1

PROJECT REPORT
ON

CUSTOMER PERCEPTI ON TOWARDS
MAHI NDRA
TRACTOR PRODUCT

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






UNIVERSITY SCHOOL OF BUSSINESS STUDIES.
TALWANDI SABO (BATHINDA)


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COMPANY PROFILE (MAHINDRA & MAHINDRA)

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

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

A.K. Nanda
Executive Director
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Mr. Anjanikumar Choudhari
President - Farm Equipment Sector and Member of the Group Management
Board

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

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

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

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Mr. Raghu Murti
President - Trade, Retail and Logistics Sector and Member of the Group
Management Board
Mr. Ulhas N. Yargop
President - ITS Sector and Member of the Group Management Board

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

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

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

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

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India, USA, China and Australia, and capacity to produce 1,50,000 tractors a year.
Mahindra Gujarat Tractor
Mahindra Agribusiness
Mahindra Powerol
Mahindra USA
Mahindra Australia
Mahindra China Tractors
Trade & Financial Services
Mahindra Inter trade Limited and its subsidiaries have specialized domain knowledge in
imports and exports of commodities, domestic trading, marketing and distribution
services. Mahindra Finance is one of the largest Non Banking Finance Companies in
India with an asset base of about Rs. 5000 crores. Mahindra Insurance Brokers offer Life
and Non-life Insurance plans to retail and corporate customers. Mahindra Steel Service
Centre is the first steel service centre in the organized sector in India.
Mahindra & Mahindra Financial Services Ltd (Mahindra Finance)
Mahindra Insurance Brokers Ltd.
Mahindra Rural Housing Finance Ltd(MRHFL)
Infrastructure Development
Mahindra Group has interests in real estate, special economic zones, hospitality industry,
infrastructure development, project engineering consultancy and design. Mahindra
Holidays & Resorts is the leader in the lifetime holiday market in India. Mahindra Gesco
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is fastest growing Construction Company in India. Mahindra World City is developing
and promoting India's first Integrated Business City.
Mahindra Holidays & Resorts
Mahindra Life spaces Developers Limited
Mahindra World City
Mahindra Infrastructure Developers
Acres Consulting Engineers
Information Technology
Mahindra Group entered into IT sector in 1986 when it formed a joint venture with
British Telecommunications plc. The company was called Mahindra-British Telecom.
The Company has recently changed its name to Tech Mahindra. Tech Mahindra is a
leading provider of telecommunication solution and service industry world-wide. It is
India's 8th largest software exporter.
Tech Mahindra
Bristlecone
Specialty Businesses
Mahindra Group companies such as Mahindra Aztec, Mahindra Defiance, Spares
Business Unit and Mahindra Logistics are into Specialty Businesses. Mahindra Aztec
undertakes turnkey contract execution for Ash Slurry System and Travelling Water
Screens. Mahindra Defiance Systems looks after the requirements of India's defiance and
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security forces. Mahindra Logistics provide complete logistics solutions to complex
transportation needs of clients across the world.
Mumbai Mantra
Mahindra Defiance System
After Market Segment
The After-Market Sector focuses on the vast untapped potential in the after-market space
covering multi-brand pre-owned vehicles, servicing, spares and the financial instruments
and exchange platforms, which support this business ecosystem. This will create in the
Organized Sector a business ecosystem which mirrors the existing ecosystem for new
vehicles.
Mahindra Spares Business
Mahindra First Choice
Mahindra First Choice Wheels Ltd.
Achievements/ recognition:
2009:
Golden Peacock Award for Occupational Health & Safety 2009
Mahindra FES won gold as the Best New Tractor in the Lower Horse Power Category (upto
70 Hp) at the 76th International Novisad Fair.
On May 14, 2009, Mahindra & Mahindra was awarded the prestigious 21st CFBP Jamnalal
Bajaj Uchit Vyavahar Puraskar 2008,
On April 29, 2009, Club Mahindra Snow peaks Resort, Manali was awarded as the Best
Socially Responsible Resort at Manali.
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The Scorpio receive the Best Off roader vehicle of the year 2009 award and the Startstop
technology received the Environment Initiative of the year 2009 award from Carwale.com on
April 29, 2009.
On April 8, 2009, 'Club Mahindra' was adjudged a Consume Superbrand after passing a
rigorous consumer validation process, which included a survey across 19000+ respondents
and scrutiny by the Brand Council Club Mahindra falls within the top 10% of all brands
across all segments and categories.
Mahindra received five corporate collateral awards.
Mahindra received the Green Award for the Scorpio M2DI.
Mahindra Renault received the Integrated Marketing Campaign of the Year award .
2008:
Mahindra & Mahindra was awarded the Niryat Shree Bronze Trophy by FIEO.
Mahindra Farm Equipment Sector (FES) with their partner RC&M (a leading experimental
marketing solution provider) bagged two golds at the second edition of the Rural Marketing
Association of India (RMAI) awards 2008.
Mahindra and Mahindra Limited has been conferred with the CSIR Diamond Jubilee
Technology Award 2007.
Mahindra & Mahindra Ltd. received the prestigious ICSI National Award for Excellence in
Corporate Governance for the year 2008.
Zaheerabad plant has bagged the 1st prize in National Energy Conservation Award 2008.
Nashik Plant has been awarded the National Certificate of Merit for Excellence in Energy
Management.
Nashik Plant was awarded the prestigious CII National Award For Excellence in Water
Management 2008.
The Mahindra Group was honoured with nine communication awards at the 48th annual ABCI
(Association of Business Communicators of India) awards nite in Mumbai on Friday, 7th
November 2008.
2013
Mahindra Reva receives CII Design Excellence award
2014
Keshub Mahindra honoured with ASSOCHAM Lifetime Achievement Award

