Business Development

The field of commerce, the specialist area of business development comprises a

number of techniques and responsibilities which aim at attracting new customers and at
penetrating existing markets. Techniques used include:

• Assessment of marketing opportunities and target markets

• Intelligence gathering on customers and competitors

• Generating leads for possible sales

• Advising on, drafting and enforcing sales policies and processes

• Follow-up sales activity

• Formal proposal and presentation management and writing

• Pitch and presentation rehearsals

• Business model design

• Account planning and performance monitoring

• Proposition development and campaign development

Business development involves evaluating a business and then realizing its full potential,
using such tools as:

 marketing

 information management (sometimes conflated with knowledge management)

 customer service

1
Customer Satisfaction

Organizations need to retain existing customers while targeting non-customers.

Measuring customer satisfaction provides an indication of how successful the organization is
at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the state
of satisfaction will vary from person to person and product/service to product/service. The
state of satisfaction depends on a number of both psychological and physical variables which
correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other factors the customer, such as other products
against which the customer can compare the organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
delivered SERVQUAL which provides the basis for the measurement of customer
satisfaction with a service by using the gap between the customer's expectation of
performance and their perceived experience of performance. This provides the researcher
with a satisfaction "gap" which is semi-quantitative in nature. Cronin and Taylor extended the
disconfirmation theory by combining the "gap" described by Parasuraman, Zeithaml and
Berry as two different measures (perception and expectation) into a single measurement of
performance relative to expectation.

Usual measures of customer satisfaction involve a survey with a set of statements

using a Likert Technique or scale. The customer is asked to evaluate each statement in terms
of their perception and expectation of performance of the service being measured

2
Need of the study

 Machine tool industry is the backbone of all major industries, like

automobile, heavy electronics, railways, defense etc.

 in recent years these industries has developed tremendously technically

with the development of huge industries.

 the private enterprises have shown a lot of interest in these industries. Even
though the product is small it plays an important role in the other industries
flexibility.

 The strategies adopted by the company to sell the products and to reach the targeted
sales have a greater importance into bringing out the best possible result from various
elements of making combinations.

 So through this project we can know the HMT share in the market and we analyse the
causes for sickness and we also know the marketing activities of the company.

 This desertion gives brief analysis on both company and industry.

3
Importance of the study

 The study carried out will be of significant help in the following aspects.

 The present study provides an insight into the varies aspects of marketing Mix
practices of the unit and examines the reactions of the other manufactures to
these marketing practices.

 This will be of great help to the units under study, which in turn can foreword
some of the conclusions and Suggestions to the HMT Machine Tools Ltd (PRAGA
Division) for incorporating in their future Marketing strategies.

 This desertion provides necessary information about customer expectations from

company.

4
Objectives of the Study

 To know the product line of PRAGA Tools ltd

 To know the effectiveness of pricing methods followed by PRAGA Tools.

 To evaluate the promotional strategies followed by the company and suggest some
measures for any drawbacks in those strategies.

 To know customer perception towards PRAGA.

 To know the customer level of satisfaction and to know the Business Development.

 To evaluate the service provided by the company to customer.

5
 To know the reasons behind the sickness of HMT Machine Tools ltd-PRAGA
DIVISION.

6
Methodology of the Study

This chapter includes various tools and techniques that are used for investigation.
Methodology includes a systematic way of collecting the data through sample design,
analyzing it, processing the data, interpreting the data for requirement.

DATA SOURCES

 Primary data.

 Secondary data.

Primary data:-

This is first hand information collected from original Sources through various
methods such as,

• Observation,

• Interviews, etc

Primary data collected by interviewing persons chosen for this study. They
include students for various academic backgrounds. For the purpose of this study structured
or directive interviews are employed.

This is an interview with a detail standard schedule where in Information is

collected in minimum time from respondent. Structured Interview make use of a
questionnaire in collecting the information from the respondents. There is various
methods of data collection like:-

Methods of primary data collection:-

 Observation

 Interviewing

 Mail survey

 Experimentation

7
  Simulation

 Projective techniques

 Questionnaires

In this study, interview techniques of data collection are practiced.

Secondary data:-

secondary data is collected from sources which contain data that has been
collected and compiled for another purpose. It may be defined as data that for an
earlier purpose other than currently Pursued. The seconary study consists of.

 published records and reports

 Technical and trade journals

 Magazines and newspapers

 Public records and statistics

 Related websites

Population and sample

The total number of consumers is large in size in which 100 people are taken as sample.
A convenience sampling method has been conducted for the study.

8
Scope of the study

HMT TOOLS LTD-PRAGA DIVISION Company having only one branch in

Hyderabad at balanager. The scope Of the study is only confined to the area covered under
balanager branch, Hyderabad and Only confined in studying about the customer satisfaction
and Business development about HMT TOOLS LTD-PRAGA DIVISION.

9
Limitations of the study

1. Period

The report is about the marketing mix practices In HMT tools ltd-PRAGA
DIVISION.Since the duration of the study was 4 weeks , data pertaining to marketing
mix activities could not be collected in detail due to limitation of time. Moreover the
study was undertaken during the peak season of production when the factory personnel
were very busy. Therefore the data collection had taken additional efforts. . Some other
Major part of the secondary data has been collected from past records ,magazines and
newspapers.

2. Accuracy

In a project like this , one cannot claim 100% that the information or data collected is
accurate. However every possible effort has made to make it genuine and authentic. it is
possible that Some errors might have kept in while collecting data or in the report due to the
following reasons.

3. Other limitations

 Lack of experience on part of the researcher.Errors in tabulation and

analysis of the data may weaken the exactitude.

 Sample size may not be enough.

 The answers given by the respondents may be biased or not true

10
  Time is a constant.

Introduction

Machine tool industry India comprises about 450 manufactures with 150 units in
the organized sector. Ten major companies of this industry contribute almost 70% of
production in India. And over three quarters of total machine tool production in the country
comes out of ISO certified companies. Many machine tool manufactures have also obtained
CE making certification. In keeping with requirements of the European markets. The industry
has an installed capacity of over Rs. 10,000 million and employed a workforce
totaling 65,000 skilled and un skilled personnel.

Machine tool industry in India is scattered all over the country. The hub of
manufactures activities, however, is concentrated in places like Mumbai and Pune In
Maharashtra; Batala, Jullundur and Ludhiana in Punjab, Ahmadabad, Baroda, Jamnagar,
Rajkot and surendernagar in Gujarat; Coimbatore and Chennai in Tamil nadu; some Parts in
East India; and Bangalore in Karnataka.

Bangalore is concerned as the as the hub for the Indian machine tool industry. the city,
for instance houses HMT Machine Tools Ltd, a company that manufactures nearly 32% of
the total machine tool industry’s output.

User industries serviced

The industry’s prospects mainly depend on growth of engineering Industries. The city
sector of machine Tools is the automotive, automobile and defense ancillaries, railways,
agriculture, steel, fertilizes, electrical, electronics, textile machinery telecommunications, ball
and roller bearings, industrial values, power –driven pumps, multi-product engineering
companies, earth moving machinery, compressors and consumer durable like washing

11
machine, refrigerators ,television sets, watches, dish-washers, vacuum cleaners, air
conditioners,etc.

Efforts within the industry are now on to better the feature of CNC machines, and
provide feature value additions at lower and lower costs , to meet specific requirements
of users. Based on the perception of the current trends and emerging demands, CNC
segment could be the driver of growth for the machine tool industry in India.

