PROJECT REPORT ON CUSTOMER PERCEPTION TOWARDS MAHINDRA TRACTOR PRODUCT

Submitted By Gurpreet Kaur Roll no. 737 MBA (IC) 3rd

UNIVERSITY SCHOOL OF BUSSINESS STUDIES. TALWANDI SABO (BATHINDA)

COMPANY PROFILE (MAHINDRA & MAHINDRA)

The company took birth just before Indian independence therefore it has been deeply impacted by the transformation the Indian industrial environment has taken after independence.The development of Mahindra and Mahindra has been described in three phases: First phase (from birth to pre 'License Raj' era) Second phase (the 'License Raj') Third phase (Post 'License Raj' till today)The post license Raj period has been a boom for M&M. Despite challenges from inside and outside environment, M&M has overcome its weakness and leveraged its competency with innovation in its business processes. Now we can see M&M as one of the top 10 business houses in India and among top 200 in the world.FoundersMr. J.C. & K.C. Mahindra, the founders of the Mahindra Group, had the same ambition: to prove to themselves and the world that Indians were capable of being the best at whatever they chose to do. Accordingly, they gave up their professional careers at TISCO and Martin Burn respectively, and risked becoming entrepreneurs by setting up their own company: Mahindra & Mahindra.It was under their inspiring leadership that Mahindra & Mahindra made the first indigenous Jeep in the country in 1949. Their innovative spirit also showed during the days when the Company was the leading importer of steel in the country. J.C. & K.C. Mahindra had to persuade the Indian Government to buy French rails for the fledgling Indian Railways because they felt that the British specifications were obsolete and not the best suited. To convince government officials of the superiority of the French product, they laid down a short length of rail line with French rails and invited the government authorities for a ride. During the journey, chilled champagne was served in glasses filled to the brim. Legend has it that the train raced along, but not a single drop of champagne was spilled, so smooth were the French rails. Needless to say, they made their point.Interestingly, J.C. & K.C. Mahindra believed in globalization decades before it had become a buzzword. Even in the fifties, the Company had British and German engineers on its rolls, and international tie-ups with Mitsubishi, Willys, Perrine and Chrysler. Every venture they set up delivered satisfactory financial results and their company, Mahindra & Mahindra, has grown into one of India's largest corporate groups. Even today the Group is driven by the same vision that drove them then. BOARD OF DIRECTORS The Group Management Board comprises the Vice Chairman & Managing Director, Presidents of the Business Sectors as well as heads of certain key corporate functions. The Board provides strategic direction and enterprise leadership, facilitates synergistic and symbiotic relationships and creates a shared vision and value-system, across the various Business Units and Companies that make up the Mahindra Group. The membership of the Group Management Board is as follows:

Anand G. Mahindra Vice Chairman & Managing Director Bharat Doshi Executive Director & Group Chief Financial Officer (Group CFO)

A.K. Nanda Executive Director

Mr. Anjanikumar ChoudhariPresident - Farm Equipment Sector and Member of the Group Management Board

Rajeev Dubey President (HR, After-Market & Corporate Services) Board & Member of the Group Management Board

Dr. Pawan Goenka President (Automotive Sector) and Member of the Group Management Board

Hemant Luthra President Systech Sector and Member of the Group Management Board

Mr. Raghu Murti President - Trade, Retail and Logistics Sector and Member of the Group Management Board Mr. Ulhas N. YargopPresident - ITS Sector and Member of the Group Management Board ORIGIN OF THE COMPANYThe emergence of Mahindra was entirely a post war phenomenon. The scions of a landholding Khatri family of Ludhiana in Punjab, Kailash Chandra Mahindra and his brother Jagdish Chandra Mahindra, after completing their education, worked for some time with two large steel houses. In 1930, however, they left the corporate world to join high positions in the government. As war was coming close, they also started to think more openly and decided t launch their own company which would be one of the helping hand to develop the new India. They believed in the Nehruvian visionwith an infusion of engineering education and technology, Indians could be second to none.On October 2nd, 1945, with that vision in their mind, Mahindra brothers set up a company in Ludhiana as Mahindra & Mohammed in partnership with a close friend Ghulam Mohammed. Company was engaged in import of steel, although it also promoted and acted as managing agents of Machinery Manufacturer Organization (MMC) registered in Bombay in 1946. A large part of the share capital to MMC was provided by Rana of Nepal with whom Mahindra brothers had established close contacts.In August 1946, after getting independence from British rule, the wave of partition disrupted the plans of brothers. Ghulam Muhammad migrated to Pakistan after breaking up the partnership. Only two brothers held the ownership and the name of the company changed to 'Mahindra and Mahindra'.Evolving to become an automobile manufacturerInvention of the 'Jeep'The first jeep prototype was built for the United States Army Quartermaster Corps (QMC) by American Bantam in Butler, Pennsylvania, followed by two other competing prototypes produced by the Ford Motor Company and Willys-Overland.Production of the Willys MB began in 1941 with 359,851 units were produced before production stopped at the conclusion of World War II. The origin of the name "Jeep" has been debated for many years. Some people believe "Jeep" is a phonetic pronunciation of the abbreviation GP, from "General Purpose", that was used as part of the official Army nomenclature. The first documented use of the word "Jeep" was as the name of a character in the Popeye cartoon, known for his supernatural abilities (e.g., to walk up walls). It was also the name of a small tractor made by Modine before WW2.Whatever the source, the name stuck and, after the war, Willys filed a trademark claim for the name.After war, Willys struggled to find a market for the unusual vehicle, and made an effort to sell it as an alternative to the farm tractor. Tractors were in short supply having been out of production during the war. Despite this, sales of the "agri-Jeep" never took off, mainly because it was too light to provide adequate draft.However, the CJ-2A was among the first vehicles of any kind to be equipped with four wheel drive from the factory. It gained popularity among farmers, ranchers, hunters, and others who needed a lightweight vehicle for use on unimproved roads and trails. In 1946, a year after the introduction of the CJ-2A, Willys produced the Willys "Jeep" Utility Wagon based on the same engine and transmission, with clear styling influence from the CJ-2A Jeep. The next year came a "Jeep" Utility Truck with four wheel drive. In 1948, the Wagon was available in four wheel drive, making it the ancestor of all Sport Utility Vehicles.Jeep - Indian ConnectionThe term Multi-Utility Vehicles owes its origin to the 'General Purpose vehicles' used by American armies during the World War II. The Willy's Jeep was India's first Multi-Utility Vehicle was launched by Mahindra and Mahindra in 1944 as a franchisee.Mahindra brothers saw the opportunity at that time. Good infrastructure for transportation was limited to only metros and majority of areas were served by Kutcha roads (makeshift, somewhere made of sand, bricks and dust). This was a big challenge in front of government as well as the industrialists to reach into smaller towns and cities. It was the invention General Purpose Vehicles by Willys to be used by American Armies during World War II, which gave the solution. These vehicles were also seen as alternative to farm tractors which proved its efficiency. Multi-Utility Vehicles are now seen as ideal for the rural roads, and are highly favored in hilly regions of the country where the terrains tend to be on the rougher side.

