Executive synopsis

Indian Tractor industry

The Indian tractor industry is the largest industry in the world, accounting for one third of global

production. The other major tractor markets in the world are China and the USA. Volume growth

in the tractor industry in the past four decades shows a compound annual growth rate (CAGR) of

ten percent, despite seasonal variations that cause changes in tractor demand and subsequently

impacting industry volumes. Tractor industry expects the domestic industry to stabilize at about

350,000 Tractors per year and exports to reach in excess of 60,000 tractors per year by 2010.

Company profile

The makers of world’s first Diesel Tractors.

The SAME –DEUTZ - FAHR group, Italy commenced manufacturing diesel tractors in the year

1927 and today owns the four most prestigious brands of SAME, LAMBORGINI, DEUTZ-

FAHR & HURLIMANN with manufacturing facilities in Italy, Germany, Poland and India.

In India, the SAME group made foray in the year 1999 as joint venture with the Greaves group

and setup engine and tractor plant in the industrial township of Ranipet in Tamilnadu, about 100

km west of Chennai. This joint venture was ended in june 2002 when the group decided to take

100% control, in the name and style of SAME –DEUTZ - FAHR India.

Today SAME –DEUTZ – FAHR India ltd manufactures and markets the state of art SAME

tractors and diesel tractors from 39 to 60 HP with impending plans to soon add tractors of 35 HP,

with 2WD engine versions.

Introduction to topic

Brand image or brand identity is a mental or emotional association in the customers mind. It is

initiated by the images we use in our advertising and the word we use to describe our products.

Thus our brand is born.

A brand is complex entity in the minds of a customer.

Brand image is a customer’s internal emotional reaction to the expression of brand identity.

Statement of the problem:

This study initially examines the awareness of the customers towards Same Deutz-Fahr India. As

brand is complex entity in the minds of a customer, identifying the image is always a task and

challenge. Measuring the Brand image is a difficult process, more so when it is to be assessed

for all the competitors’ brands. Brand image includes comprehension, perception, attitude

opinion and on the whole an emotional reaction to the offer and on promotion of the product.

Eliciting a response in combination of the above factors is a challenge not only for the researcher

but also for the respondent to precisely state. A systematic effort is made in the study to assess

the Brand Image of selected competitors among the customers.

Need for the study:

Brand Image helps the organization in achieving targeted sales and to sustain in the market for a

long time. It helps the organization in increasing its product awareness in the customers. Every

organization needs to improve level of brand image and identify customer preferences for

various products so that they can implement measures for enhancing brand image. This forms the

basis for the current study.

Scope of the study:

The study contains important data about brand image of Same Deutz-Fahr in Ranipet,

Tamilnadu. This study is conducted in the districts of Madhurai district and Vellore district.

Objectives:

1. To analyze the customer opinion on certain parameters of Brand Image of Same Deutz-

Fahr vis-à-vis competitors.

2. To identify attractiveness of promotional campaigns of Same Deutz-Fahr.

3. To measure the customer satisfaction towards Same Deutz-Fahr.

4. To measure the innovational elements in Same Deutz-Fahr.

Hypothesis:

1. The attractiveness of promotional campaign influences the brand image

2. Innovation influences brand image.

Source of data:

Primary data: Information collected through questionnaires

Secondary data: company’s broachers, company website and books.

Sampling:

Sampling procedure adopted a multi stage sampling. The district of Vellor and Madhurai are

selected using judgement sampling. The specific respondents are chosen using convenience

sampling.

Data Analysis & Tools : Simple percentages, ranking & Chi-square test

Hypotheses testing

Statistical tools and techniques

For data analysis statistical tools used are simple percentage and chi-square test.

Chi – square test

Formula: χ2 = ∑ (Oij-Eij)2/ Eij

Where ‘O’ is observed frequency.

‘E’ is expected frequency.

Chi-square test is done to know two attributes are associated or not. And it tests “the goodness of

fit” of the observed frequencies with the expected frequencies.

HYPOTHESIS - 1

Null Hypothesis: The attractiveness of Promotional campaign not influence the Brand Image

Alternative Hypothesis: The attractiveness of Promotional campaign influence the Brand

Image

Observed Frequencies:

Variables High Medium Low Total

Agree 38 9 7 54

Undecided 9 7 8 24

Disagree 10 6 6 22

Total 57 22 21 100

Expected Frequencies:

Variables High Medium Low Total

Agree 31 12 11 54

Undecided 14 5 5 24

Disagree 12 5 5 22

Total 57 22 21 100

Showing the values of (0-E)2/Eij:

Variables High Medium Low Total

Agree 1.98 0.86 1.56 4.40

Undecided 1.87 0.8 1.8 4.47

Disagree 0.83 0.2 0.2 1.23

Total 4.68 1.86 3.56 10.1

Degree of freedom= (c-1) (r-1)= (3-1) (3-1)= 4

χ2 table value at 95% confidence level = 9.49

Calculated value = 10.1

Calculated value is greater than table value

Hence H1 is accepted and H0 is rejected.

HYPOTHESIS - 2

Null Hypothesis: Innovation does not influence brand image

Alternative Hypothesis: Innovation influence brand image

Observed Frequencies:

Variables High Medium Low Total

Agree 27 8 5 40

Undecided 20 6 9 35

Disagree 10 8 7 25

Total 57 22 21 100

Expected Frequencies:

Variables High Medium Low Total

Agree 23 9 8 49

Undecided 20 8 7 26

Disagree 14 5 6 25

Total 57 22 21 100

Showing the values of (0-E)2/Eij:

Variables High Medium Low Total

Agree 0.7 0.11 1.13 1.94

Undecided 0.00 0.5 0.58 1.08

Disagree 1.14 1.8 0.17 3.11

Total 1.84 2.41 1.88 6.13

Degree of freedom= (c-1) (r-1)= (3-1) (3-1)= 4

χ2 table value at 95% confidence level = 9.49

Calculated value = 6.13

Calculated value is less than table value

Hence H1 is rejected and H0 is accepted.

Findings:

1. Respondents of SDF strongly agreed that services provided to the customers are good. The

score for this response is 69.This is followed by the Mahindra with 58, Sonalica with 49,

Ferguson with 24 and New Holland with 0.

2. SDF respondents strongly agreed that the price of the product is affordable. This score for this

response is 147. This is followed by Sonalica with 141, Ferguson with 128, Mahindra with 97

and New Holland with 0.

3. Respondents of Mahindra strongly agreed that quality standards are good and it is stands in

top position in this regard. The score for this response is 80. This is followed by Ferguson with

72, Sonalica with 37, New Holland with 24 and SDF 0.

