Designing a Brand Plan to Increase the Sales of Tata Agrico

Guided by Submitted by

Yoginder Kataria YOGESH KUMAR

ENROLLMENT NO.

ICFAI, GURGAON 7NBGG050

1
 ACKNOWLEDGEMENT

The Internship Project at TATA STEEL, Jamshedpur is an outcome of total support

and encouragement provided by a number of people at TATA STEEL, a company that
embodies the best practices of the Indian Corporate World. During the tenure of this
project, we were fortunate to have interacted with people who in their own capacities
have encouraged and guided me to make this into a learning experience.

We would like to express our sincere gratitude to our project guide Mr. Yoginder
Kataria , Manager-EPA (PS), Agrico for his constant and keen support at every step
without which the project would not have seen the light of the day.

We would also like to thank Mr. N R Saifi Manager TMDC for his all round support
during the completion of the project.

We also thank each and everyone, who shared their valuable information, for us to
have better understanding of the system, subject and concepts which contributed
immensely in the completion of this project.

We solemnly express our high regards and profound sense of gratitude to our faculty
guides for granting their invaluable time and energy throughout the completion of this
project.

We also express sincere thanks and deep gratitude to our revered institutes.

2
 Student declaration

We, hereby declare that this project report title as “Designing a Brand Plan to
increase the sales of Tata Agrico products” has been compiled by us as part of our
education curriculum.

We have not submitted this project in any other organisation or institution for any
purpose whatsoever.

Jamshedpur YOGESH KUMAR

3
 Table of contents

1. Company profile Page Number

1.1 Background 5
1.2 Vision 6
1.3 Mission statement 7
1.4 Policies 9
1.5 Core values 10
1.6 Products 11
1.7 Strategic business units 12

2. Tata Agrico

2.1 Introduction 13
2.2 Product 14
2.3 Product development process 20
2.4 Quality 21
2.5 Collaborations & Distributors 23
2.6 Environmental awareness programme 24

3. Executive summary 25

4. Aim 26

5. Market analysis

5.1 Research objectives 27

5.2 Methodology 27
5.3 Methods 27
5.4 Sample size 28
5.5 Limitations 28
5.6 Analysis of consumer’s survey 29
5.7 Analysis of dealer’s survey 39
5.8 Findings 47

6. SWOT analysis 48

7. Recommendations 50

8. Conclusion 51

9. Appendix

9A Questionnaires for consumers 54

9B Questionnaires for dealers 59

10. Bibliography 63

4
 COMPANY PROFILE

1.1 Background

TATA STEEL, formerly known as Tata Iron and Steel Company Ltd (TISCO), the
company around which the entire township of Jamshedpur was built, was registered in
Bombay (now Mumbai) on August 26, 1907. It had an initial capacity of 160,000
tonnes of pig iron, 100,000 tonnes of ingot steel, 70,000 tonnes of rails, beams and
shapes and 20,000 tonnes of bars, hoops and rods. It also had a powerhouse, auxiliary
facilities anda laboratory. In 1917, the company increased its steel production capacity
to 500,000 tonnes and introduced the Modern Duplex process of making steel. Since
then the company has continued to add new units and increase capacity.

Beginning in the 1980s, the company undertook in various phases an ambitious

Modernization Programme. The fist phase, between 1981 and 1985, involved a total
project cost of Rs 223 crores. This phase, among other things, saw the installation of
two 130 tonne LD converters, two 250 tonne a day Oxygen Plants, a bar forging
machine, two vertical twin shaft lime kilns and a tar-dolo brick plant. Significantly, a
six strand billet caster and a 130 tonne vacuum arc refining unit were installed, that
too in the integrated steel plant.

The Second Phase (1985-1992), involving a project cost of Rs. 780 crores, saw for the
first time in India coal injection in blast furnaces and coke oven battery with 54 ovens
using stamp-charging technology. Apart from this, a 0.3 mtpa (million tonne per
annum) wire rod mill, a 2.5 mtpa sinter plant, a bedding and blending plant and a
waste recycling plant of 1 mtpa were installed.

The company recently commissioned its 1.2 mt (million tonne) capacity Cold Rolling
Mill Complex at a project cost of Rs. 1600 crores. This Four Phase Modernization
Programme has enabled Tata Steel to be equipped with the most modern steel making
facilities in the world. As of today, the Tata Steel facility has a Hot Metal capacity of
3.8mtpa and a Crude Steel capacity of 3.5 mtpa, corresponding to a salable steel
capacity of 3.4 mtpa.

5
It is Tata Steel’s constant endeavour to consolidate its position in the international
market. World Steel Dynamics and now called as “World Class Steel Makers”.

The Fifth Phase lays stress on the utilisation of the intellectual capabilities of the
employees to generate sustainable value for the stakeholders. Rather than create new
physical assets, the focus has now shifted to how best to use those assets to get
optimum value. The human resource management division of Tata Steel has
developed what is called the “mindset programme”, which is designed to bring
change among the employees. The programme seeks to inculcate in the employees
self awareness and a positive outlook.

In order to improve its performance further the company engaged the internationally
reputed consultants Mckinsey & Co, who suggested the Total Operational
Performance (TOP) Enhancement Programme. A structured, time bound, team based
programme, it uses the creativity and energy of the employees to increase output with
minimum investment and in the shortest possible time.

Tata Steel today is rapidly expanding capacity and plans to produce 15 Mt of steel
annually by 2010. Tata Steel is currently ranked the world's 6th largest steel company
and some of its future projects are:
India:
• 12 MTPA* plant in Jharkhand
• 6 MTPA plant in Orissa
• 5 MTPA plant in Chattisgarh
• Jamshedpur Steel Works will become a 10 MTPA unit by 2010.
*MTPA = million tonnes per annum

Overseas:

• Development of a source of low ash coal from Queensland, Australia

• Ferro Chrome production in Richards Bay, South Africa
• Coking Coal project in Mozambique
• Development of iron ore deposits in Ivory Coast (West Africa)
• Limestone mining project in Oman

6
1.2 Vision

To be the global steel industry benchmark for Value Creation and Corporate
Citizenship and to seize the opportunities of tomorrow and create a future that will
make the organization an EVA (economic value added) positive competition. To
continue to improve the quality of life of our employees and the communities we
serve.