INDIAN INDUSTRIAL ENVIRONMENT (Post 1947)After independence, there were many problems facing the Indian government. Poverty, education and unemployment were result of poor and absence of systematic and coordinated industrial growth and inequality in wealth distribution.Industrial Policy ResolutionIt was the first major step taken by the Indian government for setting directions for the industrial development of the nation. Government adopted socialistic pattern of governing and held control of the basic industries. Automobiles were treated as a luxury product and therefore Mahindra and Mahindra business survived as one of the three automobile makers in the country.License Raj (Second Phase for development of Mahindra Empire)This marks the period between 1960 and 1980 of the industrial development which was governed by the Permit raj or commonly known License Raj. Government controls and scarcity of economic development lead to death of innovation in Mahindra business.The License Raj was a result of government's decision to have a planned economy where all aspects of the economy are controlled by the state and licenses are given to a select few. The main purpose of the policy was to make sure that industrialFor existing players, several restrictions were imposed like regulation of number of units to be manufactured and price of selling. It also restricted companies to develop and expand. Mahindra and Mahindra was changed dramatically due to enforcement of some of these restrictions. For example, applications for licenses to make scooters and passenger cars were all turned down following some regulatory objections raised by the government. In another case, Mahindra & Mahindra like many Indian companies was forced to expand into other businesses, which lead to the creation of a tractor division in 1982 and a tech division (which is now Tech Mahindra) in 1986.

Post License Raj (Third Phase)After the liberalization in 1991, India's overall automobile Industry grew in leaps and bounds. With the growth in the Indian economy, big international car manufacturers like General Motors, Ford, Toyota, Honda, Hyundai, Rolls Royce, Bentley and Maybach have entered the Indian market.Due to opening of the economy and entry of foreign companies, the early '90s was a period of turmoil at M&M. Company ran into troubles due to international competition. The company had to deal with more than one takeover attempt and a major recession and violent labor unrest. Adding to the situation was the fact that the country's auto sector was opened up to global manufacturers. This looked as the decline of the industry as most expected that Indian companies would have to sell out or wind up. That was the environment in which Anand Mahindra, a Harward graduate was appointed as deputy managing director of M&M.Under the leadership of Anand Mahindra, M&M kicked off the business process re-engineering (BPR) initiative that sought to transform the entire companyfrom manufacturing to marketing to research. Massive changes were initiated. Many of these did not go down well with unions and led to major unrest. It was a make or break for the company. But eventually, the BPR worked. Now, it is viewed as a watershed event.A few years later, the BPR exercise led to a surprise outcomethe Scorpio. BPR was implemented in product development and a 13-seater new vehicle project was initiated. But as the development team followed the new business processes and started talking to customers, they stumbled upon the market need for a sports utility vehicle. Another example of managerial innovation was Mahindra Finance. At a dealer meet, Bharat Doshi, now the executive director finance and corporate affairs, felt the need for a lending outfit for the company. His proposal to start a finance company was cleared. Mahindra Finance, formed in 1991, is now a listed company with a market capitalization of around Rs 2,300 crore.This shows that post liberalization, innovation into business activities started to happen at M&M which is a very important strategic tool for success in international competitive market. This has lead to the success of M&M even today.M&M TODAYThe US$ 6.3 billion Mahindra Group is among the top 10 industrial houses in India. Mahindra & Mahindra is the only Indian company among the top three tractor manufacturers in the world. Mahindra is the market leader in multi-utility vehicles in India. It made a milestone entry into the passenger car segment after having international collaborations. Now M&M has made an entry in two wheeler segment after acquiring Kinetic Engineering.The Group has a leading presence in key sectors of the Indian economy, including the financial services, trade and logistics, automotive components, information technology, infrastructure development and After-Market.With over 65 years of manufacturing experience, the Mahindra Group has built a strong base in technology, engineering, marketing and distribution which are keys to its evolution as a customer-centric organization. The Group has several state-of-the-art facilities in India and overseas.M&M has entered into partnerships with international companies like Renault SA, France, and International Truck and Engine Corporation, USA. Forbes has ranked the Mahindra Group in its Top 200 list of the World's Most Reputable Companies and in the Top 10 list of Most Reputable Indian companies. Mahindra has recently been honored with the Bombay Chamber Good Corporate Citizen Award for 2006-07.

