of economy by year 2001-2002 and slump in domestic demand, it
became a challenge to utilize the installed capacity of the factory.Hence the company
started looking its market beyond India borders. Its then CEO Mario Gasparri guided the
vision and handed over the task of overseas business to its dynamic manager Bhanu
Sharma. The efforts paid off well. Bhanu Sharma in capacity of Head-International
Business Operations took op the export volumes from the level of almost nil in 2003 to
8000 units in year 2007. The export business last year in 2007 contributed over 50% of the
company business of total USD 250 millions.This also made New Holland the second
largest tractor exporter from India after John Deer. In year 2007, India exported around
32,000 tractors of which 25% share was of New Holland.

Sonalika (International Tractors Ltd.)

International Tractors Limited was incorporated on October 17, 1995 and began
manufacturing tractors designed by Central Mechanical Engineering Research Institute
(CMERI). ITL currently is manufacturing Sonalika tractors between 30 HP to 90 HP, and
the CERES brand between 60HP to 90HP. ITL went into collaboration with Renault
Agricultural of France in July 2000. Renault Agriculture is a subsidiary of the Renault
Group. Renault Agriculture was bought by CLAAS of Germany in 2003. Incidentally
CLAAS already has a strong presence in India market producing its Crop Tiger range of
Combine Harvesters in a plant in Faridabad (near New Delhi) since 1992.


Standard Combine began building tractors in 2000 in Barnala, India. In Standard Tractors,
tractors are being manufactured in the range of 35, 45, 50, 60, and 75 HP with respective
model names: Standard 335, Standard 345, Standard 450, Standard 460, and Standard
475. Engines for all these tractor models, except the last one, are manufactured within the
plant as ‘Standard Engines’, in specific names – SE 335, SE 345, SE 450 and SE 460,
respectively. All the above-mentioned models of Standard Engines have shown
compliance to the TREM-III emission norms, as have been verified by the ARAI. However,
two new variants of tractor of 35 hp (Standard 335-I) and 45 hp (Standard 345-I), equipped
with famous Perkins engines (assembled within the Standard Tractors plant), and two
completely new models of tractor of 30 hp (Standard 330) and 40 hp (Standard 340) are
on the verge to be launched. Besides these, three 3-wheelers (two passenger-carriers and
one cargo), one 4-wheeler (cargo), a crane, an electric 3-wheeled mini-car, and two 2-
wheelers (scooters) are either in the process of development or on the verge of launch
from the Standard Tractor Division.

VST Tillers

VST Tillers was set up in 1965 in Bangalore, India. In collaboration with Mitsubishi
Agricultural Machinery of Japan, they manufacture 18HP tractors under various brands,

including Mitsubishi-Shakti', Shakti, Eurotrac-VST and Euro-Trac. They have been
exported to Asia, the Middle East, Europe and the USA.

Preet Tractors

Preet Agro began manufacturing tractors in 2002 in Punjab, India. They currently
manufacture in the 35-70hp range.

MARS Farm Equipments Ltd.

Originally established in 1976, the MARS Group is engaged in manufacturing/marketing of

dump trucks, loaders, foggers, and agricultural tractors and attachments. Based in
Lucknow, U.P., it began manufacturing two mini-tractor models under the Marshal name in
2005, Captain DI 2600 of 25 HP and Trishul MT DI 625 10 HP.

Indo Farm

Founded in Baddi, Himachal Pradesh, India in 1999, Indo Farms builds tractors in the 30-
65 hp ranges.

Balwan Tractors, Force Motors Ltd

Formerly known as Bajaj Tempo Ltd. until 2005, Force Motors Ltd., makers of India's
ubiquitous 3-wheeler Tempos since 1957 in a collaboration with Vidal & Sohn Tempo
Werke, Germany. In 1999 began production of Ox and Ox 45 Brand Tractors both which
incorporated transmission technology from the German manufacturer ZF. Additional line
Balwan was introduced in 2004 and between the lines Force Motors offers a line of two-
wheel and four-wheel tractors in a horsepower range from 10 - 50 HP.

Crossword Agro Industries

Located in Rajkot, India, Crossword manufactures small tractors under the Nissan, Atmak
and Captain brand names.


In 1949, Eicher Good Earth was set up in India with technical collaboration with Gebr.
Eicher of Germany imported and sold about 1500 tractors in India. In April 24, 1959 Eicher
came out with the first locally assembled tractor from its Faridabad factory and in a period
from 1965-1974 became the first fully manufactured (100% indigenization) tractor in India.
In December, 1987 Eicher Tractors went public and in June, 2005 Eicher Motors Limited
sold Eicher Tractors & Engines to a subsidiary of TAFE called TAFE Motors and Tractors

Eicher also produced tractors under the Euro Power and Eicher Valtra brands under
license from Valtra, an AGCO brand.

