Employee Retention Satrategies

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www.final-yearproject.com | www.finalyearthesis.com

FINAL PROJECT REPORT

ON

COMPARATIVE STUDY OF EMPLOYEERETENTION SATRATEGIES

(PTL V/S SWARAJ ENTERPRISES)

IN PARTIAL FULFILLMENT OF REQUIREMENT OF THE DEGREE

OF MASTER IN BUSINESS ADMNISTRATION.

UNDER THE GUIDENCE OF: - SUBMITTED BY:-

. Mr. Nishant Garg SUKHANJEET KAUR

(D.B.I.M.C.S.) REGD. NO.DBIM (MG) 2009-34

ROLL NO.

SESSION 2009-11

DESH BHAGAT INSTITUTE OF MGT. & COM. SCI.

MANDI GOBINDGARH


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TABLE OF CONTENTS

Acknowledgement

Declaration

Industry Profile

Company ProfileOrigin

Awards & models

Manufacturing companies in India

Competitors

Introduction to project


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ACKNOWLEDGEMENT

Talent & capabilities are of course necessary but opportunities & right

guidance are two very important back up without which no any person can

climb the ladder to success.

.

It is a great pleasure to express my hearty & sincere gratitude to my

project guide Mr. NISHANT GARG (D.B.I.M.C.S.) under whose inspiring

guidance the present piece of report could get its present shape.

I am grateful to my project guide who guided me during the course of

my project and who helped me at every step and showed me the right way to

get out of all the obstacles I faced during the project.

Place:-Mandi Gobindgarh

Sukhanjeet kaur.


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DECLARATION

I hereby declare that this project report is the bonafide record of research

work done by me.

I also declare that the fact and data which have used in the report are

true to the best of my knowledge and belief. This report has not been

previously submitted for any other purpose with a similar title.


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About the Organization:

PTL:-

Punjab Tractors Limited is an Indian Tractor manufacturing company that

was established on June 27, 1970. It was India's first Large Scale Project,which was based on indigenous design and modern technology. It was a

new venture towards making India more competent in the international

scenario. PTL has four branches, all set up in northern India.

PTL began its commercial operations in April 1974. In the 28 years till

March 2003, it has sold more than 500,000 tractors. While the journey

commenced in the north, PTL today has an all India presence. Its 377

strong dealer network sells and services a wide portfolio of 6 tractor models

with more than 100 variants. Swaraj beginning was indeed humble, with

the commercial introduction of Swaraj 724 model; tractor sales barely

reached 600 in 1974-75. However, over the years, on the introduction of

new tractor models, product performance and reliable service, Swaraj brand

started receiving flavor with the farmers leading to an increase in both

volume and market share. In 1999, two new models Swaraj 733 and Swaraj


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744 were added to Swaraj portfolio. By financial 1998-99, all these

initiatives took Swaraj to the No. 2 slot in the industry, hitting a peak sale

of 50,700 tractors in 1999-00 (market share 18.6%).

Punjab Tractors Limited consists of following divisions: -

1. SWARAJ TRACTORS DIVISION, SAS Nagar, Capacity of 300000

tractors p.a.

2. SWARAJ FOUNDRY DIVISION, Majri, Capacity 8000 M.T. castings

3. SWARAJ COMBINE DIVISION, Chhapar Cheri, Capacity of 300000

tractors p.a.

These plants set up at most economic outlays, also represent the mostproductive tractor facilities in the country, with concept and the technology

in the new plant matching global standards. Today PTL stands as a multiproduct multi location unit manufacturing Tractors, Harvester Combines,Industrial Forklifts, and Agricultural Implements and Automotive castings.PTL is actively participating in the industrial scene of Punjab through its

group companies SWARAJ MAZDA LIMITED, SWARAJ ENGINES LIMITEDAND SWARAJ AUTOMOTIVES LIMITED.


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Products:

The major products of Punjab Tractors limited are divided into two

categories i.e. for domestic consumption and overseas consumption.

The domestic products include the following:

1. Swaraj 855

2. Swaraj 939 FE

3. Swaraj 834 FE

4. Swaraj 744 FE

5. Swaraj 735 FE

6. Swaraj 733 FE

7. Swaraj 724 FE

8. Swaraj 722

9. Forklift 15

10. Forklift 20


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11. Forklift 30

12. Electric Forklift 15

13. Swaraj 8100-Harvester Combine

The products for overseas consumption include:

1. Swaraj 978 FE, 4 Wheel drive





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Hierarchy of the Organization:

1. Board of Directors(B.O.D)

2. Working Directors: Vice Chairman and Managing Director

3. Executive Directors:Finance, Human Resource and Development,

Manufacturing, International Business Division, Material Services,

Swaraj Automotive Limited, Swaraj Motors Limited, Senior Vice-

President (Marketing)

4. Vice Presidents: 3-4 under each Executive Director in level 3

5. Assistant Vice President

6. General Manager

7. Chief Manager

8. Senior Manager

9. Manager

10. Assistant Manager


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11. Senior Engineer

12. Engineer

13. Assistant Engineer

14. Junior Engineer

15. Operating Class

Employee Strength:

The total numbers of employees currently under the Mohali division ofPTL are around 1600. These comprise of 500 in management staff and rest

is working staff.