Business of Mahindra GroupAutomotive SectorMahindra Group is the market leader in utility vehicles in India since inception. Mahindra also manufactures and markets utility vehicles and light commercial vehicles, including three-wheelers. Some of the famous automobile brands of Mahindra are: Scorpio and Bolero. Recently, Mahindra joined hands with French automobile major Renault to enter passenger car segment. It has launched a car called Mahindra Renault Logan and Mahindra Group's foray into the two-wheeler segment began with the acquisition of the business assets of Kinetic Motor Company Ltd. (KMCL) extending Mahindra's heritage and pedigree into the two wheeler space. The Two Wheeler Sector of Mahindra will design and market a full range of scooters and motorcycles for the Indian market, establishing a robust and end-to-end two-wheeler business in every segment of the industry. The company has a state-of-the-art manufacturing facility at Pithampur, near Indore in Madhya Pradesh.Its subsidiary companies engaged in automotive sectors are: Mahindra Renault Private Limited (MRPL) Mahindra Navistar Automotives Limited (MNAL) Mahindra Navistar Engines Private Limited (MNEPL)Farm Equipment SectorMahindra is the largest producer of tractors in India and is among the top five tractor brands in the world. It has its own state-of-the-art plants in

India, USA, China and Australia, and capacity to produce 1,50,000 tractors a year. Mahindra Gujarat Tractor Mahindra Agribusiness Mahindra Powerol Mahindra USA Mahindra Australia Mahindra China TractorsTrade & Financial ServicesMahindra Inter trade Limited and its subsidiaries have specialized domain knowledge in imports and exports of commodities, domestic trading, marketing and distribution services. Mahindra Finance is one of the largest Non Banking Finance Companies in India with an asset base of about Rs. 5000 crores. Mahindra Insurance Brokers offer Life and Non-life Insurance plans to retail and corporate customers. Mahindra Steel Service Centre is the first steel service centre in the organized sector in India. Mahindra & Mahindra Financial Services Ltd (Mahindra Finance) Mahindra Insurance Brokers Ltd. Mahindra Rural Housing Finance Ltd(MRHFL)Infrastructure DevelopmentMahindra Group has interests in real estate, special economic zones, hospitality industry, infrastructure development, project engineering consultancy and design. Mahindra Holidays & Resorts is the leader in the lifetime holiday market in India. Mahindra Gesco is fastest growing Construction Company in India. Mahindra World City is developing and promoting India's first Integrated Business City. Mahindra Holidays & Resorts Mahindra Life spaces Developers Limited Mahindra World City Mahindra Infrastructure Developers Acres Consulting EngineersInformation TechnologyMahindra Group entered into IT sector in 1986 when it formed a joint venture with British Telecommunications plc. The company was called Mahindra-British Telecom. The Company has recently changed its name to Tech Mahindra. Tech Mahindra is a leading provider of telecommunication solution and service industry world-wide. It is India's 8th largest software exporter. Tech Mahindra BristleconeSpecialty BusinessesMahindra Group companies such as Mahindra Aztec, Mahindra Defiance, Spares Business Unit and Mahindra Logistics are into Specialty Businesses. Mahindra Aztec undertakes turnkey contract execution for Ash Slurry System and Travelling Water Screens. Mahindra Defiance Systems looks after the requirements of India's defiance and security forces. Mahindra Logistics provide complete logistics solutions to complex transportation needs of clients across the world. Mumbai Mantra Mahindra Defiance SystemAfter Market SegmentThe After-Market Sector focuses on the vast untapped potential in the after-market space covering multi-brand pre-owned vehicles, servicing, spares and the financial instruments and exchange platforms, which support this business ecosystem. This will create in the Organized Sector a business ecosystem which mirrors the existing ecosystem for new vehicles. Mahindra Spares Business Mahindra First Choice Mahindra First Choice Wheels Ltd. Achievements/ recognition:2009: Golden Peacock Award for Occupational Health & Safety 2009 Mahindra FES won gold as the Best New Tractor in the Lower Horse Power Category (upto 70 Hp) at the 76th International Novisad Fair. On May 14, 2009, Mahindra & Mahindra was awarded the prestigious 21st CFBP Jamnalal Bajaj Uchit Vyavahar Puraskar 2008, On April 29, 2009, Club Mahindra Snow peaks Resort, Manali was awarded as the Best Socially Responsible Resort at Manali. The Scorpio receive the Best Off roader vehicle of the year 2009 award and the Startstop technology received the Environment Initiative of the year 2009 award from Carwale.com on April 29, 2009. On April 8, 2009, 'Club Mahindra' was adjudged a Consume Superbrand after passing a rigorous consumer validation process, which included a survey across 19000+ respondents and scrutiny by the Brand Council Club Mahindra falls within the top 10% of all brands across all segments and categories. Mahindra received five corporate collateral awards. Mahindra received the Green Award for the Scorpio M2DI. Mahindra Renault received the Integrated Marketing Campaign of the Year award .2008: Mahindra & Mahindra was awarded the Niryat Shree Bronze Trophy by FIEO. Mahindra Farm Equipment Sector (FES) with their partner RC&M (a leading experimental marketing solution provider) bagged two golds at the second edition of the Rural Marketing Association of India (RMAI) awards 2008. Mahindra and Mahindra Limited has been conferred with the CSIR Diamond Jubilee Technology Award 2007. Mahindra & Mahindra Ltd. received the prestigious ICSI National Award for Excellence in Corporate Governance for the year 2008. Zaheerabad plant has bagged the 1st prize in National Energy Conservation Award 2008. Nashik Plant has been awarded the National Certificate of Merit for Excellence in Energy Management. Nashik Plant was awarded the prestigious CII National Award For Excellence in Water Management 2008. The Mahindra Group was honoured with nine communication awards at the 48th annual ABCI (Association of Business Communicators of India) awards nite in Mumbai on Friday, 7th November 2008.2013 Mahindra Reva receives CII Design Excellence award2014Keshub Mahindra honoured with ASSOCHAM Lifetime Achievement Award

