A Project Report ON

A PROJECT REPORT
ON
ANALYSING THE WORKING OF LEAD MANAGEMENT

SYSTEM WITH RECOMMENDATIONS FOR EFFECTIVE
IMPLEMENTATION
DISTRIBUTION LIST:
CORPORATE GUIDE:
FACULTY GUIDE:
MR. GAURAV CHAUHAN,
PROF. RACHIT HALDIYA
TERRITORY MANAGER, TAFE LTD.
FACULTY FMS-IRM,
JAIPUR.
JAIPUR.
SUBMITTED BY:
RAJVEER SHARMA
ENROL. NO. BM/JULY/09/2050,
3rd SEMESTER, PGDM-BM
(MARKETING)
SUBMITTED FOR PARTIAL

FULFILLMENT OF
POST GRADUATE DIPLOMA IN
BUSINESS MANAGEMENT
Faculty of Management Studies – Institute of Rural Management
ACKNOWLEGEMENT
It is almost inevitable to incur indebtedness to all who
generously helped me, by devoting their valuable time and
sharing their experiences with me without which this project
would never have been accomplished.
I extend my heartiest thanks to Brig. S.K Gaur (Director
FMS-IRM), FMS-IRM faculty members for their regular
assistance all throughout the project. I would like to give
special thanks to Prof. Rachit Haldiya, academic guide for
teaching me silver lining in every dark cloud.
I would like to convey my sincere thanks to Mr. Alok
Singh (Deputy General Manager, TAFE .Ltd) and Mr. Manoj
Chandalia (Senior Area Manager, TAFE Ltd.) for giving us
support, guidance & opportunity to do our summer internship
with TAFE Pvt.Ltd.
I would also like to express gratitude towards Mr. Gaurav
Chauhan, my project guide for his guidance, constructive
criticism and motivation and for his tremendous patience and
understanding while training and thereby helping me in bring
2
out my task in the present shape. Unfortunately now he has
left the organization.
It’s a great pleasure to acknowledge the gratitude I feel
towards other employees of TAFE, who have shared their
ideas and experience, which was of great help to me for the
accomplishment of the project.
Last but not the least, I acknowledge all the respondents
who have responded in the survey and have made data
collection.
CERTIFICATE
Certified that this project report entitled “ ANALYSING

THE WORKING OF LEAD MANAGEMENT SYSTEM
WITH RECOMMENDATIONS FOR EFFECTIVE
IMPLEMENTATION” is a record of project work done by
Mr. RAJVEER SHARMA , under my guidance and
supervision and that it has not previously formed the
basis for the award of any degree , fellowship or
associate ship to him .
3
Date: Prof. Rachit
Haldiya
Faculty Guide
DECLARATION
I hereby declare that this project entitled “ANALYSING

THE WORKING OF LEAD MANAGEMENT SYSTEM
WITH RECOMMENDATIONS FOR EFFECTIVE
IMPLEMENTATION” is a bonafide record of work done
by us during the course of summer project work and that
it has not previously formed the basis for the award to us,
for any degree/diploma associate ship, fellowship or other
similar title, of any other institute/society.
4
Date: RAJVEER SHARMA
Enroll No.
BM/JULY/09/22/2050
ROLL NO-1608
FMS-IRM
TABLE OF CONTENTS
S.NO CONTENTS PAGE NO

5-6
1. EXECUTIVE SUMMARY
7-18
2. INTRODUCTION
2.1 TRACTOR INDUSTRY: AN OVERVIEW

2.2 INDIAN TRACTOR INDUSTRY
19-25
3. MAJOR TRACOR PRODUCERS IN INDIA
3.1HISTORY OF TRACTORS
3.2MAJOR TRACTOR PLAYERS IN INDIA
4. PROFILE OF THE ORGANISATION 26-30

4.1INTRODUCTION
4.2TAFE QUALITY
4.3TAFE CORE VALUES
4.4TAFE AWARDS
5. LEAD MANAGEMENT SYSTEM 31-34

5.1 INTRODUCTION
5.2 WORKING PROCESS OF LEAD MANAGEMENT
SYSTEM 5.3 DESCRIPTION OF
THE PROCESS
5
6. DATA ANALYSIS AND INTERPRETATION 35-65
6.1OBJECTIVES OF RESEARCH
6.2DEALERSHIPS ANALYSIS (MARKET SHARE)
6.3DEALERSHIPS ANALYSIS (LMS)
7. FINDINGS, CONCLUSION AND 66-69

RECOMMENDATION
8. SWOT ANALYSIS 70-72
9. LITRETURE REVIEW 73-77
10. BIBLIOGRAPHY 78
CHAPTER-1
EXECUTIVE
SUMMARY
6
1. EXECUTIVE SUMMARY:
The report is an earnest endeavor made to understand the present general business
practices to describe methodologies, systems and practices designed to generate new potential
business clientele, generally operated through a variety of marketing techniques. These
processes are designed for business to business and direct to consumer strategies.
During the course of the study the researchers visited various rural and urban areas in
Jaipur and outside the Jaipur. The researchers were required to bring out the effectiveness of
the present customer acquisition management system of the company by conducting a survey
at various dealerships, exclusive showrooms and sales outlets of the company.
The researchers visited the urban and rural areas of Jaipur and outside the Jaipur to
understand the working of current customer acquisition system in these areas through the
study. The researchers have mentioned the problems and the loop holes in the TAFE’s lead
management system, which they have found during the course of the study and recommended
various corrective measures for it.
The title of the study is “ ANALYSING THE WORKING OF LEAD MANAGEMENT

SYSTEM WITH RECOMMENDATIONS FOR EFFECTIVE IMPLEMENTATION “ The study
also include the assessment of the company’s DSP’s, Cluster heads and Sales persons
regarding that are all inquiries are maintained properly in the TPMS (TAFE prospect
management system) which is one of the core operation of the Lead management system of the
TAFE Ltd.
7
This study was carried out by conducting a survey at various dealerships, branch offices,
exclusive showrooms and sales points of the company at various places in rajasthan which
includes, Jaipur city, sanganer, chomu, kotputli, dausa, hindaun, karoli, sawaimadhopur and
gangapur city.
The main aim of this study was to understand a system which comprises of mainly three
questions: they are (a) what you want to know, (b) how to store the information in your database
and (c) how that information can use to generate the new sales which is the ultimate goal of
Lead management system.
CHAPTER-2
INTRODUCTION
1. TRACTOR INDUSTRY: AN OVERVIEW