History

This sector has had a long history of growth in India, beginning in the 1940s. From
early 1950s to mid 1970s, the machine tools industry evolved under an umbrella of protection
in which the growth was based on import substitution. The Government of India set up the
Hindustan Machine Tools (HMT), which provided a nucleus for development of
technological capabilities and skills. It also spearheaded sprouting of several ancillary units in
the private sector by providing support and thus became local suppliers of components, etc.
During the 1950s to mid-1960s, this sector bolstered in confidence and began to
absorb imported technology and manufacture machine tools to specifications given by
foreign collaborators. It also initiated developmental work directed to modifying machine
tools and developing variants of machines for which design had been acquired by the
purchase of Licenses.
The next phase of liberalisation of policies of the government allowed selective
imports that made it imperative for the domestic industry to catch up with quality
specifications of imported machines, at reduced costs and to adopt best practices for reducing
technology gaps.
In the 1980s, the industry developed further and was able to acquire know-how in
machine tool technology in order to reproduce and even develop new machine tools,
particularly special purpose machine tools (SPMs). The national expertise developed over the
years provided the needed human resources to initiate creative modified versions of existing
machine tools manufactured under licence, thereby further paving the way towards self-
reliance through aggressive R&D in India.
These efforts resulted in the setting up of several entrepreneurial enterprises that
began manufacturing machine tools leading to increased employment opportunities for

12
engineers and widening the scope of indigenous R&D projects and development of enhanced
technological capabilities over the next decade.
As a result of the various initiations, output of the Indian machine tool industry,
witnessed a meteoric rise from Rs. 290million in 1970-71 to Rs. 1,185 million a decade later.
And by the time of the economic liberalisation in 1990-91, turnover ofthe industry touched a
new high of Rs. 4,135 million.Indian machine tool industry was among the first industry
sectors to be thrown open to global competition in theeconomic reforms of the early Nineties.
That, however,did not deter the industry, to face the onslaught challenges – andtowards this
direction improved features of their machines, enhanced productivity, increased reliability
and performances,and embraced TQM practises.
Efforts of domestic machine tool manufacturers made a paradigm shift that led to a
manifold increase in performance.In 1996-97, the industry achieved a turnover of Rs. 8,250
million. A slump in the Indian market in the following years had a severe impact on the
fortunes of the Indian machine tool industry.
The spurt in the country’s manufacturing activity since 2003-04 led to increased
potential for Indian machine tools,which got a fillip from the automotive sector. The booming
automotive and auto ancillary industry in India is currentlydriving growth and the
competitiveness of the Indian machine tool industry. Domestic manufacturers are fulfilling
stringent
tolerances, and process capability requirements of the highly demanding auto industries. The
focus of several Indianmanufacturers currently provide machine tools with integrated Total
Productive Maintenance (TPM) features. This hasincreased the potential and improved the
competitiveness of Indian-built machine tools.
It is evident that 2004-2005 as well as the previous year were more than watershed
phases the machine tool sector in India. Growth of the Indian economy continues at an
increasing pace and for most machine tool manufacturers, orders continue to flow and are in
plenty. The same holds true for importers, who have also thrived from the burgeoning
Indianmarket. The share of indigenous and imported machine tools in the Indian market is
currently in the ratio of 40:60.The strength of the Indian machine tool industry was
galvanised by Indian Machine Tool Manufacturers’ Association
(IMTMA) – the apex industry body of machine tool and manufacturing solutions,
which currently represents over 80 per cent of the machine tool industry in India.

13
Industry Strengths
The machine tool industry in India is recognised for:

 Capability to manufacture low-cost, highly productive manufacturing solutions,

especially customized products, for Indian and overseas users – in the range of turning
centers, machining centers, and grinding machines.
 Consistent attempt to transform the industry to become more productive, more
efficient, and, above all, much more cost competitive. Products offered by the Indian
machine tool industry today are priced much lower than earlier.
 Strong emphasize towards improvement of quality. Over 75 per cent of the total
production of the industry comes from ISO certified and CE accredited
manufacturers.
 Engineering expertise on design, CAD, documentation, testing and evaluation. Most
machine tools manufactured in India are indigenously designed.
 Pool of skilled workforce specializing in assembly, design, and software
development, as well as in efforts to further strengthen their design and innovative
skills.
 Forging backward integration with sub-suppliers and vendors for greater
standardization of components and assemblies.
 Initiatives to form clusters and enter into consortia, with even competing
manufacturers, for developing world-class manufacturing solutions.
 Proactive efforts to reach out to customers through process of interactive dialogues –
at the industry and at the individual company levels.

14
Core Competency

The Indian machine tool industry manufactures almost the complete range of metal-
cutting and metal-forming machine tools. Customized in nature, the products from India
comprise conventional machine tools as well as computer numerically controlled (CNC)
machines. There are other variants offered by Indian manufacturers too, including special
purpose machines, robotics, handling systems, and TPM-friendly machines.

One of the significant developments in machine tool industry in recent times have
been the Computer Numerically Controlled (CNC) machines. Emergence of CNC machine
tools and its dominance over the last few years in the overall product segment stemmed from
its value-added features, such as enhanced productivity, higher precision, increased
reliability, better finishing, and improved aesthetics and design. Achievement of higher
growth and increased share of CNC machines in the overall output surmises the commitment
of Indian machine tool manufacturers to providing competitive manufacturing solutions, now
at cost effective prices.

In terms of key product segments, high growth areas for the Indian machine tool
industry include turning centers, machining centers, grinding machines, and cell
manufacturing, amongst others. The other emerging demand is for total manufacturing
solutions, whereby users seek to economies on manufacturing cost and time. Winners from
the losers Efforts.
.
Technology Obsolescence:
Technology obsolescence in the machine tool business is extremely rapid. Product
lifecycles are declining and currently average life cycle is no more than 3 years! Thus, in a
globalized India, SMEs have been and will continue to face challenges they have not seen
before. In the past, most of the products have been a result of ‘Reverse Engineering’. Unlike

15
the Japanese and Koreans, the Indian manufacturers have not graduated to the next level of
s‘Improving’ the technology of reverse engineered products. Thus, product technology
obsolescence is a major issue facing the Indian machine tools industry today.

Current Reality Of Indian Machine Tool Industry

The growing competition and technological developments in this sector are having
inevitable effects on the Indian machine tool industry, as a whole. The Indian machine tool is
faced with typical problems in the emerging globalization scenario as under:

 Domestic market is too small.

 Information about market is poor.
 Lack of training including the concept of 5s.
 Lack of professionalism.
 Manufacturers sell different designs of machine – variety is too large.
 Manufacturers sell machines not solutions.
 Information sharing is poor.
 Absence of a Center of Excellence for R&D.
 Low volume operations and not able to reap benefits of scale.
 Country is not industrializing at fast pace.
 Exports are low.
 After sales service is poor.
 Poor product design and image.
 Prices of machines are high compared to China /Province of Taiwan.
 Small units cannot spend on R&D.
 Absence of large number of service providers.
 High cost of consultants.
 High cost of production.
 Input costs are high.
 Small units have uneconomical procurement costs.
 No formal channels of communication exit.

16
Performance of Indian machine tool industry
High growth momentum
The financial year 2007-08 was yet another landmark one for the Indian economy and
the industry, generating a great deal of optimistic growth and promising outcome.
The year was marked by 9 per cent plus GDP growth – earning the accolade of being
one amongst the fastest growing countries in the world.
The surge in demand was rampant across Indian industries, especially in the
engineering and the manufacturing sector. The key aspect about manufacturing industry’s
performance was its efforts to achieve excellence in quality, design and innovation. The
country also posted optimistic results in agriculture and in the services stream.
For the Indian machine tool industry, 2007 was a year on the decline, and is expected
to result in reduced orders from the Indian and overseas markets. Metalworking machine tool
output of the Indian industry worth Rs 17,525 million, registered a growth of 5 per cent
during January – December 2007. Much of the growth in India’s metalworking machine tools
came about because of enhanced requirements from the automotive sector auto ancillary
industry, defence, railways, job shops and small-scale industry units.
Metal-cutting & metal-forming tools
Metal-cutting segment continued to account for 88 per cent of the total output of
machine tools in India. In 2007, metal-cutting machine tool output worth Rs 15,357 million,
led to a growth of 4 per cent.
CNC & conventional machine tools
In keeping with the focus of the Indian industry towards enabling manufacturing
excellence, CNC machine tools comprised bulk of the produce from the Indian stable. This
segment had over 70 per cent share in the total metalworking machine tool output in 2007.

17
Export scenario
The focus of Indian manufacturers to expand their potential to other frontiers resulted
in tapping new opportunities in overseas markets, albeit marginally. As a result, exports
increased by 98 per cent in 2007. A total of 395 machine tools worth Rs 1,475 million were
exported by the Indian industry during January December2007.
Indian manufacturers exported to 36 countries, including prominent ones such as
Italy, Canada, Germany and the U S.
The highlight of the machine tool exports in 2007 was the performance in the CNC
segment CNC machines registered a growth of 100 per cent over the previous calendar year.

Exports of Indian Machine Tool Industry

YEARS EXPORTS(crores)

2004 4817485

2005 5178428

2006 10111491

2007 12556516

2008 16796746

2009 175251474

18
Imports of Indian machine tool industry

Industry resulted in a zoom-phase for importers. Machine tool imports rose by 47 per
cent to register a total value of Rs 55,640 million. With this hike, imports captured 75 per
cent of the Indian market share.