Mahindra Tractor Models:-

Farm Equipment Sector produces the widest range of tractors and tractor implements to suit the varied needs of farmers world over. Different tractor models cover diversified market segments from 25 HP to 60 HP tractors. Mahindra is recognized as a powerful symbol of productivity and unparalleled performance. It is the market leader and at the help of the Indian Tractors Industry.Mahindra Sarpanch 265 DI

Mahindra 235 DI Airflow

Mahindra 245 DI 2pc

Mahindra Sarpanch 575 DI

Other Models:1. Mahindra -Arjun 445DI

2. Mahindra-Sarpanch 475DI

3.Mahindra-Sarpanch 275DI TU

4.Mahindra-Bhoomiputra 475DI

5.Mahindra-Bhoomiputra 275DI TU

6.Mahindra-Arjun 555DI

7.Mahindra-Sarpanch 595DI (super turbo)

8. Mahindra-Arjun 605DI

9. Mahindra-Bhoomiputra 265DI

Tractors logo:-

REVIEW OF LITERATUREReviews are on the consumer perception on the various fast moving consumer goods which includes consumer satisfaction, perception, loyalty, buying intention etc. it also revealed that advertisement effect, income effect on the purchase of fast moving consumer goods.Mitchell et. al. (1994), studied the perceived risk in consumer decision-making process Tests this assumption in a study of 180 breakfast cereal shoppers, half of whom were interviewed prior to purchase and half immediately after. The results showed that risk perceptions and risk-reducing strategy usefulness did vary between the two states. The differences were not large, but were sufficient to allow rejection of the proposed null hypothesis and to cast doubt on the assumptions made in many studies. Ataman et.al. (2003), studied the relationship between the sales volume of a firm and its brand image. Consumers self-perception and perception of brand image, with respect to congruency models, have a strong influence on their behavior in the marketplace. Therefore it is expected that the fluctuations in image attributes will explain the fluctuations in sales figures. In order to test this hypothesis, consecutive surveys were carried out from 231 respondents, on a monthly basis to collect image data. Factor analysis was performed on the image attributes over time and three main image factors were attained. To determine the net effect of image attributes on sales, multiple regression analysis was performed, using the time series data, and all three image factors were found to be significant in the model. Shoham et.al. (2003), revealed that consumer compulsive buying is an important area of inquiry in consumer behavior research. The importance of studying compulsive buying, stems, in part, from its nature as a negative aspect of consumer behavior. Specifically, exploring negative consumption phenomena could provide modified or new perspectives for the study of positive consumption behaviors. Moreover, research on negative facets of consumption is useful because it can potentially contribute to societys wellbeing, an important criterion for usefulness of any research. This paper builds on earlier papers to propose a model of compulsivity antecedents. Gender, consumers tendency to make unplanned purchases, and their tendency to buy products not on shopping lists, serve to predict compulsive tendencies in a sample of 435 Israeli consumers. The findings suggest that these antecedents affect compulsive tendencies.Ahmed et. al. (2004), said that In the 1970s, the early marketing activities of Hindustan-Lever in India tended to focus upon the urban middle class and elite. Meanwhile, an Indian entrepreneur produced and marketed a detergent, Nirma, targeting the poor rural sector. By 1977, Nirma was the second largest volume seller in the country. The paper suggests that the common description of the bottom-of-pyramid market segment as the disorganised sector can have a psychological impact on marketing strategy formulation, over and above the real effects of absent infrastructures. The classic Nirma story helps us to re-frame and re-describe prospects for serving this market segment. For example, it can be a base-camp from which an MNC can launch a very effective attack upon all levels of the pyramid.Dupre et. al. (2004), revealed that despite massive efforts of suppliers and retailers in the fast-moving-consumer-goods (FMCG) channel to adopt the efficient consumer response (ECR) practices, many of the expected benefits have not been realized. This study examines the history and implementation practices of ECR in the USA and in Germany and presents conceptual models that compare the likely outcomes when ECR-based category management practices are initiated either by the supplier or by the retailer channel partner. A series of interviews conducted with 43 industry experts. The study found that how a strategic competitive advantage can be realized through the combination of both supplier and retailer views and expertise in category management practices. Suggests ways to overcome barriers to implementation of category management plan.Fandos et. al. (2006), examine the influence of the perceived quality of a protected designation of origin (PDO) product on consumer loyalty and buying intentions. It examines the relationships between intrinsic and extrinsic quality attributes, loyalty and buying intention. Information was obtained from an initial qualitative approach based on a group dynamic to allow the development of scales to quantify the different concepts. Personal interviews were then conducted with 251 consumers based on a structured questionnaire. The study reveals the existence of a positive and significant relationship between the extrinsic attributes of a traditional food product and loyalty expressed by consumers. It also shows that the perceived quality associated with the intrinsic attributes of the product has a positive and significant influence on buying intentionsTeng et. al. (2007), conducted research to show how the dual mediation model has been used to explain consumer responses toward an ad and a brand. This study attempts to incorporate ad affect and competition into the framework and examine the effects of advertising on consumers' attitudes and purchase intentions in multiple-ad and multiple-brand environments. A total of 165 usable data (54 percent female, mean age=36.2) were collected from an experiment conducted in North America. The findings revealed that the higher level of affective responses to a focal ad significantly leads to a higher evaluation of that ad. It also indicated that information about a competing ad and brand is processed comparatively and that evaluations of the competing ad and brand negatively influence evaluations of a focal ad and brand. The study says that an ad affect is an important determinant in the formation of ad attitude and it can be incorporated into the dual mediation model to explain the effects of advertising on consumer behavior.Celebi (2007), conducted a research to examine the credibility of advertising including a promotional endorser (APE) and publicity including a promotional endorser (PPE); to compare the credibility of advertising across the different demographic segments; and to explore the important factors affecting consumers' shopping considerations of new fast moving consumer goods (FMCGs) in Turkey. The data was gathered by a telephone survey from a sample of 717 of which 348 respondents wanted to participate from three of Turkey's largest cities, Istanbul, Ankara, and Izmir. The systematic sampling was exercised to select the sample. Chi-square and t-tests were computed and the results of them were significant at 0.05 level. It found that advertising was more credible by the participants with higher income. Respondents' shopping decisions of new FMCGs were affected by price and quality more than the other factors. Consumers tended to rely on publicity more than advertising; more than APE; and more than PPE. They also tended to count PPE more credible than APE. The findings suggest that it would be appropriate for advertising managers, who wish to market to Turkey, to consider recipients' income levels in regard to the credibility of advertising for new FMCGs. It is also important to note for international companies that price and quality play a major role on Turkish consumers' shopping decisions of new FMCGs among the other factors including experiments, organizational trust, and word-of-mouth.Sehrawet et. al. (2007), conducted a study which aims to establish whether the residential background of consumers has a varying influence on their buying decisions. A survey of 1090 urban and rural respondents was carried out of which 523 were rural and 567 were urban. The gathered data were analysed by applying counts, percentages, means, and analysis of variance. Rural residents found that packaging is more helpful in buying, that better packaging contains a better product and that they are more influenced by the ease of storing a package than their urban counterparts. Ease of carriage, package weight, simplicity, transparency and similarity of packaging have comparatively less impact on purchase decisions of rural consumers than urban ones. However, rural consumers are more critical about packaging as they strongly consider that it contributes to misleading buyers and is also an environmental hazardZokaei et. al. (2007), studied to further define and explore the demarcation between supply chain effectiveness and supply chain efficiency. A case-study research method is adopted to discuss an approach for the improvement of supply chain effectiveness, i.e. Supply Chain Kano-QFD. Supply Chain Kano-QFD is an integrative method which helps drive effectiveness by focusing on how the various supply chain members might jointly develop innovative solutions to create unique, individualized sources of consumer value. It proposed that Supply Chain Kano-QFD technique can be deployed to engage the capabilities and enthusiasm of the firms along the chain to enhance the value of the final consumable.Hlavinka et. al. (2007), examined how consumer packaged goods (CPG) companies are harnessing the power of loyalty marketing to improve their sales and branding effectiveness. The paper cites examples of CPG loyalty efforts from Procter & Gamble, Tazo Tea, Huggies diapers, Moet Hennessey, Maker's Mark, Purina dog food and others, it outlines two primary models that CPG marketers are pursuing, each with their own approaches, levels of investment and possible outcomes. The paper explores the many obstacles CPG marketers must overcome if they desire to shift from mass advertising to a more customer-centric marketing model and cites examples of successes and failures from a variety of organizations. It suggest specific ideas for improving the effectiveness of their private label credit card program.Majority of the researches revealed on the consumer buying perception which includes consumer satisfaction, perception, loyalty , buying intention of the fast moving consumer goods as a whole and on the marketing strategies of the products of SHOPPING MALL. No research have been conducted on the consumer perception towards the SHOPPING MALL. and no research have been conducted on the products of SHOPPING MALL.Need and Scope of the studyNeedResearch gap has been identified that previous researches only done on the brand loyalty, consumer perception of various products or on the marketing strategies of the products of shopping mall. Basic researches are found on the marketing strategies of tractors. Mahindra has variety of products, so need is to identify the consumer buying perception which includes consumer preference, consumer satisfaction, brand loyalty regarding products of Mahindra.ScopeData analysis of the study represents the analysis and interpretation of various questions asked by consumer who purchase products of shopping mall. The scope of the study is limited to consumer in Bathinda city only.