4. Customers of SDF strongly agreed that they are given more price discounts and it stands in top

position in this regard. The score for this response is 74. This is followed by Mahindra with 58,

Ferguson with 39, Sonalica with 30 and New Holland with 0.

5. SDF respondents are strongly agreed that spare parts are easily available and it stand in top

position in this regard. The score for this response is 123. This is followed by Mahindra with 86,

Ferguson with 34, Sonalica with 23 and New Holland with 0.

6. It is observed that SDF ranks first in providing good value for money. The score for this

response is 124. It is followed by Sonalica with 118, Mahindra with 99, Ferguson with 84 and

New Holland with 0.

7. Majority of SDF respondents say that product is heavy duty and is the main choice to

purchase. The score for this response is 68. This is followed by Sonalica with 51, Mahindra with

44, New Holland with 25 and Ferguson with 0.

8. Customers of SDF strongly agreed that they purchased the product by advertisement. The

score for this response is 60. This is followed by Sonalica with 44, Mahindra with 29, New

Holland with 17 and Ferguson with 0.

9. Customers of SDF strongly agreed that they buy the products on the recommendations of the

dealers. The score for this response is 134. That is followed by Mahindra with 100, Ferguson

with 77, Sonalica with 54 and New Holland with 0.

10. SDF respondents say that attractiveness of advertisement is very high. The score for this

response is 57. That is followed by Ferguson with 55, New Holland with 48, Mahindra with 45

and Sonalica with 0.

11. Customers of Mahindra say that they are satisfied with the responses of dealers and it stands

in top position in this regard. The score for this response is 68. This is followed by SDF with 49,

Sonalica with 38, Ferguson with 37and New Holland with 0.

12. Ferguson customers say that they recommend the product to their relatives and friends. The

score for this response is 141. This is followed by Mahindra with 121, SDF with 111, New

Holland with 15 and Sonalica with 0.

13. Customers of SDF say that the company is sponsoring good enough programs and it stands in

the front rank in this regard. The score for this response is 28. This is followed by New Holland

with 11, Sonalica with9, Ferguson with 7 and Mahindra with 0.

14. Customers of Ferguson say that the company maintains good public relations and it stands in

top position in this regard. The score for this response is 48. This is followed by Sonalica with

46, Mahindra with 29, New Holland with 17 and SDF 0.

15. Ferguson customers strongly agreed that it formulated good customer communities and it

stands in front rank in this regard. The score for this response is 44. This is followed by Sonalica

with 37, Mahindra with 34, New Holland with 20 and SDF with 0.

16. New Holland customers say that the company organizes trade shows regularly and it stands

in top position in this respect. The score for this response is 16. This is followed by Mahindra

with 15, Sonalica with 9, SDF and Ferguson with 0.

17. Mahindra customers ranked the company in top position that it strives for social cause. The

score for this response is 24. This is followed by Ferguson with 13, SDF with 11, Sonalica with 2

and New Holland with 0.

18. SDF customers ranked that the company in top position that it provides high value for

money. The score for this response is 37. This is followed by Sonalica with 36, New Holland

with 32, Ferguson with 30 and Mahindra with 0.

19. New Holland customers strongly agreed that the company product matches their

requirements and it stands in top position in this regard. The score for this response is 19. This is

followed by Sonalica with 17, Mahindra with 10, Ferguson with 4 and SDF 0.

20. SDF customers strongly agreed that the product durability is high and it stands in top position

in this regard. The score for this response is 26. This is followed by Ferguson with 26, Sonalica

with 14, Mahindra with 7 and New Holland with 0.

21. Mahindra customers ranked the company in top position that promotional campaigns are

attractive. The score for this response is 50. This is followed by SDF with 30, New Holland with

30, Ferguson with 8 and Sonalica with 0.

22. Mahindra customers say that latest futures are added to the product and it stands in top

position in this regard. The score for this response is 30. This is followed by Ferguson with 13,

SDF with 19, Sonalica with 12 and New Holland with 0.

23. 29.42% of the respondents are satisfied by the Same Deutz-Fahr. This is followed by

Mahindra with 20.49% , Sonalica with 20.49%, Ferguson with 15.22% and New Holland with

14.34%

24. 26.25% of the respondents are satisfied with innovational elements in Mahindra. It is

followed by Ferguson with 24.04%, Same Deutz-Fahr with 19.55%, Sonalica with 19.55% and

New Holland with 10.61%

25. 55.55% respondents are satisfied with the attractiveness of the promotional campaigns of

Mahindra and it is followed by Same Deutz-Fahr with 17.77%, New Holland with 17.77%,

Ferguson with 8.88% and Sonalica with 0%

Suggestions:

1. As SDF stand in the least position compared to its competitors in terms of maintaining

quality standard company is advised to improve it. This can be done by having proper

quality checks, training and to the employees and procurement of good machinery.

Quality standers of the product should be improved by following techniques such as

TQM and Six sigma.

2. SDF may train its dealers make them more loyal to the company by adopting policies that

would satisfy the dealers and hence improve the responses of the dealers towards SDF

customers.

3. Satisfaction levels among SDF needs to be improved such that the recommend the

product to their relatives and friends. Word of mouth communication is a great path to

increase sales. Giving great promotional offers, better after sales services, proper

receiving of customers will improve positive word of mouth communication.

4. Public relations and relations with local communities very poor and this could affect the

brand image drastically. Hence SDF needs to take up additional focus among this

directions. Company also needs to focus on striving for social cause and be among its

competitors in this regard. The company should maintain good relations with the public

by being socially responsible by welfare camps and awareness programs.

5. SDF does not participate in tradeshows. This affects the Brand Image. Hence SDF needs

to identify opportunities and participate in them. The company should attend all the trade

fairs of the related products regularly to make the product more familiar.

6. SDF needs to focus on customer needs tastes and preferences and design and update the

product accordingly. Customers always seek for changes and new things in the product

according to the technological changes will help SDF to a greater extent.

Industry Profile

Higher productivity and greater output are the two major contributions in farm

mechanization. Tractors form an integral part of farm mechanization and have a crucial role to

play in increasing agricultural productivity. Tractor is a highly versatile piece of machinery

having a multitude of uses, used in agriculture both for land reclamation and for carrying out

various crop cultivation and also employed for carrying out various operations connected with

raising the crops by attaching suitable implements and to provide the necessary energy for

performing various crop production operations involved in the production of agricultural crops.