The bulk of the imports comprised metal-cutting machine tools. And within this
segment machining centres, turning centres and grinding centres formed the largest chunk of
imports. These three machine categories captured 40 per cent of the total

Roadmap

The Indian machine tools industry has reinvented itself in terms of its product range

19
In the last one and a half decades. Further, the emphasis was on standard machines whereas
today there is a greater focus on NC and CNC machines. Technology and enhanced quality as
well as cost competitiveness have therefore improved significantly. On the other hand,
imports became easier thereby critical components required for machine tools manufacturing
could be easily imported and at lower prices.

Customers’ expectations have also increased in terms of technology as well as better

product quality, delivery and service. With the customs duty going down every year,
manufacturers of machine tools are facing threats from imports from Taiwan and China
which are the most cost competitive countries in machine tools. Domestic manufacturers are
facing fierce competition in the high-end technology machines both from the new, as well as
second hand machines.

SPM manufacturers however feel that they face little threat since they manufacture
specialized machines and they operate in a niche market with a high competitive advantage
due to the intimate customer relationship. However with increasing customer preference for
flexible machines the SPM manufacturers need to realign their product range and strategies.
There are still a few SPM’s which are not manufactured in India, like the ones catering to
explosives manufacturing.

Reduction in duties have however helped domestic companies in reducing their costs
since certain items used by CNC manufacturers like ball screws, servo drives, hydrostatic
drives up to 20 KW and hydrostatic spindles which are not manufactured in India necessarily
have to be imported. To encourage value addition and to help the industry to be more cost
competitive,

GOI should reduce customs duty to 5% on the following items not manufactured in India
 CNC systems and its parts
 Servo Drives/Motors covered under tariff head 85.01 or 85.04.
 Precision spindles covered under tariff head 846693

20
  Ball screws covered under tariff head 8583
 LM Guideways covered under tariff head 848280
 Precision bearings covered under tariff head 8482
Indian companies with financial resources and risk appetite should try to get into the
manufacturing of the above items, which will help the machine tools industry
immensely.There is a huge market for retrofitting of conventional and NC machines to CNC
machines and this market will evolve only when customers perceive that they can get the
products and services at a lower cost.
The constant threat from imports has compelled the domestic companies to look
internally and made them improve their products, quality, services and delivery. With the
signing of FTAs and RTAs/PTAs, domestic manufacturers feel that they need to upgrade
their technology through technology transfer or in-house R&D and reduce costs through
innovation and productivity improvement. Companies also need to enhance their production
capacities to meet the delivery requirements of the customers and focus more on improving
further quality and after-sales service.
Some companies are gearing up to face the threat of ever-increasing imports by
operating in a very narrow technology band and niche market and reducing their product
reliability gap.
These FTA/PTA agreements will also open up the export market for companies who
have products with competitive advantage in the export market. International manufacturers
are already keen to use India as their outsourcing destination. The country imports nearly
twice what the domestic machine tools industry produces, to meet the requirement of
machine tools for industry in all segments.

The share of the Indian machine tools industry in total consumption is around 36%,
pointing to an obvious need for the industry to further develop its products and volume to
meet the requirements of the Indian user sectors. A substantial part of the imports is in
specialized machines of high technology, very large machines and machine types which are
not manufactured in India.

21
 Customers are increasingly seeking flexible machine tools that can fabricate a diverse
range of specific moulds and dies.A common trend in the market reveals that a machine tools
user today can get his job done with less expensive mix of machines. There is a new breed of
machines called ‘just enough’ machines. They are designed such that the machine is just right
for a particular job (minus sophisticated features that are hardly used) at a reasonable cost.
This is achieved only through higher interaction of the user industry with the machine
builders.
The industry needs to expand its range of high precision machines and respond to
demands for shorter mold lead times via the introduction of automated production systems.
They also need to concentrate on technologies for machine tools required for the growing
industries like automotive, defence, aeronautics, space, steel, metals and the engineering
industry since these industries will have greater investment in the near future both in Asia and
beyond. The main focus should be on optimizing the process chain of the customers
byshortening the manufacturing time.
Industry should invest more on customer driven and market oriented research and
development.

Introduction

HMT Machine Tools Limited Praga Division Hyderabad is one of the leading
Machine Tool manufacturing units in India established In 1943. HMT products are well
known in the field of HMT Machine Tools Limited Praga Division . The company is

22
organized in four divisions-via the Machine Tools forge, foundry and CNC Division which
pulsates with the activities of 565 employees turning out a wide range of products.

The four divisions, equipped with modern facilities for design, development and
manufacture of Machine Tools are manned by qualified personnel with proven record of
technical knowledge an exquisite craftsmanship acquired over a period of 60 days.

History

HMT Machine Tools Limited Praga Division , was incorporated as a joint stock
company in private sector in the Year 1943. Technical assistance of Czechoslovakian
engineers was sought to make the beginning. Name HMT Machine Tools Limited Praga
Division originated from this association with Czech national after Prague this industry.

Later in march 1959, the government of India acquired controlling interesting by

subscribing to the majority shares in the east while HMT Machine Tools Limited Praga
Division.And placed the company under the administrative control of the ministry of
commerce and industry. Subsequently ministry of defense took over the administrative
control with effect from December 27,1963 and from April 256, 1986,the administrative
control was again transferred to the ministry of industry (department of public enterprise).

Frame of HMT Machine tools ltd

HMT Machine Tools Limited Praga Division is proud of its diverse range of
Machine Tool- the cutter an Tool grinders,. mlling Machines, copy lathers, thread rolling
Machines and HMT Machine Tools Limited Praga Division CNC Machines which keeps
pace with the ever-changing technology in addition the company also manufactures a wide
range of industrial foregoing for Railways Automotives an ordnance applications.

23
 HMT Machine Tools Limited Praga Division wisest investment has been in its
excellent collaborations with world famous names like Jones and shipman of UK for surface
grinding and cutter and Tools grinders Gambian of France for milling machines, scoffer of
France for thread rolling machines,

George Fischer of Switzerland for copying lathes, Mitsubishi heavy industries of

Japan for machining centers and keiyo seiki of Japan for CNC Lathes. The collaborations
have culminated in HMT Machine Tools Limited Praga Division producing machine tools of
the highest quality conforming to international standards by virtue of their dependability,
precision engineering and proven performance, Praga machine tools are penetrating larger
segments of foreign markets including UK,CIS,
Canada,Bulgaria,Indonesia,germany,japan,etc.

PRAGA DivisionStands for

 PRECISION

24
  RELIABILITY.

 ADAPTABILITY.

 GENUINE CONCERN.

 ASSURENCE IN QUALITY.

Mission Statement

 Manufacture machine tools of internationally approved quality at reasonable cost.

 Indigenous the components to maximum extent.

 Earn fair profits.

 Provide customer with more that what they expect.

 Prompt after sales.

Vision

 To become one of the best 3 machine tool companies of India by 2005.

 Manufacturing quality products at reasonable costs.

 Customer care and satisfaction.

25
  Continuous product upgration.

Quality Policy

• To maintain quality at all stages.

• To create quality culture amongst all our employees.

• To maintain quality leadership in all machine tools products & services.

• To bring in total quality mgt through performance leadership.

Products of PRAGA

26
 1. Thread Rolling Machine

2.Spine Roling Machine

3. Pully Forming Machine

4. Surface Grinding Machine

27
5.Cutter and Tool Grinder

6. Horizontal Machine Centre

7.CNC Milling Machine

28
8.Jaw and Independent

Organization structure of HMT Machine tools ltd

HMT-MTL-PTH
29
 Chairmen

Managing Director

General Technical
Manager
Asst Board
SC&ST&OBC CELL
Asst GM (HR)

Mgr (HR&S)

DM
DM Supervisor Joint &Officer (HR&S)
(HR &Training) (legal )

Senior
Joint Supervisor Asst -B sub
officer (HR) inspecto
Asst -B

Process at PRAGA

PROCESS AT PRAGA

DEMANDS
OF CUSTOMER

30
 R&D P.P.C R.E.D

MARKETING

MATERIALS

M.T.-1 M.T.-11 M.T.A

ASSEMBLY

PRODUCT

CUSTOMERSATISFACTION

Research and Development

The R&D department provides the drawings of components and assemblies to the
PED. R&D makes some modifications is the standard machine to suit the requirement of a
particular customer.