2. INDIAN TRACTOR INDUSTRY
8
2. INTRODUCTION
2.1 Tractor Industry: An Overview
The tractor industry reported a strong 28.3% growth in sales volumes during 2009-10,
thereby ending the phase of cyclical correction that had pulled down tractor sales during the
preceding two years (2007-09). Significantly, the revival of 2009-10 happened despite the
drought-like conditions in many States during the kharif1 season dampening sentiments. The
key factor enabling the demand growth of 2009-10 was strong rural liquidity, which in turn was
sustained by several factors, including: higher minimum support price (MSP) for crops; greater
ability of farmers to make cash purchases (including the usage of Kisan Credit Card which are
increasingly being used to part-finance tractor purchases); enhanced employment opportunities
(with rural employment schemes being implemented by the Government of India); an improved
credit environment; and continuance of replacement demand. These factors apart, non-
agricultural use of tractors (for haulage in construction and infrastructure projects) continued to
increase, benefiting tractor demand. Also, with infrastructure projects and rural employment
schemes increasing employment opportunities, availability of labour for agricultural activities
continued to decline, persuading even farmers with medium-sized land holdings to either rent or
purchase tractors.
On a regional basis, the performance of the eastern, northern and western parts of the
country was robust during 2009-10 in terms of tractor demand, while that of the southern region
was moderate. A strong growth in tractor volumes, albeit on a low base, was witnessed in the
9
eastern States, including Bihar, Orissa and Jharkhand, which had a good paddy crop. Tractor
volumes in the northern and western regions also reported strong growth during 2009-10,
especially in the second half (H2) of the year, benefiting from a low base (H2, 2008-09) and a
satisfactory kharif crop in some States. The southern region reported moderate performance in
terms of tractor demand (growth of 11.9% in 2009-10), being impacted largely by the de-growth
in Andhra Pradesh (AP)—a key southern market—where rainfall was irregular in 2009-10.
However, in Karnataka and Tamil Nadu, higher MSPs for rice along with some revival of interest
of public sector banks (PSBs) in tractor financing led to strong tractor sales volumes.
Historically, tractor demand has been fairly volatile, being influenced by cyclical trends,
availability of finance, and crop patterns (monsoon). After four years of strong growth during
2003-07, the fiscal years 2007-08 and 2008-09 both reported a marginal decline in tractor sales
volumes, largely reflecting cyclical corrections. In addition to the cyclical dips, during H2, 2008-
09, the industry also had to cope with theliquidity crunch, which pushed up interest rates, even
as financiers resorted to more stringent lending norms in the face of rising non-performing
assets (NPAs). However, the situation improved during 2009-10 as credit availability improved
on the strength of greater liquidity in the banking system. While tractor financing has traditionally
been done by PSBs, of late, private banks and non-banking finance companies (NBFCs),
despite their higher interest rates vis-à-vis the PSBs, have been able to increase their
penetration of this market on the strength of faster loan processing and use of more liberal
credit norms.
Overall, with tractor demand being closely linked to agricultural output, growth in farm
mechanisation and farmers’ remuneration, the long-term demand drivers for the industry remain
robust. The currently low levels of tractor penetration in India, strong Governmental focus on
availability of finance for agriculture mechanization tools and on rural development, increase in
the use of tractors for non-agricultural purposes, and the growing emphasis on tractor exports
augur well for the industry.
Background
Chart-1 Annual Trends in Tractor Sales Volumes
10
Chart 2: Monthly Trends in Tractor Sales Volumes
11
The tractor industry reported a compounded annual growth rate (CAGR) of over 20% in
volume terms during the period 2003-07. The long up-cycle in demand was supported by
several factors, including excise duty exemptions on tractors (2004-05), thrust on rural
development, improved availability of finances for tractor purchase, and low interest rates. The
growth also came on a low base, with the preceding three fiscal years (2000-03) having
witnessed a prolonged phase of volume correction. The cyclical correction during 2000-03 had
been aggravated by the build-up of channel inventory with the major players having pushed
aggressively for larger sales. In contrast to this phase of cyclical slowdown, the one that
happened during 2007-09 was less severe, with volumes declining by around 3%, despite the
intermittent tightening of the liquidity situation during H2, 2008-09.
The demand slowdown during H2, 2008-09 also impacted the profitability of the original
equipment manufacturers (OEMs), that is, the tractor manufacturers, because of the high price
inventory they were carrying. However, the situation improved on the cost structure front in H1
2009-10 with the softening of commodity prices preparing the ground for the industry to earn
higher profitability margins. The pickup in volumes also lowered the overhead expenses for the
tractor manufacturers, boosting their profitability. While the OEMs did not lower the listed sales
price of tractors, the benefit of lower steel prices was passed on to the end customers via
discounts. This is an accepted practice in the industry; given that once prices are lowered it is
difficult to raise them subsequently. However, during H2 2009-10, the tractor majors increased
the prices with the reversal of commodity prices and the discounts have also come down.
Chart 3: Trends in Profitability Margins of Select Players
12
Capacity utilisation in the tractor industry had hit a low during 2002-03, following large
capacity additions and a volume slump. After that, capacity utilisation improved steadily, but
remained moderate at around 50% during 2008-09. In 2009-10, the tractor volume growth has
helped the OEMs improve their capacity utilizations; however, there is still excess capacity in
13
the industry. Thus, over the medium term, most tractor manufacturers would not need to make
any significant capital investments in building capacities.
As discussed, the domestic tractor industry has to cope with demand volatility on account of
cyclical trends and the strong linkages it has with agricultural production and monsoon rains.
Many of the industry players have thus diversified into related products, including generator
engines and cranes, besides focusing more on exports, to gain some insulation against the
volatility in domestic tractor demand. As for tractor exports, while a major part of that currently
goes to USA, the OEMs are now exploring various other markets across Europe, Asia and
Africa for future exports.
Industry Trends by Region
The biggest markets for the tractor industry include States like Uttar Pradesh (UP), Andhra
Pradesh (AP), Madhya Pradesh (MP), Rajasthan, and Maharashtra, which together accounted
for around 50% of the total tractor sales in India during 2009-10. The tractor industry witnessed
a strong y-o-y growth of 28.3% during 2009-10, with most of the States reporting positive growth
during the year.
Chart 4: Trend in Tractor Sales across regions
Chart 5: Trend in Tractor sales across States
14
The northern region remains the largest tractor market in India with sales of around 1,67,000
units as of 2009-10. This region reported a growth rate of 35.7% in volume sales in 2009-10
over the previous fiscal, with the key contributors including UP, Punjab, Haryana and Rajasthan.
The northern region benefited from higher MSPs (for crops), limited availability of labour (forcing
higher mechanisation), and increasing non-agricultural use of tractors. Additionally, increased
infrastructure development activities (especially highways) led to appreciation in land values
and use of tractors for non-agricultural purposes. In some cases, farmers also received
compensation for the Government’s acquisition of select land patches (adjoining highways),
which increased the availability of cash with them. Feedback from industry players suggests
cash purchases (including purchases using Kisan Credit Card) in some northern States
increased to 35-40% of the total tractor volumes in 2009-10 from 10-15% in the past.
Tractor volumes in UP grew by 42.7% during 2009-10, with H2, 2009-10 reporting
particularly strong growth (around 51% y-o-y) mainly on the back of high sugarcane prices for
the kharif crop and improved irrigation facilities. In the case of Punjab, tractor volumes remained
strong for the fifth straight year in 2009-10 (y-o-y growth of 42%). In Rajasthan however, growth
in tractor volumes was relatively subdued in 2009-10 (around 24% y-o-y) as compared with the
figure for the northern region as a whole. Tractor sales in Rajasthan were especially low in H2,
2009-10 versus H1, 2009-10, due to lower kharif output on account of deficient rains and
inadequate financing availability.
In the eastern region, tractor volumes continued to report strong growth in 2009-10, albeit
on a small base, and went up by 53.8% over 2008-09, being driven mainly by the higher MSPs
announced for paddy. Within the region however, many financiers remained reluctant to finance
tractor purchases in some States like Bihar. Nevertheless, in Bihar, tractor volumes grew 66%
over 2008-09 to around 29,000 units in 2009-10, thereby accounting for over 50% of the total
sales in the eastern region. The Bihar market, where tractor penetration had been low
15
historically, has shown sustained growth over the last few years and become one of the
important markets for the tractor industry. Overall, in the eastern region, growth in tractor
volumes is expected to moderate, going forward, as the benefit of a low base get diluted
gradually.
The western region reported sales of around 92,000 tractor units during 2009-10—a growth
rate of 35.7% over the previous fiscal—benefiting particularly from the strong performance that
Maharashtra, Gujarat and MP posted during H2, 2009-10 (55% y-o-y growth over H2, 2008-09).
The factors contributing to the strong growth in the region during H2, 2009-10 included a benign
base effect, higher crop prices (of sugarcane and cotton in Maharashtra, and of cereals and
soyabean in MP), and greater availability of retail finance.
The performance of the southern region in terms of tractor sales was relatively modest
during 2009-10, with the growth rate being around 11.9% over the previous fiscal. While most
States in the region reported healthy growth, AP, which is the largest tractor market in the
south, de-grew by 10.4% in 2009-10. The AP market has been undergoing a volume correction
since 2007-08, with the preceding four to five years having witnessed a large and sustained
volume growth; this factor apart, the de-growth of 2009-10 was also aided by irregular
monsoons. The other big market in the southern region, Karnataka, reported growth of 74% in
tractor volumes in 2009-10 mainly on the strength of higher MSPs for rice; however, volume
growth is expected to moderate in 2010-11 because of the base effect. In Tamil Nadu, tractor
sales were flat during H1, 2009-10, but the performance improved in H2, 2009-10 mainly
because of improved retail financing by the PSBs.
Industry Trends by Tractor Horse Power (HP)
The Indian tractor market has traditionally been a medium HP market, with 31-40 HP
tractors accounting for around 47% of the total industry volumes. In 2008-09, the 31-40 HP
category had reported sales of 157,602 tractor units, which was about the same as the previous
year’s figure but lower than the 2006-07 statistic by 7%. In 2009-10 however, this category
reported a strong revival, with the volume growing by 22%2 over 2008-09; the revival was led
by UP, Karnataka and Madhya Pradesh.
The other major segment in the Indian tractor market is the 41-50 HP range, which accounts
for around 23% of the total industry volumes. This segment grew by around 10% during 2009-
10, thereby underperforming the growth in overall tractor volumes (around 19%) that year. The
main reason for this underperformance was the low growth that the southern region, the biggest
market for this segment, reported in 2009-10.
The >51 HP segment of the Indian tractor market also underperformed the industry growth
rate in 2009-10 mainly because of the de-growth in the exports which is a key demand area for
these high HP tractors.
Some Long-Term Demand Drivers for the Industry
1. Low penetration of tractors in Indian agriculture: Indian agriculture is characterised