Tractors are capital intensive, labour displaying used as a mode of transport, in electricity

generation, in construction industry and for haulage operation. It has now become an integral

part of farm structure .The application of tractor for agricultural activities which swept India

during the last twenty years have erased the problem of farmers. Farm mechanization program

in India aims to integrate the use of available human and animal farm power with mechanical

sources of power for increasing the productivity.

Indian tractor industry, comparatively young by world standards have expanded at a

spectacular pace during last four decades. Consequently it now occupies a place of pride in

India's automobile industry. U.S.A., U.S.S.R. and only a few Western European countries exceed

the current production of tractors in India, but in terms of growth India's growth is unmatched

even with countries of long history of tractor manufacturing. The spectacular achievement

reflects the maturity and dynamism of tractor manufacturers and also the policies adopted by

the government to enable it to effectively meet the demand. The tractor industry in India has

made a significant progress in terms of production and capacity as well as indigenisation of

technology. It is a typical sector where both imported technology and indigenous developed

technology have developed towards meeting the overall national requirements. The global

spotlight on tractors manufacturers certainly in terms of volume seems to be swinging away

from the USA, UK and Western and Eastern Europe towards India where growth in the number

of producers and the total volume in recent years have been impressive. In India tractor

industry has played a vital role in the development.

India's gross cropped area is next only to United States of America and Russia and along with

fragmented land holdings has helped India to become the largest tractor market in the world.

But it drops to eight position in terms of total tractor in use in the country when compared to

international figures, only 3% of total tractors used all over the world . It is to be noted that

while the overall automobile industry is facing recession the tractor industry is growing at

9%.About 20% of world tractor production is carried out in our country only. The arable land in

India is high as 12% of the total arable land in the world. Tractor market in India is about Rs

6000 crore. On an average around 400000 tractors are produced and their sale is 260000.Uttar

Pradesh is the largest tractor market in our country. One out of every four tractor is being

purchased here.

The Tractors available in developed countries have advanced features and accessories that is

not found in Indian tractors .Tractor industry has made a steady and satisfactory progress even

in drought areas. Four factors have contributed to the steady progress:

* Government laid stress on the mechanization of agriculture with a view to boost food grain

production. Therefore agriculture sector started receiving financial assistance.

* There is an increase in awareness among the farmers for the need of farm mechanization and

are keen to acquire tractor with the help of credit facilities from financial institutions.

* Agronomists believe that there is need for more tilling due to depletion of moisture and

repeated cultivation of land .It is precisely for this reason that the demand for tractors was well

maintained even during a draught period.

* Animal power available is too inadequate to meet power demand of our farmers. Mechanized

operations are preferred to eliminate drudgery and delay, also labour shortage during

harvesting increased the use of tractor.

At the end of the day there are enough reasons to believe that the industry will grow because:

* More farmers are opting for multiple cropping over last decade. Country's net cropped area

had remain virtually stagnant while gross cropped area increased by about 4.7% .This indicate

the increased popularity of multiple cropping.

* 95% of tractor sales are on credit. Credit is extended by commercial banks, state land

development banks and regional rural banks.

* Irrigation facilities reduce reliance on the monsoon and allow for quick yielding varieties of

food -grain .This reduces the cropping cycle to 3-4 months from the traditional 5-6 months.

Reduced cropping cycle require deep tilling which translates into higher demand for tractors.

* Cost of tractors in India is the cheapest in world .The cost of a finished tractor here is as much

as the cost of gear box in developed countries. Hence there exists tremendous scope for

exports.

* According to a study conducted by PHD Chamber of Commerce and Industry, since purchase

of tractor involves a big investment its demand in affected by the availability and easiness of

credit. A higher availability of credit will lead to a higher demand for tractors.

* The tractors between the 31-40 horse power and 31-40 hp range dominate the market .The

reason for medium horse power tractors being more popular is that the major tractor

demanding states like Punjab Haryana and Uttar Pradesh have plenty of alluvial soil which does

not require deep tilling. Lately it is visualised that higher hp segment has the maximum growth

potential Higher horse powered tractors will be the future requirement with the government

intention to encourage contract farming through the leasing in and leasing out of farm lands.

* Regarding exports India of latter has been exporting tractors to a number of countries, but

predominantly to Srilanka ,Nepal and U.S.A .However the study reveals that exports from India

are going down in the recent years .The major reason for the decline in exports of tractors of

tractor from India is being the failure to find an extensive market overseas ,deteriorating

foreign exchange situation in African countries and their poor buying capacity, comparatively

cheaper imports of second hand tractors by South East Asian countries from developed

countries and the disintegration of erstwhile U.S.S.R. but also the potential export markets can

be explored by Indian in the future. Since Indian tractors confirm to the international standard

by virtue of their foreign collaboration it is possible for India to export to more tractors to the

rice and wheat growing countries like Canada, Philippines and Bangladesh.

FOREIGN COLLABORATION

Tractor industry along with others benefited from this policy which allowed free inflow of

foreign technology .The manufacture of tractors started in India mainly with the help of foreign

collaboration secured from internationally reputed companies from the USA ,UK, USSR ,WEST

GERMANY, POLAND ,CZECH SLOVAKIA . Most of the models which were taken up for

manufacture in India were developed overseas. Soon after the decision for the manufacture of

tractors was made during second plan, government approved number of foreign collaboration

agreements. The establishment and present status of tractor industry owes a great deal to the

support received by the Indian entrepreneurs from foreign collaboration during the initial

phase of manufacture.

DSIR has introduced a scheme, "National Register of Foreign Collaborations", which envisages

review and analysis of imported technologies in the country and suggested measures for

appropriate choices acquisition and implementation of foreign know-how. Major objective of

scheme is:

* To undertake financial, economic and legal analysis of set of data on foreign collaboration.

* Carry out a technological analysis of the imported technology and provide a stage of art

technology in the country and status of implementation of collaboration.

* Co-ordinate with Ministry of Industry, Commerce and Finance by providing technology data

input.

* Selective support to strength measures in Research and Development for technology

absorption.

Company profile

The SAME DEUTZ-FAHR Group was founded in 1927 in Treviglio by Francesco Cassani.

Today the group is one of the world's main manufacturers of tractors, combines, farm machinery

and engines. Its brands include SAME, DEUTZ-FAHR, LAMBORGHINI and HÜRLIMANN.

The group is currently headed by chairman Vittorio Carozza and managing director Massimo

Bordi.