Vision Production 2010

The company intends to be a 15 million ton company by the year 2010 through
organic growth an acquisitions both in the country and overseas.

7
1.3 Mission Statement

Consistent with the vision and values of the founder Jamshetji Tata, TATA STEEL
strives to strengthen India’s industrial base through the effective utilization of men
and materials. The means envisaged to achieve this are high technology and
productivity consistent with modern management and practices.

TATA STEEL recognizes that while honesty and integrity are essential ingredients of
a strong and stable organization, profitability provides the main spark for economic
activity.

Overall the company seeks to scale the heights of excellence in all that it does in an
atmosphere free from fear and one that encourages innovativeness and creativity.

8
1.4 Policies

Quality Policy

Tata Steel is committed to creating value for all our stakeholders by continually
improving our systems and processes through innovation, involving all our
employees. This policy shall form the basis of establishing and reviewing the Quality
Objectives and shall be communicated across the organization. The policy will be
reviewed to align with business direction and to comply with all the requirements of
the Quality Management Standard.

Corporate Social Responsibility Policy

Tata Steel believes that the primary purpose of a business is to improve the quality of
life of people. So it is committed to improve the quality of the life of the people in the
areas where it operates.

Environmental, Occupational Health & Safety Policy

Tata Steel reaffirms its commitment to provide safe working place and clean
environment to its employees and other stakeholders as an integral part of its business
philosophy and values under which it will continually enhance its Environmental,
Occupational Health & Safety (EHS) performance in its activities, products and
services through a structured EHS management framework.

Research Policy

Tata Steel nurtures and encourages innovative research in a creative ambience to

ensure that the competitive advantage in its overall business is retained and surpassed.
Towards this goal, the Company commits itself to providing all necessary resources
and facilities for use by motivated researchers of the highest caliber.

9
1.5 Core Values

The TATA Group has always sought to be a value – driven organization. These values
continue to direct the Group’s growth and businesses. The five core TATA values
underpinning the way we do business are:

• Integrity: We must conduct our business fairly, with honesty and

transparency. Everything we do must stand the test of public scrutiny.
• Understanding: We must be caring, show respect, compassion and humanity
for our colleagues and customers around the world, and always work for the
benefit of the communities we serve.
• Excellence: We must constantly strive to achieve the highest possible
standards in our day to day work and in the quality of the goods and services
we provide.
• Unity: We must work cohesively with our colleagues across the group and
with our customers and partners around the world, building strong relationship
based on tolerance, understanding and mutual cooperation.
• Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what
comes from people goes back to the people many times over.

Striving For Excellence

10
1.6 Products

Tata Steel is a global player with a balanced presence in developed European and fast
growing Asian markets and with a strong position in the construction, automotive and
packaging markets. Its Jamshedpur steel works produces hot and cold rolled coils and
sheets, galvanised sheets, tubes, wire rods, construction rebars, rings and bearings. In
an attempt to 'decommoditise' steel, the Company has introduced several branded
steel products, including Tata Steelium (the world's first branded Cold Rolled Steel),
Tata Shaktee (Galvanised Corrugated Sheets), Tata Tiscon (rebars), Tata Pipes, Tata
Bearings, Tata Structura, Tata Agrico (hand tools and implements) and Tata Wiron
(galvanised wire products). In the financial year 2006-07 revenue from the sale of
these branded steel products was 26% of the company's sales revenues.

Corus' main operating divisions comprise Strip Products, Long Products and
Distribution & Building Systems Division. Combining international expertise with
local customer service, the company supplies a range of long and strip products to
demanding customers worldwide in markets including the construction, automotive,
packaging and engineering sectors. The NatSteel group produces construction grade
steel such as rebars, cut-and-bend, mesh, precage bore pile, PC wires and PC strand.
Tata Steel Thailand produces round bars and deformed bars for the construction
industry.

11
1.7 Strategic Business Units

Apart from the main Steel Division, Tata Steel's operations are grouped under the
following Strategic Business Units:

Bearings Division: Manufactures ball bearings, double row self-aligning bearings,

magneto bearings, clutch release bearings and tapered roller bearings for two
wheelers, fans, water pumps, etc.

Ferro Alloys and Minerals Division: Operates chrome mines and has units for
making ferro chrome and ferro manganese. It is one of the largest players in the global
ferro chrome market.

Agrico Division: Tata Agrico is the first organized manufacturer in India of hand
tools and implements for application in agriculture.

Tata Growth Shop (TGS): Has designed, developed, manufactured, erected and
commissioned thousands of tonnes of equipment ranging from overhead cranes to
high precision components, including a rocket launch pad for the Indian Space and
Research Organization.

Tubes Division: The biggest steel tube manufacturer with the largest market share in
India, it aspires to strengthen its market presence by expanding and modernizing its
commercial and precision tube manufacturing capacity.

Wire Division: A pioneer in the manufacture of steel wires in India, it produces

coated and uncoated wires, branded as Tata Wiron. The division also operates a
wholly owned subsidiary in Sri Lanka.

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 TATA AGRICO

2.1 Introduction

TATA Agrico, a division of Tata Steel is the pioneer manufacturer of superior quality
agricultural implements in the country. Since 1925, it has been the leading
manufacturer of Shovels, Powrahs, Crowbars, Kudalies, Pickaxe and Hammers. These
implements cater to the needs of Agricultural, Horticulture Industry, Maintenance of
Roads, Dams, Railway- Tracks, Collieries, etc., in India and abroad.

