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A Case Study of Tractor Queen of India: The Mallika Srinivasan
A Case Study of Tractor Queen of India: The Mallika Srinivasan
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impression in a heavily male-dominated industry. From around 4,000 tractors a year in 1985, the group now manufactures
120,000 annually.
OUTLOOK OF THE COMPANY
Tractors and Farm Equipment Limited (TAFE), is a US$1.6 billion tractor major incorporated in 1960 at Chennai, India, and is
the third largest tractor manufacturer in the world and the second largest in India by volume. TAFE yields 24% market share of
the domestic tractor industry, with a sale of over 148,000 tractors (domestic and international) for the year 2011-12. TAFE's
partnership with AGCO Corporation and the Massey Ferguson brand for 52 years is the first in the tractor industry.
TAFE is a member of the Amalgamations Group of Chennai. The company has four plants involved in tractor manufacturing at
Mandidheep (Bhopal), Kallidaipatti (Madurai), and Doddabalbur (Bangalore) and in Chennai. They also have a diverse interests
in diesel engines, tractors and related farm machinery, automobile components, lubricants, panel instruments, hydraulic pumps,
engineering tools, storage batteries, paints, engineering plastics, automobile franchises and printing apart from interests in
agribusiness, book selling and publishing. The leadership technology of this Group is based on foreign method. TAFE exports to
over 77 countries, including developed countries in Europe and the Americas. Besides tractors, TAFE and its subsidiaries have
diverse business interests in areas such as diesel engines, batteries, transmission components, panel instruments, engineering
plastics, hydraulic pumps and cylinders, passenger vehicle distribution and plantations.
COMMON FACTORS OF SUCCESSFUL ENTREPRENEURS
Many small business owners are motivated to start a business on the basis of lifestyle or personal factors. The most important
factors that drive small business owners to success include: (Kao, 1991):
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
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industries where risk is low. Under this category, women usually start service centers schools, food catering centers, restaurants,
grocery shops etc.
Push Factors
There are some women entrepreneurs who accept entrepreneurial activities to overcome financial difficulties. The family situation
forces them either to develop the existing family business or to start new ventures to improve the economic conditions of the
family. Such categories of entrepreneurs are termed as push factors.
Self-Employed Entrepreneur
Poor and very poor women in villages and town rely heavily on their own efforts for sustenance. They start tiny and Small
enterprises like brooms making, wax candle making, providing tea and coffee to offices, ironing of clothes knitting work, tailoring
firm etc. Such women are called self-employed entrepreneurs.
Rural Entrepreneurs
Women in rural areas/villages start enterprises which needs least organizing skill and less risk. Dairy products, pickles, fruit
juices, pappads and jagger making are coming under this category of rural entrepreneur.
SUCCESS MANTRA FOR A WOMEN ENTREPRENEUR
Competencies
Modern farm-equipment venture are rooted in traditional values. While scarcity of labor and the consequent increase in wage rates
has persuaded farmers to opt for mechanization, taking advantage over the issue the women entrepreneur make use of the
opportunities by applying strategy. It is a kind of impatience and hustle that takes a business from being quite average to being the
best in its field.
Unique Perspectives
In a case of tractor industry if farmers has a good crop, and support prices are also good, there would be purchasing power. And if
the rain picks up, there would be lesser adverse impact on the industry. Timely evaluation capacity of women entrepreneur on any
situation makes a difference.
Dynamic Personality
Live participation and persuasion of objectives actively and energetically will sharpen the skill. Dynamic thinkers have a sharp
eye for errors and can criticize without mercy if they see the success of a project endangered. The extroverted part of personality
provides excellent communication capabilities plus a certain charisma, making it easy to engage other people with specific
objectives. The women entrepreneur should possess commanding capacity along with friendliness to make others perform well.
Healthy Interpersonal Relationship
The employees are encouraged by a well defined performance appraisal program that enables open interaction between the
employee and the immediate superior and serves as a platform for not just measuring performance but also for recording
performance levels, analyzing short falls and relating them to competency gaps either in the technical or managerial skills area. A
difficult task for women entrepreneur is bringing everything under single umbrella, for this a team effort with complete
coordination is necessary.
Freedom for Professional Choice
The freedom in selecting a profession reflects in passion to do anything to attain a particular task and this prompts people to work
hard and achieve goal with full professional satisfaction. Many entrepreneurs are struggling to choose their own interesting field.
Mostly they are forced to flatter their roles under the shade of male owned companies.
Knowledge and Administration Capacity
Its not an easy task for women to manage all office works smoothly and efficiently on time. Here, her education and her fathers
support give her a platform to perform well in this field. Lack of knowledge and communication skill endangers the survival.
Social Network
People cannot become your customers without knowing your business exists!-Crissy Heron (Founder of IndieBizChicks.com).
Either through business network or through media network an entrepreneur has to make a link with the people.
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Women Entrepreneurs
Finance, Medical, Telefilm etc.
Beyond the scope of most womens
personal assets and credit track record.
New business
Small
Tractor Queen
Manufacturing
Affluent Entrepreneur
Family owned Business (Existing)
Multinational
Bhardwaj, Parashar, & Pandey. (2011). Women entrepreneurs in India: opportunities and challenges. Buddhik: The
Journal of Management, 2(1).
2.
Buttner, (2001). Examining female entrepreneurs management styles: An application of a relational frame. Journal
of Business Ethics, 29, 253-269.
3.
Carter, S., & Cannon, T. (1992). Women as Entrepreneurs, London: Academic Press.
4.
5.
(2008, March). ILO strategy on womens entrepreneurship development (Report No. G.B301/ESP4). ILO: Geneva.
6.
7.
Vinze. (1987). Women Entrepreneurs in India: A Socio-Economic Study of Delhi - 1975-76. New Delhi: Mittal
Publications.
8.
9.
10.
11.
12.
13.
14.
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