by low farm mechanisation, fragmented land holdings, and high dependence on
monsoon rains (in the absence of adequate irrigation facilities). Tractor penetration in
India is low at around 13 tractors per 1,000 hectares as against the global average of 19
and the US average of 29. While this does indicate the relative backwardness of Indian
16
agriculture, it also points to the significant scope that exists for raising tractor
penetration, which bodes well for tractor demand over the long term.
2. Government support for the agricultural sector: Although agriculture contributes just
around 20% to India’s GDP, it provides employment to a large rural population, which is
why the sector remains a strong focus area for the Government. The tractor industry
benefits significantly from the Governmental focus on agriculture, with measures such as
nil excise duty on tractors (even the excise duty on tractor parts has been lowered from
16% to 8%) and inclusion of tractor financing under priority sector lending (by PSBs)
serving as long-term demand drivers. Financing of tractor purchase is of great
significance for the industry, it being a key demand facilitator.
3. Export of tractors: Indian tractor manufacturers have been increasingly targeting the
international markets over the last few years. The industry exported a total of around
37,900 tractors during 2009-10, with the USA, Africa, South America, and some Asian
countries being the top destinations. The industry leader, Mahindra and Mahindra
(M&M), has acquired Yancheng Tractors, the fourth largest tractor manufacturer in
China (in terms of FY2008 volumes), to improve its presence in the country. In the
developed markets, Indian tractors have a relatively marginal presence, with sales being
largely restricted to the hobby farming segment.
Outlook
Tractor sales are expected to remain healthy in fiscal 2010-11, given the good rabi crop this
time around, the continuing firmness in the prices of agricultural products, and the healthy
monsoons anticipated during the coming kharif season. Moreover, improving farm
mechanisation levels (with labour availability in rural areas declining), increasing non-
agricultural use of tractors, higher credit disbursements for agriculture, and sharper
Governmental focus on the farm sector (larger budgetary allocations) are also expected to
encourage tractor sales. The industry’s profitability is however expected to remain moderate in
the medium term, considering the high competitive intensity and low capacity utilisation levels,
although larger players could benefit from scale economics. As for margins, while they have
seen an improvement in 2009-10, they would remain vulnerable to adverse changes in
commodity prices.
While some States in the northern region have achieved high levels of tractor penetration and
farm mechanisation, on an all-India basis, the penetration remains low, which along with the
current shortage of farm labour and consequently rising labour costs, may be expected to lead
to greater mechanisation and use of tractors. The long-term prospects for the Indian tractor
industry hinge on agricultural growth and Government support in areas such as financing
availability, tax exemptions, and fiscal stimulus for rural development. Overall, ICRA expects the
long-term growth rate for the Indian tractor industry to trend around the historical average of 6-
8%, supported by increasing tractor penetration.
17
2.2 Indian tractor Industry
The indian tractor industry is the largest tractor industry in the
world, accounting for one third of global production. The global
spotlight on tractor manufacturing in terms of unit volume seems
to be swinging away from the U.S. , U.K. , western and eastern
Europe towards india and china.
The Indian tractor industry has around 13 national players and a few regional players. The
industry is dominated by Mahindra and Mahindra (M&M) with a market share of around 41.1%,
followed by Tractors and Farm Equipments TAFE, which holds around 22% of the market. The
other major players include Escorts (12.1%), L&T-John Deere (7.8%), and International Tractors
Limited (8.9%). During the last few years, the industry has seen some consolidation with M&M
acquiring Punjab Tractors (PTL) and TAFE acquiring Eicher Tractors. Most of the tractors sold
in India are in the 21-50 HP range, with the 31-40 HP category alone accounting for around
50% of this.
Market share of major tractor players in india
45
40
35
30
25 TAFE
20
15 L&-JOHN
10 DEERE OTHERS
5
0
M&M ESCORTS INTERNATIONAL
TRACTORS
The long-term prospects of the Indian tractor industry are highly dependent on Government
policies for the agriculture sector. Historically, most tractor sales are done on credit even as
over the last few years financial institutions, facing an increase in their non-performing assets
18
(NPAs), have resorted to some tightening of credit norms. Also, during 2009-10, there has been
a sharp increase in cash purchases, reflecting the rise in disposable incomes in the rural
markets. Most of the tractor financing done by banks comes under priority sector lending, a
directed-lending mechanism of the Government of India.
In terms of volume, India is one of the largest tractor markets in the world, besides China
and the USA. The prospects of the domestic industry are highly linked to monsoon rains, which
remain a key factor in determining agricultural production. Better irrigated States like Punjab
and Haryana have a high tractor density (over 100 per 1,000 hectares), while States like
Rajasthan, Gujarat, Himachal, Tamil Nadu, Maharashtra, Andhra, MP and West Bengal have
low levels of tractor penetration—a pointer to the substantial growth potential that the latter set
offers. On an all-India basis, tractor penetration remains low at around 13 per 1,000 hectares.
Besides being used in farming, tractors find application in activities such as harvesting and
irrigation, land reclamation, drawing water and powering agricultural implements. In addition,
lately, the tractors are also being used for non-agricultural purposes including haulage in
construction and infrastructure projects which has expanded the tractor market. The Indian
tractor market, thus, is expected to grow in future and remain one of the biggest tractor markets
in the world.
Chart 6: Trend in state wise market share
19
Region-wise Market Shares of Various Players
The market shares of the top four players in the Indian tractor industry did not change much
during 2009-10 in comparison with 2008-09. M&M remained the market leader with around
41.1% market share, followed by TAFE with a market share of around 22%, Escorts with around
12.1%, and International Tractors (ITL) with around 8.9.
Chart 7: Movement in Regional Market Shares of Select Players 2009-10 vs. 2008-09 (bps)
M&M remains particularly strong in the southern region (50.4% market share during 2009-
10). However, L&T John Deere (LT-JD) was able to increase its market share in the region by
around 250 bps in 2009-10, mainly at the expense of M&M (market share down by 140 bps)
and Escorts (down by 140 bps). In the western region too, LT-JD performed well in 2009-10,
increasing its market share by 190 bps, even as TAFE lost market share by around 90 bps
there.
In the northern region, where M&M has been traditionally weak, the company increased its
market share by 140 bps during 2009-10, even as ITL and Escorts lost market shares by
around 90 bps and 60 bps respectively, there. In the eastern region, M&M was able to raise its
market share by around 140 bps in 2009-10 at the expense of Escorts and TAFE.
20
CHAPTER-3
MAJOR TRACTOR
PRODUCERS IN
INDIA
1. HISTORY OF TRACTORS
2. MAJOR TRACTOR PLAYERS IN
INDIA
21
3.1 HISTORY OF TRACTORS:
As commercialization of agriculture grew in intensity in the mid to late 1800s the British
Raj and the local legislatures and provinces began investing in agricultural development through
support and establishment agricultural research farms and colleges and large scale irrigation
schemes yet the level of mechanization was low at the time of independence in 1947. The
socialist oriented five year plans of the 1950s and 60s aggressively promoted rural
mechanization via joint ventures and tie-ups between local industrialists and international tractor
manufacturers. Despite this aggressiveness the first three decades after independence local
production of 4-wheel tractors grew slowly. Yet, by the late 1980s tractor production was nearly
140,000 units per year and by the late 1990s with production approaching 270,000 per year,
India over-took the United States as the world's largest producer of four-wheel tractors with over
16 national and 4 multi-national corporations producing tractors today. Despite these impressive
numbers FAO statistics estimate that of total agricultural area in India, less than 50% is under
mechanized land preparation, indicating large opportunities still exist for agricultural
mechanization.
1945 to 1960
War surplus tractors and bulldozers were imported for land reclamation and cultivation in mid
1940's. In 1947 central and state tractor organizations were set up to develop and promote the
supply and use of tractors in agriculture and up to 1960, the demand was met entirely through
imports. There were 8,500 tractors in use in 1951, 20,000 in 1955 and 37,000 by 1960.
1961 to 1970
Local production began in 1961 with five manufacturers producing a total of 880 units per year.
By 1965 this had increased to over 5000 units per year and the total in use had risen to over
52,000. By 1970 annual production had exceeded 20,000 units with over 146,000 units working
in the country.
1971 to 1980
Six new manufacturers were established during this period although three companies (Kirloskar
Tractors, Harsha Tractors and Pittie Tractors) did not survive. Escorts Ltd. began local
manufacture of Ford tractors in 1971 in collaboration with Ford, UK and total production climbed
steadily to 33,000 in 1975 reaching 71,000 by 1980. Credit facilities for farmers continued to
improve and the tractor market expanded rapidly with the total in use passing the half million
mark by 1980.
22
1981 to 1990
A further five manufacturers began production during this period but only one of these survived
in the increasingly competitive market place. Annual production exceeded 75,000 units by 1985
and reached 140,000 in 1990 when the total in use was about 1.2 million. Then India - a net
importer up to the mid-seventies - became an exporter in the 1980s mainly to countries in
Africa.
1991 to 1997
Since 1992, it has not been necessary to obtain an industrial license for tractor manufacture in
India. By 1997 annual production exceeded 255,000 units and the national tractor population
had passed the two million mark. India now emerged as one of the world leaders in wheeled
tractor production.
1997 to 1999
Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo, already well
established in the motor industry, began tractor production in Pune. In April of the same year
New Holland Tractor (India) Ltd launched production of 70 hp tractors with matching equipment.
The company is making a $US 75 million initial investment in a state of the art plant at Greater
Noida in Uttar Pradesh state with an initial capacity of 35000 units per year. Larsen and Toubro
have established a joint venture with John Deere, USA for the manufacture of 35-65 hp tractors
at a plant in Pune, Maharashtra and Greeves Ltd will produce Same tractors under similar
arrangements with Same Deutz-Fahr of Italy. Looking to South American export markets
Mahindra and Mahindra are also developing a joint venture with Case for tractors in the 60-200
hp range. Total annual production was forecast to reach 300,000 during the following year.
1999 to Present
Facing market saturation in the traditional markets of the north west (Punjab, Haryana, eastern
Uttar Pradesh) tractors sales began a slow and slight decline. By 2002 sales went below
200,000. Manufacturers scrambled to push into eastern and southern India markets in an
attempt to reverse the decline, and began exploring the potential for overseas markets. Sales
remained in a slump, and added to the market saturation problems also came increased
problems of "prestige" loan defaults, where farmers who were not financially able took tractors
in moves to increase their families prestige. There are also reported increased misuse of these
loans for buying either lifestyle goods, or for social functions. Government and private banks
have both tightened their lending for this sector adding to the industry and farmers woes. By
2004 a slight up tick in sales once again due to stronger and national and to some extent
international markets. But by 2006 sales once again were down to 216,000 and now in 2007-08
have slid further to just over 200,000.
23
3.2 MAJOR TRACTOR PLAYERS IN INDIA:
Major tractor players in india