The Division is the first manufacturer of agricultural implements (Hand tools) in India
to achieve ISO: 9002 Certification in 1994. This ensures world class systems in its
operations. TATA Agrico implements are manufactured in one piece from Tata High
Carbon Steel by forging. The skill and knowledge acquired over half a century,
modem methods of manufacture such as forging, and heat treatment and strict
supervision at every stage of manufacture, guarantee consistently good quality and
durability of Agrico products. The high quality of TATA Agrico implements makes
them the first choice of Agriculturists, Government Agricultural Departments, The
Railways, Defence Services, Collieries and Central and State Government
Departments.

All TATA Agrico implements are guaranteed against manufacturing defects and are
distributed all over the country through a network of consignment agents and
distributors.

13
2.2 Products

Hoes (Powrah) (Resists deformation lasts longer)

• Forged in one piece from Tata High Carbon Steel and given a protective
coating of paint
• The eyes or sockets of the Hoes are round in shape and are slightly tapered to
a nominal diameter of 45 mm at the narrow end to grip the handle firmly.
• Agri type, Bombay type, West India, Tanged Hoe (1.6), Mysore Hoe (1.6),
Swan Neck Hoe (1.8), East India type Hoes are certified as per Indian
Standard Specification IS-1759.

Types of Hoes:

Agri Hoe East India Hoe West India Hoe North India Hoe

Tanged Hoe Mysore Hoe Bombay Hoe Lanka Hoe

Swan Neck Hoe Fork Hoe

14
Sickles (Greater output with lesser effort)

• Increases the efficiency of cutting

• Durable and longlasting
• Heat treated for proper hardness
• Sharp cutting edge for effortless cutting
• Uniformly maintained width for perfect balance
• Perfectly seasoned hard wood handle for proper grip
• Can be re-sharpened

Pick-Axes (Kudalis) (Both ends hardened for extra longevity)

Pick-Axes are made in five varieties. Beater in one among the five varieties.

• The working ends of all Pick-Axes and Beaters are heat treated. Chisel ends
and point ends are sharpened.
• Pick-Axes and Beaters are supplied without handles.
• The eyes or sockets of Pick-Axes and Beaters are oval in shape and are
slightly tapered to about 65 mm × 40 mm at narrow end to grip the handles
firmly.
• High strength : unbeatable resistance to deformation and bending

Pick-Axes, Chisel (Wide) & Point Ends

Beater, Point & Tee Ends

15
Crowbars (Chisel point perfectly hardened needs no re-sharpening)

• All Crowbars are forged in one piece from Tata High Carbon Steel octagons
and are given a protective coating of double-boiled linseed oil.
• Crowbars are manufactured in four sizes : 22 mm, 25 mm, 29 mm and 32
mm.Short length Crowbars are made in the length of 1220 mm and 915 mm.
• The chisel ends of Crowbars are ground and heat treated and need no re-
sharpening
• Unbeatable strength - highly resistant to deformation and bending
• Designed for better gripping

Shovels (Improved curvature for better lifiting)

• Square Nose & Round Nose Shovel

blades are formed in one piece from 14
gauge (2 mm approximately) Tata High
Carbon Steel, which ensures longer life.
• Shovels are available in two varieties -
square nose, round nose. Square Nose &
Round Nose Shovel are manufactured in
two sizes, round nose in one.
• Square Nose & Round Nose Shovel are fitted with strong, steel crutched
wooden handles.

16
 • All Square Nose & Round Nose Shovel blades are certified as per Bureau of
Indian Standards Specification : IS 274 Part-1
• Ensure better material handling due to improved curvature
• Highly wear resistant, durable and retain their shape even after rugged use

Hammers (Strength that resists high impact shock)

• All hammers are forged in one piece from Tata High Carbon Steel and
supplied without handles
• The striking faces of all hammers are heat treated and chamfered
• Hammers differentially hardened and tempered thoroughly, to achieve strength
that withstands high impact shock
• The eyes of all hammers are tapered at both ends to form a ‘waist’ at the
middle to ensure firm grip
• Properly balanced to make work easier

DOUBLE-FACE SLEDGE HAMMERS S. B. HAMMER

TP Series Hoe (Powrah) –( Lessens fatigue, Improves output)

• Unique, scientific design that reduces fatigue, while increasing output

• Ideal curvature of blade that ensures optimum material lifting
• Unbeatable Durability
• Longer lasting cutting edge

TP2 Hoe TP4 (Jaipur) Hoe TP5 (NI) Hoe TP7 Hoe (Ahemdabad)

17
Garden Tools:

Hard working tools for beautiful gardens.

Pruning Secateurs (self-locking)

• Fully hardened and tempered steel blade for lasting sharpness

• Excellent, all-round secateurs for medium and large hands
• Robust, comfortable, easy-grip handles in bright yellow for maximum visibility in
the garden
• Cuts up to 20 mm diameter

Garden Cultivator

Width: 9 cm, Overall Length: 25 cm

• Excellent for weeding and cultivating garden soil

• Three bright, chrome-plated, spot-welded steel tines

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• Ergonomically designed anti-slip poly handle

Garden Trowel:

Width: 8 cm, Overall Length: 28 cm

• Wide, deep dish for maximum load

• Excellent for digging holes to plant flowers and seeds
• Bright, chrome-plated steel blade
• Ergonomically designed anti-slip poly handle

19
2.3 Product development process at Tata Agrico

Stage 1 - Identify the "Require ment / Bright Idea"

Stage 2 - Define the Requirements

Stage 3 - Gather product Information

Stage 4 – Business case preparation

Stage 5 - The Design Phase

Stage 6 – Prototyping

Stage 6 – Pilot Production

20
 Stage 7 – Marketing Trial & Feedback

Stage 8 – Commercial Launch

2.4 Quality

Customers are cautioned against spurious implements (bearing imitations of AGRICO

trademark and/or hologram) that may be offered for sale. When in doubt, kindly write
to any of our offices.