Production and planning control

31
 P.P.C. is a link between manufacturing department and materials department. It comes
to know of the customer requirements through the marketing department and decides the
sequence of operations as per the sales plan.

Product and engineering dept

The main function of this department is tool design and tool planning it receives the
component drawing from R&D and designs the Tools required to produce those components
and sends them for assembly.

Material and science dept

The chief activity of this department is to procure raw materials to manufacture products
and tools as inferred from the rout card prepared by P.P.C. It also procures some bearings,
forgings, castings etc.

The machine manufactured in M.t.- 1 are cutter and tool grinder and surface
grinder. On the whole , M. T.-1 caters to the production of heavy components M.T-11
mainly manufactures smaller components various rolling and grinding machines used in
M.T.11 are:

1.surface grinding machine .

2.thread formed rolling machine – used for the manufacture of automobile parts.

3.Hi-fin dry rolling machine.

Accessory dept

It receives the raw materials from materials department to produce chucks. which are
job holding devices. This department produces two type of chuck that is, lathe chucks used
in conventional lathes and over chucks in CNC machines.

Quality control inspection

This department assures the customer of the quality of products through

documentation. It checks for the variation in the production of any component at every

32
stage of operation analysis the variation and takes corrective action against it . final
inspection that is performance tests of machines is done in assembly.

Electronic data processing dept

This department processes the data related to pay roll, inventory man machine
Utilization etc. It also acquired the data related to provider. Fund trust, income tax evaluation
and return etc. attendance of the workers is also taken care by this department.

Computerized Numerical Control Division (C.N.C)

The various machines in their functions are briefly described below:

1. Horizontal machining centers has axes(x, y, z and rotary axes) and is used in the
Production of automobile and defense parts.

2. Horizons and vertical milling machines are four axes machines used for milling and
drilling.

3. Grinding and Plano – milling machines used for roughing only. These are not
Computerized.

ISO 9001 Accrediation

All the division of the company have received the certification of quality systems In
order that the products and processes of manufacture are well accepted in domestic and
international marks. The company has also received ‘CE marketing’ for its surface
grinding machines, which is mandatory for exports to EU countries and UK. The company
Proposes to continue with these accreditation.

SWAGAT - WELCOME

SUCHANA - INFORMATION

33
SAHAYUG - COOPERATION

SUVIDHA - FACILITY

SURAKSHA - SAFETY

Marketing Department

This departments meets the demands of the customers and gets orders for the company by
doing some promotional work like ,

 Trade work

 Advertising

 Exhibition.

In this process 37% of the machine value is collected at the time of order and remaining
at the time of dispatch. The annual target of HMT Tools ltd-PRAGA Division is about 54
cores.

34
 The company has a marketing department headed by general manager.He is assisted by a
team of professionals operation from the headoffice at HyderaBad and from the regional
offices of the company.The products of the company are being marketed directly and also
through dealers.

The company undertakes direct marketing.,mainly in the case of machine tools and
forgings, through a network of regional offices located at different cities in INDIA.

The regional offices book the orders ,collect advances, liase with the Head office and
deliver the products to the customer.The engineers and professional at the head office abely
assist the regional office.

The company has also developed a network of dealers to market precision , machine tools
accessories. This network covers all the major industrial centers in the country. In addition
,the company has recently appointed M/S Oriental Engineering company ltd of Calcutta to
market companys products and projects in North East India.

HMT TOOLS LTD follows the following procedure for catering the needs of customers.

Identification of
Prospective
customer

Receiving enquiry
enquiry

Sending
quotations

Conducting
negotiations

Order

35
 Follow up of order
execution

Issues the dispatch

clearance

Installation

After sales
service

Custome
r

Identify the prospective customer

HMT PRAGA identifies the Customers through the response to advertisements

and internet web site. follow up on past sales, Personnel contacts by sales
personals, trade journals and response to e- mails.

Receiving of enquiry

Prospective customers are contacted and communicated and information is sent

with regards to the products and specifications for standard spares and accessories OA is
released to concerned sections. Preparation of yearly Sales plans.

Send quotations

For Knowing the customer requirements/ specifications send to Design

departments for any clarifications. Technical estimates for new product and send quotations
to customer.

Receipt customer order

36
 Negotiable and discuss with customers provide any explanations and clarifications
required by them. Agree on price, commercial terms and specifications. Receive
acknowledgement copies to concerned section.

Follow up order execution

Follow up with concerned sections for order execution such as production Planning,
Production and quality assurance. If spares and accessories are not available they are
arranged for manufacturing.

Dispatch clearance

Machine dispatches are followed to stores. Quality assurance and

production planning necessary packing, forwarding activities are carried
dispatch of product to customer. Stores prepare dispatch document and invoices.
Spares and accessories are dispatched through dispatch slip to FPS.
Paymentsto shipment agents are released as per the requirement.

Customer supplied products

Customer supplied trail components and the raw materials for job orders are
received by BDCC and are maintained in stores at designated areas. Morecover company
shows huge concentration on job orders.

After sales service

Provide after sales servicing as per norms. Commissioning o f the products

carried out and proper services are provided to ensure the customer satisfaction. And also
provides free replacement of items/spares under warranty and Monthly reports are
maintained.

HMT TOOLS LTD giving after sales service through Reconditioning and retroficatins
and by maintaining techniciens.

Customer complaints and Feedback

Customer complaints received are communicated to the PPC PADE and

concerned production shops and are analyzed and rectifications are carried are noted.

37
Conduct product performance analysis and record. the feedback of customer complaint
analysis will be communicated the customer For necessary action.

Every company needs to take feedback and suggestions from customers.Because their
suggestions are very use full foe improving our products are service.

Services offered by HMT

HMT offered following services to their prospective customers.

Like,

 Re conditioning

 Retrofitting

 Precision Job Works

 Job Orders.

Business Development and Customer Satisfaction at HMT (PRAGA)

Praga tools started manufacturing Machine tools in 1943. Initially started

manufacturing with High Speed Drilling machines, Column drilling machines. Subsequently
added obtained technical knowledge from World famous companies ,for manufacture of
Cutter and Tool Grinding mahines,Surface Grinding machines,Thred rolling machines,GF
Copy lathes, CNC lathes, CNC Horizontal Machining centers.

Praga had maintained quality standards and Company products were well known for
Precision and maintained quality.

The company’s products have been well received by its customers in the past mainly on
account of:

 Consistent Quality(Company is accredited with ISO 9001-2000 version of quality

certification)

38
  Timely availability of spares and accessories

 After sales service

From the year 1943 to 1990 there was only one or two manufacturers of Machine
Tools in India catering to the needs of Industry. The company products are monopoly in the
markt and very few competitors.PRAGA enjoys with huge profits in between 1986-1996 like
30-50 crores.

During the period 1980 to 1990, Government had increased defense budget and they
were in the market for various machine tools and PRAGA continuously get orders from
Defense Dept Of INDIA.

During this time, praga had concentred only on Defence and Government organizations
neglecting private sector. Compnayhas not tried to penetrate in the market and functions “
Seller market”. Company never tried to get market information and not reached inside the
market. Company never tried to get market feed back what customer really needs and their
changing requirements.

From the year 1990, the company started facing competition from the Indian
manufactutrers and there was an end to their monopolistic market and started sever
completion quality wise and price wise and also due to globalistion, government has
encouraged manufacturers in the small scale sector and also allowed companies to import
machine tools. Consequently there were flood of second hand machine tools entered into the
market.

By these reasons the Downward trend in both sales and production started in the
year 1993-1994.

Sickness

PTL suffered erosion of its peak net worth of rs. 2059.00 lakhjs achieved in 1989-90
and was referred to the Board for Industrial and Fianncial Reconsitructioin (BIFR) in 1997.

39
Reasons for down trend in the business of HMT

Pricing

Due to severe competition from private sector companies, praga could not cope with
their mainly with price. In the same time praga is keeping on increase their prices due to cash
crunch and also hike in salaries. The prices quoted by competitors are almost 30% lower to
the praga price.PRAGA Tools Pricing affected by following factors.Those are,

 Depreciation of Machines

 Lack of technology upgradation

 Surplus manpower

 Wastage

 Machine Idle time

 Other factors.

Now we can see the above factors how the prices of PRAGA are increased..