OBJECTIVS OF THE STUDYSpecific objectives: - For achieving the main objectives, we have some specific objectives that will help us for fulfillment of the project report. These objectives are the following: To know the factors which affect the consumer behavior regarding the Mahindra products purchase To Know the Advertisement source which more attract the consumer To Know the Promotion Schemes which more attract the consumer To Know the future plans of the consumer

RESEARCH METHODOLOGYData CollectionWhatever the data I have collected, it is primary data by using direct interview of the consumers of Mahindra and also made questionnaire for collection of relevant data.a)Questionnaire:For the above purpose and to get a better insight I needed to conduct a consumer survey. I gave questionnaire to respondent so that they can fill it and return to me. I preferred questionnaire method because it does not pressurize the consumer and in this way he gives correct information about the questions, which are asked to him in the questionnaire.b)Direct Interview:I have also conducted direct interview in some areas with consumer of Mahindra . Why I have done so because my questionnaire was open-ended, so respondents could not express their views thoroughly but in personnel interview we can do it much better than questionnaire. I have also collected the secondary data for research work, which I have taken from Mahindra s internal records, trade and business publications, and various sites related to Mahindra SAMPLE DESIGNSample can be either probability samples or non-probability samples. So here in this project I have taken the probability samples of the research works.SAMPLE FRAMEIt is also known as Source of list from which sample is to be drawn. The sample frame is as following:a) Rural areas in company premisesSAMPLE SIZEIt refers to the number of items to be selected from the universe to constitute a sample. An optimum sample is one, which fulfill the requirement of efficiency, representative, reliability, and flexibility. So I have taken the sample size as 100 Customers of Mahindra .SAMPLE PROCEDUREThe sampling design, I have chosen to decide the sample for study is based on random sampling. Why I have used random sampling the reason is as given below:a) It gives each element in the population or universe an equal probability of getting into the sample and all choices are independent of one another.b) It gives each possible sample combination an equal probability of being chosen.In my project it is imperative to have a true representative of respondents. So for that purpose I have chosen respondents:a) Who came under the company premises? b) I randomly selected respondents from these areas to answer the schedule I have formed for my research.Sampling Unit : ConsumerSampling Area : Bathinda

DATA ANALYSIS AND INTERPRETATIONThe different factors which consumer consider while purchasing of Mahindra productsI put this question to 100 customers of Mahindra and they reply according to the table.