1) MAHINDRA & MAHINDRA (M&M)
2) TAFE ( TRACTOR & FARM EQUIPMENTS LTD.)
3) ESCORTS
4) L & T- JOHN DEERE
5) INTERNATIONAL TRACTORS LTD.
1. MAHINDRA & MAHINDRA TRACTORS
M&M's Farm Equipment Sector origins lie in a joint venture in 1963 between the
Company, International Harvester Inc., and Voltas Limited, and was named International
Tractor Company of India (ITCI). In 1977, ITCI merged with M&M and became its
Tractor Division. After M&M's organizational restructuring in 1994, this division was
24
called the Farm Equipment Sector. The Farm Equipment Sector has also ventured into
manufacturing of Industrial Engines. M&M Industrial engines are used for various
applications like generator sets, industrial, construction, marine, compressors, etc.
These engines are manufactured at the Company's engine assembly plants at Kandivli
and Nagpur. M&M has two main tractor manufacturing plants located at Mumbai and
Nagpur in Maharashtra. Apart from these two main manufacturing units, the Farm
Equipment Sector has satellite plants located at Rudrapur in Uttarachal and Jaipur in
Rajasthan. The Farm Equipment Sector as reported by the Company has a dealer
network of over 450 dealers. This dealer network is managed by 28 area offices,
situated in all the major cities and covering all the principal states and M&M tractors has
sold more than 13,00,000 tractors since its inception. M&M's Farm Equipment Sector is
perhaps the largest exporter of Indian tractors to the USA and the west. And in a
reversal to earlier trends of Indian tractor manufactures with joint ventures with western
tractor companies, M&M, in 2004 announced that they had bought majority stake (80%)
in Jiangling Tractor Company, and renamed it Mahindra Jiangling Motor Co Group
(JMCG). This is the first instance of Indian tractor industries participating in India's
reverse FDI. The plant in China reportedly has a production capacity of 12,000 tractors
annually. In March 2007, M&M bought a controlling 43% stake in the Mohali-based
tractor firm Punjab Tractors (Swaraj) that will reportedly increase M&M's share in the
domestic farm equipment market from just over 30% to 40%. The 43% stake includes
29% owned by private equity firm Actis Capital and 14.2% by the Delhi-based Burman
family. In July 2007, Mahindra upped its stake to 64.6%. Currently it has nearly 41.1%
market share & it is market leader.
2. TAFE
25
Tractors and Farm Equipment Limited (TAFE) was established in 1961 to
manufacture and market Massey Ferguson tractors and related farm equipment in India.
AGCO, the owner of Massey Ferguson, now owns 24% of TAFE. Tractors are built and
sold in India under both the TAFE and Massey Ferguson brands, and exported under
both brands as well. In 2005, TAFE bought the Eicher Motors tractor and engine
division.
3. ESCORT TRACTORS
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.
4. L&T-JOHN DEERE
26
In 2000, John Deere set up production in a joint venture with Larsen & Toubro Ltd in
Sanaswadi, in a rural area near Pune, Maharashtra. It was known as L&T John Deere
Private Ltd, and manufactured tractors under the L&T - John Deere name for sale in
India, and under the John Deere name for worldwide sales. In 2005, Deere & Company
acquired nearly all the remaining shares in this joint venture. The new enterprise, is
known as John Deere Equipment Private Limited. The factory currently produces
tractors in of 35, 40, 42, 47, 50, 55 and 70 HP capacities for domestic markets and for
export to the USA, Mexico, Turkey, North and South Africa, and South East Asia. Pune
factory started to produce new 55 to 75 Hp 5003 series tractors for European market in
2008.
5. INTERNATIONAL TRACTORS
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
27
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. CLASS has
opened a new plant in Punjab at Morinda in 2006.
These five major tractor players consistitutes more than 90% of the total tractor market
of india. There are few other players such as:
(a) Balwan Tractors, Force motors Ltd.
(b) Captain Tractors Pvt. Ltd.
(c) New Holland Tractors,
(d) Punjab Tractors Ltd. ( swaraj tractors) etc.
But together the market presence of these tractors are is not more than 10% and there
sale is limited to very few regions in india.
CHAPTER-4
COMPANY
PROFILE &
ITS
PRODUCTS
28
4.1 INTRODUCTION
4.2 TAFE QUALITY
4.3 TAFE CORE VALUES
4.4 TAFE AWARDS
4. COMPANY PROFILE AND PRODUCTS
4.1 Introduction
TAFE is a US$750 million tractor major incorporated in 1960 at Chennai in India, in
collaboration with Massey Ferguson (now owned by AGCO corporation, USA). TAFE acquired
the Eicher tractors business, its engine plant at Alwar and transmissions plant at Parwanoo
through a wholly owned subsidiary “TAFE Motors and Tractors Limited.
A member of the Amalgamations Group of Chennai, this company has four plants involved in
tractor manufacturing at Mandidheep (Bhopal), Kallidaipatti (Madurai), Doddabalbur (Bangalore)
29
and in Chennai. Apart from being among the top five tractor manufacturers in the world, TAFE is
also involved in making diesel engines, gears, panel instruments, engineering plastics, hydraulic
pumps, plantations and passenger car distribution through other divisions and wholly owned
subsidiaries.
TAFE Motors and Tractors Limited has, apart from the tractor manufacturing plant at Mandideep
mentioned above, a Diesel Engine plant at Alwar, Rajasthan producing a range of air cooled
and water cooled diesel engines up to 80 HP with plans are on to increase the product range up
to 125 KVA. The Transmissions Division located at Parwanoo in Himachal Pradesh produces a
range of transmission components both for captive use as well as for sale to OE manufacturers.
TAFE Access Limited is a wholly owned subsidiary of TAFE involved in the manufacture and
marketing of farm implements, trailers and accessories, distribution of passenger cars,
manufacture of hydraulic pumps and panel instruments to discerning customers both in India
and overseas. TAFE’s Engineering Plastics Division produces a range of components for the
consumer electronics, IT, white goods and automotive sector and have the distinction of being
awarded Toyota Quality Award.
TAFE’s Power Source Division produces a range of automotive batteries for both 2-wheeler and
4-wheeler applications for sale through AMCO Batteries Ltd. As well as for sale directly through
a dedicated distribution channel under the brand name of “Speed”.
4.2 TAFE Quality

The quality movement in TAFE has evolved over the years into a way of life. This movement is
not restricted to traditional areas such as manufacturing but is company wide and is aimed at
ensuring we as a corporate entity set the industry benchmarks for the quality of both products
and services. Japanese quality management services such as 5S, Kanban, Kaizen and Six
Sigma find wide application in the company. TAFE pioneered quality circle movement in the
tractor industry and has over fifty quality circles in place.
TAFE is certified by both ISO 9001 and ISO 14001.
30
The focus on Total Quality Management, upgrading Vendor Quality and productivity and
strategic tie-ups with quality management specialists from Japan and change management
exercise spearheaded by the Warwick Management Group has paid rich dividends in terms of
more cost effective operations as well as being acknowleded by customers as manufacturers of
quality products.
Customer Focus
The product development effort at TAFE is strictly customer driven. Through an in-house
process, we make it possible to crystallize the customer’s stated and unstated needs into
products on the basis of continuous interaction with customers at the plant as well as in the field
by our Multi Disciplinary Teams. In the tractor industry, this effort is unique in itself and this flow
of inputs from the field to the product development group has resulted in new products launched
by the tractor group gaining immediate and wide acceptance in the market. Extensive testing
with direct customer involvement both at plant as well as in the field make us refine our products
before they are finally launched.
4.3 TAFE Core Values
Through setting leadership standards in performance and customer care, TAFE has achieved
the distinction of being the first choice of the farmer and a growing presence in the international
market.
CORE VALUES -
Customer satisfaction : We may not be able to wipe the sweat from the customer's brow but
we can certainely put a smile on their face.
31
Quality in products and services : An uncompromising focus on quality not just in products
but in all that we do.
Human resources : We are not just indivisuals doing our respective jobs. We are partners in
progress. Our people matter.
Proactive response to change : We create value by anticipating, preparing and facing

changes in a world where the only thing that is permanent, is change itself.
Environment and society : While serving our company, we don't forget our commitment to
serve our society for everything that it has given us.
Trust & long term relationships with stake holders : We value relationships and we live it,
with our business associates.
Business ethics : Our strong foundation has been ethical practices and open and transparent
operations.
4.4 TAFE Awards