40
 S.NO Name of the Company Price in Lakhs(Cutter and
Tool Grinder)

1 HMT-PRAGA DIVISION 3.27

2 GEETA Machine Manufacturers ltd 2.05

3 BATLIBOLI Ltd 3.98

4 ADDISON Ltd 2.5

5 FAST CUT company Ltd 1.8

6 YANTRA NIRMAN company Ltd 2.2

From the above table we can say that the pricing of Praga is not very competitive as
compared to its competitors. Customer generally prefers reasonable price .But Company
failed to attract the customers.

Pricing of the products in two different years

In the above table we observe competitive pricing of HMT comparing to other nearest
competitors. So let we see how prices of HMT Products increased year by year

41
 S.No PRODUCT NAME MODEL 2007-2008(PRICE 2008-009(PRICE
NO OF MACHINE) OF MACHINE)

1 Cutter And Tool Grinder 411 411100 452210

2 Cutter And Tool Grinder 414 451900 492090

3 Surface Grinder 451 479000 526900

4 Surface Grinder 451p 519500 571450

5 Thread Roling Machine 512 611900 673090

6 Thread Roling Machine 523G 667500 734250

So by observing the above table the prices of each and every product increased compared
to previous year due to the following reasons. Those are

 Depreciation

 Repairs of Machinery

 Lack of Technology Up gradation

 Scarcity of raw materials.

Pricing plays a key role in the business of PRAGA.

42
Delivery time

The main reason behind the Company failure is Poor Delivery Performance. The
success or failure of the any company should depend up on customer expected delivery time.
But due to the below reasons cos gets failure to reach the customer expectations towards the
delivery time. We can easily understand by seeing the below Table.

S.NO PRODUCT NAME Delivery Time in Delivery

Weeks(2007-2008) Time(2008-2009)

1 Cutter And Tool Grinder-411 6 8

2 Surface Grinder-451 6 8

3 Surface Grinder-455H 14 16

4 Thread Roling Machine-512 6 8

5 Thread Roling Machine-518 12 14

6 Thread Roling Machine-514 14 16

7 CNC Lathe-PTC 400 16 14

43
 By observing the above table we can easily find out the variations in delivery of product
between two different years. The main reasons for in adequate delivery time is,

 Lack of new technology,

 Lack of Raw materials,

 Machine Breakdowns,

 Human Interruptions.

By this in adequate delivery time company losts the customers.

Order inflow

Generally Machine Tools Company’s manufactures products on the basis of orders

from Customers. But the order flow of the company fluctuated year by year. Here I analyses
the order inflow of Cutter and Tool Grinding Machine for the last 10 years.

44
Order inflow and Sales of Cutter and Tool Grinding Machine for the last 10 years

Year QUANTITY(Sales) VALUE

2000-2001 21 54.80

2001-02 15 46.27

2002-03 9 28.84

2003-04 10 38.02

2004-05 23 82.5

2005-06 26 115.2

2006-07 32 126.1

45
 2007-08 20 86.44

2008-09 27 145.5

2009-2010 20 94.51

The order flow of the company for Tool and Cutter Griding machine is influenced by
different factors like lack of financial resources and lack of facilities.

Other Reasons for down trend in Business of HMT-PRAGA

Promotional Activities

The amount spent on advertisements, is almost nil. Most of the customers did not
aware that praga which was shifted their factory from kavadidguda to Balangar. In the
absence of communication about shifting, many of the customers felt that Praga was closed.
Company never tried to for diversities and the products which were their butter and bread are
almost obsolete. In the mean time awareness among the customer increased and they were in
a demanding position what they require:”BUYER MARKET “Praga does not have proper
customer data base of their customers.

46
Recruitment

Praga did not recruit any engineers for the last 10 years. The employees which they
are almost right side of 40s. The technology they are using was outdated. They have not
upgraded their technology for the last 2 decades.

Competition:

Example: Thread rolling machines. Once praga was monopoly in the market. Now
there ws stiff competition from MTE Industries,Hyderabd. The company which was
explained in the year 1985, sold machines almost equal to Praga in the shrot span of time.
The company made CNC Thread rolling mahines and their turn over was equal to Praga.

Customer satisfaction

There is nothing more divesting to PRAGA business than the loss of our various
customers due to delay in delivery of machinery, spares and in providing after sales service.

47
When a customer becomes dissatisfied and strops buying from us, our loss is far greater than
the sales revenue. We also lose the investment made in securing the customers in first place
and more importantly we undermine our ability to grow.

- A.V KAMATH

HMT Machine Tools Limited Praga Division defines a customer as follows.

“A customer is the most important visitor on our premises. He is not depending on us. We
are dependent on him, he is not an outsider on our business. He is a partof it . we are doing
him a favour by serving him. He is doing us an opportunity to do so”

MAHATMA GANDHI

HMT tools ltd-PRAGA division has a positive attitude about customer complaints.
We believe that our future depends upon our ability to retain customer needs and ensure their
satisfaction.

Customers who complain

• Who are not satisfied?

48
 • Who are not get desired level of service from the product

• Who are not recive products with in time?

• Who are not getting after sales service?

Every Complaint

 Company takes positively and dealt promptly.

 Is a gift to HMT TOOLS PRAGA DIVISION?

 Represents an opportunity for us to improve.

HMT (PRAGA) company monitors the customer satisfaction.We keep ourselves

informed about our customers attitude towards organization .

We take complaints from internal customers seriously and believe that org with satisfied
employee finds it is easier to make customer satisfied.

Services offered by HMT Tools Ltd (PRAGA Division)

 Reconditioning

 Retrofitting

 Job Orders

Customers of HMT

1. Defense(mainly ordnance factories)

2. Engineering industry

3. Heavy equipment manufacturers

4. Automobile manufacturers

5. Automobile ;component manufacturers

49
 6. Textile industry

7. Small and medium enterprises

Value Prepositions

HMT tools products and services offer the following advantages to customers:

 Quality products

 Reasonable price

 On time delivery

 After sales service.

And HMT takes continuous feedback from their customers and always give after sales
service through Qualitative engineers.

And HMT offers discounts to customers and offer qualitative products with
reasonable price.

And HMT offer call back services to their customers.

Business development

Business development is a broad term applied to the process of strengthening ties with
existing clients as well as cultivating customers in other sectors of the consumer market. In
order to accomplish this goal, business development normally crosses the traditional barriers
between sales, marketing, customer care, operations and management in order to promote this
process of expansion on more than one level. This means the business development specialist

50
must exhibit a degree of competence in many different areas in order to identify and
capitalize on growth opportunities.

One of the foundational aspects of business development is to assess the current assets
of the company as they relate to the maintenance and expansion of the business. To this end,
the business development specialist will work closely with sales and marketing professionals
to identify the degree of penetration already enjoyed by the company in various sectors of the
consumer base.

At the same time, the specialist will also work with customer care professionals to
assess the feedback gathered from existing clients on the perception of the company and its
products. This type of activity can often identify ways to refine current sales and marketing
techniques in order to capture a wider share of consumers within sectors where the business
already has a presence. At the same time, the addition of the data acquired through customer
care contacts may help identify applications for the product line that are not promoted at
present and could lead to capturing new markets if marketed properly.

It is important to note that the successful business development specialist is not

focused solely on making sales or keeping current customers happy. While those aspects are
part of the overall picture, the development specialist will also be concerned with making the
best use of the company’s resources, refining the process and function of management and
various departments, and addressing any legalities that must be observed as the company
continues to move forward. In many organizations, this gives the business development
specialist a wide range of authority to solicit information from anywhere within the corporate
structure and to influence every aspect of company function.

The process of business development can be applied to just about any corporate
situation. Even companies that are small need this type of activity in order to remain stable
and to achieve growth over time. Often, the inclusion of at least one person who is focused on
the activity of business development makes it possible to capture a view of the company that
is hard for people with responsibility for specific functions with the organization to achieve
without help.

Businss development may take place by creating an arm or department of the

corporation that carries out these functions. It is also possible to contract with a business

51
development consultant in order to evaluate current circumstances and identify strategies for
the creation of future growth.