During the course of 2003, the SAME DEUTZ-FAHR group became the main shareholder in

DEUTZ AG, one of the world's leading independent manufacturers of industrial diesel engines,

and quoted on the Frankfurt stock exchange. SAME DEUTZ-FAHR currently holds 41,1% of

DEUTZ- AG shares. The SAME DEUTZ-FAHR group has always believed in

internationalisation, and already boasts decentralised production plants and an extensive

distribution network in all key markets. Sales, after-sales service and spare parts are handled

through 13 subsidiaries, 120 importers and 3,000 dealers all over the world.

The group is carefully monitoring developments in the global economy, and is taking advantage

of the growing importance of new markets and emerging economies to invest heavily in Russia,

China and India. SAME DEUTZ-FAHR is determined to build a strong commercial and

industrial presence in these countries and to help promote progress in their farming and industry.

SAME DEUTZ-FAHR's manufacturing is distributed over three plant in Europe (in Italy,

Germany and Croatia), and one in India, for which ambitious expansion plans are already under

way. Another factory is currently being constructed in China. The group offers a vast range of

tractors, with models from 30 to 270 HP, covering all possible requirements. The combine

harvester range also covers all the core segments of the market with models from 120 to 360 HP.

Thanks to its investment in DEUTZ AG, SAME DEUTZ-FAHR is now also a global supplier of

industrial diesel engines.

MISSION

Our mission is to supply customers worldwide with agricultural tractors, diesel engines and

farm equipment of acknowledged reliability, performances and service. Our strategy is focused

on improving both the productivity and the well-being of end users

Our Values:

(1) Employees:

Our employees are the key to our success. Their resourcefulness, commitment, passion &

attitude represent the true spirit of the company. We are committed to maintaining these ideals, and to

ensuring that all personnel can Co-operate with trust and peace of mind towards achieving the goals

that we wet out.

(2) Products & Service Reliability:

Continuous innovation and after – sales service support are our absolute priorities; The product is at the

heart of all our engineering, development, production and support activities, Our products and services

are the cornerstones on which we build customer satisfaction and the success of the company.

(3) Customers:

The needs of customers are at the centre of our business. Satisfied customers are the major

asset and the chief resource behind the growth of the company. By making sure that customers are

satisfied, we ensure that this asset is retained for the long-term.

(4) Dealers:

Our Dealer partners are our true ambassadors our markets. They are the lace of the company

that customers see everyday. They are a part of the company and by communicating the distinctive

values of our Group0, whether related to products, services, or attributes, they share our success.

(5) Brand:

The brand “SAME” is the vital asset for the identity and development of our business. While

preserving its historical value, all our activities ate aimed at developing, protecting and enhancing its

distinctive characteristics.

(6) Competitors:

Measuring our performance against competitors and rising to the challenges this presents, i an

essential part of our growth process directed towards achieving engineering excellence within an

ongoing SAME tradition of innovation.

(7) Suppliers:

Our suppliers are a constant source of new processes, new technologies and new materials.

Their involvement in the company’s objectives ensures that our relationship with them is marked with a

true sense of transparency and partnership.

(8) Profits:

The profit we seek to achieve is the surest guarantee for the development and growth of the

business.

Innovation, quality and excellent customer service form the foundations of the group's success

and are strategically prioritised. In 2006, SAME DEUTZ-FAHR inaugurated a new Research and

Development Centre at its headquarters in Treviglio to concentrate on developments in the fields

of transmission, system electronics, ergonomics and emissions. Co-design projects with

international partners and key component suppliers help ensure the excellence of all end

products. The new R&D Centre also co-operates with leading European universities.

The SAME DEUTZ-FAHR group achieved a turnover of 1.037 billion Euros in 2006, generating

a net profit of 40.2 million Euros. The group currently employs around 3,000 people.

The Same Deutz-Fahr Group has five production sites strategically located in Treviglio (Italy),

Lauingen (Germany), Dalian (China), Ranipet (India) and Zupanja (Croatia), with each centre

handling own territory sales. This localised approach means customers can rely on immediate

support and assistance, which is geared towards the needs of the local agriculture industry.

The strengths of an international Group include an ability to listen to and apply quickly, the

indications and suggestions that derive from its connections down at the grassroots level. A

strength that, in practical terms, means designing and producing tractors, and other products,

that meet the requirements of every kind of customer. Requirements, for example, that relate

to the climate or the land that has to be worked. Thanks to its extensive, worldwide distribution

network, Same Deutz-Fahr is able to satisfy users by exporting ever more advanced tractors

that, above all, meet the needs of its customers, whoever and wherever they may be. Indeed,

alongside our 11 European branches - the Group's reference market right from the start -

locations have now been added in the United States, in India and in China, the most recent

extensions to our worldwide presence.

Structure Chart

The Same Deutz-Fahr Group is present on the world market with four brands: Same, Lamborghini,

Hürlimann, Deutz-Fahr. Each brand maintains its individual identity through its own traditional features

and technical of highly personalized solutions; it also provides the chance to richly satisfy all possible

requirements in terms of reliability, performance, comfort and specialization.

SAME The traditional name, renowned for safety, reliability and performance standards, from one

generation to the next. The SAME global service extends well beyond the purchase, contributing to the

Same "family feeling", based on advanced technology, a wide range of models, versions and

combinations, but also on a unique relationship of trust with the tractor and the tractor dealership

DEUTZ-FAHR Reliabilty in the all-German tradition, just like the dedication to service, applied to a truly

complete range of products. Deutz Fahr tractors, combines and harvesters reflect advanced

technological research efforts that anticipate the needs of modern farming in all operating conditions -

all in the name of total quality.

LAMBORGHINI Powerful, tough, responsive: Lamborghini tractors perfectly embody the idea of dynamic

farming, the pursuit of excellence, the readiness to take on the challenge of even greater productivity.

Dedicated to those who look ahead, the Lamborghini range complements its prestigious motorcar

tradition with tractors that maximise the performance of their gutsy, specifically designed engines.

HÜRLIMANN The very symbol of perfection in mechanical and electronic technology; the Hürlimann

name addresses only those who want the best. The attention to detail, exceptional comfort standards

and finishes are all part of the heritage represented by this Swiss company throughout its long history.

The image of prestige itself, applied to the farming industry.

The SAME Historical Archives are located at the Group's head offices

in Treviglio in the province of Bergamo (Italy), alongside the impressive tractor

museum. The Archives are packed with photographs and documents relating

the history of SAME and its brands and products.