1. Look carefully for the Tata Agrico Trademark engraved on the implement.
2. The year of manufacture and item code given below the circle changes every
year.
3. The TATA mark appears on the holograms of all Shovels, Powrahs,
Mamooties, Kudalis, Sickles and Hammers.The eagle insignia can be seen in
the hologram.
4. The word TATA is embossed on Powrahs, Kudalis, Beaters, Sickles and
Shovels.
5. Weight stamp appears on all items
6. The words ‘TATA CHISEL STEEL’ 22/25/29/32 are engraved on Crowbars.

21
 Note:
The weights and dimensions of implements given in this catalogue are
nominal and are governed by the respective Indian Standards Specification.

2.5 Collaboration & Distributors

Tie up with Tata Kisan Sansar of Tie up with Godrej Agrovet Limited
Tata Chemicals Ltd (AADHAR)

Tie up ITC's e-choupal network

Tie up with Hariyali Kisaan Bazaaar
and the Choupal Sagar network

Tata Agrico has entered into a distribution alliance with ITC to market its agricultural
implements in rural India through ITC's e-choupal network and the Choupal Sagar
network. This will help rural consumers get genuine Tata Agrico implements at the
right price. Tata Agrico is a division of Tata Steel. While the e-choupal is billed as
India's largest network, choupal sagar is the rural hypermarket which provides
multiple services under a single roof. It gives farmers a platform to buy and sell
products, according to a release.

22
Tata Agrico, the agriculture implement division of Tata Steel Ltd, has recently entered
into a business venture with Godrej Agrovet Ltd.

Under this venture, Tata Agrico's products would be made available in all 22 Aadhaar
outlets across the country with products such as powrah and sickle for the farmer
community.

"The main objective of this business venture of Tata Agrico is to reach out to the
farmer community with its wide variety of products in the rural interiors of the
country. Farmers will now have the easy availability of Tata Agrico products at
reasonable prices," a press release said.

Tata Agrico manufacturers’ agricultural implements such as powrah, kudali, shovel,

crowbar, hammer and sickle.

Tata Agrico will be conducting demonstrations among farmers at the Aaadhar outlets
on the use of its products and would take suggestions for future designing of these
products.

All India distributors

Tata Agrico is having distribution network all over the country. In north India, it
covers the regions like Kanpur, Delhi, Jaipur, Nainital, Karnal, Jammu and Himachal
Pradesh. In the eastern part, it is having network in Kolkata, Siliguri, Berhampur,
Bhubaneshwar and also covers Guwahati in North-East India. In the west, it covers
Indore, Rajkot, Surat, Raipur, Nagpur, Aurangabad, Ahmednagar and other parts of
Maharashtra also. In southern part, it covers Hyderabad, Vijaywada, Madurai,
Bangalore,Trichy, Shimoga, Cochin, Chennai and also many more places.

23
2.6 Environmental awareness programmes by Tata Agrico

TATA Agrico is participating in environment awareness program under the

banner of "My Green World" in prominent english medium schools at Kolkata.

24
 EXECUTIVE SUMMARY

It is my great pleasure to work on this project and to develop the brand equity of the
existing product of the Tata Agrico. It gives me lot of learning experience as well as
the thought how to build a brand and what are the step require for it.

Today the world of business is place where changes are constant and innovation the
key to success. Branding is one kind of innovation which if implemented, the
customer are never short of further knowledge and information bout the product.

Brands are the powerful asset that must be carefully developed and managed. Brands
are the hearts of any business. It is through branding, companies maintains customer
loyalty, attracts and nurture new market segment, gets price stability and satisfies
customer profitably and managers to earn high revenue.

So related to it, my project topic was “to develop the brand equity for the existing
product of Tata Agrico”, a division of Tata Steel. In this way I did the survey that
answered brand awareness, dealer perception and consumer perception about the
product of Tata Agrico. The survey was done in Jamshedpur.

To be a brand lots of suggestion and recommendation has been given in this project
that if implemented will surely be help out Tata Agrico to become a brand leader.

25
 AIM

The aim of my project at Tata Agrico (A Division of Tata Steel)

• To study the existing products in the market at Jamshedpur and analyse the
current situation of the market.
• Design a Brand plan to increase the sales of Tata Agrico products.
• Provide suggestion to improve the sales.

26
 Market Analysis

5.1 Research Objectives

1. To study how customers perceive about the Tata Agrico products.

2. To identify the factors that influence the buyers to buy and non- buyers not to
buy the Tata Agrico products.
3. To examine the effectiveness of various promotional activities on sales.
4. To study how dealers perceive about the Tata Agrico products.

5.2 Methodology

Sources of data

• The data is basically primary in nature.

• It is obtained from the dealers and consumers (farmers, labourers, contractors
and gardeners) of Jamshedpur and Dhanbad.

5.3 Methods

• Our communication approach was basically structured questioning, that is

personal interview with the aid of printed questionnaires.
• To serve our purposes, we designed two separate questionnaires for the
consumers and the dealers. Each questionnaire was designed in a manner so as

27
 to gain the maximum relevant information from the respondent taking
minimum of their time.

5.4 Sample size

• Convenience sampling: No sampling technique was employed in arriving at a

sample size; it is a convenience sampling suiting our use.
• Consumer sample size – 40
• Dealer sample size – 25

5.5 Limitations

1. This being a convenience sample, the analysis may not be a true picture of the
target population.
2. Prejudice of some of the respondents.
3. Low sample size of the dealers- that is, we could not find more than 15 who
were able to answer our questions in the areas surveyed.
4. Not much of the importance was attached to this task by some of he
households. In some cases, we were given contradictory answers, which
seemed to show that they are trying to get over with the interview as soon as
possible.

28
 5.6 Analysis of consumer survey

1. Tools which are mostly in use

100% 3
5
90% 9 6
4
35
80% 1
12 7
70% Gardener tools
7 10 17
60% Crowbars
12 18 1 Sickles
50%
34 Hammer
40%
17 Pick-axes
30% 24
7 Shovels
20% 11 14 5
7 Hoes
10% 4 1
11
1 1 1
0%
Rank Rank Rank Rank Rank Rank Rank
0 1 2 3 4 5 6

Fig 1: Showing the rank wise distribution of different tools

It is clear from the graph that people are using Hoes and Shovels in maximum
numbers. Both are used in construction, farming and in many places. So they are
highly in demand in the market. Gardener tools are not having that much share of the
market as they are least in use.