In the field of business, the specialist area of business development comprises a

number of techniques and responsibilities which aim at attracting new customers and at
penetrating existing markets. Techniques used include:

 assessment of marketing opportunities and target markets

 intelligence gathering on customers and competitors

 generating leads for possible sales

 advising on, drafting and enforcing sales policies and processes

 follow-up sales activity

 formal proposal and presentation management and writing

 pitch and presentation rehearsals

 business model design

 account planning and performance monitoring

 proposition development and campaign development

Business development involves evaluating a business and then realizing its full potential,
using such tools as:

• marketing

• information management (sometimes conflated with knowledge management)

52
 • customer service

A sound organization aiming to withstand competitors never stops business

development says Luis G. Batista, President of LMT Corporation, but engages in it as an
ongoing process. However, business development is often related to growth although
sometimes the optimal marketing strategy and objectives could be about downsizing the
activity in an existing market or decreasing the sales volume of a selected line of products or
services. Business-development roles may have one of two modes:

 sales-oriented (client-facing); or

 an operational function to support sales.

In a sales role, business development could concentrate on developing strategic-

channel relationships or on general sales. This emerges from analysis of the varied job
descriptions found in job-search engines, especially in the UK. In the US, the term "capture
management" appears as an alternative job or role title, typically used when describing
business development as an operational function to support the selling function of a company.
The Association of Proposal Management Professionals have produced the "Capture
Management Lifecycle" that describes the process in three broad stages:

• pre-bid phase

• bid phase

• post-bid phase

Customer satisfaction

53
 Customer satisfaction, a business term, is a measure of how products and services
supplied by a company meet or surpass customer expectation. It is seen as a key performance
indicator within business and is part of the four of a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy.There is a substantial body of empirical literature that establishes the
benefits of customer satisfaction for firms Measuring customer satisfaction

Organizations need to retain existing customers while targeting non-customers.

Measuring customer satisfaction provides an indication of how successful the organization is
at providing products and/or services to the marketplace.

Customer satisfaction is an abstract concept and the actual manifestation of the state
of satisfaction will vary from person to person and product/service to product/service. The
state of satisfaction depends on a number of both psychological and physical variables which
correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other factors the customer, such as other products
against which the customer can compare the organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
delivered SERVQUAL which provides the basis for the measurement of customer
satisfaction with a service by using the gap between the customer's expectation of
performance and their perceived experience of performance. This provides the researcher
with a satisfaction "gap" which is semi-quantitative in nature. Cronin and Taylor extended the
disconfirmation theory by combining the "gap" described by Parasuraman, Zeithaml and
Berry as two different measures (perception and expectation) into a single measurement of
performance relative to expectation.

The usual measures of customer satisfaction involve a survey with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each statement in terms
of their perception and expectation of performance of the service being measured.

Methodologies

54
 This section may contain excessive, poor or irrelevant examples. You can improve the
article by adding more descriptive text. See Wikipedia's guide to writing better articles for
further suggestions. (March 2009)

American Customer Satisfaction Index (ACSI) is a scientific standard of customer

satisfaction. Academic research has shown that the national ACSI score is a strong predictor
of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal
Consumption Expenditure (PCE) growth. On the microeconomic level, research has shown
that ACSI data predicts stock market performance, both for market indices and for
individually traded companies. Increasing ACSI scores has been shown to predict loyalty,
word-of-mouth recommendations, and purchase behavior. The ACSI measures customer
satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors.
In addition to quarterly reports, the ACSI methodology can be applied to private sector
companies and government agencies in order to improve loyalty and purchase intent. Two
companies have been licensed to apply the methodology of the ACSI for both the private and
public sector: CFI Group, Inc. applies the methodology of the ACSI offline, and Foresee
Results applies the ACSI to websites and other online initiatives. ASCI scores have also been
calculated by independent researchers, for example, for the mobile phones sector, higher
education, and electronic mail.

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into
five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano
model offers some insight into the product attributes which are perceived to be important to
customers. Kano also produced a methodology for mapping consumer responses to
questionnaires onto his model.

SERVQUAL or RATER is a service-quality framework that has been incorporated

into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction
Barometer) to indicate the gap between customer expectations and experience.

J.D. Power and Associates provides another measure of customer satisfaction, known
for its top-box approach and automotive industry rankings. J.D. Power and Associates'

55
marketing research consists primarily of consumer surveys and is publicly known for the
value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.
These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the
Stages of Excellence framework and which helps define a company’s status against eight
critically identified dimensions.

For Business to Business (B2B) surveys there is the InfoQuest box. This has been
used internationally since 1989 on more than 110,000 surveys (Nov '09) with an average
response rate of 72.74%. The box is targeted at "the most important" customers and avoids
the need for a blanket survey.

Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels of

customer satisfaction. The International Customer Service Institute (TICSI) has released The
International Customer Service Standard (TICSS). TICSS enables organizations to focus their
attention on delivering excellence in the management of customer service, whilst at the same
time providing recognition of success through a 3rd Party registration scheme. TICSS focuses
an organization’s attention on delivering increased customer satisfaction by helping the
organization through a Service Quality Model.

TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises,
Product/Services, as well as performance measurement. The implementation of a customer
service standard should lead to higher levels of customer satisfaction, which in turn
influences customer retention and customer loyalty.

When Customer Satisfies

56
Customer focus
Materials are supplied as per the customer’s order, viz.,

 Quantity.
 Variety.
 -Timely dispatched.
 Type of packing.
 Transport Selection.

Special requirement of customer

In addition to our regular products, request for special products are received. It is the
endeavor of the company to see that special characteristics are in built into the products, to
satisfy the specific requirement of the customer. Some of the special requests are :-

 Size of end connection.

57
  Special packaging requirement.
 Special colours of paints used etc.

Customer grievances
As with the business, certain grievances would also be arising. Prompt action is taken to
remove any irritants so that grievances are reduced at the first place. Main grievances that the
unit gets are :

 Supply of material at short notice period in the season. We do inform, the customers,
the minimum time required to supply the materials.
 Quality related problems are very few and the reasons are quality raw materials are
used.
 Proper processes are adopted at different stages of manufacture etc.

Customer feedback
As a part of ISO-9001:2000 system, the company collects feedback from the customers at
regular intervals. Such feedbacks are by various methods, viz.,

 By sending a standard format & collecting the data.

 From our marketing personnel, while they interact with customers during tours.
 As and when the customers visit the unit.

58
 It is very important to have good communication between the unit & the
CUSTOMERS for the growth of the business. Various steps are taken to achieve the above
goal.

Product literature
Each of our distributor / dealer are given PRODUCT LITERATURE, which explains
various factors, such as type of materials used, performance characteristics, prices etc. which
will help in understanding the product quality and also compare with similar products

59
available in the market.
Product data

In addition to the above, related product data, i.e. how to install, how to maintain,
related materials required to install & use our products etc. are provided.

Service information

Installation & maintenance booklet gives broad guidelines and helps in carrying out
minor service requirements. In case of major problem, the dealer distributor will help in
carrying out the services.

Call back services

The type of product is such that CALLBACK SERVICES are in general not required.
In case of any manufacturing defect, the company does the necessary
rectification,freeofcharges.
Warranty:

In general the company offers warranty for the products for a period of one year, for
any kind of manufacturing defects.

60
The data collected from the primary and secondary sources have been coded tabulated and
analyzed for interpretation using various statistical techniques. A sampe of 100 was surveyed
regarding the respondent’s awareness their satisfaction levels and speed of service etc.

The data thus collected is tabulated, analyzed and interpreted using various statistical
techniques as follows.

COMPOSITION OF STUDY:

Mathematical tools:

Tables, pie charts and bar charts are the mathematical tools for the analysis.

61
1) How long have you been dealing with Praga tools ltd?

Table No.1

S NO PARTICULARS NO.OF PERCENTAGES

RESPONDENTS
1 0-5 years 48 48%
2 5-10 years 36 36%
3 10-15 years 3 3%
4 15-20 years 1 13%
TOTAL 100 100%

Fig .No.1

INTERPRETATION:

From the above table we can conclude that the major number of respondent’s 48 are
dealing with Praga from 0 - 5 years. The next major numbers of Respondents are dealing with
5-10 years .13 respondents are dealing with Praga From 15-20 years .only 3 respondents are
dealing from 10-15

62
2) What are the influencing factors for dealing with Praga tools ltd?