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Financial Information:

Annual Turnover for the financial year 2003-04 = Rs. 641.44 crores

Net Profit = Rs. 43.11 crores

%age turnover spent on Research and development = 1.28%

Market Share = 15 %

Earning per share = Rs. 7.10

1. Power Consumption: The total power consumption last year was

117.83 lakh units.

2. Water consumption: No records were kept for water consumption as

the net amount spent on water resources was negligible.

3. Diesel Consumption: The average amount of diesel consumed per

tractor last year was 619.11 Rupees. This includes consumption in both

assembly and paint shop.


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Technical Collaborations:

1.For Light commercial Vehicles:

P.T.L. entered into technical and financial collaboration with Mazda Motor

Corporation of Japan in the year 1984 to set another company by the name

of Swaraj Mazda Limited. It was Rs. 50 crore projects with an installed

capacity to manufacture 5000 LCVs of up to 3.5 tones payload capacity.

2.For Forklifts

The company entered into technical collaboration with KOMATSU

FORKLIFTS COMPANY of Japan in 1985 for the manufacture of high tech

forklifts of both diesel and electric at its combine division.

3. For Diesel Engines

P.T.L.set up Swaraj Engines Ltd. (S.E.L.) in technical and financial

collaboration with Kirloskar Oil Engines for the manufacture of diesel

engines.


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Competition within India:

The major competitors for PTL in India are Mahindra & Mahindra Tractors,

Massey, Escorts, Eicher and HMT. The trends of market shares for the last

30 years are shown in the figure below. We can see that the market share of

Swaraj tractors has increased from 9.1% in 1983 to 15% in 2003. Also the

ranking has improved from 6th to 3rd. This is the sign of growing organization

well on track to become the largest producers of tractors in India.

On the international scene, Swaraj is now a recognized name in the

developing world. Swaraj Tractors find an important place in countries like

Ghana, Zambia, Kenya, Sudan, Indonesia, and Malaysia etc.

Pollutants and Pollution control measures:

1. Water Pollution: There are two kids of effluent waste that pollutes

water

Industrial effluent: Process water after use is discharged as effluent.

Industrial effluent is contaminated with pH imbalance, sulphates, chlorides,

dissolved solids, suspended solids, oil and grease.


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Domestic effluent: Domestic use consists of drinking and canteen

water consumption apart from toilets. Domestic effluent is discharged into

public sewer directly.

2.)Air Pollution:Major contributors to air pollution are:

Shot-blasting section

Painting booths

Baking oven

D.G. sets

Major air pollutants include SPM, NOx, SO2.

3. Land Pollution: The following solid wastes case land

pollution:-

Paint waste scum, sludge from ETP

Steel scrap


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Pollution Control Measures:

1.) Plantation of trees.

2.) Expenditure of 5 lakh rupees per year for environmental

management and pollution control activities.

Effluent Treatment Plant for Industrial Effluent Treatment.

Bag House Filter for the Shot Blasting Sections.

Fume Extraction System for the pre-treatment process.

Filter press for the extraction of water contents from the effluent

sludge.


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1. Production

Light machine shop (LMS)

Heavy machine shop (HMS)

Assembly shop

Heat treatment shop

Paint shop

2. Product services

Tool room

Tool Design

Tool Control

Research & Development

Production planning & control (PPC)

Material Management & control (stores)

Quality Engineering

Maintenance

Industrial Engineering


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3. Support Services

Management systems

Finances.

Purchase

The tool design cell, it is a part of Manufacturing Aids unit of Technology

department. Designing of various Jigs and Fixtures, gauges, special tools,

trolleys (material handling), shop equipment and dies etc. is done here.

The design is based on design requests from Customer Department. After

designing the drawings are sent to engineering tool room for fabrication..

Origin:

The increased need for aesthetics in any design led to a total redesigning of

bonnet and side panel designs of tractors. Swaraj does not want to lag

behind. It understands the need of modern day agriculture which is not only

based on performance but also the aesthetics of the design.

Methodology:

The methodology of designing includes the following. The R & D

department sends component drawings of the new part. They take care of all


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the design and aesthetic parameters. It is the job of tool design cell to make

the necessary component before the deadlines. So the following steps are

involved:-

1.) Process Planning

2.) Design of required dies, tools, fixtures

3.) Fabrication

Trials

After above steps, the actual components are manufactured and sent to R &

D who suggest possible modifications and also check the design.

Once the design is cleared, the large scale manufacturing is done and new

models are rolled out.