TAFE, first tractor company to be recognized for strong commitment to excel at CII -EXIM
Bank Award for Excellence.
The commendation to Tractors and Farm Equipment Limited (TAFE), for “Strong commitment to
excel on the journey towards excellence”, was announced at the 15th Quality Summit
conducted by the Confederation of Indian Industry (CII) based on an independent assessment
of the organization.
32
4.5 TAFE Social Concern
Eco friendly products & plants
TAFE’s products are engineered to more than meet emission standards. Its plants are lush
bases of greenery that are nurtured with sensitivity and care. All its plants practice rain water
harvesting to ensure water table rejuvenation. In fact its Chennai plant is a bird sanctuary that
attracts many varieties of migrant birds.TAFE is certified under ISO 14001 for its environment
management systems. All our products satisfy current emission norms and work is afoot to
enhance products to conform to US tier 3 norms.
Projects
TAFE partners institutions offering treatment, support and care to people suffering from terminal
illnesses such as cancer. It has been and will continue to be at the forefront of support at times
of natural calamities. It also supports schools near its plants with infrastructural inputs.
J. Rehab Centre
TAFE empowers orthopaedically challenged women living in and around Madurai through its J-
Rehab centre, to be financially independent and respected members of society, which would
have otherwise considered them as liabilities. It provides these women a conducive surrounding
to work in and all the special facilities they need.
33
CHAPTER-5
LEAD
MANAGEMENT
SYSTEM
5.1 INTRODUCTION
5.2 WORKING PROCESS OF LEAD
MANAGEMENT SYSTEM IN TAFE
5.3 DESCRIPTION OF THE PROCESS
LEAD MANAGEMENT
SYSTEM
34
Lead Management is a term used in general business practice to describe methodologies,
systems, and practices designed to generate new potential business clientele, generally
operated through a variety of marketing techniques. Lead management facilitates a business's
connection between its outgoing consumer advertising and the responses to that advertising.
These processes are designed for business-to-business and direct-to-consumer strategies.
Lead management is in many cases a precursor to sales management and customer
relationship management. This critical connectivity facilitates business profitability through the
acquisition of new customers, selling to existing customers, and creating a market brand. This
process has also accurately been referred to as customer acquisition management.
The general principles of lead management create an ordered structure for managing volumes
of business inquiries, frequently termed leads. The process creates an architecture for
organization of data, distributed across the various stages of a sales process, and across a
distributed sales force. With the advent of the Internet and other information systems
technologies, this process has rapidly become technology-centric, as businesses practicing lead
management techniques have shifted much of the prior manual workload to automation
systems, though personal interaction with lead inquiries is still vital to success.
Along with its other related business practices--marketing, brand development, advertising, and
sales--the goal of an effective lead management initiative is to generate new business revenue,
increase visibility, and improve the general attitudes of potential clients and the public at large
for future business development.
A typical outline of a lead management process might follow the following steps:
1. Business engages in a range of advertising media (Lead generation).

2. Recipients of advertising respond, creating a Customer inquiry, or lead.
3. Respondent's information is captured (Inquiry Capture).
4. Captured information is then filtered to determine validity (Inquiry filtering)
5. The filtered leads are then graded and prioritized for potential (Lead grading)
6. Leads are then distributed to marketing and/or sales personnel (Lead distribution).
7. Leads are contacted for prospecting (Sales contact).
8. Contacted and uncontacted leads are entered into personal and automated follow-up
processes (Lead nurturing).
9. End result is a new business sale (Sales result).
While simple in scope, lead (or inquiry) flow process can become complex as clients,
prospective clients, and sales professionals interact. Interactions and subsequent actions create
a variety of potential outcomes, both productive and counter-productive to business
development. This ever-increasing number of scenarios creates functional disconnects, in other
words, critical opportunities to mishandle an inquiry that reduces or destroys its potential value.
Appropriate management of these scenarios is the function of lead management.
5.2 WORKING PROCESS OF LEAD MANAGEMENT

SYSTEM IN TAFE:
35
The Lead Management system in TAFE LTD. Is very important operation for the new sales
generation. This system is launched at all india level which is primary involved the dealerships,
exclusive showrooms, sales points, branch offices, sub-dealerships etc. of the company where
the customer’s Inquiry is maintained. All the Inquiries which are related with the company’s
product are finally registered at regional office following a particular schedule. We can
understand the process of Lead Management system by a flowchart which is given under as:
HOT-PROSPECT ( FROM VILLAGE)
DEALER SALES PERSON ( DSP )
↓ ↓
POCKET DIARY → INQUIRY REGISTER
↓ AT SHOWROOMS/ BRANCH
↓ → ↓
LMR ( LEAD MANAGEMENT REGISTER) AT DEALERSHIP
↓
HP LIST FOR HOT PROSPECT ON EXCEL SHEET
↓ ↓
AO (AREA OFFICE) DAILY BASIS
36
ON EVERY FRIDAY TPMS ( TAFE PROSPECT
MANAGEMENT
SYSTEM) UPDATE
FLOW CHART OF WORKING PROCESS LEAD MANAGEMENT

SYSTEM IN TAFE LTD.
5.3 DISCRIPTION OF THE PROCESS:

Step-1
The inquiries are captured as Hot Prospect in villages which are registered in a pocket diary by
the dealer sales person ( DSP ). The inquiries can also be registered at any showroom in a
inquiry register whenever any customer visit the respective showroom. The same process is
followed at branch offices & sub-dealerships.
Step-2
These inquiries are then transferred in the LMR ( Lead Management Register ) present at every
dealership. All the inquiries are then examine by a specialized person to generate Hot-Prospect
list. Hot-Prospect are those consumers having the probability to buy a tractor within the same
month. This Hot-Prospect list is made in an excel-sheet format.
Step-3
This excel-sheet is than updated in the TPMS ( TAFE- Prospect Management System ) which is
a online software meant to maintain the data regarding customers. This updation takes place
every day at the dealerships. Also on every Friday this excel sheet is transferred to the Area
Office for further actions.
These inquiries are generated through the field activities, through the
DSP’s of that particular area, various tractor fairs organized by the companies at various times
in an year.
The ultimate goal of this Lead Management System is to produce new sales & also to keep that
customer data for the future benefits. So, we can also say that this Lead Management System
is an important expect of Modern marketing activities which are also useful in the CRM
( customer relationship activities ) of the company to maintain the good relations with the
customers.
37
CHAPTER-6
DATA ANALYSIS
AND
INTERPRETATIO
N
6.1 OBJECTIVES OF THE RESEARCH
6.2 DEALERSHIP ANALYSIS ( MARKET
SHARE)
38
6.3 DEALERSHIP ANALYSIS
(IN TERMS OF LEAD
MANAGEMENT SYSTEM)
TITLE OF THE STUDY