Tractors and Farm Equipment Limited (TAFE) was launched in 1960 at Chennai,
to produce and market different Massey Ferguson tractors and similar farm equipment in
India. Now they manufacture tractors under two brand names, TAFE and Massey
Ferguson. Being one of the largest tractor manufacturers in India, TAFE's aims at
becoming the first choice of customers in India and to make its mark in international
markets. The company has already exported to the USA, Canada, South Africa, Kenya,
Tanzania, Sri Lanka, Bangladesh, Maldives, Australia, New Zealand and Turkey. (TAFE)
is an Indian manufacturer of tractors and other farm equipment with its corporate
headquarters in Chennai. The company has reported annual revenue of $750 million and a
sales volume of over 80,000 tractors annually.


My objective is that to find out the how bank to provide the financial
support of the farmers and my another objective is to that how Rural
Marketing is effective to mahindra tractor.


** Background

 UP West is the largest Market in India.

 The Tractor Manufacturers selling the tractors through their authorized

Dealers who are having complete setup like showroom and well-equipped


 Tractors are being sold though Salesmen who are the employees of

authorized dealers and make good reputation in rural area

 Tractor Industry trend and Market Share of top 5 and all Brands are


A Tractor is a high value product price starts from 2.5 lacks and varies up to

7.5 lacks.

Most interesting thing is such a high value product where a lot of technical

expertise are also required is being sold by technically unskilled and normal

academic background persons.

Hence Mahindra and Mahindra being the market leader in India consent rate

on Quality sales man power of its dealers networking in order to achieve

market dominance in UP WEST.

The target of achieving 35% Market Share in Year 10-11.



• Mahindra tractors selling and feedback and market share of

MAHINDRA and compared to other companies.
• The business of Mahindra and the company through its
researchers wants to know the brand image, demand of higher hp
and the potential in order to expand and retain its market share.


• Determined the Information Sources: The researcher gathered

data through secondary sources.

• PRIMARY DATA is collected through questionnaire, search and

research through place where today's tractors has been mostly

• SECONDARY DATA is being search sites like magazines,

newspapers, journals, websites and the data has been collected
through other approaches.

The researcher collected information through the official websites,
magazines and journals.


This included deciding upon various aspects for the project on
which the entire research is based. The research frame included:

The project on which the researcher worked is descriptive and
inferential in nature.

The researcher took the help of both primary as well as secondary
sources. Secondary sources being interaction with various banks
and farmers of the selected and has been chosen for the research
by the researcher. Secondary sources have being the internet as
the medium and the official sites of the companies of Agriculture
sectors and feedback of MAHINDRA.

The researcher for the research used a Questionnaire cum Schedule
for market research for both the segments horizontal and vertical.

Questionnaire was prepared by the researcher and Schedule was

provided by the company in which the researcher did its research

Sample size for the research is fixed. It counts to 95. That is the
MAHINDRA companies and corporate selling and feed of MAHINDRA
in comparison between other Agriculture sectors.




List Of Branches in MAINPURI (UP)


Contact TO

Bank Mr. Yogesh
Of Mainp Main Mahendr 98974 Chobe 94126
5 1 India uri puri a Singh 42267 y 52188 3 4 0 1 0 0 2 0 0 0 0 0 0 10
Bank 9410
Of MR.RAJ 6327
6 2 India Jagir Jagir KUMAR 48 2 2 0 0 1 2 2 0 0 0 0 0 0 9
Of Kush Kish MR.VER 94576
7 3 India mara ni ENDRA 80868 11 1 1 2 0 6 3 0 0 0 0 0 1 25
Bank Sulta MR
Of Bhong ngan CAPTAN 94112
8 4 India aon j SINGH 49694 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Bank MR
Of Navig Bew ASHO 97598
9 5 India anj ar K 54242 1 0 1 1 0 1 0 0 0 0 0 0 0 4
1 Of Sama Kish
0 6 India n ni 0 0 0 3 0 2 1 0 0 0 0 0 0 6
Bank H
1 Of Bew CHAN 97190
1 7 India Bewar ar RA 96812 1 2 3 4 0 6 3 0 1 0 0 0 0 20
Bank Sulta SATISH
1 Of Sultan ngan CHAUH 92580
2 7 India ganj j AN 52291 6 2 2 1 1 0 3 0 0 0 0 0 0 15
1 8 Stat Alipur Sulta MR.AK 94102 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 e khera ngan HILES 99355
Bank j H

