Force Tractor

CUSTOMER SATISFACTION TOWARDS FORCE TRACTOR
CHAPTER-1
INTRODUCTION
VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

GULBARGA UNIVERSITY, KALABURAGIPage 1
CHAPTER 1
INTRODUCTION
Force Motors was founded in 1957 by N.K. Firodia. Aside from manufacturing light
transport vehicles, Force Motors also makes engines and axles, as well as a large
variety of die-cast aluminium parts. The foundation of Bajaj Tempo originates with
the Bachraj Trading company, which was established in 1945. Bachraj started
assembling three-wheeled auto rickshaws and small trucks in 1951, under license from
Tempo of Germany. In 1958 the companies announced the creation of a joint venture,
called the Bajaj Tempo Motors, with 26 percent of the shares belonging to Tempo. In
1968 the Firodia Group took a majority stake in Bajaj Tempo.
In 1971 Tempo (Germany) passed into the hands of Daimler-Benz, who retained a 16.8
percent share in Bajaj Tempo until 2001. Daimler sold its stake in April 2001 after 43
years citing little synergy between the two companies.
The Tempo Matador was the first diesel light commercial vehicle in India. The
company started production of Tempo Hanseat three-wheelers in collaboration with the
Vidal & Sohn Tempo Werke Germany in 1958. The word Tempo (a registered trade
mark of Daimler) is now generic for any small goods carrier in India.
Force Traveller used as an ambulanceBajaj

Tempo Matador F307Bajaj Tempo Minidor
In 1987, Force Motors set up a new plant at Pithampur in Madhya Pradesh, for the
production of Tempo Traveller. This plant was designed and built to the specification
of Daimler-Benz.
In 1997, Daimler asked it to set up a dedicated facility for assembling and testing
engines for Mercedes passenger cars to be made in India.
In 2005 the company was renamed Force Motors.

Force Motors signed technology sourcing agreements in 2003 with MAN SE for which
payments were made up front. On completion of the localization of the licensed
technology and with the request from MAN, a joint venture was created forming MAN
Force Trucks Pvt. Ltd to manufacture the full range of HCVs from 16t GVW to 49t
GCW. MAN proceeded to buy out Force and MAN Trucks India was established as a
separate concern in 2012.
In 2012, Force Motors launched Traveller 26, a monocoque panel van that can seat 26
persons, designed entirely in-house. It had disk brakes on all four wheels and also came
with safety features like ABS and EBD.
In 2015, the company was awarded a contract by BMW, resulting in a new facility in
Chennai which produces and test engines and transmissions exclusively for
all BMW cars and SUVs made in India. This plant can produce up to 20,000 engines
per year. The facility was completed in July 2015.
A new plant was inaugurated at Chakan, Pune in June 2016. This facility assembles and
tests engines for all Mercedes Cars and SUVs made in India. The new plant has a
current annual capacity of 20,000 engines and 20,000 front and rear axles.
In March 2018, Force Motors entered into a joint-venture agreement with Rolls-Royce
Power Systems AG to manufacture the 10- and 12-cylinder Series 1600 engines
(545 hp to 1050 hp) in India for worldwide supply. These engines are meant for power
generation and under floor rail applications

CHAPTER-2
COMPANY PROFILE

CHAPTER 2
COMPANY PROFILE
FORCE TRACTOR is the authorized dealer of FORCE TRACTOR in
kalaburagi , it has history over the last 15 years it has longstanding reputation amongst
the farmer and the brand is trust, power & reliability, we have strong focus on offering
superior products to ensure technological progress in the agriculture sector.
FORCE TRACTOR Agriculture began its operations in India in 2008 with the launch
of its first 70 HP tractor in the Indian market. Since then, it has tasted unequalled
success with more than 300,000 tractors sold in numerous applications across India and
abroad.
FORCE TRACTOR is a global full-line agricultural machinery manufacturer. Founded
in 1895 as an American company, today it is an Italian brand. FORCE TRACTOR
agricultural products include tractors, combine harvesters, balers, forage harvesters,
self-propelled sprayers, haying tools, seeding equipment, hobby tractors, utility
vehicles and implements, and grape harvesters.
FORCE TRACTOR is the authorized dealer of FORCE TRACTOR Tractors in
kalaburagi , it is started in the year 2016

Board of Directors and Office Bearers
SRIKANT GANGA Managing Partner

PARSHURAM TAPALI Managing Partner

Number of Manufacturing units , Process and Address
The Indian market for tractors is one of the largest in the world in terms
of the number of tractors, and is projected to continue expanding into the
future. At present, the market is supplied mainly by local (Indian)
manufacturers, which are reinforcing their tie-ups with foreign-affiliated
manufacturers.
Force established Force Agricultural Machinery India Pvt. Ltd. (KAI) and
entered the Indian market in 2008. This business has been proceeding
smoothly since the sales launch in 2015 of a multipurpose tractor adapted
to towing and other uses.
EL (Escort Limited) has manufacturing know-how and excellent

capabilities for components procurement. Through this collaboration, Force
is determined to accelerate the growth of its tractor business through local
production of multipurpose tractors.
SL.NO NUMBER OF BRANCH ADDRESS