New Knowledge:

The following is the brief information about what is being done at PTL,

Mohali.For the manufacture of tractors following procedures are performed

Manufacturing and Machining of gears and shafts. (Light Machine Shop)

Machining of Rear Cover, Gear Box Cover, Trumpet and Differential Cover

(Heavy Machine Shop)


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Assembly

1.) Differential Sub Assembly

2.) Gear Box Sub Assembly

3.) Engine Sub Assembly

4.) Rear Cover Assembly

5.) Main Line Assembly

Chassis Painting Line

1.) Chassis Washing

2.) Drying

3.) Primer Painting

4.) Flash Off

5.) Final Painting6.) Baking

Tractor Dismounting

Tires

Sheet Metal

Electrical components

Final Accessories or assemblies

Roller Testing


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Heat Treatment

The transmission components (manufactured at LMS) after undergoing

machining operation are subjected to heat treatment. Heat treatment is

carried out in sealed quench furnaces where gas carburising takes place at

920C. Hot components are cooled in quenching oil. This treatment helps to

enhance strength and hardness of the component and thus increases its

lifetime. It is also known as case hardening.

Shot Blasting

After heat treatment the components are treated in the shot- blasting to

remove the scaling of the components.

Pre-Treatment

Sheet metal is pretreated before painting. Pre-treatment takes place in the

following stages:

1. Degreasing

2. De-rusting

3. Phosphating

4. Surface-Activation

5. Passivation


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An alkaline solution is used for degreasing. Rinsing in water is done after

degreasing. After rinsing, the sheet metal is sent for de-rusting and finally it

is sent transferred for passivation.

Washing

Tractor components are properly washed before assembling and painting.

There is a separate washing system for small components as well as for largecomponents like chassis. Chassis washing is done by auto spray at 55C in

washing zone area of chassis paint booth. After proper washing, components

are transferred into drying section for drying. Small components are also

washed in the washing machine installed at different locations before their

assembling. In some components temporary seals are provided to prevent

water penetration in critical places and crevices, which might not be

removed while drying. These seals also prevent paint from penetrating

inside.

Painting

Painting is done on chassis and sheet metal frames in different sections.

Chassis painting take place in following four stages. Baking is carried out at


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120C after painting.

1. Primer coating

2. Finish Painting

3. Flash off

4. Oven Drying

Journals and Trade magazines:

The important journals and magazines that are related to the organization are

A.) Metal Working World

B.) Motion

C.) Gear Exchange

D.) Industrial Automation


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I NDUSTRY PROFI LE

SWARAJ ENTERPRISES
http://www.google.co.in/imgres?imgurl=http://upload.wikimedia.org/wikipedia/commons/5/51/Mahindra_tractor.JPG&imgrefurl=http://connect.in.com/mahindra-tractors/photos-1-1-1-9a4cfb718a2f691617b76091aed7b45d.html&usg=__gMUaZxvatv85gzNqfH238DYLSrE=&h=2592&w=3456&sz=4069&hl=en&start=14&zoom=0&itbs=1&tbnid=1FctkrKNoVbrHM:&tbnh=113&tbnw=150&prev=/images?q=mahindra+tractors&hl=en&sa=X&gbv=2&ndsp=18&tbs=isch:1,isz:l


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SWARAJ Enterprises, the farm equipment SWARAJ Tractors, builds and

sources tractors that are sold worldwide across six continents. SWARAJ is

also among the top three tractor manufacturers in the world. Swaraj has a

huge consumer base in India, China and America and a growing base in

Australasia. The company builds more tractors in India than any other

manufacturer, and has the capacity to build 150,000 tractors a year. In.

Armed with engineering, tooling and manufacturing know-how gained from

this relationship, Swaraj enterprises developed its first tractor, the B-275.The

compact tractors and utility tractors are some of the toughest, most durable

on the planet. Swaraj Tractors with sales of nearly 85,000 units annually is

one of the largest tractor companies in the world, and is number one in sales

in India - the largest tractor market in the world. To expand into the growing

tractor market in China. To raise awareness about Swaraj in the US, Swaraj

in USA announced its new sponsorship in the NASCARNationwide Series

with R3 Motorsports, which is participating with a #23 Swaraj Tractors.
http://en.wikipedia.org/wiki/Tractorshttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/NASCARhttp://en.wikipedia.org/wiki/Nationwide_Serieshttp://en.wikipedia.org/wiki/R3_Motorsportshttp://en.wikipedia.org/wiki/R3_Motorsportshttp://en.wikipedia.org/wiki/Nationwide_Serieshttp://en.wikipedia.org/wiki/NASCARhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Tractors


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Swaraj Tractors have a global presence and its products are exported to

several countries. Its global subsidiaries include Swaraj Europe Srl. based in

Italy Swaraj USA Inc., Swaraj South Africa and Swaraj (China) Tractor Co.

Ltd.

A Swaraj enterprise is one of the leading tractor brands in the world. It is

also the largest manufacturer of tractors in India with sustained market

leadership of over 25 years. It designs, develops, manufactures and markets

tractors as well as farm implements. Swaraj Tractors (China) Co. Ltd.

manufactures tractors for the growing Chinese market and is a hub for

tractor exports to the USA and other nations. Swaraj tractor has a 100%

subsidiary, which assembles products for the American market..