Brand imageComfortFuel efficiencyLooksPricePick upResale valueSpare part costStatus

69231220134310

After seeing the pie chart we can say that Fuel efficiency of the Mahindra products more influences the consumer behavior. The big reason of that the prices of patrol are increasing day by day.20% customer said that the price more influence there purchase behavior. In rural areas the people dont consider the factors like Resale Value and Spare part cost. Only few people said that they consider these things. In rural areas the people dont also consider the Brand Image while purchase the Mahindra products

Age wise the consumer consider the factors while purchasing of mahindra productsLess than 2020 - 3030 - 4040 above

Brand image2400

Comfort0216

Fuel efficiency11642

Looks8310

Price06104

Pick up3442

Resale value0130

Spare part cost0120

Status6220

After seeing the table we can say that the consumer, which are under 20 years, they more consider the look of the Mahindra products. They said that the look of the Mahindra products should be good. And the consumers, which are under 20 30 years, they more consider the fuel efficiency of the Mahindra products. And the Consumers, which are under 30 - 40 years, they more consider the price of the Mahindra products. And the consumers, which are above 40 years, they more consider the comfort of the Mahindra products. They said that the Mahindra products should be comfortable for driving.

Income wise the consumer consider the factors while purchasing of mahindra productsLess than 50005000-1000010000-1500015000-above

Brand image0132

Comfort1251

Fuel efficiency41450

Looks0336

Price13520

Pick up2731

Resale value0121

Spare part cost0210

Status0235

After seeing the table we can say that the consumer, whose income is less than 5000, they more consider the price of the Mahindra products. They said that the price of the Mahindra products should be less. And the consumers, whose income is 5000-10000, they more consider the fuel efficiency of the Mahindra products. And the Consumers, whose income is 10000-15000, they more consider the comfort and brand image of the Mahindra products. And the consumers, whose income is 15000-above, they more consider the status.

Education qualification wise the consumer consider the factors while purchasing of mahindra productsBelow metricUnder graduateGraduatePost graduate

Brand image0132

Comfort6201

Fuel efficiency31244

Looks7221

Price05123

Pick up2524

Resale value0220

Spare part cost0210

Status1431

After seeing the table we can say that the consumer, who is below metric, they more consider the look and comfort of the Mahindra products. The consumers, who are under graduate, they more consider the fuel efficiency of the Mahindra products. And the Consumers, who are graduate, they more consider the price and brand image of the Mahindra products.

Consumer Preference Regarding The Advertisement SourceI put this question to 100 customers of Mahindra and they reply according to the table: -T.V. AddMagazine AddDisplaysWord of MouthNewspaper AddSales Persons

27717241213

One thing I saw in rural areas the people take the decisions after discuss with there friend, relatives. 24% people said that they come to know about the Mahindra products through there friends and relatives. 27% people get the information regarding the Mahindra products through T.V. adds. In rural areas consumer less concentrate on magazine and newspaper ads.

Age wise Consumer Preference Regarding The Advertisement SourceLess than 2020-3030-4040-above

T.V. add10953

Magazine1510

Displays21050

Word of mouth71052

Newspaper0345

Sales person0274

After seeing the table we can say that the consumer, which are under 20 years, they more prefer T.V. advertisement. And the consumers, which are under 20 30 years, they more prefer the displays and discuss with there friends. And the Consumers, which are under 30 - 40 years, they more prefer to discuss with sales persons And the consumers, which are above 40 years, they more prefer to newspaper add.Income wise Consumer Preference Regarding The Advertisement SourceLess than 50005000-1000010000-1500015000-above

T.V. add212103

Magazine1411

Displays3851

Word of mouth13632

Newspaper0552

Sales person1237

After seeing the table we can say that the consumer, whose income is less than 5000, they more prefer to discuss with others. And the consumers, whose income is 5000-10000, they more prefer the T.V. ads and displays. And the Consumers, whose income is 10000-15000, they more prefer the newspaper ads. And the consumers, whose income is 15000-above, they more prefer to discuss with sales person.

Education Qualification wise Consumer Preference Regarding The Advertisement SourceBelow metricUnder graduateGraduatePost graduate

T.V. add51093

Magazine0124

Displays0647

Word of mouth12750

Newspaper0462

Sales person2731

After seeing the table we can say that the consumer, who is below metric, they more prefer to discuss with others. The consumers, who are under graduate, they more prefer to T. V. ads. And the Consumers, who are graduate, they more prefer to T.V. and Newspaper ads. And the Consumers, who are postgraduate, they more prefer to magazines.

Promotion schemes, which more attract to the customerI put this question to 100 customers of Mahindra and they reply according to the table: -0% financeLucky coupon schemeFree gift schemeSpecial festival offersFree insurance

201327337

According to the data we can say that in rural areas special festival offers more attract the customer. People mostly buy the luxuries at the time of festival. Because the companies gives very good offers at the time of festivals.33% people said that they have purchase the Mahindra products at the time of festival because of special offers.27% people said that they have purchase the Mahindra products because the company offered a very good free gift with Mahindra products. Very less people said that (only 7%) they have purchase the Mahindra products because of free insurance.