India R
1 of Bew MR V.K. 94110
4 9 India Bewar ar SAGAR 61749 0 0 0 0 0 2 0 0 0 0 0 0 0 2
Bank Sulta
1 of Bhong ngan
5 10 India aon j 0 0 0 0 0 1 0 0 0 0 0 0 0 1
1 of Kish
6 11 India kishni ni 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sulta N
1 L.D. Bhong ngan KUMAR 94151
7 12 B aon j DUBEY 91722 0 0 0 0 0 0 1 0 0 0 0 0 0 1
1 L.D. Kish DAYARA 94128
8 13 B kishni ni M 98272 0 0 0 0 1 0 0 0 0 0 0 0 1 2
Sulta P
1 K.K. Bhong ngan CHAUH
9 14 G.B aon j AN 3 0 2 1 0 0 0 0 0 0 0 0 0 6
Sulta MR.SAS
2 K.K. Chach ngan HIKANT 94126
0 15 G.B a j MISHRA 61205 3 0 0 0 0 0 0 0 0 0 0 0 0 3
2 K.K. Jagat ngan
1 16 G.B pur j 0 1 0 1 0 0 0 0 0 0 0 0 0 2
2 K.K. Bichw ngan MATHU 94125
2 17 G.B a j R 75091 3 0 2 2 2 0 0 0 0 0 0 0 0 9
2 K.K. ngan
3 18 G.B Bilon j 0 1 1 0 1 0 1 0 0 0 0 0 0 4
2 K.K. Byoti ngan
4 19 G.B Kurd j 0 0 3 0 0 0 0 0 0 0 0 0 0 3
Rui Sulta
2 K.K. Suneh ngan
5 20 G.B ra j 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 K.K. Sahar ngan
6 21 G.B a j 1 0 1 0 1 0 0 0 0 0 0 0 0 3
2 K.K. Ramn Kish MR 94119
7 22 G.B agar ni AVDESH 35300 1 1 0 0 0 2 0 0 0 0 0 0 0 4
2 K.K. Chitay TULARA 98977
8 23 G.B an Jagir M 03277 4 0 4 1 0 0 2 0 1 0 0 0 0 12
2 K.K. Kush Kish
9 24 G.B mara ni 0 3 1 1 0 2 0 0 1 0 0 0 0 8
3 K.K. Lekhr
0 25 G.B ajpur Jagir 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 K.K.
1 26 G.B Aung Jagir 2 0 1 0 0 0 0 0 0 0 0 0 0 3
3 K.K. pur
2 27 G.B Bara Jagir 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 K.K. Ajitga
3 28 G.B nj Jagir 0 0 1 1 0 0 0 0 0 0 0 0 0 2
3 K.K. Bhaw
4 29 G.B at Jagir 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 K.K. Alipur ngan
5 30 G.B khera j 2 1 1 0 0 0 1 0 0 0 0 0 0 5
3 K.K. Jasma Kish
6 31 G.B i ni 0 3 0 1 0 0 0 0 0 0 0 0 0 4
3 K.K. Paron Bew SAURAB 94504
7 32 G.B kha ar SINGH 10154 3 3 0 0 0 0 0 0 1 0 0 0 0 7
3 K.K. Bew
8 33 G.B Bewar ar 1 0 2 0 0 1 0 0 1 0 0 0 0 5
e MR
3 of Kush Kish H 99174
9 34 India mara ni KUMAR 74627 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Bank MR
4 Of Madh Main ANUP 94557
0 35 India au puri SAXENA 20280 9 5 0 3 0 0 1 0 0 0 0 0 0 18
4 Of
1 36 India Giror Giror 3 0 1 5 4 0 3 1 0 0 0 0 0 17
4 Of Main
2 37 India Jyoti puri 3 3 0 7 0 0 0 0 0 0 0 0 0 13
4 Of Kuraw Kura
3 38 India ali wali 2 1 0 1 1 0 2 0 0 0 0 0 0 7
Stat MR
Bank H
4 of Mainp Main CHAND 99174
4 39 India uri puri KAMAL 74360 2 0 2 1 0 0 1 1 0 0 0 0 0 7
Bank Mandi
4 of Branc Main
5 40 India h puri 0 0 0 0 0 0 0 0 0 0 0 0 0 0