The US based Reputation Institute recently ranked Swaraj among the top 10

Indian companies in its 'Global 200: The World's Best Corporate

Reputations' list.

Mahindra & Mahindra has controlling stakes in Reva electric and has

submitted letter of Intent for South Korea's Ssangyong.
http://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Mahindra_Tractors


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Awards

Bombay Chamber Good Corporate Citizen Award for 2006-07

Business world FICCI-SEDF Corporate Social Responsibility Award2007

Deming Prize

Japan Quality Medal in 2007

Core Business Activities

1.) Automotive

2.) Farm Equipment

3.) System

4.) Financial Services

5.) Information Technology

6.) Infrastructure Development

7.) After-Market

8.) Swaraj Partners Division

9.) Specialty Services
http://www.businessworld.in/index.php/Events/CSR-awards.htmlhttp://www.businessworld.in/index.php/Events/CSR-awards.htmlhttp://www.businessworld.in/index.php/Events/CSR-awards.htmlhttp://en.wikipedia.org/wiki/Deming_Prizehttp://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Deming_Prizehttp://www.businessworld.in/index.php/Events/CSR-awards.html


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Community Initiatives

As commercialization of agriculture grew in intensity in the mid to late

1800s the British Raj and the local legislatures and provinces began

investing in agricultural development through support and establishment

agricultural research farms and colleges and large scale irrigation schemes

yet the level of mechanization was low at the time of independence in 1947.

The socialist oriented five year plans of the 1950s and 60s aggressively

promoted rural mechanization via joint ventures and tie-ups between local

industrialists and international tractor manufacturers. Despite this

aggressiveness the first three decades after independence local production of

4-wheel tractors grew slowly. Yet, by the late 1980s tractor production was

Nearly 140,000 units per year and by the late 1990s with production

approaching 270,000 per year, India over-took the United States as the

world's largest producer of four-wheel tractors with over 16 national and 4

multi-national corporations producing tractors today statistics estimate that

of total agricultural area in India, less than 50% is under mechanized land

preparation, indicating large opportunities still exist for agricultural

mechanization.


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1945 to 1960

War surplus tractors and bulldozers were imported for land reclamation and

cultivation in mid 1940's. In 1947 central and state tractor organizations

were set up to develop and promote the supply and use of tractors in

agriculture and up to 1960, the demand was met entirely through imports.

There were 8,500 tractors in use in 1951, 20,000 in 1955 and 37,000 by

1960.

1961 to 1970

Local production began in 1961 with five manufacturers producing a total of

880 units per year. By 1965 this had increased to over 5000 units per year

and the total in use had risen to over 52,000. By 1970 annual production had

exceeded 20,000 units with over 146,000 units working in the country.

1971 to 1980

Six new manufacturers were established during this period although three

companies (Kirloskar Tractors, Harsha Tractors and Pittie Tractors) did not


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Survive. Escorts Ltd. began local manufacture of Ford tractors in 1971 in

collaboration with Ford, UK and total production climbed steadily to 33,000

in 1975 reaching 71,000 by 1980. Credit facilities for farmers continued to

improve and the tractor market expanded rapidly with the total in use

passing the half million mark by 1980.

1981 to 1990

A further five manufacturers began production during this period but only

one of these survived in the increasingly competitive market place. Annual

production exceeded 75,000 units by 1985 and reached 140,000 in 1990

when the total in use was about 1.2 million. Then India - a net importer up tothe mid-seventies - became an exporter in the 1980s mainly to countries in

Africa.

1991 to 1997

Since 1992, it has not been necessary to obtain an industrial license for

tractor manufacture in India. By 1997 annual production exceeded 255,000units and the national tractor population had passed the two million mark.


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India now emerged as one of the world leaders in wheeled tractor

production.

1997 to 1999

Five new manufacturers have started production since 1997. In 1998 Bajaj

Tempo, already well established in the motor industry, began tractor

production in Pune. In April of the same year New Holland Tractor (India)

Ltd launched production of 70 hp tractors with matching equipment. The

company is making a $US 75 million initial investment in a state of the art

plant at Greater Noida in Uttar Pradesh state with an initial capacity of

35000 units per year. Larsen and Toubro have established a joint venture

with John Deere, USA for the manufacture of 35-65 hp tractors at a plant in

Pune, Maharashtra and Greeves Ltd will produce same tractors under similararrangements with Same Deutz-Fahr of Italy. Looking to South American

export markets Mahindra and Mahindra are also developing a joint venture

with Case for tractors in the 60-200 hp range. Total annual production was

forecast to reach 300,000 during the following year.


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1999 to Present

Facing market saturation in the traditional markets of the North West

(Punjab, Haryana, and eastern Uttar Pradesh) tractors sales began a slow and

slight decline. By 2002 sales went below 200,000. Manufacturers scrambled

to push into eastern and southern India markets in an attempt to reverse the

decline, and began exploring the potential for overseas markets. Sales

remained in a slump, and added to the market saturation problems also came

increased problems of "prestige" loan defaults, where farmers who were not

financially able took tractors in moves to increase their families prestige.