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Mahindra Tractor Models:-

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


Mahindra 235 DI Airflow

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Mahindra 245 DI 2pc


Mahindra Sarpanch 575 DI

Other Models:
1. Mahindra -Arjun 445DI

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2. Mahindra-Sarpanch 475DI


3.Mahindra-Sarpanch 275DI TU


4.Mahindra-Bhoomiputra 475DI

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5.Mahindra-Bhoomiputra 275DI TU

6.Mahindra-Arjun 555DI

7.Mahindra-Sarpanch 595DI (super turbo)

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8. Mahindra-Arjun 605DI

9. Mahindra-Bhoomiputra 265DI





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Tractors logo:-


















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



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

RESEARCH METHODOLOGY
DATA COLLECTION
Whatever the data I have collected, it is primary data by using direct interview of the
consumers of Mahindra and also made questionnaire for collection of relevant data.
a) Questionnaire:
For the above purpose and to get a better insight I needed to conduct a consumer
survey. I gave questionnaire to respondent so that they can fill it and return to me. I
preferred questionnaire method because it does not pressurize the consumer and in this
way he gives correct information about the questions, which are asked to him in the
questionnaire.
b) Direct Interview:
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I have also conducted direct interview in some areas with consumer of Mahindra .
Why I have done so because my questionnaire was open-ended, so respondents could not
express their views thoroughly but in personnel interview we can do it much better than
questionnaire.
I have also collected the secondary data for research work, which I have taken from
Mahindra s internal records, trade and business publications, and various sites related to
Mahindra
SAMPLE DESIGN
Sample can be either probability samples or non-probability samples. So here in this
project I have taken the probability samples of the research works.
SAMPLE FRAME
It is also known as Source of list from which sample is to be drawn. The sample frame
is as following:
a) Rural areas in company premises
SAMPLE SIZE
It refers to the number of items to be selected from the universe to constitute a sample.
An optimum sample is one, which fulfill the requirement of efficiency, representative, reliability,
and flexibility. So I have taken the sample size as 100 Customers of Mahindra .
SAMPLE PROCEDURE
The sampling design, I have chosen to decide the sample for study is based on random
sampling. Why I have used random sampling the reason is as given below:
31

a) It gives each element in the population or universe an equal probability of
getting into the sample and all choices are independent of one another.
b) It gives each possible sample combination an equal probability of being
chosen.
In my project it is imperative to have a true representative of respondents. So for that
purpose I have chosen respondents:
a) Who came under the company premises?
b) I randomly selected respondents from these areas to answer the schedule I have
formed for my research.
Sampling Unit : Consumer
Sampling Area : Bathinda