# Pujari complex , Ram
Nagar, Humanabad
1 01 Road ,
Kalaburagi – 585104

Number Of Different Department And Their Products
DEPARTMENTAL STUDY
Shiva Sai Datta Tractors
Manager
Sales Service Spares
Executive Head Service

Head
5 Members 10 Members 2
Members
Departments under which the work is done by they are:-

1. Sales department
2. Service department
3. Finance department
4. Stores department

Functions of departments:
Sales department
Executive department
5 Members
Marketing has become a much wider term in this today’s world selling and
marketing are synonymous in nature. They are the 2 faces of the coin. A term of 5
members takes the responsibility of sales promotion under the executive head.
Sales Department
A sales department must develop and implement a protocol to sell a product or
service that is suitable to the nature of that product or service while connecting it with
prospective customers or clients.
Service department:
Service department
10 Members
Services has grown dramatically in recent years service vary greatly. The
service department consists of the members who try to differentiate their service
delivery by having more able and reliable customer contact people, their try to provide
the best service along with the help of guidance of service managers.

Service Department
A service department is usually associated with a manufacturer. A service
department is part of the factory operations, but does not produce factory’s output.
Rather, it provides services to the factory’s production departments.
Finance department
The part of an organization that manages its Finacial transaction. The
business functions of a finance department typically include planning, organizing,
auditing, accounting, accounting for and controlling its company’s finances. The
finance department also usually produces the company’s financial statements and
reports so that profit and loss of organization is displayed.
 Book keeping procedures:
Keeping records of the purchases and sales made by a business as well as
capital spending.
 Preparing Final Accounts:

Profit and loss account and Balance Sheets
 Providing management information:
Managers require ongoing financial information to enable them to make better
decisions.
Management of wages:
The wages section of the finance department will be responsible for calculating
the wages and salaries of employees and organising the collection of income tax and
national insurance for the Inland Revenue.
Raising finance:
The finance department will also be responsible for the technical details of how a
business raises finance .

Products:
Force Tractors Price and HP Range
Force tractors are the best quality tractors with all the advanced features that can help to
increase productivity in the field. Force tractor hp range starting from 21 hp to 55 hp
and its price range starting from Rs. 4.15 lakh* to Rs. 10.12 lakh*. So, Force tractor is
the best deal for every farmer.
Force Tractor Series in India
Force has four series for different usage of farmers. We are showing them let’s have a
look.
A Series
B Series
L Series
MU Series
Popular Force Tractors in India

Below are some popular Force tractors which are famous in India for their quality,
affordability, and advanced features. Let’s have a look.

Force orchard
Force Orchard Mini Tractor Engine Capacity This tractor has three cylinders, a 27-
horsepower engine, and a multi-speed PTO. The tractor operates at 2200 engine RPM,
while the implements operate at 540 or 1000 engine RPM. The water cooling system
and the dry air cleaner extend the average life of the engines.
FORCE SANMAN TRACTOR
Force SANMAN 6000 Price in India is reasonable, starting from Rs. 7.81 to
8.22 Lakh*(Ex-showroom price). This tractor offers all essential features combined
with a budget-friendly price range. However, these tractor prices vary from state to
state due to factors like location, availability, demand, ex-showroom price, taxes,
etc. So, check our website to get the best deal on this tractor.

FORCE 4*4
The agricultural sector plays a vital role in the Indian Economy. But, nowadays
agricultural farming depends on advanced machinery, tools, and equipment. You will
get Force Motors ORCHARD 4 x 4 tractor specifications here. Every new day, new
brand tractors are coming up with advanced features and technology and are boosting
the Indian market as well as satisfying the needs of the farmers. Force Motors
ORCHARD 4 x 4 tractor is manufactured by one of the most popular brands In India,
22- 23 tractor brands are manufactured across the country with excellent specifications
and automotive productions.
If we talk about the tractors, so every tractor has its own specialty in the form of
features and the benefits provided in them. Force Motors is one of the trusted brands
in India. These features help the customers to research and compare with the other
tractor models. Force Motors ORCHARD 4 x 4 has 27 HP. Some of the specific
features that buyer's focussed before purchasing the tractor are utility, budget, comfort
and safety, comparison, and consultation with the dealers.
Additionally, the specifications are listed as more 'engine power' and more tractor runs.
You will get 21-30 HP Range in Force Motors ORCHARD 4 x 4. The other factor
goes with the transmission which includes gears, reverse, and forward speed, the
functioning of brakes, and power of the single and dual-clutch system. Force Motors
ORCHARD 4 x 4 tractor has 4WD. The hydraulics make the turning easier which is
also used for lifting attachments and implements. The PTO shaft is the part of the
equipment located in the tractor.