4 of Kuraw Kura
6 41 India ali wali 0 0 0 1 0 0 0 0 0 0 0 0 0 1
4 onal Mainp Main
7 42 Bank uri puri 7 1 1 1 0 0 1 2 0 0 0 0 0 13
ab MR
4 onal Sadar Main AGRAW 98372
8 43 Bank Bazar puri AL 11784 5 0 0 2 0 0 0 0 0 0 0 0 0 7
4 of Mainp Main
9 45 India uri puri 1 1 0 0 0 0 0 0 0 0 0 0 0 2
5 Baro Mainp Main
0 46 da uri puri 0 0 2 0 0 0 0 9 2 1 1 0 1 16
Allah MR.K.C.
5 abad Mainp Main SHARM 93585 1
1 47 Bank uri puri A 10461 18 6 11 21 9 3 6 1 6 0 0 0 0 91
5 L.D. Mainp Main
2 48 B uri puri 1 0 0 0 0 0 0 0 0 0 0 0 0 1
e MR
5 of Main H 99174
3 49 India Jyoti puri DUBEY 74634 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5 K.K. Mainp Main
4 50 G.B uri puri 2 1 1 1 1 2 1 0 0 0 0 0 0 9
5 K.K. al Main
5 51 G.B Road puri 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5 K.K.
6 52 G.B Giror Giror 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5 K.K. ahapu
7 53 G.B r Giror 0 1 3 1 0 0 0 0 0 0 0 0 0 5
5 K.K.
8 54 G.B Kalhor Giror 0 0 0 0 4 0 0 0 0 0 0 0 0 4
5 K.K. Madh
9 55 G.B an Giror 0 0 0 0 0 0 0 0 0 0 0 0 0 0
6 K.K.
0 56 G.B Aucha Giror 0 1 1 1 0 0 1 0 0 0 0 0 0 4
6 K.K. Kuraw Kura
1 57 G.B ali wali 0 2 3 1 1 2 1 0 0 0 0 0 0 10
6 K.K. Nana Kura
2 58 G.B mau wali 0 1 0 1 1 0 1 0 0 0 0 0 0 4

6 K.K. Ashok Kura
3 59 G.B pur wali 1 0 0 5 0 0 1 0 0 0 0 0 0 7
Statio MR
6 K.K. Road Main P 94128
4 60 G.B MNP puri YADAV 60856 0 0 3 0 0 0 0 0 1 0 0 0 0 4
6 of
5 61 India Giror Giror 0 0 0 0 0 0 0 0 0 0 0 0 0 0
6 of Main
6 62 India Jyoti puri 0 0 0 0 0 0 0 0 0 0 0 0 0 0
6 n Mainp Main
7 63 Bank uri puri 1 0 0 0 0 0 0 0 0 0 0 0 0 1
6 Axix Mainp Main MR.KUN 99971
8 64 Bank uri puri AL SURI 36718 0 0 0 0 0 0 0 0 0 0 0 0 0 0
6 cate Mainp Main
9 65 Bank uri puri 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7 Of Barna Barn 92597
0 66 India hal ahal MR 25183 1 2 0 11 0 0 2 0 0 0 0 0 0 16
7 of Ramp Kara
1 67 India ura hal 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7 Of Karah Kara
2 68 India al hal 5 2 2 3 0 0 0 0 0 1 0 0 0 13
e MR
Bank A.K.CHA
7 of Karah Kara TURBED 99174
3 69 India al hal I 74349 0 0 1 0 0 0 0 0 0 0 0 0 0 1
Bank Moha
7 of bbatp Kara
4 70 India ur hal 0 0 0 0 1 2 0 0 0 0 0 0 0 3
7 L.D. Karah Kara
5 71 B al hal 2 0 2 1 0 0 0 0 0 0 0 0 1 6
7 K.K. Ratibh Kara
6 72 G.B anpur hal 0 0 4 1 0 6 0 0 0 0 0 0 0 11
7 K.K. Karah Kara
7 73 G.B al hal 1 0 0 3 0 0 0 0 1 0 0 0 0 5
7 K.K. Kara
8 74 G.B Kurra hal 0 0 0 0 0 3 1 0 0 0 0 0 0 4
7 K.K. Kara
9 75 G.B Asrohi hal 0 1 0 1 0 1 1 0 0 0 0 0 0 4
8 76 K.K. Dihuli Barn 1 0 0 1 0 0 0 0 0 0 0 0 0 2
0 G.B ahal
8 K.K. Navat Barn
1 77 G.B eda ahal 0 0 0 1 0 0 0 0 0 0 0 0 0 1
8 K.K. Barna Barn
2 78 G.B hal ahal 1 0 0 6 0 0 1 0 0 0 0 0 0 8
8 L.D.
3 79 B Giror Giror 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8 of MR .YAS 99174
4 80 India Giror Giror PATHAK 71840 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8 ive kara
5 81 Bank Sahan hal 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8 of Barna Barn K 99174
6 82 India hal ahal KUMAR 74653 0 0 0 0 0 0 0 0 0 0 0 0 0 0
8 1 6 10 11
7 3 2 63 0 29 44 43 4 5 2 1 0 4 490
Characteristics of rural markets
1.Large number of consumers:
According to the 1991 census, the rural population constitutes about 74% of the
total population in our country. While the population went from 55 crores (1971) to 85
crores (1991), the rural-urban proportion have remained more or less the same as in 1971.
There are states like U.P, M.P, Bihar, Rajasthan and Orissa where rural population varies
from 80 to 90 percent. Therefore a large population gives an opportunity for marketing a
variety of goods and services. However income and purchasing power play a major role in
determining the demand in rural areas.