32

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

Brand
image
Comfort Fuel
efficiency
Looks Price Pick up Resale
value
Spare
part
cost
Status
6 9 23 12 20 13 4 3 10


After seeing the pie chart we can say that Fuel efficiency of the Mahindra products more
influences the consumer behavior. The big reason of that the prices of patrol are increasing day
by day.20% customer said that the price more influence there purchase behavior. In rural areas
the people dont consider the factors like Resale Value and Spare part cost. Only few people said
that they consider these things. In rural areas the people dont also consider the Brand Image
while purchase the Mahindra products
Factors Effect The Consumer
Behavior
6%
9%
23%
12%
20%
13%
4%
3%
10%
Brand image
comfort
Fuel efficiency
looks
Price
pick up
Resale value
Spare part cost
Status
33


Age wise the consumer consider the factors while purchasing of mahindra products
Less than 20 20 - 30 30 - 40 40 above
Brand image 2 4 0 0
Comfort 0 2 1 6
Fuel efficiency 1 16 4 2
Looks 8 3 1 0
Price 0 6 10 4
Pick up 3 4 4 2
Resale value 0 1 3 0
Spare part cost 0 1 2 0
Status 6 2 2 0



0
2
4
6
8
10
12
14
16
18
Age wise
Less than 20 20 - 30 30 - 40 40 - above
34

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
















35

Income wise the consumer consider the factors while purchasing of mahindra products
Less than 5000 5000-10000 10000-15000 15000-above
Brand image 0 1 3 2
Comfort 1 2 5 1
Fuel efficiency 4 14 5 0
Looks 0 3 3 6
Price 13 5 2 0
Pick up 2 7 3 1
Resale value 0 1 2 1
Spare part cost 0 2 1 0
Status 0 2 3 5


After seeing the table we can say that the consumer, whose income is less than 5000, they more
consider the price of the Mahindra products. They said that the price of the Mahindra products
should be less. And the consumers, whose income is 5000-10000, they more consider the fuel
0
2
4
6
8
10
12
14
16
Income wise
Less than 5000 5000-10000 10000-15000 15000-above
36

efficiency of the Mahindra products. And the Consumers, whose income is 10000-15000, they
more consider the comfort and brand image of the Mahindra products. And the consumers,
whose income is 15000-above, they more consider the status.



















37

Education qualification wise the consumer consider the factors while purchasing of
mahindra products
Below metric Under graduate Graduate Post graduate
Brand image 0 1 3 2
Comfort 6 2 0 1
Fuel efficiency 3 12 4 4
Looks 7 2 2 1
Price 0 5 12 3
Pick up 2 5 2 4
Resale value 0 2 2 0
Spare part cost 0 2 1 0
Status 1 4 3 1




0
2
4
6
8
10
12
14
Education wise
Below metric Under graduate Graduate Post graduate
38

After seeing the table we can say that the consumer, who is below metric, they more consider the
look and comfort of the Mahindra products. The consumers, who are under graduate, they more
consider the fuel efficiency of the Mahindra products. And the Consumers, who are graduate,
they more consider the price and brand image of the Mahindra products.
39


















40

Consumer Preference Regarding The Advertisement Source
I put this question to 100 customers of Mahindra and they reply according to the table: -
T.V. Add Magazine
Add
Displays Word of
Mouth
Newspaper
Add
Sales
Persons
27 7 17 24 12 13



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






More Suitable Source Of
Addvertisement
27%
7%
17%
24%
12%
13%
T.V. Add
Magazine Add
Displays
Word of Mouth
Newspaper Add
Sales Persons
41

Age wise Consumer Preference Regarding The Advertisement Source
Less than 20 20-30 30-40 40-above
T.V. add 10 9 5 3
Magazine 1 5 1 0
Displays 2 10 5 0
Word of mouth 7 10 5 2
Newspaper 0 3 4 5
Sales person 0 2 7 4