Force Motors ORCHARD 4 x 4 tractor has 1947 CC displacement in CC. The tires
and battery capacity tell the smooth functioning of the tractor. Tractor Force Motors
ORCHARD 4 x 4 has 3 number of cylinders. You will get 8 Forward + 4
Reverse PTO HP in the tractor Force Motors ORCHARD 4 x 4.
FORCE ORCHARD OX 25 DLX LT
Force Orchard DLX LT is one of the popular tractor models from the Force tractor
brand in India. Force is popularly known for its best-in-class tractors and engines in the
tractor and commercial vehicle segment in India. This success has been due to the
result of manufacturing tractors for many decades in India. These years of experience
has helped Force to develop value for money tractors for the Indian Market. Force
Orchard DLX LT is widely used for agricultural and related uses by farmers. It is one
of the leading tractors in terms of popularity and sales in the utility tractor range. Force
Orchard DLX LT Powermaxx is available in the price range of Rs. 5.28 lakhs to Rs.
5.45 Lakhs. Force Orchard DLX LT tractor is preferred by farmers who have an
average agricultural area and use farming implements like cultivator, trailer, rotavator,
and seed drill regularly.

FORCE BALWAN 400 SUPER
Force Balwan 400 Super is an amazing and powerful tractor with a super
attractive design. Force Balwan 400 Super is an effective tractor launched by the
Force Tractor. The Balwan 400 Super comes with all the advanced technology
for effective work on the farm. Here we show all the features, quality, and fair
price of the Force Balwan 400 Super Tractor.
 It has 8 Forward + 4 Reverse gearboxes.

 Along with this, Force Balwan 400 Super has a superb kmph forward speed.
 Force Balwan 400 Super manufactured with Fully Oil immersed Multiplate
sealed Disc Brake.
 Force Balwan 400 Super Steering type is smooth Mechanical / Power
Steering.
 It offers a litre large fuel tank capacity for long hours on farms.
 Force Balwan 400 Super has 1450 kg strong Lifting capacity.
 This Balwan 400 Super tractor consists of multiple tread pattern tyres for the
effective work. The size of the tyres are 6.00 x 16 front tyres and 13.6 X 28
reverse tyres.

FORCE BALWAN 500
Force Balwan 500 is a flagship tractor from Force tractors. Over the years Force has
built its market presence through exceptional products in commercial vehicles and
tractors in India. Force is known for its most value for money tractors and after sales
support. Since its inception, Force has a mission to manufacture affordable and high-
quality tractors for the Indian Market. Force Balwan 500 is one of the top-selling
tractor models in the segment. It is majorly bought by farmers as it is one of the value
for money tractors.

Number Of Employees And Their Cadre

Nagbhushan Mathpati Manager
1
Raghavendra Sales Man Manager

2
Mahalingappa Spares Parts Manager

3
Savitri Cleark
4
Geeta Cleark
5
Shreegiri Salesman
6
Shrishail Mechanic
7
Ramesh Mechanic
8
Shamshuddin Mechanic
9
Irfan Mechanic
10
Lateef Mechanic
11
Md Rahmat Mechanic
12
Muskan Banu Accountant

13
Jay kumar Helper

14
Ramesh S Helper
15

Recuirtment and Selection Process

The Recruitment means an activity which refers to the discovery and development of
workers and employees in the enterprise at the time they are required. It involves
locating, maintaining and contacting the sources of man power.
In short recruitment is the process of searching for prospective employees and
stimulating them for jobs in the organization, Thus, the recruitment of employees
involves the identification of the sources of personnel, evaluation of different sources
available, selection of a particular source and stimulating the prospective candidates to
apply for the job so that right candidates may be obtained for right job.
SELECTION PROCEDURE:
The selection procedure is, concerned with securing relevant
information about an applicant. This information is secured in a number of
steps or stages. The objective of selection process is to determine whether
an applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.
The hiring procedure is not a single act but it is essentially a series
of methods or steps or stages by which additional information is reduced
about the applicant. At each stage, facts may come to light which may
lead to the rejection of the applicant. A procedure may be compared to a
series of successive hurdles or barriers which an applicant must cross.
These are intended as screens, and they are designed to eliminate an
unqualified applicant at any point in the process.
There can be no standard procedure to select different types of
employees or to be adopted by all concerns. In practice, selection
procedure differs from job to job and from organization to organization. In
some cases, selection is a very simple and one-step process. But in many
cases, it is quite complex and time consuming.
The main steps in selection procedure may be as follows:

 Preliminary Interview: The purpose of preliminary interview is to

eliminate the totally unsuitable candidates. It is generally brief and
may take place across the counter in the employment office of the
company. It consists of a short exchange of information regarding
the candidate’s age, qualifications experience and interests, it helps
to determine whether it is worthwhile for the candidate to fill in an
application form. It saves the expense of processing unsuitable
candidates and saves the candidate from the trouble of passing
through the long procedure. Preliminary interview provide basic
information about candidates. While providing important information,
applications and curriculum vitae of the candidate tend not to be
extremely useful for making final selection decisions.
 Application Blank: Candidate who get through the preliminary interview
are asked to fill up a blank application form specially designed to obtain the
required information about the candidate. Different types of application
forms are used by different organizations and for different jobs. As far as
possible, the application should be brief and simple. It should elicit only
such information which is relevant for the job concerned. Generally, an
application from contains information regarding, (a) personal history name,
date of birth, sex, marital status, nationality, etc. of the candidate, (b)
educational qualifications, (c) job experience, and (d) references, etc.
Application blank provides a permanent record of the candidate’s
education, experience, interests, etc. in his own handwriting. It helps to
make tentative references regarding the candidate’s suitability. It serves as
the basis for framing questions to be asked in the employment interview. It
also reflects the interest of the employer in the candidates for tests.
 Selection Tests: Tests have become an important device in the