Age Wise The Consumer Attract By The Promotion SchemesLess than 2020-3030-4040-above

0% finance 06113

Lucky coupon3730

Free gift41643

Special festival offers13875

Free insurance0223

After seeing the table we can say that the consumer, which are under 20 years, the special festival offers more attract to them. And the consumers, which are under 20 30 years, the free gift schemes and lucky coupon schemes more attract to them. And the Consumers, which are under 30 - 40 years, the 0 % finance scheme more attract to them. And the consumers, which are above 40 years, they more attract by free insurance schemes

Income Wise The Consumer Attract By The Promotion SchemesLess than 50005000-1000010000-1500015000-above

0% finance 10631

Lucky coupon2812

Free gift36144

Special festival offers31686

Free insurance2113

After seeing the table we can say that the consumer, whose income is less than 5000, they more attract by 0 % finance scheme. And the consumers, whose income is 5000-10000, they more attract by special festival offers. And the Consumers, whose income is 10000-15000, they more attract by free gift schemes. And the consumers, whose income is 15000-above, they more attract by free insurance schemes.

Education Qualification Wise The Consumer Attract By The Promotion SchemesBelow metricUnder graduateGraduatePost graduate

0% finance 1289

Lucky coupon2731

Free gift115101

Special festival offers51774

Free insurance0412

After seeing the table we can say that the consumer, who is below metric, they more attract by free gift schemes. The consumers, who are under graduate, they more attract by special festival offers. And the Consumers, who are postgraduate, they more attract by 0 % finance schemes.

In Future Do You Want To Change Your Brand?I put this question to 100 customers Mahindra and they reply according to the table: -OTHERSMAHINDRA

YES3823

NO2227

OTHERS

SWARAJOTHERS

After seeing the data we can say that MAHINDRA more satisfies the customer with comparison to OTHERS. From 50 owners of OTHERS 38 wants to change there brand. IN comparison from 50 owners of MAHINDRA 23 wants to change their brand.

Why Do You Want To Change Your Brand?I put this question to the persons who wants to change their brand. And they replied: -OTHERSResale value16

Brand image10

Status8

Pick up4

MAHINDRA Status12

Pick up7

Comfort4

According to the tables we can say that the owners of others brands who wants change their brand. The main reason is that the OTHERS have not resale value. 10 people said they want to change their brand because the brand image is not good. 4 people said that Mahindra products pick up is not good. And the MAHINDRA owners 12 people said that they want to change their brand because they want to increase their status. After sell it they will purchase any luxury Mahindra products.7 people said that they want to change their brand because the MAHINDRA have not good pick up. 4 people said they dont feel comfortable when they drive it.

Age Wise The Consumer Told The Reasons For Change The BrandOTHERSLess than 2020-3030-4040-above

Resale value1258

Brand image0253

Status3410

Pick up2420

MAHINDRA Less than 2020-3030-4040-above

Status2631

Pick up1231

Comfort0112

Income Wise The Consumer Told The Reasons For Change The BrandOTHERSLess than 50005000-1000010000-1500015000-above

Resale value5722

Brand image1243

Status0233

Pick up0121

MAHINDRA Less than 50005000-1000010000-1500015000-above

Status1353

Pick up1321

Comfort0031

Education Qualification Wise The Consumer Told The Reasons For Change The BrandOTHERSBelow metricUnder graduateGraduatePost graduate

Resale value1366

Brand image0433

Status3232

Pick up2110

MAHINDRA Below metricUnder graduateGraduatePost graduate

Status2253

Pick up1312

Comfort2110

FINDINGS Fuel efficiency of the Mahindra products more influences the consumer behavior. Serviceman more considers the fuel efficiency of the Mahindra products. Students more consider the look and pick up of the Mahindra products. Agriculturist more considers the price of the Mahindra products. Consumer, who is below metric, they more consider the look and comfort of the Mahindra products. Consumer more prefers the T.V. add as the advertisement source. Consumer, which is under 20 years, they more prefer T.V. advertisement. Consumers, which are under 20 30 years, they more prefer the displays and discuss with there friends. Serviceman more prefers to discuss with sales persons. Students more prefer to T.V. ads and newspaper ads. Consumer, who is below metric, they more prefer to discuss with others. Consumers, who are under graduate, they more prefer to T.V. ads. Special festival offers more attract the customer. Serviceman more attract by 0 % finance schemes. Consumers, whose income is 5000-10000, they more attract by special festival offers. Consumers, who are under graduate, they more attract by special festival offers. Consumers, who are postgraduate, they more attract by 0 % finance schemes. MAHINDRA more satisfies the customer with comparison to OTHERS. OTHERS have not resale value. Others consumer is not satisfied from the mileage, pick up, and look of the Mahindra products. Mahindra consumers are not satisfied from the speed and security of the Mahindra products. Consumer, which is under 20 years, they wants improvement in the pick up of Mahindra and look of OTHERS. Consumers, which are under 30 - 40 years, they want improvement in pick up of both OTHERS and MAHINDRA . Serviceman wants to improvement in mileage of both OTHERS and MAHINDRA . The students want to improvement in pick up of OTHERS and speed and look of MAHINDRA . Agriculturist wants to improvement in pick up of both OTHERS and MAHINDRA . Consumer, whose income is less than 5000, they want to improvement in mileage of both OTHERS and MAHINDRA . Consumers, whose income is 15000-above, they want to improvement in look of both OTHERS and MAHINDRA . Consumer, who is below metric, they want to improvement in pick up of the both OTHERS and MAHINDRA . The consumers, who are under graduate, they want to improvement in mileage, look of OTHERS and speed of MAHINDRA . Consumers, who are graduate, they want to improvement in mileage of both OTHERS and MAHINDRA . Consumers, who are postgraduate, they want to improvement in security of both.

LIMITATIONS OF THE STUDY

The research has been conducted in a limited area. The internet information can be irrelevant. Time has been a major constraint. Smaller sample not always give better results. Sample may not be true representative of the whole population. The possibility of biased responses cant be ruled out. Due to language problem it is possible that the respondents are not be able to understand the questionnaire and can cause misleading results. Lack of availability of full information. Lack of interest of respondents.