29
 2. Awareness of Tata Agrico product

Sample size- 40
Frequency Percent
Valid Yes 32 80.0
No 8 20.0
Total 40 100.0

Aware/Not-Aware

20%

Yes
No

80%

Figure 2 – Graph showing the aware and not aware percentage

80% of the respondents are aware of Tata agrico products while 20% of them are
not.

3. Users of the Tata Agrico product

Sample size - 40
Frequency Percent
Valid Yes 21 52.5
No 19 47.5
Total 40 100.0

30
 User/Not-user

48%
Yes
No
52%

Figure 3 – Graph showing percentage of consumers which are user

52% of the respondents are users of Tata Agrico product and 48% of them are non-
users.

4. Tata Agrico product which are mostly in use

Frequency Percent
Valid Tata hoes 9 22.5
Tata shovel 2 5.0
Tata Pick-axes 1 2.5
Tata Hammer 7 17.5
Tata Garden Tools 2 5.0
None 19 47.5
Total 40 100.0

31
 Figure 4 – Bar chart showing frequencies of uses of different products.

It is clear from the chart that the people are mostly using the hoes and the hammers.
As Tata is the only manufacturer of hammer, so it is having an edge over others in this
category.

5. Competitors of Tata Agrico

Frequency Percent
Valid SRG India 24 60.0
Kinger 5 12.5
Hurkut 4 10.0
Others 7 17.5
Total 40 100.0

From the table and graph it can be clearly inferred that SRG India is the toughest
competitor to Tata Agrico products according to consumer’s perception.

32
 Figure 5 - Competitors present in the market.

6. Satisfaction level with the Tata Agrico products ( For users only)

From the survey we can clearly say that the consumers are satisfied by the
products as all the 21 users of the products mentioned satisfaction in the survey.

7. Influencing factors in buying the tools

33
 9
8
7
6
5 User
4 Non-user
3
2
1
0

e
y
e

ce

ity

ice
lity

nc
lit
ag

an

l
bi

Pr
bi

ua

ra
Im

ra
lia

rm

a
Du
d

pe
Re

rfo
an

Ap
Pe
Br

Figure 6 – Influencing factor for the user and non-user

It is found that the non-users have not purchased Tata Agrico products because of
dissatisfaction and prejudice about the quality of the product after the outsourcing of
the manufacturing of the product.

For users, quality, durability and brand image are the factors that influenced the
purchase of the Tata Agrico products.

8. Promotional activities and various schemes associated with Tata Agrico products

Promotional Awareness
Frequency Percent
Valid Yes 10 25.0
No 30 75.0
Total
40 100.0

34
 Figure 7 – Promotional awareness about the product

75% consumers were not known about any of the promotional activities by the Tata
Agrico, only 25% said yes and they have seen some hoardings and banners but they
have seen it in very small amount and in very few places.

About schemes all the respondents are not known about any of the schemes provided
by the Tata Agrico product.

9. Suggestions by the consumers to improve the sales.

Suggestions given by consumers

Frequency Percent
Valid Availability 6 15.0
Schemes for consumers 18 45.0
Price 16 40.0
Total 40 100.0

35
 Figure 8 – Suggestions given by the consumers

According to the table and graph it can be clearly inferred that respondents want some
schemes for them and after that slight decrease in price so that the product will be in
the reach of the consumers.

10. Frequency and quantity of purchasing tools

Frequency of purchasing tools

Frequency Percent
Valid Quarterly 8 20.0
Half-yearly 20 50.0
Yearly 12 30.0
Total 40 100.0
Quantity Purchased at single time
Frequency Percent
Valid 1-5 28 70.0
6-10 10 25.0
11-15 1 2.5
15> 1 2.5
Total 40 100.0

36
From the graph you can easily interpret that the respondents are purchasing the tools
Half-yearly and the quantity should be (1-5) according to the survey done.

Demographics:

37
Age

Age Group of consumer

Frequency Percent
Valid <25 4 10.0
25-34 16 40.0
35-44 14 35.0
45> 6 15.0
Total 40 100.0

Age Group

16
16
14
14
12
10
8 Age Group
6
6
4
4
2
0
<25 26-34 35-44 >44

Occupation

Consumers contacted
Frequency Percent
Valid Farmers 8 20.0
Labours 8 20.0
Contractors 19 47.5
Gardeners 5 12.5
Total 40 100.0

38
 Occupation

20 19
18
16
14
12
10 Occupation
8 8
8
6 5
4
2
0
Farmers Labourous Contractors Gardeners

Monthly Income

Income of consumer
Frequency Percent
Valid <5000 12 30.0
5001-10000 20 50.0
10001-
6 15.0
15000
15000> 2 5.0
Total 40 100.0

Income Group

>15000 2

10001-15000 6

Income Group

5001-10000 20

<5000 12

0 5 10 15 20 25

5.7 Analysis of Dealer survey

39
The survey is done in Jamshedpur and Dhanbad cities. The area is divided into four
parts for the sample of the dealers. The four areas are Sakchi, Mango, Bistupur and
Golmuri. Dhanbad accounts for 40% of the sample and the remaining 60% is covered
by Jamshedpur region.

Share of different region in sample

12%

Golmuri
40%
Sakchi
24%
Mango
Bistupur
Dhanbad

4%
20%

1. Factors influencing customer’s purchase decision according to the dealers.

Rank 1 Rank 2 Rank 3 Rank 4

Brand 14 6 5 0
Reliability 2 2 6 15
Performance 3 7 10 5
Durability 6 10 4 5

100%
90%
80%
70%
Durability
60%
Performance
50%
Reliability
40%
Brand
30%
20%
10%
0%
Rank 1 Rank 2 Rank 3 Rank 4

40
We can say by looking at the table and the chart that the maximum no of dealers staed
that they are giving preference to the brand image after that durability, performance
and than reliability.