process of selection. These are used for efficient performance of the
job. Several types of tests are used to measure such skills and
abilities which are needed in practice for screening applicants.
Written tests may be descriptive or objective in nature. The

personality tests are having meager popularity in employee’s

selection, greatly because they are difficult to defend legally.
 Employment Interview: Personal interview is perhaps the most
widely used method for selecting employees. It is a face-to–face talk
between the employer and the candidate. It is more thorough and
comprehensive than the preliminary interview. The main purposes of
employment interview are: (a) to check the information obtained in
earlier steps, (b) to seek more information about the candidate, (c)
to test the qualities of the candidate, and (d) to inform the candidate
about the job and the organization. Personal and social traits like
aptitude, interest, motivation, communicating skill, etc. can better be
judged in an interview. Employment interview, however, suffers
from several weaknesses. First, interview is a time-consuming and
expensive device. Secondly, interviews can test only the personality
of the candidate and not his ability for the job. Thirdly, interview
process depends too much on the personal judgment of the
interviewers. Inaccuracy and bias in judgment may yield misleading
results. Fourthly, interviewers may not be able to elicit required
information from the candidate. Finally, very often interview is
interpreted as having greater meaning and validity than is justified.
Answers to questions may not reveal the ‘real man’. Appearance
may be deceptive. A candidate good at interview may prove a failure
on the job.
 Group Discussion: This method is being increasing used for the

selection of executives and civil servants. Under this method, several
candidates are brought together and given a topic for discussion.
Interviewers sit at the back and observe how each candidate
participates in the discussion. This method reveals personality
characteristics, communication skills, ability to get on with others,
ability to appreciate others ideas, etc. The candidate cannot

supposed to be different than what he really is. His personality

assets itself and is revealed in his attitude and behavior during the
crossfire of a discussion. The interactions emerging out of group
discussions are analyzed to judge the orientation and their selling
skills. Such analysis is known as interaction analysis.
 Final Approval: After screening the candidates a list of suitable

candidates is prepared. The list is sent to the line manager who
requisitioned the personnel. He gives the final approval. The
candidates formally approved by the manager concerned are
appointed by issuing appointment letter and concluding service
agreements. Generally, the candidates are appointed on probation
for one or two years. This is because no selection procedure is
foolproof. If during the probation period, an employee is found unfit
he may be transferred to some other job. Alternatively, he may be
given time and training to improve himself. If the organization
cannot offer him a job which he can do well, his services may be
terminated after due notice.

Organization Structure
PROPRIETOR
MANAGING
DIRECTOR
MANAGER SUPERVISOR
OPERATOR
LABOUR

Company Turnover/Sales/Profit
BALANCE Sheet Mar 23 Mar 22 Mar 21 Mar 20 Mar 19

Kalaburagi
MOtors Tractors
in Cr.
Equities and
Liabilities
Equity Share 8.64 8.64 8.64 8.64 8.64
Capital
Total share 8.64 8.64 8.64 8.64 8.64
Capital
Reserves and 815.81 740.90 658.93 568.27 581.26
surplus
Total Reserves 815.81 740.90 658.93 568.27 581.26
and surplus
Total share 824.45 749.54 667.57 576.91 589.90
holders’ funds
Non-current
liabilities
Long term 0.00 0.00 0.00 0.00 0.00
borrowings
Defferred tax 2.52 1.60 0.00 1.35 7.00
liabilities
Other long term 43.14 41.22 43.45 40.44 46.07
liabilities
Long term 0.00 0.00 0.00 0.00 0.00
provisions
Total non 45.66 42.82 43.45 41.80 53.08
current
liabilities
CURRENT
LIABILITIES
Short Term 0.00 0.00 0.00 0.00 0.00
Borrowings
Trade Payables 130.71 82.17 83.14 57.77 34.28
Other Current 82.95 86.31 86.47 50.48 69.45
Liabilities
Short Term 7.02 5.22 4.72 1.68 1.54
Provisions
Total current 220.68 173.70 174.33 109.93 105.28
Liabilities
Total Capital 1,090.79 966.05 885.35 728.64 748.25
And Liabilities

Market Share and the Competitor
It holds upto 48% Share
Competitor
 Mahindra & Mahindra. ...

 Sonalika Tractors. ...
 John Deere India Private Limited. ...
 Swaraj Tractors. ...
 Kuboto Tractors.