After seeing the table we can say that the consumer, which are under 20 years, they more prefer
T.V. advertisement. And the consumers, which are under 20 30 years, they more prefer the
displays and discuss with there friends. And the Consumers, which are under 30 - 40 years, they
more prefer to discuss with sales persons And the consumers, which are above 40 years, they
more prefer to newspaper add.
0
2
4
6
8
10
12
T.V. add Magazine Displays Word of
mouth
Newspaper Sales person
Age wise
Less than 20 20-30 30-40 40-above
42

Income wise Consumer Preference Regarding The Advertisement Source
Less than 5000 5000-10000 10000-15000 15000-above
T.V. add 2 12 10 3
Magazine 1 4 1 1
Displays 3 8 5 1
Word of mouth 13 6 3 2
Newspaper 0 5 5 2
Sales person 1 2 3 7


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



0
2
4
6
8
10
12
14
T.V. add Magazine Displays Word of
mouth
Newspaper Sales person
Income wise
Less than 5000 5000-10000 10000-15000 15000-above
43

Education Qualification wise Consumer Preference Regarding The Advertisement Source
Below
metric
Under graduate Graduate Post graduate
T.V. add 5 10 9 3
Magazine 0 1 2 4
Displays 0 6 4 7
Word of mouth 12 7 5 0
Newspaper 0 4 6 2
Sales person 2 7 3 1


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



0
2
4
6
8
10
12
14
T.V. add Magazine Displays Word of
mouth
Newspaper Sales
person
Education qualification wase
Below metric Under graduate Graduate Post graduate
44

Promotion schemes, which more attract to the customer
I put this question to 100 customers of Mahindra and they reply according to the table: -
0% finance Lucky coupon
scheme
Free gift
scheme
Special festival
offers
Free insurance
20 13 27 33 7



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

Promotion Schemes Which More
Attract The Customer
20%
13%
27%
33%
7%
0% finance Lucky coupon scheme
Free gift scheme Special festival offers
Free insurance
45

Age Wise The Consumer Attract By The Promotion Schemes
Less than 20 20-30 30-40 40-above
0% finance 0 6 11 3
Lucky coupon 3 7 3 0
Free gift 4 16 4 3
Special festival offers 13 8 7 5
Free insurance 0 2 2 3



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


0
2
4
6
8
10
12
14
16
18
0% finance Lucky coupon Free gift Special festival
offers
Free insurance
Age wise
Less than 20 20-30 30-40 40-above
46

Income Wise The Consumer Attract By The Promotion Schemes
Less than
5000
5000-10000 10000-15000 15000-above
0% finance 10 6 3 1
Lucky coupon 2 8 1 2
Free gift 3 6 14 4
Special festival offers 3 16 8 6
Free insurance 2 1 1 3


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




0
2
4
6
8
10
12
14
16
18
0% finance Lucky coupon Free gift Special festival
offers
Free insurance
Income wise
Less than5000 5000-10000 10000-15000 15000-above
47

Education Qualification Wise The Consumer Attract By The Promotion Schemes
Below metric Under graduate Graduate Post graduate
0% finance 1 2 8 9
Lucky coupon 2 7 3 1
Free gift 11 5 10 1
Special festival offers 5 17 7 4
Free insurance 0 4 1 2


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






0
2
4
6
8
10
12
14
16
18
0% finance Lucky coupon Free gift Special festival
offers
Free insurance
Education qualification wise
Below metric Under graduate Graduate Post graduate
48

In Future Do You Want To Change Your Brand?
I put this question to 100 customers Mahindra and they reply according to the table: -
OTHERS MAHINDRA
YES 38 23
NO 22 27



OTHERS


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




Future Plane Of Consumer
Regarding The Brand
YES
YES
NO
NO
0
10
20
30
40
BAJAJ HONDA
YES
NO
OTHERS

SWARAJ

49

Why Do You Want To Change Your Brand?
I put this question to the persons who wants to change their brand. And they replied: -
OTHERS
Resale value 16
Brand image 10
Status 8
Pick up 4

MAHINDRA
Status 12
Pick up 7
Comfort 4

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


50

Age Wise The Consumer Told The Reasons For Change The Brand
OTHERS Less than 20 20-30 30-40 40-above
Resale value 1 2 5 8
Brand image 0 2 5 3
Status 3 4 1 0
Pick up 2 4 2 0