2. Ranking of the products in order of demand from customers.

100%
90%
80%
70% Crowbars
Sickles
60%
Hammers
50%
Pick axes
40%
Shovels
30% Hoes
20%
10%
0%
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6

According to survey the Shovels are highly in demand than follows by the Hoes. It is
clear from the above bar chart which is showing the ranking of the products.

3. Customers of the products

Customers of product

9%

23% Contractors
Labourous
Farmers

68%

According to the dealers almost 70% of the sales are made by the contractor,
which is followed by the labourers, farmers having 23% and 9% share
respectively.

41
 4. Percentage of Tata Agrico in total sales of tools.

Sales of Tata Agrico

Frequency Percent
Valid 0-25 15 60.0
25-50 10 40.0
Total 25 100.0

80% of the respondents said that Tata Agrico has 0-25 percent share of the sales in
heir total sales in a year And 405 said it is between 25-50%.

6 Aware of any promotional activity.

Almost every respondents said that they are not aware any promotional activity by
the Tata Agrico.

7 The effect of promotional activities on sales according to dealers

Commercial effect on sales

Frequency Percent
Valid Increase in sales 18 72
No change in
7 28
sales
Total 25 100.0

42
 Effect of promotional activity

28%

Increase in sales
No change in sales

72%

72% of the respondents feel that the promotional activity will increase the sales
and 28% stated that it will not affect the sales.

7. The preferring media for advertisement according to dealers

Medias for advertisement

Frequency Percent
Valid Newspaper 5 20
Radio 8 32
Hoarding 12 48
Total 25 100.0

Striking media for promotional activity

Hoarding

Radio Series1

Newspaper

0 2 4 6 8 10 12 14

Newspaper Radio Hoarding

Series1 5 8 12

43
 After the survey it is clear from the graph that the Hoarding is the striking media
for the promotional activity in villages and semi urban areas followed by the
Radio and Newspaper.

8. Tata Agrico as a brand.

About brand

Frequency Percent
Valid Successful 18 72
Un-Successful 7 28
Total 25 100.0

Percantage

28%

Successful
Un-Successful

72%

87% of the respondents feel that Tata Agrico is a successful brand. Rest 13% find it to
be unsuccessful.

9. Factors behind the Tata Agrico being a successful brand/unsuccessful brand

Successful frequency Percentage

Brand name 10 55.5
Range of product 2 11.1
Quality 6 33.3

44
 Reason for success

33%

Brand name
Range of product
56% Quality

11%

As far as the reasons for Tata Agrico being a successful brand is concern, 56% of
the consumers feel that the success is due to the Brand name of Tata, 32% feel its
due to the quality of the product and the rest 12% feel that its due to the range of
the product.

Unsuccessful Frequency Percentage

Promotional Activity 2 28.5

Price 5 71.4

Reason for non-success

29%

Promotional Activity
Price

71%

Among the people ,who feel that the Tata Agrico is an unsuccessful brand, they
are not satisfied in the promotional activity and in the price term.

45
 10. Toughest competitor to Tata Agrio product.

Toughest Competitor for Tata Agrico

Frequency Percent
SRG India 15 60
Kinger 3 12
Hurkut 1 4
Others 6 24

SRG India is found to be the toughest competitor to Tata Agrico covering almost 60%
of the graph area.

Toughest competitor for Tata Agrico

12%
4%

SRG India
Kinger
24% Hurkut
60% Others

11. Satisfaction level of the service provided by the distributor.

Frequency Percent
Valid Satisfied 10 40.0
Not-Satisfied 15 60.0
Total 25 100.0

46
Almost 60% are not satisfied by the service provided by the distributor.

47
 5.8 Findings

1. During our research process we found that majority of the

Consumers find the brand to be successful they have not actually bought it ,
because of the following reasons:
• At the time of their purchase either the other brands had come out with
better promotional schemes and in reasonable price.
• Some times they are not able to find the product so what ever is present
at that moment they buy that.

Dealers even find the brand to be successful but because of some reasons
they are not promoting that.
o Price is very high as compared to the other competitors.
o Service provided by the distributor is not good.
o Dealer’s incentive is very less.

2. As discussed above there are many factors which are taken into consideration
while making a decision to purchase the product like:

Quality
Price
Brand image
Durability and performance

3. As there are no promotional activities are present in the market so the

company have to work on that.

48
 SWOT Analysis

6.1 Strength

A. Tata’s Brand image: It is a big strength of Tata Agrico that it is a branch of Tata
Steel which has been successfully doing business for a century.
B. Quality: Tata Agrico has maintained a reputation in market for its quality as
compared to its competitive brands.
C. Raw materials: Raw materials for Tata Agrico products are produced by Tata Steel
and thus they have an edge over any problems related to raw material handling.

6.2 Weakness

A. High price: The prices of the products are high as compared to those of
competitive products because of which the customers easily shift to the competitive
products whose prices are relatively low.
B. Distribution problem: As there is only one distributor in the whole Jamshedpur
city, the dealers are facing some problems in getting the products and receiving bills
and challans and even the service provided by the dealers not up to that mark.
C. Outsourcing of manufacturing: The dealers are facing problems in convincing the
consumers about the quality of the products when the customers know that the
production of Tata Agrico is outsourced. The customers get doubt about the quality of
the products as these are not produced by Tata itself.

6.3 Opportunities

A. National Brand: Tata Agrico can be made a national brand as this has been the
oldest brand available in the market as well as there is no other competitive national
brand available. Creating awareness nationally about the brand can increase the sales.
B. Boom in real estate sector: In current business scenario in India, Real Estate sector
is booming and thus the demand of the products dealt by Tata Agrico is getting more
and more and will continue
C. Agricultural Sector: In the current budget 2008, Indian Government has sanctioned
a huge amount of rupees which will be provided to the farmers as loan for agriculture
and hence the demand of the agricultural tools will be more.