Marketing /Sales Procedure and Strategy

Marketing :
 Invoice
 Contract review check list
 Facility plan
 Manufacturing process layout
 Packaging Specification
 Customer satisfaction survey
 Source approval verification & report
Procedure :
 Facility Equipment & Tolls
 Team feasibility commitment
 Process Flow chart
 OEE
 Tool changing frequency
 Load schedule
 Skill matrix plan

Vital Information Related to Specific Organization
Top management of Force Tractors. Demonstrates its leadership and commitment with
respect to the quality management system by:
taking accountability for the effectiveness of the quality management system;
ensuring that the quality policy and quality objectives are established for the quality
management system and are compatible with the context and strategic direction of the
organization;
ensuring the integration of the quality management system requirements into the
organization’s business processes;
promoting the use of the process approach and risk-based thinking;
ensuring that the resources needed for the quality management system are available;
communicating the importance of effective quality management and of conforming
to the quality management system requirements;
ensuring that the quality management system achieves its intended results;
engaging, directing and supporting persons to contribute to the effectiveness of the
quality management system;
promoting improvement;
Supporting other relevant management roles to demonstrate their leadership as it
applies to their areas of responsibility.

CHAPTER 3
THEORETICAL BACKGROUND
Market:
A market means coming together of offers and demand for economic goods
irrespective of the physical presence of contracting parties.
- Prof. Seligman
A market means anybody of persons who are in intimate business relations and
carryon extensive transactions in any commodity.
-Jevons
Marketing:
"Marketing is a process by which individuals and groups obtain what they need
and want, by creating and exchanging products and value with others".
- Philip Kotler
"Marketing management is the process of planning and conception pricing,
promotion and distributions of ideas goods create exchanges that satisfy individuals and
organizations goal"
"Marketing is a total system of interacting business activities designed to plan
price to target markets to achieve organizational objects".
-Willaim ,Stauton

Customer:
The simple meaning of a customer is person buying goods and services from a
shop. Customer is central point and all the marketing activities revolve around him the
main aim of marketing is to meet and target customers need and wants. Through
customers buy an industrial machinery or customers products or service oriented
intangible products, they are expect certain level of satisfaction of particular needs or
situation requirements at a particular period.
Satisfaction:
Satisfaction is a person’s feelings of pleasure or disappoint resulting from
comparing a products perceived performance in relation to his or her expectations.
Customer Satisfaction:
Whether the buyer is satisfied of the purchase depends on the offers
performance in relation to the buyer's expectation. As this definition makes clear
satisfaction is a function of perceived performance and expectations. If the performance
falls short of expectations, the customer is dissatisfied. If the performance matches the
expectation the customer is satisfied. I the performance is exceeds expectations the
customer is highly satisfied.
Customer Loyalty:
A customer decision to be loyal or defect is the sum of many small encounters
with the product and the company consulting firm forum corporation says that in order
for all these small encounters to add up to customer loyality, companies need to treat a
branded customers experience.

Many companies are aiming for high satisfaction because customers whoare
just satisfied still find it easy to switch when a better offer comes along. Those who are
highly satisfied are much less ready to switch. high satisfaction a delight Creates on
emotional bond with the brand, not just a rational preference. the result is high
customer loyalty.
Buyers form expectations form past buying experience, friends and associates
advice and marketer's and competitor's information and promises. If marketers raise
expectation too high, the buyer is likely to be disappointed. So some of today's most
successful companies are raising expectations and delivering performance to match.
These companies are aiming for total customer satisfaction.
Customer Value:
The key to generating high customer loyalty is to delivers high customer value
as the customers buy from that firm which they perceive offers the highest
customers delivered value. Customers delivered value is the difference between total
customer value and total customers lost where.
Total customers value is the bundle of benefits customers expect from given
product or service.
Total customers lost is the bundle of costs customers expect to incur in
evaluating obtaining using and disposing of the product or service.

Managing Customer Satisfaction:
The need based satisfaction will depend upon customers perception of product
or service performance and attaining if subsequent actual performance the satisfaction
desired will be proportional to the difference between actual performance and
perceived performance of a product the lower the difference the greater the satisfaction.
Customer satisfaction is gaining greater importance today than ever before for
following reasons.
a) Large number of competing brands or product' is available in the market.
b) Better brands or better substitutes are coming up in the market to replace old brands
or products.
c) Consumer awareness has gone up tremendously due to mass advertising on
electronic media etc.
d) Better technology available to give better product quality.
e) The marketing companies being interested to achieve long term objective through
customer satisfaction.
Hence the reach for excellence for those concerned with customers service and
support for a product is being driven by above cited factors to achieve this, this sector
must be fully integrated into every relevant activity if it is to be managed effectively
from the design stage to final stage of the product. good customers service and support
may with good business.

The Scope of Customer Service and Support:
The primary focus of customers service and support is to ensure that the
customer has maximum utility and derives maximum value for his money from the
purchase.
The term customer service is often used by people to cover the process of
dealing directly with customers. much has been written on the general topic of
customers care ranging from telephone technique to dealing with difficult customers.
Jan Carlzon of the Airlines, SAS, Popularised there area by using the term moments of
truth. Pointing out that the customer judged the whole organisation by the part which is
visible to him. This aspects of how customer service and stJpport is delivered and its
impact on customers must not be overlooked and if it is neglected, this would mean
customer dissatisfaction and loss of business.
The customers service triangle
Strategy
Customer
System People
The customer is at the centre of this triangle, because every activity must be
seen in terms of its impact on customers views the organizations performance
rather than accepting an internal view. The three points are as follows:

1. Strategies:
The customer service and support strategy must express how it is to be
measured and the priorities for improvement the value of service and support to the
customer and identify those aspect which create competitive advantages for the
organization it must be a fully resourced statement of intent made after careful
planning.
2. System:
Having classified the strategy, the systems' employed by the customer service
and support organization must be reviewed in the light of any changes in content or
shift in emphases and productivity and that these on customer satisfaction.
3. People:
The people are those who delivers service. They will be more effective if they
are clear, as to what the task is through a consistent service strategy and they had
opportunity to contribute to its formulations.
Measurements of Customers Satisfaction:
Unless we are consistently measuring levels of customer satisfaction and their
attitudes to service recovery. We will not know what the cost is to us and whether we
are doing the right things to recover from service failure.