MAHINDRA Less than 20 20-30 30-40 40-above
Status 2 6 3 1
Pick up 1 2 3 1
Comfort 0 1 1 2





0
1
2
3
4
5
6
7
8
9
Less than 20 20-30 30-40 40-above
BAJAJ
Resale value
Brand image
Status
Pick up
51

Income Wise The Consumer Told The Reasons For Change The Brand
OTHERS Less than 5000 5000-10000 10000-15000 15000-
above
Resale value 5 7 2 2
Brand image 1 2 4 3
Status 0 2 3 3
Pick up 0 1 2 1

MAHINDRA Less than 5000 5000-10000 10000-15000 15000-
above
Status 1 3 5 3
Pick up 1 3 2 1
Comfort 0 0 3 1





0
1
2
3
4
5
6
7
8
Less than5000 5000-10000 10000-15000 15000-above
Resale value
Brand image
Status
Pick up
52

Education Qualification Wise The Consumer Told The Reasons For Change The Brand
OTHERS Below
metric
Under graduate Graduate Post graduate
Resale value 1 3 6 6
Brand image 0 4 3 3
Status 3 2 3 2
Pick up 2 1 1 0

MAHINDRA Below
metric
Under graduate Graduate Post graduate
Status 2 2 5 3
Pick up 1 3 1 2
Comfort 2 1 1 0





0
1
2
3
4
5
6
7
Below metric Under graduate Graduate Post graduate
Resale value
Brand image
Status
Pick up
53

FINDINGS
Fuel efficiency of the Mahindra products more influences the consumer behavior.
Serviceman more considers the fuel efficiency of the Mahindra products.
Students more consider the look and pick up of the Mahindra products.
Agriculturist more considers the price of the Mahindra products.
Consumer, who is below metric, they more consider the look and comfort of the Mahindra
products.
Consumer more prefers the T.V. add as the advertisement source.
Consumer, which is under 20 years, they more prefer T.V. advertisement.
Consumers, which are under 20 30 years, they more prefer the displays and discuss with
there friends.
Serviceman more prefers to discuss with sales persons.
Students more prefer to T.V. ads and newspaper ads.
Consumer, who is below metric, they more prefer to discuss with others.
Consumers, who are under graduate, they more prefer to T.V. ads.
Special festival offers more attract the customer.
Serviceman more attract by 0 % finance schemes.
Consumers, whose income is 5000-10000, they more attract by special festival offers.
Consumers, who are under graduate, they more attract by special festival offers.
Consumers, who are postgraduate, they more attract by 0 % finance schemes.
MAHINDRA more satisfies the customer with comparison to OTHERS.
OTHERS have not resale value.
54

Others consumer is not satisfied from the mileage, pick up, and look of the Mahindra
products.
Mahindra consumers are not satisfied from the speed and security of the Mahindra products.
Consumer, which is under 20 years, they wants improvement in the pick up of Mahindra and
look of OTHERS.
Consumers, which are under 30 - 40 years, they want improvement in pick up of both
OTHERS and MAHINDRA .
Serviceman wants to improvement in mileage of both OTHERS and MAHINDRA .
The students want to improvement in pick up of OTHERS and speed and look of
MAHINDRA .
Agriculturist wants to improvement in pick up of both OTHERS and MAHINDRA .
Consumer, whose income is less than 5000, they want to improvement in mileage of both
OTHERS and MAHINDRA .
Consumers, whose income is 15000-above, they want to improvement in look of both
OTHERS and MAHINDRA .
Consumer, who is below metric, they want to improvement in pick up of the both OTHERS
and MAHINDRA .
The consumers, who are under graduate, they want to improvement in mileage, look of
OTHERS and speed of MAHINDRA .
Consumers, who are graduate, they want to improvement in mileage of both OTHERS and
MAHINDRA .
Consumers, who are postgraduate, they want to improvement in security of both.