Table no 2

S NO PARTICULARS NO.OF PERCENTAGES

RESPONDENTS
1 Good Quality 46 46%
2 Pricing 22 22%
3 After sales 22 22%
4 Good will 10 10%
TOTAL 100 100%

Fig .No.3

INTERPRETATION:

From the above table we can conclude that the major numbers of respondents felt
That good quality is the factors that deal that is , 46 which comprises of 46% of the Total.
Some respondents are similar that is pricing and after sales service that is 22 And 22 which
comprises of 22% & 22% respectively. Only few have responded For Good will that is
10 which comprises of 10% of the total

63
 3) How fast the quotations offers are provided by us?

TABLE NO.3

S NO PARTICULARS NO.OF PERCENTAGES

RESPONDENTS
1 Very fast 22 22%
2 Fast 72 72%
3 Slow 4 4%
4 Very slow 2 2%
TOTAL 100 100%

FIG NO.3

INTERPRETATION:

From the above we can conclude that the major numbers of respondents felt that
Quotation offer by Praga is “FAST” that is, 72 which comprises of 72% of the total. Some
respondent’s “VERY FAST” that is 22 which comprises of 22% respectively. Only few have
respond for “SLOW & VERY SLOW” that is 4&2 which comprises of 4%&2% of the total.

4) How do you rate the pricing of our products?

64
 TABLE NO.4

S NO PARTICULARS NO.OF PERCENTAGES

RESPONDENTS
1 Good value 38 38%
2 Neutral 58 58%
3 Poor value 2 2%
4 Awful value 2 2%
TOTAL 100 100%

Fig .No.4

INTERPRETATION:

From the above table we can conclude that the major numbers of respondents felt that
the PRICING IS NEUTRAL and GOOD VALUE that is, 58&38 which comprises of 58%
VALUE that is 2&2 which comprises of 2% respectively.

5) How do you rate quality of our machines and accessories?

65
TABLE NO.5

S PARTICULARS NO.OF PERCENTAGES

NO RESPONDENTS
1 Excellent 23 23%
2 Very good 27 27%
3 Good 18 18%
4 Average 29 29%
5 Poor 3 3%
100 100%

FIG.NO. 6

INTERPRETATION:

From the above table we infer that the major number of respondents feel that the
Customer and business response at Praga tools ltd is ‘FRIENDLY’ and this is followed By
“VERY GOOD”.

6) How would you place us for customer & business response?

Table No.6
S NO PARTICULARS NO.OF PERCENTAGES
RESPONDENTS
1 Fast 18 18%
2 Friendly 74 66 74%
3 slow 8 8%
4 curt 0 0%
TOTAL 100 100%
 FIG.6

INTERPRETATION:

From the above table we infer that the major number of respondents feel that the
Customer & Business response at Praga Tools Ltd.Is “FRIENDLY” and this is followed By
“VERY GOOD”. And only one respondent feel that it is poor.

7) How does delivery schedule match up to your expectation?

Table No.7

67
 S NO PARTICULARS NO.OF PERCENTAGES
RESPONDENTS
1 Exceeds 10 10%
Expectations
2 Meets 75 75%
Expectations
3 Below 15 15%
Expectation
Total 100 100%

FIG.7

INTERPRETATION:

68
 From the above table we infer that the major number of respondents feel that the
Delivery schedule at Praga Tools Ltd.”MEETS EXPECTATION’ this is followed by
“BELOW EXPECTATION”

8) How do you like to grade the service provided by the servicing men?

Table No.8

S PARTICULARS NO.OF PERCENTAGES

NO RESPONDENTS
1 excellent 41 41%
2 Very good 37 37%
3 good 14 14%
4 average 7 7%
5 poor 1 1%
100 100%

Fig.No.8

INTERPRETATION:

From the above table we infer that the major number of respondents feel that the
Service provided by the service men at Praga Tools Ltd.Is “EXCELLENT” and this is
Followed by “VERY GOOD”. And only one respondent felt that it is poor.

69
9) How do you rate our relationship with our customers?

Table No.9

S PARTICULARS NO.OF PERCENTAGES

NO RESPONDENTS
1 excellent 28 28%
2 Very good 40 40%
3 good 23 23%
4 average 9 9%
5 poor 0 0%
100 100%

Fig .No.9

INTERPRETATION:

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 From the above table we infer that the major number of respondents feel that the
Relationship with customer is “VERY GOOD” and this is followed by “EXCELLENT”. No
Respondents had complained about the customer relationship.

10) What do you think of the useful of machines/accessories supplied by us?

Table No.10

S NO PARTICULARS NO.OF PERCENTAGES

RESPONDENTS
1 Really useful 64 64%
2 Quit good 29 29%
3 Average 9 9%
4 No use 0 0%
TOTAL 100 100%

Fig .No.10

71
INTERPRETATION:

From the above table we infer that the major number of respondents feel that the
Machines /Accessories supplied by Praga Tools Ltd .Is ‘REALLY USEFUL “and this is
Followed by “QUIT GOOD”.

11) Over all how do you think we are doing?

Table No.11

S PARTICULARS NO.OF PERCENTAGES

NO RESPONDENTS
1 excellent 12 12%
2 Very good 28 28%
3 good 51 51%
4 average 8 8%
5 poor 1 1%
100 100%

Fig .No.11

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INTERPRETATION:

From the above table we infer that the major number of respondents
feel that the Work of Praga Tools Ltd .Is “GOOD” and this is followed by “VERY GOOD”.

12). Do you receive sales after service warranty at the time of delivery of

Your Machine tools?

Table No.12

STATUS Yes No No idea

Percentage of response 93 2 5

2% 5%

Yes
No
No idea

93%

Fig .No.12

INTERPRETATION:

The above figure represents the respondent’s response to know whether the customer
received a copy of repair order at the time of delivery of the Machine tool at the workshop.
From the above figure it is understood that 93 percent customers have said that they received
a copy of repair order at the time of vehicle delivery. 2 percent customers said that they not
received a copy of repair order and 5 percent have said no idea.

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13.) At the time of delivery of your Machine tool, is the processing

S (Preparation of invoice & gate- pass etc.,) convenient & fast?

Table No.13

STATUS Yes No No idea

Percentage of response 93 2 5

2% 5%

Yes
No
No idea
93%

Fig .No.13

INTERPRETATION:

The above figure represents the respondent’s response to know whether the
processing (preparation of invoice, gate-pass, etc.) was convenient and fast at the time of
taking delivery of the Machine tool. From the above figure it is understood that 93 percent
customers have said that the processing was convenient and fast at the time of vehicle
delivery. 2 percent customers said that the processing was not convenient and fast and 5
percent have said no idea.

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14) How would you rate the overall performance of the Praga tools company based on
Service / Repair experience of yours?

Table No.14

Status Excellent Good Fair Poor

Percentage of
15 80 4 1
responses

80
80
70
60
50
40
30
20 15
10 4
1
0
Excellent Good Fair Poor

Customer's response

Fig .No.14

INTERPRETATION:

The above figure represents the respondent’s response regarding the Praga tools
company’s overall performance based on service/repair. From the above graph it is
understood that 15 percent of the respondents are highly satisfied with the workshop’s overall
performance. 80 percent of the respondents are satisfied. 5 percent of the respondents
expressed dissatisfaction with 1 percent of them is highly dissatisfied.

15). was the Service Advisor able to understand & explain your service

75
 Requirement & needs?

Table No.15

STATUS Yes No No idea

Percentage of response 95 4 1

4% 1%

Yes
No
No idea

95%

Fig .No.15

INTERPRETATION:

The above figure represents the respondent’s response regarding the service advisor’s
ability to understand and explain the service requirements and needs of the tool to the
customers. From the above graph it is understood that 95 percent of the respondents are
satisfied with the service advisor’s ability to understand the problem with the vehicle. 4
percent of the respondents expressed dissatisfaction and 1 percent said that they have no idea

16). How would you rate the Service Advisor’s Knowledge & ability to

Understand the problem with your machine tool?

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 Table No.16

Status Excellent Good Fair Poor No idea

Percentage of
15 71 7 1 6
responses

80 71
70
60
50
40
30
20 15
7 6
10 1
0
Excellent Good Fair Poor No idea

Customer's response

Fig .No.16

INTERPRETATION:The above figure represents the respondent’s response regarding the

service advisor’s knowledge and ability to understand the problem with the vehicle at the
Praga tools company. From the above graph it is understood that 15 percent of the
respondents are highly satisfied with the service advisor’s knowledge and ability to
understand the problem with the vehicle. 71 percent of the respondents are satisfied. 8 percent
of the respondents expressed dissatisfaction with 1 percent of them is highly dissatisfied. 6
percent said that they have no idea.