There is also reported increased misuse of these loans for buying either

lifestyle goods, or for social functions. Government and private banks haveboth tightened their lending for this sector adding to the industry and farmers

woes. By 2004 a slight up tick in sales once again due to stronger and

national and to some extent international markets. But by 2006 sales once

again were down to 216,000 and now in 2007-08 have slid further to just

over 200,000.

Tractor Manufacturers Association

The Tractor Manufacturers' Association of India (TMA) is housed under The

Confederation of Indian Industry (CII), New Delhi. Though not all
http://en.wikipedia.org/wiki/Confederation_of_Indian_Industryhttp://en.wikipedia.org/wiki/Confederation_of_Indian_Industry


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Manufacturers are members TMA is recognized as the main trade group

representing the agricultural tractor industry in India. Mallika Srinivasan,

Economic Times Businesswoman of the year 2006, and CEO of TAFE

Limited, is currently serving as president.

Current Manufacturers of Tractors in India

Balwan Tractors, Force Motors Ltd

Formerly known as Bajaj Tempo Ltd. until 2005, Force Motors Ltd., makers

of India's ubiquitous 3-wheeler Tempos since 1957 in a collaboration with

Vidal & Sohn Tempo Werke, Germany. In 1999began production of Ox and

Ox 45 Brand Tractors both which incorporated transmission technology

from the German manufacturer ZF. Additional line Balwan was introduced

in 2004 and between the lines Force Motors offers a line of two-wheel and

four-wheel tractors in a horsepower range from 10 - 50 HP.

Captain Tractors Pvt. Ltd

Founded in May 1994 and located in Rajkot, India, Captain Tractors

manufactures mini-tractors under the Captain brand.
http://en.wikipedia.org/wiki/Force_Motors_Ltdhttp://en.wikipedia.org/wiki/2005http://en.wikipedia.org/wiki/1957http://en.wikipedia.org/wiki/1999http://en.wikipedia.org/wiki/2004http://en.wikipedia.org/wiki/1994http://en.wikipedia.org/wiki/Rajkothttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Rajkothttp://en.wikipedia.org/wiki/1994http://en.wikipedia.org/wiki/2004http://en.wikipedia.org/wiki/1999http://en.wikipedia.org/wiki/1957http://en.wikipedia.org/wiki/2005http://en.wikipedia.org/wiki/Force_Motors_Ltd


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Crossword Agro Industries

Located in Rajkot, India, Crossword manufactures small tractors under the

Nissan, Atmakand Captain brand names.

Eicher

In 1949, Eicher Good Earth was set up in India with technical collaboration

with Gebr. Eicher a of Germany, imported and sold about 1500 tractors in

India. In April 24, 1959 Eicher came out with the first locally assembled

tractor from its Faridabad factory and in a period from 1965-1974became

the first fully manufactured (100% indigenization) tractor in India. In

December, 1987 Eicher Tractors went public and in June, 2005 Eicher

Motors Limited sold Eicher Tractors & Engines to a subsidiary of TAFE

called TAFE Motors and Tractors Limited.

Eicher also produced tractors under the Euro Power and Eicher Valtra

brands under license from Valtra, an AGCObrand..

Escorts (Escort, Powertrac and Farmtrac)

Escorts Ltd began local manufacture of Ford tractors in 1971 in

collaboration with Ford, UK and total production climbed steadily to 33,000

in 1975 reaching 71,000 by 1980. Ford (Ford - New Holland) was sold in
http://en.wikipedia.org/wiki/1949http://en.wikipedia.org/wiki/1965http://en.wikipedia.org/wiki/1974http://en.wikipedia.org/wiki/2005http://en.wikipedia.org/wiki/TAFE_Tractorshttp://en.wikipedia.org/wiki/Valtrahttp://en.wikipedia.org/wiki/AGCOhttp://en.wikipedia.org/wiki/Escorts_Grouphttp://en.wikipedia.org/wiki/1971http://en.wikipedia.org/wiki/Ford_Motor_Companyhttp://en.wikipedia.org/wiki/1975http://en.wikipedia.org/wiki/1980http://en.wikipedia.org/wiki/New_Holland_Aghttp://en.wikipedia.org/wiki/New_Holland_Aghttp://en.wikipedia.org/wiki/1980http://en.wikipedia.org/wiki/1975http://en.wikipedia.org/wiki/Ford_Motor_Companyhttp://en.wikipedia.org/wiki/1971http://en.wikipedia.org/wiki/Escorts_Grouphttp://en.wikipedia.org/wiki/AGCOhttp://en.wikipedia.org/wiki/Valtrahttp://en.wikipedia.org/wiki/TAFE_Tractorshttp://en.wikipedia.org/wiki/2005http://en.wikipedia.org/wiki/1974http://en.wikipedia.org/wiki/1965http://en.wikipedia.org/wiki/1949


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1992. Ford Motor Company proper quit the tractors business, but the name

was allowed to continue as per agreement until 2000, when Escorts relabeled

its Ford models under the Escort brand. Escort manufactures produces

tractors in the 27-75 HP range and has already sold over 6 lac tractors. Its

tractors are marketed under three brand names, Escort, Powertrac and

Farmtrac.