2.Occupation pattern:
Agriculture and related activities continue to be the main occupation for majority of
the rural population. Land is the major source of income for about 77% of the population.
Others are engaged in business (10%), non-agriculture labour (9%), salary earners (2%)
and not gainfully employed (2%). It is evident that rural prosperity depends upon growth
and development of agriculture.

3.Literacy level: It has been estimated that the rural literacy level is 36% compared
to 62% in urban areas. Literacy is one of the important factors in developing awareness

and knowledge about technological changes. As many as 16 major languages are spoken
adding to the complexities in rural communication.

4.Low standard of living:

Low income, low purchasing power, overall social and economic backwardness lead
to low standard of living. In general a rural consumer spends less on non-food items.

5.Media reach:
The media reach in rural household is low. Statistics indicates that the reach of Print
media is 10%, followed by TV 31%, Radio 32% and Cinema 36%. Therefore the marketer
has to consider rural specific promotion media and methods to reach the villagers.

6.Communication facilities:
About 20% of the six lakh villages are without telephone facility even today. This
includes Rajasthan (17600 villages), MP (14200 villages), Maharashtra (12000 villages),
Gujarat (7000 villages), and AP, Assam, Orissa about 6000 villages each. (Source: The
Indian Express dated 30.3.2003).

7.Transportation facilities:
About 50% of the markets are not connected by road. Most of the roads are kachha
and become unusable during rainy season. Many farmers use bullock cart for transporting
their produce from village to the market. This means of transport is time consuming.

8.Rural electrification:
The main objective is to provide electricity for agricultural operations and for small
industries in rural areas. About 5 lakh villages (77%) have electric supply and this has
increased the demand for electric supply and this has increased the demand for electric
motors, pumps and agricultural machinery.

9.Medical facilities:
Medical facilities are quite inadequate and the villagers have to travel long
distances for getting medical treatment.

Village nearer to towns has elements of the urban life. Interior villages are
more traditional

Promotion strategies

Through the rural markets offer big attractions to the

marketers, one of the most important questions frequently asked is
“How do we reach the large rural population through different
media and methods?

Formal media
It includes Press and print, TV, Cinema, Radio, and Point of purchase and
Outdoor advertisement. Reach of formal media is low in rural households (Print:18%,
TV:27%, Cinema:30%, and Radio:37%) and therefore the marketer has to consider the
following points:

Newspapers and magazines:

English newspapers and magazines have negligible circulation in rural
areas. However local language newspapers and magazines are becoming popular among
educated facilities in rural areas. Examples: Newspapers: Eenadu in A.P., Dina

Thanthi in Tamil Nadu, Punjab Kesari in the North, Loksatta in Maharashtra and Tamil
magazine Kumudam are very popular in rural areas.

It has made a great impact and large audience has been exposed to this
medium. HLL has been using TV to communicate with the rural masses. Lifebuoy, Lux,
Nihar oil etc are some of the products advertised via television. Regional TV channels
have become very popular especially in Southern states. Examples: SUN TV is very
popular even in rural areas in Tamil Nadu and Asianet is a preferred regional channel in
Kerala. Many consumer goods companies and fertilizer companies are using these TV
channels to reach the rural customer.

Radio reaches large population in rural areas at a relatively low cost. Example:
Colgate, Jyoti Labs, Zandu Balm, Zuari industries are some of the companies using radio
communication programme. There are specific programmes for farmers like Farm and
Home/Krishi Darshan in regional languages. The farmers have a habit of listening to
regional news/agricultural news in the morning and the late evening. The advertisement
has to be released during this time to get maximum coverage in rural areas. Another
advantage is that the radio commercial can be prepared at short notice to meet the
changing needs of the rural folk. Example: Release of a pesticide ad at the time of
outbreak of a pest or disease in crops

About 65% of the earnings from cinema are from rural markets. Film viewing
habits is high in certain states like Tamil Nadu, Karnataka and Andhra Pradesh. Village
theatres do roaring business during festivals by having four shows per day. The monthly
charge for showing an ad film is within Rs.500. Local distributor or dealer who has good
contacts with cinema houses in villages can easily monitor this activity. Examples: Films
on products like Vicks, Lifebuoy and SPIC fertilizers are shown in rural cinema halls. Apart
from films, Ad slides can also be screened in village theatres.

Outdoor advertisements:
This form of media, which includes signboards, wall painting, hoarding, tree
boards, bus boards, dealer boards, product display boards etc, is cost effective in rural
areas. Symbols, pictures and colours should be used in POPs meant for rural markets so
that they can easily identify the products. Generally rural people prefer bright colours and
the marketer should utilize such cues.

Point of purchase:
Display of hangings, festoons and product packs in the shops will catch the attention
of prospective buyers. However a clutter of such POP materials of competing companies
will not have the desired effect and is to be avoided.