“ANALYSING THE WORKING OF LEAD MANAGEMENT
SYSTEM WITH RECOMMENDATIONS FOR EFFECTIVE
IMPLEMENTATION”
6.1 OBJECTIVE OF THE RESEARCH
The project has mainly been given with the following objectives:
• Understanding of a system which are useful in the customer acquisition

management, which also acts as a precursor to sales management and customer
relationship management.
39
• Understanding the working process of the lead management system at various
dealerships, exclusive sales outlets (showrooms), & sales points and assess
its effectiveness by finding its strong & weak points.
SCOPE OF THE STUDY
India is an agricultural economy, having continuous growth with the induction of new
methods and equipments and mechanized farming. Obviously, India has a vast market for
tractors. As a matter of fact, the world tractor market is estimated at about 10 lakhs tractor per
annum, of which Indian market constitutes about one third of the total market, so it is considered
to be the largest in the world. Given this scenario one cannot ignore such a huge Indian tractor
market.
Such a huge tractor market cannot ignore the rapid changes provided by the tractor
companies not only in their rapid advances in design & technology in case of product but also
the rapid changes in the marketing & other practices which are essential to survive in such a
competitive market. Now a days, every tractor company come up with new marketing practices
to generate more & more customers. Because of these reasons the tractor industry is emerging
as the most competitive industry in the automobile sector.
How can present day marketing practices makes the difference in the customer generation
& what role can research and prevalent techniques and methodologies play in improving those
practices this is beneficial to the company as well as to the researchers.
The scope of the study is limited solely to the markets and places visited by the researcher
for the purpose of research; this may hence not be a total reflection of the coverage, The study
has limited exposure to the market due to time, mobility and budget constraints.
REFERENCE PERIOD
The study is conducted for the period of 45 days starting from 15 May 2009 to 30 June
2009.
SOURCES OF DATA
The Research is based upon the following:
40
1. PRIMARY
DATA:
The researcher collected primary data during the course of the research period with the
help of Observing & interviewing the current working status of those who are engaged in the
maintenance of Lead Management System.
2. SECONDARY
DATA:
Secondary data were drawn from the Brochures, ad campaigns, books, articles, relevant
literature, internet and previous research papers that have been conducted by the company
Representatives & the officials.
RESEARCH DESIGN
A Research design specifies the methods and procedures for conducting a particular study.
It is a map (or) blue print to which the research is to be conducted.
The research design will give a clear cut idea of the procedure to be followed for the
completion of the project. The research has been carried out with certain focused objectives
which need to be fulfilled after the completion of the study. The completion of these objectives
will throw some light on the problem. The problem at hand is to Analyse the current Lead
Management system & find out the existing problems facing by the company which are acting
as the barriers in the proper implementation of this System with rectifying solutions.
EXPLORATORY research design has been considered as a suitable methodology for
present study and for data analysis.
SAMPLING DESIGN
A sample design is a definite plan for obtaining a sample for a given population. It refers to a
technique or procedure adopted in selecting items for the sample. In the study the Company
allotted us clusters in the form of various towns.
The design that has been adopted for the study of the given topic is CONVENIENCE
SAMPLING & JUDGEMENTAL SAMPLING which is a non-probability sampling method. The
convenience factors were the availability and approachability of the respondents.
41
POPULATION
POPULATION UNDER SURVEY:
All types of outlets which are directly related with the companies Lead Management
System in urban and rural market. The outlets have been classified into various
categories as follows:
 Dealerships of the company

 Sub-dealerships of the company
 Exclusive showrooms-cum-branch outlets
 Sales points.
EXPERT’S SURVEY:
All the persons those are engaged in maintaining & performing on the Lead
Management System at visited places in Urban & Rural areas.
PLACES OF STUDY
The Researchers had to select the outlets of their convenience. The Researchers went
to the places and surveyed all the considered points that could possibly be approached.
The study was conducted at the outlets in the following areas.
 CHOMU.
 DAUSA.
 GANGAPUR CITY.
 HINDAUN.
 JAIPUR RURAL.
 JAIPUR URBAN.
 KAROLI.
 KOTPUTLI.
42
 SANGANER.
 SAWAIMADHOPUR.
SAMPLE SIZE
A total of 10 places were visited as given above, which could be further divided as:
(a) Total no. of dealerships = 2
(b) Total no. of exclusive showrooms cum sub-dealerships = 5
(c) Total no. of sales points = 10
(d) Total no. of sales persons= 18
ANALYSIS TECHNIQUES
Quantitative analysis is performed using the data collected at each outlet.The data
analysis is to be done using statistical tools and techniques. The result is to be critically
analyzed and every aspect of the objectives to be dealt with great detail. The findings are to be
reported with the help of suitable graphs and diagrams where ever required. Various statistical
tests are used to check hypothesis. The comparative analytical findings are to be reported for
most aspects of the objective.
TOOLS OF ANALYSIS
Statistical tools and techniques used are as follows:
 Column Graphs.
LIMITATIONS OF THE RESEARCH
43
Every study has some or the other limitation associated with it .The limitations of the
research were as follows:
1. As the nature of research was exploratory so it was difficult to cover each and every outlet.
2. Few experts don’t express their original perception and views because of biasness.
3. Lack of proper experience on the part of the researcher in conducting such studies in the
past.
4. Time was the major constraint as 45 days were not enough to cover all the outlets.
5. Some of the experts were not comfortable in giving fair feedback for the company.
6. Sales persons were not willing to respond, some are contacted through phones.
44
6.2 DEALERSHIP ANALYSIS (MARKET SHARE)
(A) GANGAPUR CITY DEALERSHIP
INDUSRTY OF APRIL MONTH
TOTAL TRACTORS SOLD IN THE REGION = 178
TOTAL TRACTORS OF TAFE SOLD IN THE SAME REGION IN

THE SAME TIME = 107
 Gangapur city dealership constitutes sawaimadhopur and karoli.
 Total industry of sawaimadhopur in April = 85
 Total tractors of TAFE sold in April = 45
 Total industry of karoli in April = 93
MARKET SHARE OF TAFE FOR APRIL MONTH
45
INFERENCES:
1. The market share of TAFE in the gangapur city is around 60.11%. which is highest in
comparison to other competitive tractor organizations.
2. In Gangapur city, sawaimadhopur district holds around 25.28% of market share.
3. On the other hand karoli district holds around 34.83% of market share.
GANGAPUR CITY DEALERSHIP
INDUSRTY OF MAY MONTH

THE SAME TIME = 107
46
 Total industry of sawaimadhopur in May = 94
 Total tractors of TAFE sold in May = 56
 Total industry of karoli in May = 77
MARKET SHARE OF TAFE FOR MAY MONTH
INFERENCES:
47
GANGAPUR CITY DEALERSHIP
INDUSRTY OF JUNE MONTH

THE SAME TIME = 140
 Total industry of Sawaimadhopur in June = 89
 Total tractors of TAFE sold in June = 66
 Total industry of karoli in June = 106
MARKET SHARE OF TAFE FOR JUNE MONTH
48
INFERENCES:
(B) JAIPUR DEALERSHIP
THE SAME TIME = 117
49
 Jaipur dealership constitutes 11 clusters in this region for example: Chomu,
Sanganer, Dudu, Phagi, Bagru, Tonk, Chaksu, etc.
 Market share of other Tractor Brands = 80
MARKET SHARE OF TAFE FOR april MONTH
INFERENCES:
1. The market share of TAFE in the Jaipur region is around 59.39%. which is highest in
2. In Jaipur region, Chomu, Sanganer & bagru are the strong market for TAFE in
comparison to other remaining clusters of TAFE & holds major share.
50
JAIPUR DEALERSHIP
THE SAME TIME = 111

51
INFERENCES:
2. In may month the percentage share of TAFE has decline along with the total industry of
that month.
JAIPUR DEALERSHIP
THE SAME TIME = 123

MARKET SHARE OF TAFE FOR june MONTH
52
INFERENCES:
2. In may month the percentage share of TAFE has increased along with the total industry
of that month in the expectation of good mansoon.
(C) KOTPUTLI BRANCH OFFICE
53
THE SAME TIME = 10
 Kotputli branch office constitutes Pawta and Kotputli local.
 Total industry of Kotputli in April = 40
INFERENCES:
1. The market share of TAFE in the Kotputli is around 25%. which is the second highest in
2. In kotputli region the other dominant players are M & M and escorts.
54
KOTPUTLI BRANCH OFFICE
THE SAME TIME = 12
 Total industry of Kotputli in May = 38
MARKET SHARE OF TAFE FOR may MONTH
55
INFERENCES:
1. The market share of TAFE in the Kotputli is around 31.57%. which is the second highest
in comparison to other competitive tractor organizations.
2. In kotputli region the other dominant players are M & M and escorts both has increased
the discount amount to reduce the TAFE’s Market share.
56
THE SAME TIME = 17
 Total industry of Kotputli in June = 45
MARKET SHARE OF TAFE FOR JUNE MONTH
INFERENCES:
57
1. The market share of TAFE in the Kotputli is around 37.77%. which is the second highest
in comparison to other competitive tractor organizations.
2. In kotputli region in June TAFE has also increased the discount amount to counteract
the competitors policy, the other dominant players are M & M and escorts both has
increased the discount amount to reduce the TAFE’s Market share.
DAUSA BRANCH OFFICE
THE SAME TIME = 20
 Dausa branch constitutes of Senthal and Lalsot.
 Total industry of dausa in April = 29
58
INFERENCES:
1. The market share of TAFE in the Dausa is around 68.96%. which is highest in
2. The sale of tractors in this region is significantly hampered in april due to lack of rain
and other natural factors
DAUSA BRANCH OFFICE

59
THE SAME TIME = 65
 Total industry of dausa in May = 84
INFERENCES:
2. The sale of tractors in this region is significantly increased in comparison to April month.
60
DAUSA BRANCH OFFICE
THE SAME TIME = 73
 Total industry of dausa in June = 89
MARKET SHARE OF TAFE FOR june MONTH
61
INFERENCES:
2. The sale of tractors in this region is slihgtly increased in comparison to may month
because in the expectation of better rain.
6.3 DEALERSHIP ANALYSIS( IN TERMS OF LEAD