HMT Tractors

HMT is a large public sector unit and began manufacturing Agricultural

Tractors in 1972 under the HMT brand name with technology acquired from

Zetorof the Czech Republic.

It manufactures its tractors in Pinjore, Mohali in a large factory that also

manufactures machine-tools, and Hyderabad It has a capacity of 20,000

tractors per annum. In the Machine-tool company is a large foundry. It

produces tractors in a range from 25 HP to 75 HP. For a short time, HMT

exported tractors to the USA under the Zebra brand, which were marketed

by Zetor distributors and dealers there. The company is controlled by the

Ministry of Heavy industry that provides, on a monthly basis to the public its

financial performance.
http://en.wikipedia.org/wiki/1992http://en.wikipedia.org/wiki/2000http://en.wikipedia.org/wiki/1972http://en.wikipedia.org/wiki/Zetorhttp://en.wikipedia.org/wiki/Czech_Republichttp://en.wikipedia.org/wiki/Pinjorehttp://en.wikipedia.org/wiki/Mohalihttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Mohalihttp://en.wikipedia.org/wiki/Pinjorehttp://en.wikipedia.org/wiki/Czech_Republichttp://en.wikipedia.org/wiki/Zetorhttp://en.wikipedia.org/wiki/1972http://en.wikipedia.org/wiki/2000http://en.wikipedia.org/wiki/1992


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Indo Farm

Founded in Baddi, Himachal Pradesh, India in 1999, Indo Farms builds

tractors in the 30-50hp ranges.

John Deere

In 2000, John Deere set up production in a joint venture with Larsen &

Toubro Ltd in Sanaswadi, in a rural area near Pune, Maharashtra. It was

known as L&T John Deere Private Ltd, and manufactured tractors under the

L&T - John Deere name for sale in India, and under the John Deere name

for worldwide sales.In 2005, Deere & Company acquired nearly all the remaining shares in this

joint venture. The new enterprise is known as John Deere Equipment Private

Limited. The factory currently produces tractors in of 35, 40, 42, 47, 50, 55

and 70 HP capacities for domestic markets and for export to the USA,

Mexico, Turkey, North and South Africa, and South East Asia. Pune factory

started to produce new 55 to 75 Hp 5003 series tractors for European market

in 2008.

John Deere India Private Limited is a subsidiary of Deere & Company, USA

in India. Its factory, located near Pune, manufactures 5000 Series
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agricultural tractors. The Indian operations of Deere & Company include a

technology center located at Magarpatta City Pune and John Deere Water

Vadodara. The technology center provides services in the areas of

Information technology, engineering, supply management, embedded

systems and technical authoring forcompanys operations world wide. John

Deere Water, formed by the acquisitions of Plastro Irrigation Systems, T-

Systems International, and Roberts Irrigation Products, is one of the leading

irrigation companies in the world today.

Mahindra Gujarat Tractor Limited

The company was originally incorporated in the state of Gujarat in 1963

with technical collaboration with Motokov-Praha of Czechoslovakia as

Gujarat Tractor Corporate Ltd. It was taken over by Mahindra & Mahindra

Limited on 17 December 1999 (holds 60% equity) and re-christened

Mahindra Gujarat Tractor Ltd as part ofMahindra Tractors. The company is

engaged in manufacturing of tractors in a range of 30-45hp which are

marketed underShaktimaan brand. They were previously marketed under

the Mahindra Gujarat name, and before that the Hindustan name.
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Mahindra & Mahindra

M&M's Farm Equipment Sector origins lie in a joint venture in 1963

between the Company, International HarvesterInc., and Voltas Limited, and

was named International Tractor Company of India (ITCI). In 1977, ITCI

merged with M&M and became its Tractor Division. After M&M's

organizational restructuring in 1994, this division was called the Farm

Equipment Sector. The Farm Equipment Sector has also ventured into

manufacturing of Industrial Engines. M&M Industrial engines are used for

various applications like generator sets, industrial, construction, marine,

compressors, etc. These engines are manufactured at the Company's engine

assembly plants at Kandivli and Nagpur. M&M has two main tractormanufacturing plants located at Mumbai and Nagpur in Maharashtra. Apart

from these two main manufacturing units, the Farm Equipment Sector has

satellite plants located at Rudrapur in Uttaranchal and Jaipur in Rajasthan.

The Farm Equipment Sector as reported by the Company has a dealer

network of over 450 dealers. This dealer network is managed by 28 area

offices, situated in all the major cities and covering all the principal states

and M&M tractors has sold more than 13,00,000 tractors since its inception.