The archives are arranged in a clear logical order:

The story of SAME tractors is both the story of an ingenious man and the story of a company that has

succeeded in earning itself a place of prestige on the world market. Seventy-five years have gone by

since the very young Francesco Cassani presented his first project for a vehicle that anticipated the

features of the four-wheel-drive tractor with a real diesel engine, that was ultimately made in 1952.

The learning curve was lengthy and painful but characterized by a continuous journey towards

entrepreneurial maturity, spurred on by an exceptional technological intuition, a profound interest in

the customer's real problems, a relentless search for solutions that would free the farmer from grueling

toil, and a strong creative ambition. The Group has thus grown into a genuinely international concern,

with factories in Italy, Germany, Poland, and India and with distributors and technical support services in

all the principal countries

Welcome

Welcome to the SAME Historical Museum website. Some of the most

important milestones in the history of agricultural mechanization are

represented here using original, textual and iconographic material.

the TractorsAn overview of the production of the

Group’s various Brands, from the historical CASSANI tractor to the last-generation

models.

the TechnologyThe evolution of engines and the

engineering solutions that have made history.

the CommunicationSales and advertising

literature and manuals, from advertising to

integrated communication.

Focus

SAME: Always on the podium

SAME celebrates its 75 years of activity in the field. The company owes everything to the tractor, but it has also given a lot back in return. (read the article)

 

read the article

Puledro: Same’s “horse-drawn carriage”

How the pioneer Francesco Cassani, founder of SAME, revolutionized the

world of agriculture.

read the article

versione italiana | copyright © 2005 gruppo SAME Deutz-Fahr | design by MasterStudio

Introduction to topic

Brand image or brand identity is a mental or emotional association in the customers mind. It is

initiated by the images we use in our advertising and the word we use to describe our products.

Thus our brand is born.

A brand is complex entity in the minds of a customer.

Brand image is a customer’s internal emotional reaction to the expression of brand identity.

Like brand personality, brand image is not something you have or you don't! A brand is unlikely

to have one brand image, but several, though one or two may predominate. The key in brand

image research is to identify or develop the most powerful images and reinforce them through

subsequent brand communications. The term "brand image" gained popularity as evidence began

to grow that the feelings and images associated with a brand were powerful purchase influencers,

though brand recognition, recall and brand identity. It is based on the proposition that consumers

buy not only a product (commodity), but also the image associations of the product, such as

power, wealth, sophistication, and most importantly identification and association with other

users of the brand. In a consumer led world, people tend to define themselves and their Jungian

"persona" by their possessions. According to Sigmund Freud, the ego and superego control to a

large extent the image and personality that people would like others to have of them.

Good brand images are instantly evoked, are positive, and are almost always unique among

competitive brands.

Brand image can be reinforced by brand communications such as packaging, advertising,

promotion, customer service, word-of-mouth and other aspects of the brand experience.

Brand images are usually evoked by asking consumers the first words/images that come to their

mind when a certain brand is mentioned (sometimes called "top of mind"). When responses are

highly variable, non-forthcoming, or refer to non-image attributes such as cost, it is an indicator

of a weak brand image.

A brand is a collection of experiences and associations connected with a service, a person or any other entity.

Brands have become increasingly important components of culture and the economy, now being described as "cultural accessories and personal philosophies".

Some people distinguish the psychological aspect of a brand from the experiential aspect. The experiential aspect consists of the sum of all points of contact with the brand and is known as the brand experience. The psychological aspect, sometimes referred to as the brand image, is a symbolic construct created within the minds of people and consists of all the information and expectations associated with a product or service.

People engaged in branding seek to develop or align the expectations behind the brand experience, creating the impression that a brand associated with a product or service has certain qualities or characteristics that make it special or unique. A brand is therefore one of the most valuable elements in an advertising theme, as it demonstrates what the brand owner is able to offer in the marketplace. The art of creating and maintaining a brand is called brand management.

Careful brand management, supported by a cleverly crafted advertising campaign, can be highly successful in convincing consumers to pay remarkably high prices for products which are inherently extremely cheap to make. This concept, known as creating value, essentially consists of manipulating the projected image of the product so that that the consumer sees the product as being worth the amount that the advertiser wants him/her to see, rather than a more logical valuation that comprises an aggregate of the cost of raw materials, plus the cost of manufacture, plus the cost of distribution. Modern value-creation branding-and-advertising campaigns are highly successful at inducing consumers to pay, for example, 50 dollars for a T-shirt that cost a

mere 50 cents to make, or 5 dollars for a box of breakfast cereal that contains a few cents' worth of wheat.

A brand which is widely known in the marketplace acquires brand recognition. When brand recognition builds up to a point where a brand enjoys a critical mass of positive sentiment in the marketplace, it is said to have achieved brand franchise. One goal in brand recognition is the identification of a brand without the name of the company present. For example, Disney has been successful at branding with their particular script font (originally created for Walt Disney's "signature" logo), which it used in the logo for go.com.

Consumers may look on branding as an important value added aspect of products or services, as it often serves to denote a certain attractive quality or characteristic (see also brand promise). From the perspective of brand owners, branded products or services also command higher prices. Where two products resemble each other, but one of the products has no associated branding (such as a generic, store-branded product), people may often select the more expensive branded product on the basis of the quality of the brand or the reputation of the brand owner.

Brand name

The brand name is often used interchangeably within "brand", although it is more correctly used to specifically denote written or spoken linguistic elements of any product. In this context a "brand name" constitutes a type of trademark, if the brand name exclusively identifies the brand owner as the commercial source of products or services. A brand owner may seek to protect proprietary rights in relation to a brand name through trademark registration. Advertising spokespersons have also become part of some brands, for example: Mr. Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg's.

The act of associating a product or service with a brand has become part of pop culture. Most products have some kind of brand identity, from common table salt to designer jeans. A brandnomer is a brand name that has colloquially become a generic term for a product or service, such as Band-Aid or Kleenex, which are often used to describe any kind of adhesive bandage or any kind of facial tissue respectively.

Brand identity

How the brand owner wants the consumer to perceive the brand - and by extension the branded company, organization, product or service. The brand owner will seek to bridge the gap between the brand image and the brand identity. Brand identity is fundamental to consumer recognition and symbolizes the brand's differentiation from competitors.

As mentioned above, its what the owner wants to communicate. However, with time, the brand acquires some more from consumer perspective and not necessarily all the communications from owner percolate to consumers. Therefore, brand associations comes handy to check the consumer's perception of the brand.

Branding approaches

Company name

Often, especially in the industrial sector, it is just the company's name which is promoted (leading to one of the most powerful statements of "branding"; the saying, before the company's downgrading, "No one ever got fired for buying IBM").