49
6.4 Threats

A. Financially weak consumers: The Indian farmers and labours are not financially
strong enough to buy branded and bit costly products.
B. Competitors: The number of Tata Agrico is increasing day by day and thus they are
providing a real challenge it in the market. According to the dealers, the swing with
which Tata Agrico’s competitor SRG group is doing business, it may lead in the
market leaving behind Tata Agrico.

50
 Recommendations

The Tata Agrico product is a brand itself in the market and obviously got a wide edge
on the competitors in the market, being a Tata product but now days it has been
perceived while visiting in the market that the quality of the agriculture product has
been gone down day by day. So the following suggestion is given for the development
of the brand equity for the Tata Agrico product.

7.1 Switching intermediaries

Changing the pattern of distribution can further enhance the agriculture product
market by bringing the firm closer to its customer. It is seen for Tata Agrico product
that only one distributor exist in the entire state for the avaibility of the product and
dealers are facing lots of problems for delivering of the product like they have to pay
full advance before the delivery of product, instead of full ordered product dealers
loose some number of product etc.

This can be diminished by adding company-owned or franchised retail outlet in the

market and can give customer a better place for purchasing the agriculture product. In
this way the firm can switch to direct marketing from indirect marketing.

Tata Agrico may use both strategies to penetrate the market. The may use
conventional channel of distributor-dealer network along with they may create a chain
of exclusive boutiques like company owned or franchised retail outlets across the
Jharkhand state.In this way it can motivate the prime customer group like contractors,
builders or to some extent the affluent farmers (usually major credit cards holders) to
visit them and shop for tan exclusive ranges of agriculture product at a special price.
Finding new outlets to distribute the product is the key to deeper penetration. Lots of
brand succeeded in this way.

In other words following the customer and making the product available at all
possible places of customer congregation can ensure Tata Agrico competitive fit with
the market. In this way it can also improve the brand equity of the product.

51
7.2 Vehicles as a medium for advertising

Transport vehicles also helps reinforce brand image,for example we may see this
strategy is being used by many soft drinks company like Pepsi,Coca-Cola,Mineral
water producers and other consumer product companies like G.E etc.This strategies
could be used by Tata Agrico to communicate its brand image and values ,the name
written of Tata Agrico on the vehicles that could be run in the rural area to attract the
attention of the farmers and also in urban areas to attract the attention of contractors
and builders. In this way the brand of Tata Agrico could be repositioned in the mind of
target customers.

7.3 Event management and sponsorship

In an environment of highly fragmented media audience, an effective way of ensuring

a captive audience is event management and sponsorship.Tata Agrico can be a
sponsor of the Programme like Krishi-Darshan which is telecasted for the benefits of
the farmers. In this way the brand could be positioned in the mind of the customers.

7.4 Understanding consumer needs

Tata Agrico being a brand name talks with maximum target customers every year. The
company can use variety of approaches; from In-home rural area visits for lower class
segment like farmers and its product testing via internet for high segment liken
contractors. In this way it would be able to discover new, unmet and often
unarticulated consumer needs.

7.5 Others

• Tata Agrico should go for a new restructuring process by which it can keep
itself very competitive in the market. The company should arrange its
manufacturing units across India to decrease its transport costs so that it can
bring down its total manufacturing costs easily and can tap Indian market
efficiently.

• Tata Agrico should initiate its marketing activities across all over India to
increase the visibility of Tata Agrico brand.

52
• While delivering its product to consumer Tata Agrico can give such gift like
pen, key rings, diaries, letter- pad etc with the name Tata Agrico engraved on it
to promote customer loyalty.

• To launch lucrative dealer incentives scheme so that dealers should be

motivated.

• To educate the consumers about the genuine Tata Agrico product through
product communication campaign.

• To protect the brand and differentiate it from spurious product.

• To concentrate on rural marketing through wall painting and effective

measures.

• To create awareness about the brand across the country through regional
advertisements in agricultural programmes through Radio, TV, Newspapers.

• To launch customer incentive programmes to build brand loyalty.

• To be a strong customer focus the organization needs to promote internal as

well as external campaigns so that its make its employee more customer
focused as well as the customer more aware about the organization .For this
Tata Agrico can go for the campaigns with tag line such as – “we know
customer knows us better than us”, Tata Agrico: - The name which must be
trusted. These campaigns will surely reinforce the company focus on the
customer.

53
 CONCLUSION

In the conclusion of the project, I would like to state that

branding has become the most important element of the marketing
function in almost all industries. Brand management is the
p r o c e s s , b y w h i c h Ta t a A g r i c o c a n m a k e d i f f e r e n t i a t i o n f r o m
other competitors, can create customer loyalty and adds corporate
value on brand. In the current competitive markets, brands have
become to be identified as an intangible asset that can be revenue
generating in the long term.

Being the oldest player dealing with agrico products in the market
a s w e l l a s b e i n g a b u s i n e s s u n i t o f t h e s u c c e s s f u l l y r u n n i n g Ta t a
S t e e l , Ta t a A g r i c o h a s g a i n e d b r a n d i m a g e i n t h e m a r k e t . B u t a s
the business scenario is changing with inclusion of more number
o f c o m p e t i t o r s , Ta t a a g r i c o h a s t o u p g r a d e t h e b r a n d m a n a g e m e n t
c o n t i n u o u s l y. I t h a s m a i n t a i n e d a n a p p r e c i a b l e q u a l i t y o f t h e
product, but it has to give more attention on distribution
channels, promotions like dealers and customers incentive,
advertising, rural marketing and especially on pricing.

I f Ta t a A g r i c o m a n a g e s i t s b r a n d i m a g e i n t h e m a r k e t a n d
represents itself as a national brand by fulfilling all the factors
discussed above, it can run its business successfully and thus can
be the number one player in the market in comparison to its
competitors.