M&M's Farm Equipment Sector is perhaps the largest exporter of Indian
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Tractors to the USA and the west. And in a reversal to earlier trends of

Indian tractor manufactures with joint ventures with western tractor

companies, M&M, in 2004 announced that they had bought majority stake

(80%) in Jiangling Tractor Company, and renamed it Mahindra Jiangling

Motor Co Group (JMCG). This is the first instance of Indian tractor

industries participating in India's reverse FDI. The plant in China reportedly

has a production capacity of 12,000 tractors annually.

In March 2007, M&M bought a controlling 43% stake in the Mohali-based

tractor firm Punjab Tractors (Swaraj) that will reportedly increase M&M's

share in the domestic farm equipment market from just over 30% to 40%.

The 43% stake includes 29% owned by private equity firm Actis Capital and

14.2% by the Delhi-based Burman family. In July 2007, Mahindra upped its

stake to 64.6%.

MARS Farm Equipments Ltd.

Originally established in 1976, the MARS Group is engaged in

manufacturing/marketing of dump trucks, loaders, foggers, and agricultural

tractors and attachments. Based in Lucknow, U.P., it began manufacturing

two mini-tractor models under the Marshal name in 2005,Captain DI 2600

of 25 HP and Trishul MT DI 625 10 HP.
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New Holland

New Holland Ag's entry into India was facilitated by FIAT's acquisition of

Ford-New Holland in 1991. By 1998 New Holland Ag. (India) completed

the construction of a new plant in Noida, near New Delhi, with a capacity of

5000 tractors in the 35 - 75 hp range. In 1999, New Holland Ag.'s parent

company FIAT bought 70% of holdings of Case Corporation and created

Case New Holland Global (CNH one of the top three

tractor/agricultural/construction machinery manufacturers in the world), the

new holding company New Holland Ag. (India). In 2000, the capacity of the

Noida plant rose to 12,000 tractors per year and in 2007 the company

manufactured 24,000 tractors for the domestic and export markets. New

Holland India exports fully-built tractors to 51 countries in Africa, Australia,

South-East Asia, West Asia, North America and Latin America. The India

plant of New Holland was originally built in 1998 to cater only to India

domestic market. However due to slow down of economy by year 2001-

2002 and slump in domestic demand, it became a challenge to utilize the

installed capacity of the factory. Hence the company started looking its

market beyond India borders. Its then CEO
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Mario Gasparri guided the vision and handed over the task of overseas

business to its dynamic manager Bhanu Sharma. The efforts paid off well.

Bhanu Sharma in capacity of Head-International Business Operations took

op the export volumes from the level of almost nil in 2003 to 8000 units in

year 2007. The export business last year in 2007 contributed over 50% of the

company business of total USD 250 millions. This also made New Holland

the second largest tractor exporter from India after John Deer. In year 2007,

India exported around 32,000 tractors of which 25% share was of New

Holland.

Preet Tractors

Preet Agro began manufacturing tractors in 2002 in Punjab, India. They

currently manufacture in the 35-70hp range.

Punjab Tractors Ltd (Swaraj Tractors)

In 1965, Government of India research institute Central Mechanical

Engineering Research Institute, Durgapur, WB initiated design and

development ofSwaraj Tractor based on indigenous know-how. In 1970,

Punjab Government acquired the Swaraj tractor's design and established
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Punjab Tractors Limited (PTL). It was India's first large-scale totally

indigenous project. The company exports Tractors to various countries

including USA. It manufactures nine models of tractor and several models of

combine harvesters. The manufacturing units are located at Mohali District,

Asron Village of Nawanshahar District and Nabha of Patiala District,

Punjab. Today Swaraj tractor is the second most selling brand of tractors in

India after Mahindra. More than 800000 lacs tractor sold.

The popular models sold under SWARAJ brand are:

1.)SWARAJ 744,

2.)SWARAJ 735,3.)SWARAJ 855,

4.)SWARAJ 978,

5.)SWARAJ 834,

6.) SWARAJ 939,

7.)SWARAJ 733,

8.)SWARAJ 724,

9.)SWARAJ 722


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Swaraj also manufactures Forklifts and Combines, which are assembled in

their Mohali Plant.

Actis Capital, a private equity firm acquired 29% of Punjab Tractors in mid-

2003 from the Punjab Government. In March 2007, and currently subject to

the receipt of requisite approvals, M&M bought a controlling 43% stake in

Punjab Tractors Ltd. that will reportedly increase M&M's share in the

domestic tractor market from just over 30% to nearly 40%. The 43% stake in

Punjab Tractors includes the 29% owned by Actis Capital and 14.2% by the

Delhi-based Burman family. In July 2007, Mahindra upped its share in

Punjab to 64.6%.

Same Deutz-Fahr Ltd.