Direct mail advertising:

It is a way of passing on information relating to goods or services for sale,
directly to potential customers through the medium of post. It is a medium employed by the
advertiser to bring in a personal touch. In cities lot of junk mail is received by all of us and
very often such mails are thrown into the dustbin whereas a villager get very few letters
and he is receptive to such mailers.

Wall paintings:
It is an effective and economical medium for communication in rural areas, since
it stays there for a long time depending upon the weather conditions. The cost of painting
one square foot area is just Rs.10. Retailers welcome painting of their shops so that the
shop will look better. Walls of farm houses, shops and schools are ideal places for painting
and the company need not have to pay any rent for the same. The walls have to be
painted at least one or two feet from ground level. It is better to take permission of the
owner. Very often the owner takes responsibility for taking care of the wall painting.
Painting to be avoided during election time and rainy season. The matter should be in the
form of pictures, slogans for catching the attention of people. Companies marketing TV,
fans, branded coffee/tea, toothpaste, pesticides, fertilizers etc. use wall painting as
promotion medium in rural areas.

Tree boards:
These are painted boards of about two square feet in dimension having the
picture or name or slogan of the product painted on it. The cost of such a painted board is
about Rs.80. These boards are fixed to the trees on both sides of the village road at a
height of about 10 feet from ground level. These boards attract the attention of slow
moving vehicles like cycles, bullock carts and tractors and people walking on the road.
Considering the poor condition of roads, even the buses move at slow speed through
village road. Fertilizer and pesticide companies in rural areas extensively use tree boards.
These are low priced promotion items and can be used by consumer goods companies

Informal/Rural specific media

These media with effective reach and personalized communication will help
in realizing the promotional objectives. Companies to suit the specific requirements of rural
communication are using a variety of such media effectively and some of the more
important media and methods are given below.

Farm-to-Farm/House-to-House visit:
Rural people prefer face-to-face communication and farm visits facilitate
two-way communication. The advantage is that the sales person can understand the
needs and wants of the rural customer by directly discussing with him and answer his
queries on products and services. Potential customers in the village are identified and the

company’s/distributor’s representative makes farm-to-farm visits and highlight the benefits
of the products. The person carries with him literature in local language and also samples
of products. The person does not sell the product but only promotes the use of the
product. Very often the local dealer also joins the representative in making farm-to-farm
visits. The dealer clarifies the terms and conditions of sale and also makes independent
follow up visits for securing orders. Example: This approach has been found to be very
effective for agricultural machinery, animal health products and agricultural inputs. Many
LIC agents and companies dealing with high value consumer durables have tried this
method with success in rich rural areas.

Group meeting:
Group meetings of rural customers as well as prospects are an important part of
interpersonal media. The company is able to pass on the message regarding benefits of
the products to a large number of customers through such meetings. Group meeting of key
customers are conducted by banks, agricultural inputs and machinery companies in rural
areas. The bankers visit an identified village, get the village people in a common place and
explain the various schemes to the villagers. Such meetings could be organized in
prosperous villages for promoting consumer durables and two wheelers also. Example:
MRF Tyres conduct tractor owners meet in villages to discuss repairs and maintenance of

Opinion leaders:
Villagers place more emphasis on the experience of others who have used a
product/brand to make purchase decision. Opinion leader is a person who is considered to
be knowledgeable and is consulted by others and his advice is normally followed. Such
opinion leaders could be big landlords, bank official, panchayath-president, teachers,
extension workers etc. Examples: a) Mahindra Tractors use bankers as opinion leaders for
their product. b) Asian Paints promoted its Utsav brand of paint by painting the village
Sarpanch’s house a few months prior to the launch if the branch to demonstrate that the
paint does not peel off.

The Mela :
Melas are of different types i.e. commodity fairs, cattle fairs and religious fairs and
may be held only for a day or may extend over a week. Many companies have come out
with creative ideas for participating in such melas. Examples: a) Britannia promotes Tiger
Brand Biscuits through melas. b) The mahakumbh at Allahabad is the biggest mela in
India. HLL has put up 14 stalls in the mela grounds for promoting Lifebuoy. Handcarts
have been deployed for increasing access.

The Haats :
Traditionally on certain days of week, both the sellers and buyers meet in the village
to buy and sell goods and services. These are the haats that are being held regularly in all
rural areas. The sellers arrive in the morning in the haat and remain till late in the evening.
Next day they move to another haat. The reason being that in villages the wages are paid
on weekly basis and haat is conducted on the day when the villages get their wages. For
the marketer, the haat can be an ideal platform for advertising and selling of goods. By
participating in haats and melas, the company can not only promote and sell the products
but also understand the shared values, beliefs and perceptions of rural customers that
influence his buying behaviour.