MANAGEMENT
SYSTEM)
62
GANGAPUR CITY DEALERSHIP:
Inquiries generated in April = 152
Inquiries registered at dealership = 145
Gangapur City Dealership constitutes of Sawaimadhopur, karoli, hindaun, &

Gangapur city itself.
 No. of Hot Prospect in April = 131
 No. of TAFE tractors sold in April = 107
 Industry for the month = 178
 Coverage Ratio = Total Opening Hot Prospect (OH)%
Industry ( I )
= 131/178 = 0.7359 = 73.59%
 Conversion Ratio= Delivery (D) %

Total Hot Prospect (OH)
= 107/131 = 0.8167 = 81.67%
Registration efficacy in April month = 145/152 = 0.9539=
95.39%
63
Inquiries generated in May = 159

 No. of Hot Prospect in May = 137
 No. of TAFE tractors sold in May = 107
Industry ( I )
= 137/171 = 0.8011 = 80.11%
 Conversion Ratio = Delivery (D) %

64
= 107/137 = 0.7810 =
78.10%
Registration efficacy in May month = 152/159 = 0.9681=

95.59%
Inquiries generated in June = 172

 No. of Hot Prospect in June = 158
 No. of TAFE tractors sold in June = 140
65
Industry ( I )
= 158/195 = 0.81 = 81%

= 140/158 = 0.8860 =
88.60%
Registration efficacy in June month = 163/172 = 0.9476=

94.76%
JAIPUR CITY DEALERSHIP:

66
Jaipur City Dealership constitutes of Sanganer, chomu, & Jaipur city itself.
Industry ( I )
= 155/197 = 0.7868 = 78.68%

= 117/155 = 0.7548 =
75.48%
Registration efficacy in April month = 166/178 = 0.9325=

93.25%
67
JAIPUR CITY DEALERSHIP
Industry ( I )
= 148/189 = 0.7830 = 78.30%
68
= 111/148 = 0.75 =
75.00%
Registration efficacy in May month = 158/165 = 0.9575=

95.75%
JAIPUR CITY DEALERSHIP
69
Industry ( I )
= 152/207 = 0.7342 = 73.42%

= 123/152 = 0.8092 =
80.92%

97.10%
DAUSA DEALERSHIP
70
Dausa Dealership constitutes of Senthal, Lalsot, & Dausa itself.
Industry ( I )
= 28/29 = 0.9655 = 96.55%

=20/28 = 0.7142 =
71.42%
Registration efficacy in April month = 30/35 = 0.8571= 85.71%
71
DAUSA DEALERSHIP
Industry ( I )
72
= 69/84 = 0.8214 = 82.14%

= 65/69 = 0.9420 = 94.2%
Registration efficacy in May month = 72/75 = 0.96= 96%
DAUSA DEALERSHIP
73
Industry ( I )
= 75/89 = 0.8426 = 84.26%

= 73/75 = 0.9733 =
97.33%
Registration efficacy in June month =78/82 = 0.9512= 95.12%
74
Kotputli Branch Office constitutes of Pawta & Kotputli local.
Industry ( I )
= 16/40 = 0.40 = 40%

= 10/16= 0.625 =
62.5%
Registration efficacy in April month = 19/23 = 0.8260= 82.60%
75
Industry ( I )
= 15/38 = 0.3947 = 39.47%

= 12/15= 0.80 =
80.00%
Registration efficacy in May month = 17/19 = 0.8947= 89.47%
76
Inquiries registered at June = 29
Industry ( I )
77
= 25/45 = 0.5556 = 55.56%

= 17/25 = 0.68 = 68%

90.625%
TABULATED PRESENTATION OF DATA ANALYSIS:
PLAC MONT MARKET CONVERSIO COVERAGE REGISTRATION

E H SHARE % N RATIO % RATIO % EFFICIENCY %
APRIL 60. 81. 73.5 95.39
GANGAP 11 67 9
UR MAY 62. 78. 80.1 95.59
57 10 1
JUNE 71. 88. 81.0 94.76
79 60 0
APRIL 59. 75. 78.6 93.25
JAIPUR 39 48 8
78
MAY 58. 75. 78.3 95.75
73 00 0
JUNE 59. 80. 73.4 97.10

42 92 2
APRIL 68. 71. 96.5 85.71
DAUSA 96 42 5
MAY 77. 94. 82.1 96.00
38 20 4
JUNE 82. 97. 84.2 95.12
02 33 6
APRIL 25. 62. 40.0 82.60

KOTPUT 00 50 0
LI MAY 31. 80. 39.4 89.47
57 00 7
JUNE 37. 68. 55.5 90.62
77 00 6 5
MAJOR FINDINGS:
1. The Registration efficiency has the direct impact on the market share, conversion ratio,
& coverage ratio.
2. Whenever the registration efficiency is higher it has a positive impact on the market
share, conversion ratio & coverage ratio.
3. Region wise Kotputli needs more focus towards registration efficiency.
4. Company should take appropriate actions so that registration efficiency can be
increased to register all the inquiries at the dealerships & regional offices.
CHAPTER-7
FINDINGS,
79
RECOMMENDATION
S,
& CONCLUSION
7.1 FINDINGS
After close study of the present efficiency of Lead Management System prevailing in
the 10 Places assigned to us, following are the observations:
WORKING OF LMS:
1. Unawareness about the terminologies of the system : During the course
of the study it was found that at the some places the person who is working
80
on the lead management system was not fully aware about the terminologies
used in the system.
2. Inquiries Registration efficiency : It was also found that not all the inquiries
are registered at the dealerships & regional offices as the percentage was
96% & 94% for Gangapur and Jaipur respectively.
3. System Uniformity : It was also found that there were some places where
only a rough copy was maintained for registering the inquiries instead of
using proper register.
4. Cause- effect relationship : It was found that the reasons of sales-lost were
not properly placed in LMR register.
5. Follow-up : Also it was found that there was proper follow up by the sales
team of respective clusters.
6. Dairies maintenance : It was observed that the diaries of sales persons
were properly maintained.
TAFE PRODUCT:
1. Market Dominance : Through the study it was found that the percentage market
share of TAFE tractor is maximum in the visited areas.
2. One-brand preference : It was found that TAFE ( especially MF 1035 DI ) is the
most favoured brand and is sold most.
3. Market share : It was also found that TAFE has almost 60-65% market share in
the visited areas.
4. Competition : It was also found that Mahindra & Mahindra (M&M) and escorts
are emerging as major competitors for TAFE.
7.2 RECOMMENDATIONS:
1. Inter-organizational communication : There should be regular interaction with
the Dealers, Sub-Dealers, Branch Offices, Sales points and Sales persons so, as
to take closer look of each and every case.
2. Uniform system : The organization should focus on the implementation of
uniform system at national level because the success of any kind of system
depends upon the uniformity in the system.
81
3. Registration efficiency : The DSP’s ( District sales persons ) were found very
competent but they also need some kind of motivation so, they can give the
100% accurate information of ground realities without any fear.
4. Training needs : All the person those are working on the lead management
system (TPMS)should be well known about the system. To ensure this thing,
company can provide a short term training for them.
5. Cause-effect relationship establishment : The reasons for sales lost should be
mentioned properly in Lead management register, so that company can take
appropriate actions to counteract these kind of situations in future.
6. 100% lead generation : Although the percentage of registered inquiries at the
dealerships are pretty fair but still it can improve so that all inquiries are
registered in the lead management system.
7. Regular inspection : There should be a regular check up of all the diaries and
registers by the managers of the organization to ensure that the system is
working properly without any obstacles.
8. Expert need : There should be a permanent expert at the regional office who
should be responsible for checking and examining the current status of Lead
management system.
7.3 CONCLUSION:
TAFE has the necessary strengths to succeed and outsmart the competition in the
tractor industry in India. It is present across all the market segments, has a vast
distribution network, and is financially sound. So, the major challenge for TAFE is to
exploit its current strengths and channelizing them in the right direction as discussed in
the recommended plan of action.
82
My project with TAFE gave me the true knowledge about the Lead Management
System which plays a vital role in customer acquisition & customer retention by using
the database of customers which can also referred as customer relationship
management.
The major things which I found in my whole project, are as follows:

1. The TAFE has a wide market coverage & has good strong relationship with its
Customers.
2. The Lead Management System of TAFE needs to improve, such as:
(a) it should be uniform at the national level,
(b) The people working on TPMS needs training to clarify the terminologies of
the system,
(c) If the company successfully implement the system, the company will
definitely gain some extra market share ( registering all the inquiries at
dealerships & regional offices ).
CHAPTER-8
83
SWOT
ANALYSIS
SWOT Analysis
84
Strengths Weakness
Business strengths are its resources and The absence of certain strengths may be
capabilities that can be used as a basis viewed as a weakness. For example, each
for developing a competitive-advantage. of the following may be considered
Examples of such strengths include: weaknesses:
1. Patents 1. Unskilled lower level work force.