SAME Tractors is an USD 4 billion company for past 7 Decades of Rich

Experience in Agriculture Segment. It was found by Francesco Cazzani

along with his brother way back 1927. Greaves Ltd, joined in collaboration

with SAME for manufacturing of tractors in 1996 under the SAME-

Greaves brand. By 2000, Greaves sold its shares to SAME and formed

50:50 Joint Venture as SAME Greaves Tractors Ltd.
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By 2002, Greaves Exited from SAME, SAME Greaves has become a wholly

owned subsidiary of SAME, Italy. The company has been renamed as

SAME DEUTZ Fahr Group India, Ranipet, Tamil Nadu, and India.

Sonalika (International Tractors Ltd.)

International Tractors Limited was incorporated on October 17, 1995 and

began manufacturing tractors designed by Central Mechanical Engineering

Research Institute (CMERI). ITL currently is manufacturing Sonalika

tractors between 30 HP to 90 HP, and the CERES brand between 60HP to

90HP. ITL went into collaboration with Renault Agricultural of France in

July 2000. Renault Agriculture is a subsidiary of the Renault Group. Renault

Agriculture was bought by CLAAS of Germany in 2003. Incidentally

CLAAS already has a strong presence in India market producing its Crop

Tiger range Combine Harvesters in a plant in Faridabad (nearNew Delhi)

since 1992. CLASS has opened a new plant in Punjab at Morinda in 2006.
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Standard

Standard Combine began building tractors in 2000 in Barnala, Punjab,

India. In Standard Tractors, tractors are being manufactured in the range of

35, 45, 50, 60, and 75 HP with respective model names: Standard 335,

Standard 345, Standard 450, Standard 460, and Standard 475. Engines for all

these tractor models, except the last one, are manufactured within the plant

as Standard Engines, in specific names SE 335, SE 345, SE 450 and SE

460, respectively. All the above-mentioned models of Standard Engines

have shown compliance to the TREM-III emission norms, as have been

verified by the ARAI. However, two new variants of tractor of 35 hp

(Standard 335-I) and 45 hp (Standard 345-I), equipped with famous Perkins

engines (assembled within the Standard Tractors plant), and two completely

new models of tractor of 30 hp (Standard 330) and 40 hp (Standard 340) are

on the verge to be launched. Besides these, three 3-wheelers (two passenger-

carriers and one cargo), one 4-wheeler (cargo), a crane, an electric 3-

wheeled mini-car, and two 2-wheelers (scooters) are either in the process of

development or on the verge of launch from the Standard Tractor Division.
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TAFE

Tractors and Farm Equipment Limited (TAFE) was established in 1961

to manufacture and market Massey Ferguson tractors and related farm

equipment in India. AGCO, the owner of Massey Ferguson, now owns 24%of TAFE. Tractors are built and sold in India under both the TAFE and

Massey Ferguson brands, and exported under both brands as well. In 2005,

TAFEbought the Eicher Motors tractor and engine division

VST Tillers

VST Tillers was set up in 1965 in Bangalore, India. In collaboration with

Mitsubishi Agricultural Machinery ofJapan, they manufacture 18HP tractors

under various brands, including Mitsubishi-Shakti', Shakti, Eurotrac-VST

and Euro-Trac. They have been exported to Asia, the Middle East, Europe

and the USA. In odisa thet introduce in 1987 with help of m/s sahoo

agrochemi Cuttack 753009
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Previous Indian Tractor Companies

Tractor companies that did not survive and were not acquired by other

companies are:

Asian Tractors Ltd

Began building tractors in 1989 from their own designs.

Ford Tractors

Ford (formerly Ford Tractor Division) began producing Ford Tractors in

India in 1972 with a tie up with Escorts. In 1986 Ford acquired New Holland

and tractor operations was transferred to Ford-New Holland and made into

an independent corporation. In 1991, Fiat began an arranged purchase of

Ford-New Holland that was completed in 1993, ending

Ford Motor Company's long history of tractor production. The deal required

that New Holland/FIAT stop using the Ford name. New Holland India Pvt

began production of tractors in India in 1998.
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Harsha Tractors

In 1975,Harsha Tractors Ltd began manufacturing tractors in conjunction

with Motoimport of Russia. Tractor production never amounted to much,

and has since ceased.

Haryana Tractors Ltd

As a part of Pratap Steel Rolling Mills Ltd., Haryana began building tractors

from their own designs in 1983.

Kirloskar Tractors

Founded in cooperation with Deutz-FahrofGermany in 1974. It has since

ceased to manufacture tractors. However, the company continues to

manufacture engines under license from Deutz.

Pittie Tractors

Pittie Tractors was set-up by a young and dynamic engineer - Shrikant

Pittie and started out as Pittie Tools. The Pittie family is prominent

industrialists in Pune and the family set-up the first private industry in Pune -

The Raja Bahadur Motilal Poona Mills Ltd. in 1893. Pittie Tractors
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indigenously developed and manufactured tractors and was well set to

capture a large share of the market in India. However, due to an unfortunate

labor strike at one of its critical vendors, followed by a similar strike at its

own plant, the company lost nearly a year of production. As a result, the

company fell into financial difficulty and ultimately had to wind-up

operations.


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