The way in which this can be done are
1. Information gathered by the front line people at the time of service either in a
structured or unstructured way. The once is on the service managers 0
encourages their staff to report failures. This method gives the best opportunity
of responding quickly to failure and achieving customer satisfaction.
2. Getting customers to call when things go wrong can be encouraged through
publicity cards left with the users and the provision of a free phone to a hotline
customers service cell opened by banks,
3. Questionnaires left with the customers at the time of a service visit. The
response rate from this technique may be low as at may fail to identify the
disgruntled customers who or we and to find another company to buy from
questionnaires are given to guests in hotels and restaurants to solicit their
response.
4. Mailed questionnaires with some inducement to complete them, such as all
response being put into a drawn for a prize will increase the response rate and
also send the message that the service company is keen to get a feedback on
customer satisfaction.
5. A telephone call to customers who have had contact with the service and
support organisation in the recent part also gives the opportunity to pick up
customers who might not have replied to a mailed questionnaires and year are
dissatisfied.
6. Telephone calls from managers is randomly selected customers while the
sample size may be low, the impact on the service managers can be dramatic. It
also gives customers a sense that the service and supports management cases

about what is happening to them It may use in house or employ a specialised
internal agency to carry out tie work.
The results from customer satisfaction survey can be used most powerfully
when they are translated into cost of last sales so that the impact on revenue and-profits
is clear to the service management team and subsequently to the top management. This
also allows the management of the performance of individuals service branches. This
can be used in the appraisal of service managers and incorporated into their reward
package.
Marketing companies quickly realize that performance in recovering from
service failure has a great influence on the satisfaction rating they receive from their
customers.
Such awards are highly motivating for company's management and staff as well
as for customers.
Five Characteristics of Customers are Common world -Wide
1. Whether buying an inexpensive or expensive commodity, product are customers
buy satisfaction.
2. The satisfaction is inspired by the total product service package offered.
3. Customer pay the price for wrong buying decisions as well as for the wrong or
inferior products.
4. Customers and buyers are less likely to shop around if they get value for money,
an experience above their exception quality standards and price related to life
time costs expects in pure commodity markets with no product differentiation.

5. Many industrial and private customers may be willing to replace a lower priced
widget hotel room, computer terminal computer software or garment or clothing
with one providing a surprise enhanced performance, image quality, pre and
after sales service, at an incremental significantly higher prices in all industries,
there are ex if one company charging too much. Some are charging and
securing the premium price few playing if safe by discounting and other charge
distressingly rock-bottom prices.

Product Managers role in Achieving Customers Satisfaction:
Product manager has a vital role in both directing and supporting the sales
force. It includes securing improvement in the product or service package the
introduction of new products or services the organization of product briefings, the focus
of the sales force on these markets most in need of the company’s product or services
and improving the image customers have of the product or service package by effective
promotion and customers service support.
The aim is' to ensure that the sales force can spend less time thinking about
where is sell, what to sell, how to sell and whether the customers will get what ordered
when required and can concentrate on servicing satisfied customers.

KALABURAGI MOTORS SHOW ROOM VIEWS







CHAPTER-4
ANALYSIS AND
INTERPRETATION OF
DATA

CHAPTER 4
Analyzing and interpreting data
Table No. 1 displays the respondents' age distribution.

Age in years No.of. respondents Percentage
Between18-30 02 02%
Between 30-40 44 44%
Between 40-50 54 54%
50 and above 0 00%
Total 100 100%
Chart showing the age wise classification of respondents
Age
60%
50%
40%
30%
Age
20%
10%
2% 0%
0%
18-30 Years 30-40
44% Years 40-50 50 above
54%
Analysis
According to the above table, 2% of respondents were
between the ages of 18 and 30; 44% were between the ages of 30
and 40; and 54% were between the ages of 40 and 50.
Interpretation : 50 more number of workers are age between 40-50 years

Table No.2 showing the gender wise classification of respondents

Gender No. of respondents Percentage
Male 96 96%
Female 04 04%
Total 100 100%
Chart showing the gender wise classification of respondents
Analysis: According to the aforementioned table, 96 percent of

respondents were male, while 4% were female.
Interpretation : 96% of the respondents are yes.

Table No.3 Showing the qualification wise of respondents

Qualification No. of respondents Percentage
Diploma 08 08%
Graduate 36 36%
Post graduate 40 40%
Engineer 16 16%
Total 100 100%
Chart showing the qualification wise of respondents
45%
40%
40%
35%
36%
30%
25%
Qualification
Column2
20%
15%
16%
10%
8%
5%
0%
Diploma Graduate Post Graduate Engineer
Analysis: It was found that the majority of respondents had only

received a confirmation letter, such as 8 percent, 36 percent of
graduates, 40 percent of postgraduate responders, and 16 percent of
engineers.
Interpretation : 40% percentage of students are post graduate.