2. Strong brand names. 2. Less command in agricultural states
3. Good reputation among like Punjab and U.P., in comparison
customers. to other companies like M&M and
4. Cost advantages from proprietary Escort,
know- how. 3. No tailor made training for lower
5. Quality focus through highly strong level work force,
R & D base. 4. Non-uniformity in system.
6. Favorable access to distribution
network.
7. Wide manufacturing base.
8. Collaboration with best
organizations.
85
Opportunity Threats
The external environmental analysis may Changes in the external environmental

reveal certain new opportunities for profit also may present threats to the firm. Some
and growth. Some examples of such examples of such threats include:
opportunities include:
1. Fuel shortage.
1. De-fragmentation and nuclear 2. Conformance to European norms
families, on:
2. Irrigation facilities,  Safety and ergonomics,
3. Improvement in standard of living,  Noise,
4. Cheap credit,  Emission,
5. Rise in MSP (Minimum Support  Electronics,
Price), 3. Bottlenecks in form of testing and
6. Other income – poultry, dairy, certification facilities in India,
livestock, infrastructure 4. Enhancement of farm machinery
Projects, technology,
7. Improved features and quality of 5. Competition from Low cost Chinese
products, products,
8. Economic growth, 6. Market presence or sale of second
9. Growing domestic & international hand used tractors.
market,
10. Product diversification,
86
CHAPTER-9
LITERATURE REVIEW
87
LITERATURE REVIEW
LEAD MANAGEMENT AS A INTEGRAL PART OF CUSTOMER

ACQUISITION MANAGEMENT FOR C.R.M.:
Every sales lead, if rightly tracked and nurtured, can be a revenue generating
opportunity. However, one must have the right process and tools in place to make sure
these are properly guided towards the most likely result of sales planning. For this
reason, businesses consider Lead management as one of the important activities in their
organization-wide sales & marketing process.
WHAT ARE LEADS?
Leads are considered as raw details of company, person or business opportunity. These are
unqualified sales opportunities gathered at various situations, viz. trade shows, seminars,
advertisements, purchases from external sources and other marketing campaigns for the
purpose of sales.
WHAT IS LEAD MANAGEMENT?
Lead management is an important business process that combines tools with techniques to
enable effective leads generation, management and tracking of new sales opportunities. In
TAFE lead management is a powerful solution to automate and enhance the most inconsistent,
disorganized and error-prone processes involved in acquiring and tracking leads through their
entire life-cycle.
The different stages in TAFE lead management process are:
• Lead Generation
• Lead Allocation or Distribution
• Lead Qualification
• Lead Conversion
88
LEAD GENERATION:
Lead generation refers to the capturing of consumers interest towards products or services,
who may be interested in a purchase. These sales leads are captured through various sources,
viz., campaigns, exhibitions, referrals, phone calls, branding, etc. TPMS provides different
methods to generate leads: Form Filling, Quick Create, Importing, Web Forms and Developer
API.
89
LEAD ASSIGNMENT OR DISTRIBUTION:
Manually assigning new leads to specific individual (owner) can be tedious. TPMS allows to
create a workflow rule to assign new leads to sales persons based on specific criteria, such as
geographic region, activity, etc.
90
LEAD CONVERSION:
Once there is scope for business opportunity through further negotiations or follow-ups, a Lead
is transformed to Account, Contact and business opportunity. At this point, lead management
process is complete and there is no reverting to Lead process.
WHAT DO TAFE GAIN FROM LEAD MANAGEMENT (TPMS)?
Across all industry sectors, marketing campaigns and brand promotion activities are the initial
steps to finding and attracting new customers. However, you must effectively nurture the leads
until they grow up to prospective buyers. TAFE lead management process (TPMS) provides the
necessary tools and techniques in acquiring and tracking leads through the entire life cycle.
TAFE’s BENEFITS:
• Manage a 360 degree view of the leads' life cycle (from creating leads to converting
them into business opportunities)
• Capture leads online using Web-to-lead form and manage effectively in TPMS.
• Import leads from external sources, such as Web downloads, trade shows, seminars,
direct mail, and other types of campaigns
• Facilitate faster sales Lead Distribution through the lead assignment rules
• Qualify leads to next stage based on the information captured in lead details
• Customize lead management process (B2B and B2C business scenarios) as per your
organization sales process
• Standard reports and dashboards bundled for a fast learning curve
• Export leads data to spreadsheet software for further data analysis
91
BIBLIOGRAPHIES
1. Kothari C.R. Research Methodology, New Delhi

Vikas publishing House Pvt. Ltd.
2. Jain, Ramesh C., 'The Tractor Industry in India Ã¢â‚¬â€œ Present and
Future', http://www.unapcaem.org/Activities%20Files/A0611/P-in.pdf. Last
accessed on March 9, 2010.
3. Crisil Research, 2010, 'Tractors Update', Feb. 2010,
http://www.crisil.com/research/research-industry-information-report-
tractors-contents.pdf. Last accessed on May 15, 2010.
4. TAFE Website, http://www.tafe.com. Last accessed on May 23, 2010.
5. Hamermesh, Richard G., 'Note on Implementing Strategy', Harvard
Business School Note 383-015.
6. Christensen, Clayton M., and Tara Donovan, 'The Process of Strategy
Development and Implementation
7. Web sites:
A. www.tafe.com
B. www.tafechannel.com
C. Google search: (www.google.com)
D. Wikipedia search: (www.wikipedia.com)
E. Yahoo search: (www.yahoo.com)
F. www.scribd.com
G. www.icra.in
92

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A PROJECT REPORT

ANALYSING THE WORKING OF LEAD MANAGEMENT

SUBMITTED FOR PARTIAL

Certified that this project report entitled “ ANALYSING

I hereby declare that this project entitled “ANALYSING

S.NO CONTENTS PAGE NO

2.1 TRACTOR INDUSTRY: AN OVERVIEW

4. PROFILE OF THE ORGANISATION 26-30

5. LEAD MANAGEMENT SYSTEM 31-34

7. FINDINGS, CONCLUSION AND 66-69

8. SWOT ANALYSIS 70-72

9. LITRETURE REVIEW 73-77

The title of the study is “ ANALYSING THE WORKING OF LEAD MANAGEMENT

1. TRACTOR INDUSTRY: AN OVERVIEW

Chart-1 Annual Trends in Tractor Sales Volumes

Chart 3: Trends in Profitability Margins of Select Players

Industry Trends by Region

Chart 4: Trend in Tractor Sales across regions

Chart 5: Trend in Tractor sales across States

Industry Trends by Tractor Horse Power (HP)

Some Long-Term Demand Drivers for the Industry

1. Low penetration of tractors in Indian agriculture: Indian agriculture is characterised

Market share of major tractor players in india

Chart 6: Trend in state wise market share

Major tractor players in india

2) TAFE ( TRACTOR & FARM EQUIPMENTS LTD.)

4) L & T- JOHN DEERE

5) INTERNATIONAL TRACTORS LTD.

1. MAHINDRA & MAHINDRA TRACTORS

(a) Balwan Tractors, Force motors Ltd.

(b) Captain Tractors Pvt. Ltd.

(c) New Holland Tractors,

(d) Punjab Tractors Ltd. ( swaraj tractors) etc.

4. COMPANY PROFILE AND PRODUCTS

4.2 TAFE Quality

TAFE is certified by both ISO 9001 and ISO 14001.

4.3 TAFE Core Values

Proactive response to change : We create value by anticipating, preparing and facing

4.4 TAFE Awards

1. Business engages in a range of advertising media (Lead generation).

5.2 WORKING PROCESS OF LEAD MANAGEMENT

HOT-PROSPECT ( FROM VILLAGE)

DEALER SALES PERSON ( DSP )

FLOW CHART OF WORKING PROCESS LEAD MANAGEMENT

5.3 DISCRIPTION OF THE PROCESS:

TITLE OF THE STUDY

6.1 OBJECTIVE OF THE RESEARCH

• Understanding of a system which are useful in the customer acquisition

SCOPE OF THE STUDY

POPULATION UNDER SURVEY:

 Dealerships of the company

(a) Total no. of dealerships = 2

(b) Total no. of exclusive showrooms cum sub-dealerships = 5

(c) Total no. of sales points = 10

(d) Total no. of sales persons= 18

Statistical tools and techniques used are as follows:

LIMITATIONS OF THE RESEARCH

(A) GANGAPUR CITY DEALERSHIP

INDUSRTY OF APRIL MONTH

TOTAL TRACTORS SOLD IN THE REGION = 178

TOTAL TRACTORS OF TAFE SOLD IN THE SAME REGION IN

 Gangapur city dealership constitutes sawaimadhopur and karoli.

 Total industry of sawaimadhopur in April = 85