In this case a very strong brand name (or company name) is made the vehicle for a range of products (for example, Mercedes-Benz or Black & Decker) or even a range of subsidiary brands (such as Cadbury Dairy Milk, Cadbury Flake or Cadbury Fingers in the United States).

Individual branding

Each brand has a separate name (such as Seven-Up or Nivea Sun (Beiersdorf)), which may even compete against other brands from the same company (for example, Persil, Omo, Surf and Lynx are all owned by Unilever).

Attitude branding

Attitude branding is the choice to represent a larger feeling, which is not necessarily connected with the product or consumption of the product at all. Marketing labeled as attitude branding include that of Nike, Starbucks, The Body Shop, Safeway, and Apple Computer. In the 2000 book, No Logo, attitude branding is described by Naomi Klein as a "fetish strategy".

"A great brand raises the bar -- it adds a greater sense of purpose to the experience, whether it's the challenge to do your best in sports and fitness, or the affirmation that the cup of coffee you're drinking really matters." - Howard Schultz (president, ceo and chairman of Starbucks)

"No-brand" branding

Recently a number of companies have successfully pursued "No-Brand" strategies, examples include the Japanese company Muji, which means "No label" in English (from "Mujirushi Ryohin" – literally, "No brand quality goods"). Although there is a distinct Muji brand, Muji products are not branded. This no-brand strategy means that little is spent on advertisement or classical marketing and Muji's success is attributed to the word-of-mouth, a simple shopping experience and the anti-brand movement. Another brand which is thought to follow a no-brand strategy is American Apparel, which like Muji, does not brand its products

Derived brands

In this case the supplier of a key component, used by a number of suppliers of the end-product, may wish to guarantee its own position by promoting that component as a brand in its own right. The most frequently quoted example is Intel, which secures its position in the PC market with the slogan "Intel Inside".

Brand extension

The existing strong brand name can be used as a vehicle for new or modified products; for example, many fashion and designer companies extended brands into fragrances, shoes and accessories, home textile, home decor, luggage, (sun-) glasses, furniture, hotels, etc.

Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin to a restaurant guide, Adidas and Puma to personal hygiene. Dunlop extended its brand from tires to other rubber products such as shoes, golf balls, tennis racquets and adhesives.

There is a difference between brand extension and line extension. When Coca-Cola launched "Diet Coke" and "Cherry Coke" they stayed within the originating product category: non-alcoholic carbonated beverages. Procter & Gamble (P&G) did likewise extending its strong lines (such as Fairy Soap) into neighboring products (Fairy Liquid and Fairy Automatic) within the same category, dish washing detergents.

Multi-brands

Alternatively, in a market that is fragmented amongst a number of brands a supplier can choose deliberately to launch totally new brands in apparent competition with its own existing strong brand (and often with identical product characteristics); simply to soak up some of the share of the market which will in any case go to minor brands. The rationale is that having 3 out of 12 brands in such a market will give a greater overall share than having 1 out of 10 (even if much of the share of these new brands is taken from the existing one). In its most extreme manifestation, a supplier pioneering a new market which it believes will be particularly attractive may choose immediately to launch a second brand in competition with its first, in order to pre-empt others entering the market.

Individual brand names naturally allow greater flexibility by permitting a variety of different products, of differing quality, to be sold without confusing the consumer's perception of what business the company is in or diluting higher quality products.

Once again, Procter & Gamble is a leading exponent of this philosophy, running as many as ten detergent brands in the US market. This also increases the total number of "facings" it receives on supermarket shelves. Sara Lee, on the other hand, uses it to keep the very different parts of the business separate — from Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose. In the hotel business, Marriott uses the name Fairfield Inns for its budget chain (and Ramada uses Rodeway for its own cheaper hotels).

Cannibalization is a particular problem of a "multibrand" approach, in which the new brand takes business away from an established one which the organization also owns. This may be acceptable (indeed to be expected) if there is a net gain overall. Alternatively, it may be the price the organization is willing to pay for shifting its position in the market; the new product being one stage in this process.

Own brands and generics

With the emergence of strong retailers the "own brand", a retailer's own branded product (or service), also emerged as a major factor in the marketplace. Where the retailer has a particularly strong identity (such as Marks & Spencer in the UK clothing sector) this "own brand" may be able to compete against even the strongest brand leaders, and may outperform those products that are not otherwise strongly branded.

Concerns were raised that such "own brands" might displace all other brands (as they have done in Marks & Spencer outlets), but the evidence is that — at least in supermarkets and department stores — consumers generally expect to see on display something over 50 percent (and preferably over 60 percent) of brands other than those of the retailer. Indeed, even the strongest own brands in the UK rarely achieve better than third place in the overall market.

This means that strong independent brands (such as Kellogg's and Heinz), which have maintained their marketing investments, are likely to continue their strong performance. More than 50 per cent of UK FMCG brand leaders have held their position for more than two decades, although it is arguable that those which have switched their budgets to "buy space" in the retailers may be more exposed.

The strength of the retailers has, perhaps, been seen more in the pressure they have been able to exert on the owners of even the strongest brands (and in particular on the owners of the weaker third and fourth brands). Relationship marketing has been applied most often to meet the wishes of such large customers (and indeed has been demanded by them as recognition of their buying power). Some of the more active marketers have now also switched to 'category marketing' - in which they take into account all the needs of a retailer in a product category rather than more narrowly focusing on their own brand.

At the same time, probably as an outgrowth of consumerism, "generic" (that is, effectively unbranded) goods have also emerged. These made a positive virtue of saving the cost of almost all marketing activities; emphasizing the lack of advertising and, especially, the plain packaging (which was, however, often simply a vehicle for a different kind of image). It would appear that the penetration of such generic products peaked in the early 1980s, and most consumers still appear to be looking for the qualities that the conventional brand provides.

CHAPTER –III

Research Methodology

3.1 Statement of the problem:

This study initially examines the awareness of the customers towards Same Deutz-Fahr India. As

brand is complex entity in the minds of a customer, identifying the image is always a task and

challenge. Measuring the Brand image is a difficult process, more so when it is to be assessed

for all the competitors’ brands. Brand image includes comprehension, perception, attitude

opinion and on the whole an emotional reaction to the offer and on promotion of the product.

Eliciting a response in combination of the above factors is a challenge not only for the researcher

but also for the respondent to precisely state. A systematic effort is made in the study to assess

the Brand Image of selected competitors among the customers.