Table No.4 showing the work experience of respondents

Work experience No. of respondents Percentage
Less than 5 years 17 17%
5-10 years 8 08%
10-15 years 24 24%
More than 20 years 51 51%
Total 100 100%
Chart showing the work experience of respondents
AnalysisAs should be visible from the above table, 17% of respondents

had under five years' insight, 8% had insight somewhere in the range
of five and a decade, 24 percent had insight somewhere in the range of
ten and fifteen years, and 51 percent had experience spreading over
twenty years.
Interpretation: From the above chart 51% of respondents are yes and
24% are no.

Table No.5 Showing the experience of precious job

Experience No. of respondents Percentage
Yes 18 18%
No 46 82%
Total 100 100
Chart showing the experience before job
90%
80% 82%
70%
60%
50% Experience
Column1
40%
30%
20%
18%
10%
0%
Yes No
Analysis: The data in the table above shows that 82 percent of

respondents lacked job experience from previous employment, while the
remaining 18 percent did.
Interpretation: 82% of respondents are no.

Table No.6 Showing the experience of valuable work

Opinion No of Respondents Percentage
Exceptionally fulfilled 8 8%
Fulfilled 40 40%
Impartial 30 30%
Disappointed 12 12%
Exceptionally 10 10%
disappointed
Total 100 100%
10% 8%
12%
40%
30%
Analysis: Of the 100 respondents, 8 communicated elevated degrees of

fulfillment or happiness at work, 40 communicated fulfillment, 30
communicated nonpartisanship, 12 communicated disappointment, and
10 communicated outrageous disappointment. Most respondents
communicated fulfillment with the kind of occupation that was given to
them.

Table No.7 showing would you say you are happy with the foundation
given by your organization?
Responses No of respondents Percentage
Profoundly fulfilled 10 10%
Fulfilled 30 30%
Unbiased 50 50%
Disappointed 6 6%
Profoundly disappointed 4 4%
Total 100 100%
4%
6% 10%
30%
50%
Analysis: Of the 100 respondents, 10 were very satisfied (very satisfied),

30 were satisfied,
50 responded neutrally, 6 were dissatisfied, and 4 were very dissatisfied.

Most survey participants expressed neither satisfaction nor dissatisfaction.

Table No.8 showing do you find your HOD/superiors as being

helping and supportive?
Highly satisfied 4 4%
Satisfied 14 14%
Neutral 20 20%
Dissatisfied 58 58%
Highly dissatisfied 4 4%
Total 100 100%
70%
60%58%
50%
40%
30%
20%
20%
14%
10%
4% 4%
0%
Highely satisfied Satisfied Neutral Dissatisfied Highely
dissatisfied
Analysis: Of the 100 respondents, 4 were extremely unsatisfied with

their HOD's or alternately unrivaled degree of help, 14 were fulfilled, 20
were impartial about it, 58 were disappointed, and 4 were exceptionally
disappointed. Most of respondents were nonpartisan with help from HOD
and bosses.
Interpretation : 58% of respondents are disappointed .

Table No.9 showing do you get adequate chances to work on your abilities?
Options No of respondents Percentage

Satisfied 20 20%
Neutral 40 40%
Dissatisfied 18 18%
Total 100 100%
12% 10%
Highly satisfied
20% Satisfied Neutral Dissatisfied
18%
Highly dissatisfied
40%
Analysis: Of the 100 respondents, 10 were incredibly happy with the

open doors they needed to propel their capacities, 20 were fulfilled, 40
were impartial, 18 were disappointed, and 12 were exceptionally
disappointed. Most responders communicated fulfillment.
Interpretation : 40% of respondents are fulfilled.

Table No.10 showing Do you get regular Feedback from your

supervisor regarding your performance?
Satisfied 20 20%
Neutral 32 32%
Dissatisfied 12 12%
Total 100 100%
6%
12%
30%
Highly satisfied Satisfied Neutral Dissatisfied
Highly dissatisfied
32%
20%
Analysis: Of the 100 respondents, 30 communicated an elevated

degree of fulfillment with getting normal contribution from their
bosses, 20 communicated fulfillment, 32 communicated impartiality,
12 communicated disappointment, and six communicated outrageous
disappointment.
Interpretation : 32% of respondents are neutral.
Faculty of Business Studies-MBA Programee (Exclusively for Women)

Sharnbasva University, Kalaburagi Page 53
Table No.11 showing whether your association treats your idea in a serious
way?
Frequently 6 6%
Rarely 30 30%
Occasionally 64 64%
Total 100 100%
6%
30% Frequently
Rarely Occasionally
64%
Analysis: Of the 100 respondents, 15 were unsatisfied, including 7 who

were very disappointed, 40 were happy with the idea of their business, 29
were nonpartisan in their response, and 9 were exceptionally
disappointed. Most of respondents said they were content with the kind of
occupation that was given to them.
Interpretation: 64% of respondents are occasionally

Table No.12 showing does the mission and vision of the association
connected with your singular mission and objective?
Always 6 6%
Mostly 24 24%
Sometimes 40 40%
Rarely 30 30%
Not at all 0 0
Total 100 100%
45%
40%
40%
35%
30%
30%
24%
25%
20%
15%
10% 6%
5%
0%
always mosyly sometimes rarely not at all
Analysis: Out of 100 respondents, 3 expressed their association's main

goal and vision are generally attached to their own main goal and
objectives; the excess 12 said this is the case most of the time; 20 said
this is once in a while; and 15 said it is seldom the situation.
Interpretation: 40% of the respondents are once in a while .