17). were you attend promptly during Repair Order / job card opening?

Table No.17

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 STATUS Yes No No idea

Percentage of response 93 2 5

Attended promptly during

jobcard opening

2% 5%

Yes
No
No idea

93%

Fig .No.17

INTERPRETATION

The above figure represents the respondent’s response to know whether the customer
attended to promptly during repair order /job card opening at the Praga tools company. From
the above figure it is understood that 93 percent customers have said that they are attended to
promptly during repair order opening at workshop. 2 percent customers did not attend to
promptly and 5 percent have said no idea.

18). How would you rate the Courtesy of the Service Advisor?

Table No.18

Status Excellent Good Fair Poor No

78
 idea

Percentage of
19 74 4 0 3
responses

Courtesy of the service advisor

80 74
70
60
50
40
30
19
20
10 4 3
0
0
Excellent Good Fair Poor No idea

Customer's response

Fig .No.18

INTERPRETATION:

The above figure represents the respondent’s response regarding the courtesy of the
service advisor at the Praga tools company. From the above graph it is understood that 19
percent of the respondents are highly satisfied with the courtesy of the service advisor at the
workshop. 74 percent of the respondents are satisfied. 4 percent of the respondents expressed
dissatisfaction. 3 percent said that they have no idea.

19). How would you rate the helpfulness of the Service Advisor?

Table No.19

Status Excellent Good Fair Poor No idea

Percentage 17 75 4 1 3

79
 of responses

Helpfulness of the service advisor

80 75

70

60

50

40

30
17
20

10 4 3
1
0
Excellent Good Fair Poor No idea

Customer's response

Fig .No.19

INTERPRETATION:

The above figure represents the respondent’s response regarding the helpfulness of
the service advisor at the Praga tools company. From the above graph it is understood that 17
percent of the respondents are highly satisfied with the helpfulness of the service advisor at
the workshop. 75 percent of the respondents are satisfied. 5 percent of the respondents
expressed dissatisfaction. 3 percent said that they have no idea.

20). How would you rate the Courtesy extended at this Praga tools company?

Table No.20

Status Excellent Good Fair Poor No idea

80
 Percentage
25 70 1 1 3
of responses

70
70

60

50

40

30 25
20

10
1 1 3
0
Excellent Good Fair Poor No idea

Customer's Response

Fig .No.20

INTERPRETATION:

The above figure represents the respondent’s response regarding the courtesy
extended at the Praga tools company. From the above graph it is understood that 25 percent
of the respondents are highly satisfied with the courtesy extended at the workshop. 70 percent
of the respondents are satisfied. 2 percent of the respondents expressed dissatisfaction. 3
percent said that they have no idea.

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21) How would you rate the availability of proper tools & equipment at this?

Praga tools company?

Table No.21

Status Excellent Good Fair Poor No idea

Percentage
14 82 1 1 2
of responses

90
80
70
60
50
82
40
30
20
10 14
1 1 2
0
Excellent Good Fair Poor No idea

Customer's response

INTERPRETATION:

The above figure represents the respondent’s response regarding the availability of
proper tools and equipment at the Praga tools company. From the above graph it is
understood that 14 percent of the respondents are highly satisfied with the availability of
proper tools and equipment at the workshop. 82 percent of the respondents are satisfied. 2
percent of the respondents expressed dissatisfaction. 2 percent said that they have no idea.

22) How do you Rate the Technology Up gradation of PRAGA?

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 STATUS V.GOOD GOOD SATISFIED BAD

%OF 10 10 20 60
RESPONSES

70
60
60

50

40

%OF RESPONSES
30
20
20
10 10
10

0
VERY GOOD GOOD SATISFIED BAD

INTERPRETATION:

The above figure represents respondents responses regarding the Technology

Upgradation of the company.From the above graph its understood that 10% of people are
highly satisfied,10% respondents are feel good and 20% of people are saying satisfied but
60% of people are feel bad regarding Technology up gradation.

23) How do you rate the Discount offered by company?

STATUS V.GOOD GOOD SATISFIED BAD

%OF 10 10 30 50

83
 RESPONSES

INTERPRETATION:

The above figure represents respondents responses regarding the Discount offered by
the company .From the above graph its understood that 10% of people are highly
satisfied,10% respondents are feel good and 30% of people are saying satisfied but 50% of
people are feel regarding Discounts offered by company.

24) How do you get the spares support from machines purchased?

STATUS V.GOOD GOOD SATISFIED BAD

% OF 10 40 30 20
RESPONSES

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INTERPRETATION:

The above figure represents respondent’s responses regarding the spares support of
the company. From the above graph its understood that 10%of people are highly
satisfied,40% respondents are feel good and 30% of people are saying satisfied but 20% of
people are feel bad regarding spares availability of the company.

QUESTIONNAIRE

1). NAME : __________________________________

2) ADDRESS : __________________________________

3) OCCUPATION : __________________________________

4) CONTACT NUMBER: ___________________________________

5). How long are you dealing with Praga Tools Ltd.?

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a) 0-5 years b)5-10 years c)10-15 years d)15-20 years.

6). what are the influencing factors for dealing with the Praga Tools Ltd.?

A) Good quality b) pricing c) After sales service d) good will.

7) How fast the quotations offers are provide by us?

a) Very fast b) fast c) slow d) very slow

8) How do you rate the pricing of our products?

a) Good value b) neutral c) poor value d) awful value

9) How do you rate quality of our machines & accessories.

a)Excellent b)very good c)Good d)average e)poor

10) How would you place us for customer & business response?

A) Fast b) Friendly c) Slow d) curt

11) How does delivery schedule match up to your expectation?

a) Exceeds expectation b) Meets expectation c) Below expectation

12) How do you like to grade the service provided by the servicing men?

a) Excellent b) Very good c) Good d) Average e) Poor

13) How do you rate our relationship with our customers?

a) Excellent b) Very good c) Good d) Average e) Poor

14) What do you think of the usefulness of the Machine/Accessories supplied by us?

a) Really useful b) Quit good c) Average d) No use

15) Over all how do you think we are doing?

a) Excellent b) Very good c) Good d) Average e) Poor

16) On what reason have you preferred the Praga tools?

A) Location b) Brand c) quality of services d) Others.

86
17) Have you heard about Praga tools limited?

(YES/NO)

18) Do you know about Praga Tools?

(YES/NO)

19) Would you like to satisfy with the existing company?

(YES/NO)

20) Any suggestions to improve our customer care and relationship?

If any:

FINDINGS

1. Demand for Praga tools is higher.

87
2. Quality is the major influencing factor for the customer in purchasing tools.

3. Most of the dealers are stocking Praga tools.

4. The customers opinion is that T.V,Radio and Flex boards are suitable Media

For giving tools advertisements.

5. Most of the customers feel that advertising play a important role for improving

The tools sales.

6. After my survey I observed that there are many dealers dealing with PRAGA

TOOLS because of its best qualitative goods.

7. Maximum no of customers expressed that the quality of the PRAGA

TOOLS are good.

8. After my survey I found that most of the customers feel that PRAGA

TOOLS price is high camper to other brands.

SUGGESTIONS

 Highly qualified engineers are required to be appointed.

 Do change the machines as per customer requirement.

88
  To competitors the present market more promotional strategies are required.

 To concentrate more on C.N.C. machines.

 Doing well in surface grinding.

 More discounts and offers are to be given to the retained customers.

 Distribution channel is required to be widened.

 Technology of the machines should be improved.

 Staff should be made aware of the present marketing strategies.

 Financial benefits to the customers are too provided in order to retain them.

 Social benefits are also required to implement to improve its product

awareness.

 Company need to maintain customer database management ant ERP systems.

 Company need to maintain Technology Up gradation.

 Company need to reduce the idle time of the both machine and work force.

 Company needs to usage the space in proper way.

BIBLIOGRAPHY

TEXT BOOKS

S.NO AUTHOR’S NAME NAME OF THE TEXT BOOK

89
1 KOTLER ARMSTRONG PRINCIPALS OF MARKETING

2 G.C.BERI MARKETING RESEARCH &

RESEARCH METHODOLOGY
3 DAVID L.LOUDON &ALBERT CONSUMER BEHAVIOUR
J.DELLABITTA

WEBSITES

S.NO SITES

1 www.praga tools.org

2 Marketing@Praga tools.org

3 www.learn marketing.com

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