Folk dances:
These are well-appreciated form of entertainment available to the village people.
The folk dance “Kuravan Kurathi” is popular in Tamil Nadu. The troupe consists of
dancers, drummers and musicians and they move in a well-decorated van from one village
to another village singing and dancing. In a day the troupe covers about 8-10 villages. As
soon as the van reaches a village, film songs are played to attract the attention of the
villages. This is followed by folk dances. Mike announcement is made about the
company’s products and leaflets are distributed. After the dance programme, queries, if
any, about the products are answered by the sales person. Folk dance programme costs
about Rs.5000 per day and therefore these programmes are conducted during the peak
season in selected villages.

Examples: Fertilizer and pesticide companies organize folk dance programmes during
peak season in selected markets. Thumps Up has sponsored Lavnis, the folk dance
programme of Maharashtra and over 30 programmes have been arranged in selected rural

Audio Visual Publicity Vans (AVP Vans):

AV unit is one of the effective tools for rural communication. The van is a mobile
promotion station having facilities for screening films slides and mike publicity. The sales
person makes a brief talk about situation in the village, the products and the benefits. The
ad film is screened along with some popular film shots and this continues for about 30
minutes. At the end of the film show, he distributes handbills and answers queries of the
customers. The whole operation takes about 1-2 hours depending upon the products
under promotion, number of participants in the meeting and time taken for question and
answers. The vans move to the next village for the second show. The cost of running a
fully equipped AVP unit is about Rs.4000 per day and AVP van operation has to be
considered as an investment for business development in rural areas. Example:
Companies such as HLL, Colgate, and Phillips have made effective use of AVP vans for
popularizing their products in rural areas.

➢Product display contests:

Package is an integral part of the product. Its main purpose is to protect the product
during transit, to preserve the quality and to avoid any loss in quality and quantity. The
main purpose of this contest is to remind the customer to buy the product as soon as he
enters the shop. Another objective is to influence the dealer to stock the product and
support the company in increasing the sales. The display contest has to be announced
well in advance and promotional materials to be distributed to all the selected dealers in a
geographical area. Prizes for best displays are announced to motivate the dealers; the
contest lasts for about a month. A well- planned product display contest not only increases
the involvement of dealers in the company’s products but also increases the sales during
the contest period. This is used for promoting consumer goods such as shampoos, soaps
and toothpaste.

Field demonstration:
This is based on the extension principle “seeing is believing” and is one of the most
effective methods to show the superiority of the company’s products to the customers. A
progressive farmer who is an opinion leader is selected and the demonstration is
conducted in his field in the presence of a group of farmers in the village. The farmers
observe the results in the field and the local dealer calls on them in their farms and
persuades them to buy the particular brand of pesticide or fertilizer. Examples: a) Spraying
a particular brand of an insecticide against insect pests and showing the farmer how
effectively the insects are controlled. b) Demonstrating the use of tractor/implements for
different agricultural operations. c) Hawkins pressure cooker has demonstration
representatives who carry out demos in rural households. The representative receives 1%
commission for every customer who approaches the dealer via demonstrations. e)
Similarly effectiveness of detergents, pressure cookers, vaccum cleaners and mosquito
coils could be promoted by demonstrations in selected markets.

Examples: Fertilizer and pesticide companies organize folk dance programmes during
peak season in selected markets. Thumps Up has sponsored Lavnis, the folk dance
programme of Maharashtra and over 30 programmes have been arranged in selected rural

Field days:
These are extension of field demonstrations. One of the main objectives of following
modern agricultural practices is to increase the yield. The company organizes
demonstrations in a piece of land belonging to progressive farmers. All the fertilizers,
pesticides, nutrients etc. are applied after making field observations. Just before harvest,
all the important farmers are invited to see demonstration plot and see for themselves how
the yields are better in the plot compared to other fields. Field demonstrations/field days
consume lot of time and efforts and therefore have to be planned well.

Information centers:

They provide latest information on cultivation of crops, fertilizer application, weed,
management and control of pests and diseases. Experienced agricultural graduates who
make frequent visits to the field and
advice farmers on modern agricultural practices manage the centers. They also provide
information on farm implements, seeds, fertilizers, pesticides, diesel engines, sprayers and
tractors etc. Many consumer goods companies have opened show rooms in prosperous
rural areas. Example: Hero Honda has opened extension counters with show room
facilities in major rural markets.

Life-style marketing:
Each rural market segment has certain special features i.e. they share common
life-style traits. They include village sports, religious events, prominent personalities and
role models. Examples: Textile mills maintaining community gardens, Mineral water
companies supplying clean drinking water during summer festivals in villages and
Consumer goods companies sponsoring Kabaddi.

Distribution Channel Strategies

The channel members consist of wholesalers and retailers who
are middlemen in distribution and they perform all marketing
functions. These middlemen facilitate the process of exchange of
goods; create time, place and possession utilities. Therefore
channels are useful to producers as well as consumers. Even if a
company has a product that meets the requirements of rural
consumers, it will succeed only if it is made available at the right
place as and when required by the consumer.