SUGGESTIONS1. Branded tractor companies should have to reduce price so that every consumer can afford the best deal.2. Design should be affordable and easy to handle.3. Quality and status symbol should have to be kept in mind when consumer likes to buy tractor.4. Better sales promotions to be launch by the company so that consumer can have a better knowledge of all types of branded tractor variety in the market.5. Sum for Gift and discounts should have to increase.6. Guarantee/Warranty should have to be increase so that consumer like to buy the product having long lasting durability

CONCLUSIONAt the end we can say that India have very good position in two-wheeler industry. In 1999 the sale of Mahindra products increase. Mahindra is the major player of Mahindra products industries. But the Mahindra volume is more from Others. According to my research in rural areas the fuel efficiency of the Mahindra products more influences the consumer behavior. The big reason of that the prices of patrol are increasing day by day. In rural areas the people dont consider the factors like Resale Value and Spare part cost and Brand Image. T.V. add are more effective in rural areas. In rural areas consumer less concentrate on magazine and newspaper adds. Special festival offers more attract the customer. People mostly buy the luxuries at the time of festival. MAHINDRA more satisfies the customer with comparison to OTHERS. Because the Others have not resale value. And its pick up is not good. At the end we can say that the consumer wants some modifications in both brands. There is lot of different different factors (Age, Income, Occupation, Education qualification), which affect the behavior of the consumer.

BIBLIOGRAPHY

Company Profile of Mahindra www.indiainfoline.com/comp/baau/lr00.html www.domain-b.com www.indiacar.net

QuestionnaireDear Sir / Madam,I would be thankful if you can spend a couple of minutes to fill this questionnaire the information is for academic purpose and will be kept confidential. Name: Age:

QUESTIONNAIRE1. The different factors which consumer consider while purchasing of Mahindra productsBrand imageComfortFuel efficiencyLooksPrice Pick up Resale value Spare part costStatus

2. Age wise the consumer consider the factors while purchasing of Mahindra productsLess than 2020 - 3030 4040 - above

Brand image

Comfort

Fuel efficiency

Looks

Price

Pick up

Resale value

Spare part cost

Status

3. Income wise the consumer consider the factors while purchasing of Mahindra productsLess than 50005000-1000010000-1500015000-above

Brand image

Comfort

Fuel efficiency

Looks

Price

Pick up

Resale value

Spare part cost

Status

4. Education qualification wise the consumer consider the factors while purchasing of Mahindra productsBelow metricUnder graduateGraduatePost graduate

Brand image

Comfort

Fuel efficiency

Looks

Price

Pick up

Resale value

Spare part cost

Status

5. Consumer Preference Regarding The Advertisement SourceT.V. AddMagazine AddDisplaysWord of MouthNewspaper AddSales Persons

6. Age wise Consumer Preference Regarding The Advertisement SourceLess than 2020-3030-4040-above

T.V. add

Magazine

Displays

Word of mouth

Newspaper

Sales person

7. Income wise Consumer Preference Regarding The Advertisement SourceLess than 50005000-1000010000-1500015000-above

T.V. add

Magazine

Displays

Word of mouth

Newspaper

Sales person

8. Education Qualification wise Consumer Preference Regarding The Advertisement SourceBelow metricUnder graduateGraduatePost graduate

T.V. add

Magazine

Displays

Word of mouth

Newspaper

Sales person

9. Promotion schemes, which more attract to the customer0% financeLucky coupon schemeFree gift schemeSpecial festival offersFree insurance

10. Age Wise The Consumer Attract By The Promotion SchemesLess than 2020-3030-4040-above

0% finance

Lucky coupon

Free gift

Special festival offers

Free insurance

11. Income Wise The Consumer Attract By The Promotion SchemesLess than50005000-1000010000-1500015000-above

0% finance

Lucky coupon

Free gift

Special festival offers

Free insurance

12. Education Qualification Wise The Consumer Attract By The Promotion SchemesBelow metricUnder graduateGraduatePost graduate

0% finance

Lucky coupon

Free gift

Special festival offers

Free insurance

13. In Future Do You Want To Change Your Brand?OTHERSMAHINDRA

YES

NO

14. Why Do You Want To Change Your Brand?OTHERSResale value

Brand image

Status

Pick up

MAHINDRA Status

Pick up

Comfort

15. Age Wise The Consumer Told The Reasons For Change The BrandOTHERSLess than 2020-3030-4040-above

Resale value

Brand image

Status

Pick up

MAHINDRA Less than 2020-3030-4040-above

Status

Pick up

Comfort

16. Income Wise The Consumer Told The Reasons For Change The BrandOTHERSLess than50005000-1000010000-1500015000-above

Resale value

Brand image

Status

Pick up

MAHINDRA Less than50005000-1000010000-1500015000-above

Status

Pick up

Comfort

17. Education Qualification Wise The Consumer Told The Reasons For Change The Brand?OTHERSBelow metricUnder graduateGraduatePost graduate

Resale value

Brand image

Status

Pick up

MAHINDRA Below metricUnder graduateGraduatePost graduate

Status

Pick up

Comfort

18. Consumer Wants The Improvement In The Mahindra productsOthersMahindra

Mileage

Security

Pick up

Speed

Good look

19. Age wise The Consumer Wants The Improvement In The Mahindra productsLess than 2020-3030-4040-above

Mileage

Security

Pick up

Speed

Good look

20. Income wise The Consumer Wants The Improvement In The Mahindra productsLess than50005000-1000010000-1500015000-above

Mileage

Security

Pick up

Speed

Good look

21. Education qualification wise The Consumer Wants The Improvement In The Mahindra productsBelow metricUnder graduateGraduatePost graduate

Mileage

Security

Pick up

Speed

Good look

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