54
 Appendix

9 A. Questionnaires for consumer’s perception about agricultural tools

1) Which agricultural tools you are using?

 Hoes
 Shovels
 Pick-axes
 Hammers
 Sickles
 Crowbars
 Garden Tools

2). Are you aware of Tata Agrico products?

 Yes
 No

3) Are you a user of Tata Agrico product?

 Yes
 No
(If no then go to Q.No.11.)

4) In Tata Agrico brand which sub-brand do you use?

 Tata Hoes
 Tata Shovels
 Tata Pick-axes
 Tata Hammers
 Tata Sickles

55
  Tata Crowbars
 Tata Garden Tools
5) What do you think is the toughest competitor to Tata Agrico?

 SRG group
 Kinger
 Hurkut
 Any other
Please specify why? .........................................

6) Are you satisfied with the Tata agrico products?

 Yes
 No
If No, why? ............................................

7) What influence your decision while buying Tata Agrico Product?

 Brand image
 Reliability
 Durability
 Quality
 Appearance
 Price
 Any other? Please specify……………………………..

8) Have you seen any promotional campaign of Tata Agrico?

 Yes
 No
If yes which one you have seen mostly?
 TV advertisement

56
  Outdoor hoardings
 Road show
 Media interview
 Any other? Please specify………….
9) Do the various schemes associated with Tata Agrico affect your purchase?

 Yes
 No

10) Would you suggest any changes for Tata Agrico product in the following field?

 Availability
 Style of packaging
 More schemes to be associated with the brand
 Pricing
 Quality
 Any other? Please specify …………………….

11) Why not Tata Agrico?

 Price
 Quality
 Packaging
 Fewer schemes as compared to other brand
 Any other, please specify? ...................................

12) Which Brand do you prefer to buy?

 SRG Group
 Kinger Group
 Hurkut Group
 Any Other? Please Specify? .................................

57
13) What influence you to buy your preferred brand?

 Your colleague
 Advertisement
 Price
 Quality
 Self-experience
 Any Other? Please Specify……………………

14) If your preferred Brand is not available then you go for…..

First choice ……………………………

Second choice ………………………...

15) How frequently are you purchasing these tools?

 Monthly
 Quarterly
 Half-yearly
 Yearly.

16) . What is the quantity of purchasing at a single time?

 (1-5)
 (6-10)
 (11-15)
 More than 15.

17) Most preferred brand among people you know?

 SRG group
 Hurkut Group

58
  Kinger Group
 Tata Agrico
 Any Other? Please Specify………………….

18) Do you agree with the punch line of Tata Agrico – A Bond of Trust?
………………………………………………………………………..

Something about you.

Name: - Mr./Mrs./Ms…………………………..

Age Group: - kindly tick whichever is applicable

 < 25
 25-34
 35-44
 45 and above

Occupation:-

Income Group:-

 < 5,000
 5,001-10,000
 10,001-15,000
 15,001 and above

Thank you for your co-operation and patience.

59
9B DEALER’S OPINION SURVEY

1. What influence your customer’s decision to purchase a Tata Agriculture Brand

like Hoes, Shovels etc? (rank the following in the order of performance)
Best, 2- Next best, etc.

Brand
Reliability
Performance
Durability

2. Rank the products in order of demand from customers

Most demanded, 2- Next most demanded etc.

Hoes
Sickles
Crowbars
Shovels
Pick Axes
Hammers
Roll-cut Secateurs
Pruning Secateurs
Garden Cultivator
Garden Trowel

60
3. Rank the customers in order of purchasing demand
Highest purchasing demand, 2- Next purchasing demand etc.

Farmers
Labourors
Contactors
Industries (e.g. Railways)

4. Among the total sales of agricultural tools, what percentage is carried by TATA
AGRICO products?

Less than 25%

(25-50)%
(50-75)%
More than 75%

5. Are you aware of any promotional activities/advertisements by Tata Agrico?

Yes
No

6. How commercials can affect the sales?

Increased sales
Decreased sales
No change in sales

7. If No, which do you think is the most striking media for Tata Agrico to
advertise?

Newspaper
TV
Radio
Hoarding

61
 8. Do you think the quality of Tata Agrico product has been able to attract the
customer?

Yes
No

9. Which do you think is the toughest competitor to Tata Agrico?

SRG Group
Kinger
Hurkut
Any others

Please specify why?

10. Where do you rank the following Agriculture product company in terms of
(Rank the top 3 for each).

Tata Agrico SRG group Hurkut Kinger

Brand Name
Ranges of
product
Performance

Dealer
Promotional
Activities
Consumer
Promotional
Activities

11. Do you think Tata Agrico is a

62
 Successful brand
Unsuccessful brand

12. Why do you think Tata Agrico has been a successful/unsuccessful brand?

Range of products
Quality
Distribution network
Promotional activities

13. Are you satisfied by selling Tata Agrico products?

Yes
No

If No, why?

14. Are you satisfied with the dealer incentive scheme provided to you by Tata
Agrico?

Yes
No

15. Are you satisfied with the service provided by the distributor?

Yes
No
If No, why?

A word about yourself

Name:

63
Shop Address:
How long have you been in this business?
Total sales in agricultural tools (in Rs.) :
Suggestions to increase the sales of Tata Agrico products.
BIBLIOGRAPHY

All the information’s were collected from internet site, books, journals and data’s
provided to me.

Internet site
www.tatasteel.com
www.google.com
www.tataagrico.com
www.thehindubusinessline.com
www.hinduonnet.com
www.expressindia.com

Books
Marketing Research by Rajendra Nargundkar (IInd edition)
Marketing Management by Philip Kotler (Eleventh edition)
Research Methodology by C R Kothari (Second edition)
Global Brands by Senthil Ganesan
Business Research methods by Donald R Cooper (Sixth edition)

Journals
ICFAI case studies in Brand management
Financial Express (June edition)

Library
Shavak Nanavati Technical institute (SNTI) library
Tata Management Development Centre (TMDC) library

64