Direct sales to consumers:

Examples: In many states, the government has encouraged farmers to sell

vegetables directly to urban consumers by setting up “Framers market”. Farmers, in this
case, put up stalls in the market place and directly sell fresh vegetables to the consumers,
eliminating middlemen in the market.

M a n u f a c t u re r- w h o l e s a l e r- re t a i l e r- c o n s um e r :
and these wholesalers cater to the needs of retailers in villages. Example: Sale The
manufacturer appoints wholesalers in key rural markets of pesticides used in agriculture.

Manufacturer-retailer-ultimate consumer:

Examples: 1) Companies like Hero Honda have direct retailers in semi-

urban markets. 2) Mahindra Tractors have appointed distributors in all prosperous
rural areas and these distributors deal directly with farmers for sales and services of
tractors. 3) Philips has direct distributors in areas with low demand and poor
accessibilities. The distributors extend credit facilities; they follow a journey cycle and have
delivery vans to service remote markets.



Sample Size: 100


Q.1 Do you prefer to tractor loan to mahindra

(A) yes
(B) No



Q.2 How much loan give on tractor loan ?

(A) up to 2 lakh

(B) up to 3 lakh

(C) up to 4 lakh

A 40

B 50

C 10


Q.3 How much land require in a tractor loan?

(A) up to 6 acre

(B) up to 4 acre

A 60

B 40

I b

Q.4 how much time take in a tractor loan ?

(A) 10 days

(B)15 days

(C) Depend on bank

A 10

B 20

C 70


Q.5 Do you agree that Mahindra tractor owner is more satisfy than other tractor
(A) yes
(B) no
(C) Don’t know

A 40

B 20

C 40



Q.1 Do you know what is mahindra ?

(A) Tractor
A 30
(B) Car
B 30
(C) both
C 40


Q.2 field activity of mahindra is effective?

(A) yes
A 40
B 40
(C) don’t know
C 20


Q.3 Do you like mahindra customer care service?
A 30
B 30
(C) don’t know
C 40


Q.4 Do you know about our web site which

provide complete information of farming and Mandi ?
(A) yes
A 10
B 90


Q.5 would you like to buy higher HP tractor or lover HP tractor?

A 55

B 45


Doing training was really an opportunity before me when I could convert my theoretical
knowledge into practical and of real world type. Fortunately, the company I got is a true
follower of the various principles of management and also one of the leading companies in
its segment of the industry. The working environment that I was being provided was
extraordinary and helped me a lot in delivering my work properly and with full potency of

mine. MAHINDRA is one of the renowned names in the Agriculture sector of Automobile

The graph of sales of these respective product lines is the best in the industry as
compared to their competitors. I did my summer training project at MAHINDRA Lucknow,
where I found all the professionals are very much committed to their work as well as they
were all professionals enough. This helped me a lot in getting a good deal of exposure. As
I had to consult the Channel partners, I felt myself, in the beginning, in a bit problem. But
the cooperation of my superiors at the work induced confidence in me to deal with my
problems whenever they came.


At last, the data and the information that is segregated from the various sources is purely
authentic and consists no additional facts and figures. The tidings that are taken into this
project report is completely accurate and have no any imitation from any other things.
From the vigor study about the MAHINDRA.

I am proficient to grasp the knowledge about the varied aspects of the concern and to
make out the perfect statement about the Bank and Rural marketing strategy of

From this project report I cracked to make the appropriate statement towards the
increment of visibility role in the MAHINDRA.

During the make out of this project report, I have committed to come across from the each
and every aspect of the concern. And try to capture all the things as correct as it is

About the Project I found

At the beginning of training, we told to work on the Bank Financing support and Marketing
strategy of MAHINDRA. In that, we need to focus on the very important phase of the
concern to study the brand image of the MAHINDRA and study the consumer moving to
higher hp and also study MAHINDRA’s marketing strategies as well as the visibility so as
to create the brand image into the minds of the people at the local level as well as the
corporate level.
For the boost up in the visibility, we proposed various ideas to promote the company and
to extend their sales at the large level such as we made questionnaire regarding brand
image of MAHINDRA and its marketing strategy and ask those questions to
Bankers,farmers and other consumers.


At the ultimate stage of my training, I want to suggest that the company needs to work
more on their Bankers who is the largest supporters to boost up our sales and also rural
marketing strategies to boost their sales figures and capture the large market share. They
need to invest more on their promotional campaigns and strategies so as to come up with
the new well planned and systematic approach to promote their concern.


 Internal sources of the organization data such as record files.and bank


 M/S RAJ TRACTORS Bhogaon Mainpuri

 M/S R.YADAV AUTO SALES Karahal Mainpuri


 Business Standard
 The Financial Express
 Business Line
 The Telegraph, Calcutta




 The Economics Times


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