3.2 Need for the study:

Brand Image helps the organization in achieving targeted sales and to sustain in the market for a

long time. It helps the organization in increasing its product awareness in the customers. Every

organization needs to improve level of brand image and identify customer preferences for

various products so that they can implement measures for enhancing brand image. This forms the

basis for the current study.

3.3 Scope of the study:

The study contains important data about brand image of Same Deutz-Fahr in Ranipet,

Tamilnadu. This study is conducted in the districts of Madhurai and Vellore.

3.4 Objectives:

1. To analyze the customer opinion on certain parameters of Brand Image of Same Deutz-

Fahr vis-à-vis competitors.

2. To identify attractiveness of promotional campaigns of Same Deutz-Fahr.

3. To measure the customer satisfaction towards Same Deutz-Fahr.

4. To measure the innovational elements in Same Deutz-Fahr.

3.5 Research Methodology:

3.6 Source of Data:

Primary data: Information collected through questionnaires

Secondary data: company’s broachers, company website and books.

3.7 Sampling Methodology:

Sampling procedure adopted a multi stage sampling. The district of Vellor and Madhurai are

selected using judgment sampling. The specific respondents are chosen using convenience

sampling.

Sample size: 100 Customers.

CHAPTER-IV

Hypotheses testing

Statistical tools and techniques

For data analysis statistical tools used are simple percentage and chi-square test.

Chi – square test

Formula: χ2 = ∑ (Oij-Eij)2/ Eij

Where ‘O’ is observed frequency.

‘E’ is expected frequency.

Chi-square test is done to know two attributes are associated or not. And it tests “the goodness of

fit” of the observed frequencies with the expected frequencies.

HYPOTHESIS - 1

Null Hypothesis: The attractiveness of Promotional campaign not influence the Brand Image

Alternative Hypothesis: The attractiveness of Promotional campaign influence the Brand

Image

Observed Frequencies:

Variables High Medium Low Total

Agree 38 9 7 54

Undecided 9 7 8 24

Disagree 10 6 6 22

Total 57 22 21 100

Expected Frequencies:

Variables High Medium Low Total

Agree 31 12 11 54

Undecided 14 5 5 24

Disagree 12 5 5 22

Total 57 22 21 100

Showing the values of (0-E)2/Eij:

Variables High Medium Low Total

Agree 1.98 0.86 1.56 4.40

Undecided 1.87 0.8 1.8 4.47

Disagree 0.83 0.2 0.2 1.23

Total 4.68 1.86 3.56 10.1

Degree of freedom= (c-1) (r-1)= (3-1) (3-1)= 4

χ2 table value at 95% confidence level = 9.49

Calculated value = 10.1

Calculated value is greater than table value

Hence H1 is accepted and H0 is rejected.

HYPOTHESIS - 2

Null Hypothesis: Innovation does not influence brand image

Alternative Hypothesis: Innovation influence brand image

Observed Frequencies:

Variables High Medium Low Total

Agree 27 8 5 40

Undecided 20 6 9 35

Disagree 10 8 7 25

Total 57 22 21 100

Expected Frequencies:

Variables High Medium Low Total

Agree 23 9 8 49

Undecided 20 8 7 26

Disagree 14 5 6 25

Total 57 22 21 100

Showing the values of (0-E)2/Eij:

Variables High Medium Low Total

Agree 0.7 0.11 1.13 1.94

Undecided 0.00 0.5 0.58 1.08

Disagree 1.14 1.8 0.17 3.11

Total 1.84 2.41 1.88 6.13

Degree of freedom= (c-1) (r-1)= (3-1) (3-1)= 4

χ2 table value at 95% confidence level = 9.49

Calculated value = 6.13

Calculated value is less than table value

Hence H1 is rejected and H0 is accepted.

Graphical 4.1 Services to the customers

Table 4.1

Name of the company

Ranks obtained

SDF 69Ferguson 24Mahindra 58Sonalica 49New Holland 1

69

2458

49

1

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.2 The price of the product is affordable

Table.2

Name of the Company

Ranks obtained

SDF 147Ferguson 128Mahindra 97Sonalica 141New Holland 1

147

12897

141

1

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.3 The Quality standers of the product

Table.3

Name of the Company points obtainedSDF 1Ferguson 72Mahindra 80Sonalica 37New Holland 24

1

72

80

37

24

points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.4 The price discounts are

Table 4.

Name of the Company

Points obtained

SDF 74Ferguson 39Mahindra 58Sonalica 30New Holland 1

74

39

58

30

1

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.5 Spare parts are easily available

Table 5.

Name of the Company

points obtained

SDF 123Ferguson 34Mahindra 86Sonalica 23New Holland 1

123

34

86

23

1

points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.6 Are you satisfied with the services provided

Table 6.

Name of the Company

Points obtained

SDF 44Ferguson 9Mahindra 9Sonalica 1New Holland 47

44

991

47

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.7 Point of display is an important factor to me purchase

Table 7.

Name of the Company

Points obtained

SDF 85Ferguson 59Mahindra 89Sonalica 1New Holland 60

85

5989

1

60

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.8 The product should provide a good value for money

Table 8.

Name of the Company Points obtainedSDF 124Ferguson 84Mahindra 99Sonalica 118New Holland 1

124

8499

118

1

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.9 The product heavy duty is the main choice to purchase

Table 9.

Name of the Company

Points obtained

SDF 68Ferguson 1Mahindra 44Sonalica 51New Holland 10

68

144

51

10

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.10 The advertisement made you to buy the product

Table 10.

Name of the Company

Points obtained

SDF 60Ferguson 1Mahindra 29Sonalica 44New Holland 17

60

129

44

17

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.11 You will buy the product on the recommendations of the dealer.

Table 11.

Name of the Company

Points obtained

SDF 134Ferguson 77Mahindra 100Sonalica 54New Holland 1

134

77

100

54

1

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.12 The advertisement attractiveness can be rated as

Table 12.

Name of the Company

Points obtained

SDF 57Ferguson 55Mahindra 45Sonalica 1New Holland 48

57

55

45

1

48

Points obtained

SDFFergusonMahindraSonalicaNew Holland

Inference:

Graph 4.13 Are you satisfied with responses to your complaints against the product

Table 13.

Name of the Company

Points obtained

SDF 51Ferguson 37Mahindra 69Somalia 38New Holland 1

51

3769

38

1

Points obtained

SDFFergusonMahindraSomaliaNew Holland

Inference:

Graph 4.14 You are recommending your relatives/friends to buy the product from the company

Table 14.