55

LIMITATIONS OF THE STUDY

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












56

SUGGESTIONS

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










57

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










58

BIBLIOGRAPHY

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










59

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

QUESTIONNAIRE
1. The different factors which consumer consider while purchasing of Mahindra products
Brand
image
Comfort Fuel
efficiency
Looks Price Pick
up
Resale
value
Spare
part
cost
Status

2. Age wise the consumer consider the factors while purchasing of Mahindra products
Less than 20 20 - 30 30 40 40 - above
Brand image
Comfort
Fuel efficiency
Looks
Price
60

Pick up
Resale value
Spare part cost
Status

3. Income wise the consumer consider the factors while purchasing of Mahindra products
Less than 5000 5000-10000 10000-15000 15000-above
Brand image
Comfort
Fuel efficiency
Looks
Price
Pick up
Resale value
Spare part cost
Status

4. Education qualification wise the consumer consider the factors while purchasing of
Mahindra products
Below metric Under graduate Graduate Post graduate
Brand image
Comfort
Fuel efficiency
61

Looks
Price
Pick up
Resale value
Spare part cost
Status

5. Consumer Preference Regarding The Advertisement Source
T.V. Add Magazine
Add
Displays Word of
Mouth
Newspaper
Add
Sales
Persons

6. Age wise Consumer Preference Regarding The Advertisement Source
Less than 20 20-30 30-40 40-above
T.V. add
Magazine
Displays
Word of mouth
Newspaper
Sales person

7. Income wise Consumer Preference Regarding The Advertisement Source
Less than 5000 5000-10000 10000-15000 15000-above
62

T.V. add
Magazine
Displays
Word of mouth
Newspaper
Sales person

8. Education Qualification wise Consumer Preference Regarding The Advertisement
Source
Below metric Under graduate Graduate Post graduate
T.V. add
Magazine
Displays
Word of mouth
Newspaper
Sales person

9. Promotion schemes, which more attract to the customer
0% finance Lucky coupon
scheme
Free gift
scheme
Special festival
offers
Free insurance

10. Age Wise The Consumer Attract By The Promotion Schemes
Less than 20 20-30 30-40 40-above
63

0% finance
Lucky coupon
Free gift
Special festival offers
Free insurance

11. Income Wise The Consumer Attract By The Promotion Schemes
Less than5000 5000-10000 10000-15000 15000-above
0% finance
Lucky coupon
Free gift
Special festival offers
Free insurance

12. Education Qualification Wise The Consumer Attract By The Promotion Schemes
Below metric Under graduate Graduate Post graduate
0% finance
Lucky coupon
Free gift
Special festival offers
Free insurance

13. In Future Do You Want To Change Your Brand?
64

OTHERS MAHINDRA
YES
NO

14. Why Do You Want To Change Your Brand?
OTHERS
Resale value
Brand image
Status
Pick up

MAHINDRA
Status
Pick up
Comfort

15. Age Wise The Consumer Told The Reasons For Change The Brand
OTHERS Less than 20 20-30 30-40 40-above
Resale value
Brand image
Status
Pick up

65

MAHINDRA Less than 20 20-30 30-40 40-above
Status
Pick up
Comfort

16. Income Wise The Consumer Told The Reasons For Change The Brand
OTHERS Less than5000 5000-10000 10000-15000 15000-above
Resale value
Brand image
Status
Pick up

MAHINDRA Less than5000 5000-10000 10000-15000 15000-above
Status
Pick up
Comfort

17. Education Qualification Wise The Consumer Told The Reasons For Change The
Brand?
OTHERS Below metric Under graduate Graduate Post graduate
Resale value
Brand image
Status
66

Pick up

MAHINDRA Below metric Under graduate Graduate Post graduate
Status
Pick up
Comfort
18. Consumer Wants The Improvement In The Mahindra products
Others Mahindra
Mileage
Security
Pick up
Speed
Good look
19. Age wise The Consumer Wants The Improvement In The Mahindra products
Less than 20 20-30 30-40 40-above
Mileage
Security
Pick up
Speed
Good look
67


20. Income wise The Consumer Wants The Improvement In The Mahindra products
Less than5000 5000-10000 10000-15000 15000-above
Mileage
Security
Pick up
Speed
Good look
21. Education qualification wise The Consumer Wants The Improvement In The Mahindra
products
Below metric Under graduate Graduate Post graduate
Mileage
Security
Pick up
Speed
Good look
Suggestions:
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Signature