CHAPTER - V

Findings:

1. Respondents of SDF strongly agreed that services provided to the customers are good. The

score for this response is 69.This is followed by the Mahindra with 58, Sonalica with 49,

Ferguson with 24 and New Holland with 0.

2. SDF respondents strongly agreed that the price of the product is affordable. This score for this

response is 147. This is followed by Sonalica with 141, Ferguson with 128, Mahindra with 97

and New Holland with 0.

3. Respondents of Mahindra strongly agreed that quality standards are good and it is stands in

top position in this regard. The score for this response is 80. This is followed by Ferguson with

72, Sonalica with 37, New Holland with 24 and SDF 0.

4. Customers of SDF strongly agreed that they are given more price discounts and it stands in top

position in this regard. The score for this response is 74. This is followed by Mahindra with 58,

Ferguson with 39, Sonalica with 30 and New Holland with 0.

5. SDF respondents are strongly agreed that spare parts are easily available and it stand in top

position in this regard. The score for this response is 123. This is followed by Mahindra with 86,

Ferguson with 34, Sonalica with 23 and New Holland with 0.

6. It is observed that SDF ranks first in providing good value for money. The score for this

response is 124. It is followed by Sonalica with 118, Mahindra with 99, Ferguson with 84 and

New Holland with 0.

7. Majority of SDF respondents say that product is heavy duty and is the main choice to

purchase. The score for this response is 68. This is followed by Sonalica with 51, Mahindra with

44, New Holland with 25 and Ferguson with 0.

8. Customers of SDF strongly agreed that they purchased the product by advertisement. The

score for this response is 60. This is followed by Sonalica with 44, Mahindra with 29, New

Holland with 17 and Ferguson with 0.

9. Customers of SDF strongly agreed that they buy the products on the recommendations of the

dealers. The score for this response is 134. That is followed by Mahindra with 100, Ferguson

with 77, Sonalica with 54 and New Holland with 0.

10. SDF respondents say that attractiveness of advertisement is very high. The score for this

response is 57. That is followed by Ferguson with 55, New Holland with 48, Mahindra with 45

and Sonalica with 0.

11. Customers of Mahindra say that they are satisfied with the responses of dealers and it stands

in top position in this regard. The score for this response is 68. This is followed by SDF with 49,

Sonalica with 38, Ferguson with 37and New Holland with 0.

12. Ferguson customers say that they recommend the product to their relatives and friends. The

score for this response is 141. This is followed by Mahindra with 121, SDF with 111, New

Holland with 15 and Sonalica with 0.

13. Customers of SDF say that the company is sponsoring good enough programs and it stands in

the front rank in this regard. The score for this response is 28. This is followed by New Holland

with 11, Sonalica with9, Ferguson with 7 and Mahindra with 0.

14. Customers of Ferguson say that the company maintains good public relations and it stands in

top position in this regard. The score for this response is 48. This is followed by Sonalica with

46, Mahindra with 29, New Holland with 17 and SDF 0.

15. Ferguson customers strongly agreed that it formulated good customer communities and it

stands in front rank in this regard. The score for this response is 44. This is followed by Sonalica

with 37, Mahindra with 34, New Holland with 20 and SDF with 0.

16. New Holland customers say that the company organizes trade shows regularly and it stands

in top position in this respect. The score for this response is 16. This is followed by Mahindra

with 15, Sonalica with 9, SDF and Ferguson with 0.

17. Mahindra customers ranked the company in top position that it strives for social cause. The

score for this response is 24. This is followed by Ferguson with 13, SDF with 11, Sonalica with 2

and New Holland with 0.

18. SDF customers ranked that the company in top position that it provides high value for

money. The score for this response is 37. This is followed by Sonalica with 36, New Holland

with 32, Ferguson with 30 and Mahindra with 0.

19. New Holland customers strongly agreed that the company product matches their

requirements and it stands in top position in this regard. The score for this response is 19. This is

followed by Sonalica with 17, Mahindra with 10, Ferguson with 4 and SDF 0.

20. SDF customers strongly agreed that the product durability is high and it stands in top position

in this regard. The score for this response is 26. This is followed by Ferguson with 26, Sonalica

with 14, Mahindra with 7 and New Holland with 0.

21. Mahindra customers ranked the company in top position that promotional campaigns are

attractive. The score for this response is 50. This is followed by SDF with 30, New Holland with

30, Ferguson with 8 and Sonalica with 0.

22. Mahindra customers say that latest futures are added to the product and it stands in top

position in this regard. The score for this response is 30. This is followed by Ferguson with 13,

SDF with 19, Sonalica with 12 and New Holland with 0.

23. 29.42% of the respondents are satisfied by the Same Deutz-Fahr. This is followed by

Mahindra with 20.49% , Sonalica with 20.49%, Ferguson with 15.22% and New Holland with

14.34%

24. 26.25% of the respondents are satisfied with innovational elements in Mahindra. It is

followed by Ferguson with 24.04%, Same Deutz-Fahr with 19.55%, Sonalica with 19.55% and

New Holland with 10.61%

25. 55.55% respondents are satisfied with the attractiveness of the promotional campaigns of

Mahindra and it is followed by Same Deutz-Fahr with 17.77%, New Holland with 17.77%,

Ferguson with 8.88% and Sonalica with 0%

CHAPTER - VI

Suggestions:

1. As SDF stand in the least position compared to its competitors in terms of maintaining

quality standard company is advised to improve it. This can be done by having proper

quality checks, training and to the employees and procurement of good machinery.

Quality standers of the product should be improved by following techniques such as

TQM and Six sigma.

2. SDF may train its dealers make them more loyal to the company by adopting policies that

would satisfy the dealers and hence improve the responses of the dealers towards SDF

customers.

3. Satisfaction levels among SDF needs to be improved such that the recommend the

product to their relatives and friends. Word of mouth communication is a great path to

increase sales. Giving great promotional offers, better after sales services, proper

receiving of customers will improve positive word of mouth communication.

4. Public relations and relations with local communities very poor and this could affect the

brand image drastically. Hence SDF needs to take up additional focus among these

directions. Company also needs to focus on striving for social cause and be among its

competitors in this regard. The company should maintain good relations with the public

by being socially responsible by welfare camps and awareness programs.

5. SDF does not participate in tradeshows. This affects the Brand Image. Hence SDF needs

to identify opportunities and participate in them. The company should attend all the trade

fairs of the related products regularly to make the product more familiar.

6. SDF needs to focus on customer needs tastes and preferences and design and update the

product accordingly. Customers always seek for changes and new things in the product

according to the technological changes will help SDF to a greater extent.