Table No.13 showing does your director advance development at

work?
Satisfied 40 40%
Neutral 30 30%
Dissatisfied 16 16%
Total 100 100%
4%
10%
16%
40%
30%
Analysis: Of the 100 respondents, 20 were satisfied, 15 were neutral

about their reaction, 8 were unsatisfied, and 2 were extremely
dissatisfied. Of the 100 respondents, 5 were highly satisfied; they believed
their manager promoted innovation at work.
Interpretation: 40 percent of respondents expressed satisfaction, so

Table No.14 showing do you concur the normal family developers ought to be
coordinated?

Highly agree 42 42%
Agree 34 34%
Neutral 12 12%
Disagree 16 16%
Highly disagree 8 8%
Total 100 100
8%
16%
42%
12%
34%
analysis: excluding 100 respondents 42 were highly agree by the

organized, 34% agree 12% of respondents are neutral16% are disagree, and
8% are disagree.
Interpretation : 42% of respondents are highly agree .

Table No.15 showing do you fatigue while performing your job?
Option No of respondents Percentage

Yes 42 42%
No 58 58%
Total 100 100%
70%
60%58%
50%
42%
40%
30%
20%
10%
0%
Yes No
Analysis: Of the 100 respondents, 42 claimed they get fatigue when

working, and 58 indicated they don't.
Interpretation :58% Among the respondents, no.

Table No.16 showing have you at any point embraced any preparation module?
Option No of respondents Pertange

Yes 100 100%
No 0 0
Total 100 100%
0%
Yes No
100%
Analysis: Out of 100 respondents, 50 said that they had finished a preparation program. It
shows that the association offers preparing to everybody.
Interpretation : 100% of respondents are yes.

Table No.17 showing rate the fulfillment level towards mentors of your association?

Satisfied 80 80%
Neutral 12 12%
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100%
0% 0%
8%
12%
80%
Analysis: Of the 100 respondents, 8 had very high levels of satisfaction with their
trainers, 80 had satisfied levels of satisfaction, 12 had neutral levels of satisfaction, and no
one had very low levels of dissatisfaction.
Interpretation : 80% of those surveyed are satisfied.
VIVEKANAND INSTITUTE OF MANAGEMENT , KALABURAGI Page 52

Table No.18 showing would you say you are happy with the degree of trust the chief shows
towards the group?
Satisfied 46 46%
Neutral 26 26%
Dissatisfied 16 16%
Total 100 100%
50%
45%
40%
35%
30%
25%
20%
15%
10%
Highly satisfied satisfied neutral dissatisfiedhighely dissatisfied
5%
0%
Analysis: Of the 100 respondents, 10 communicated an elevated degree of fulfillment with

the degree of trust the director shows towards the group, while 46 communicated fulfillment,

26 communicated impartiality, 16 communicated disappointment, and 2 communicated

outrageous disappointment.
Interpretation : 46% of respondents are, with satisfied .

Table No.19 showing would you say you are happy with the assets given by your chief to
effectively finish your work?
options No of respondents Percentage
Satisfied 40 40%
Neutral 20 20%
Dissatisfied 14 14%
Total 100 100%
6%
20%
14%
20%
40%
Analysis: Out of 100 respondents 20 were profoundly happy with the assets given by the
supervisor to finish their work, 40 were fulfilled, 20 were nonpartisan in regards to their
reaction, 14 were disappointed while 6 were exceptionally disappointed.
Interpretation : 40% of those surveyed are satisfied.

Table No.20 appearing in entirety would you say you are happy with your work?

Satisfied 34 34%
Neutral 28 28%
Dissatisfied 16 16%
Highly dissatisfied 0 0
Total 100 100%
0%
16%
22%
28%
34%
Analysis: Of the 100 respondents, 22 had a high level of job satisfaction, 34 had a level of
satisfaction, 28 had neutrality, 16 had a low level of job satisfaction, and 0 had a high level
of job discontent.
Interpretation: 34% of those surveyed are content.

A STUDY OF CUSTOMER SATISFACTION ON FORCE TRACTOR AT
KALABURAGI MOTOR’S
Table No.21 showing the respondents opinion about company

culture
Company No of respondents Percentage

culture
Yes 80 80
No 20 20
Total 100 100
Graph No. 21
No of respondents
90
80
70
60
50
40
30
20 of respondents
10
0
No
YesNo
ANALYSIS :. It is evident from the above table that 80% of

respondents agreed with the organization's company culture
while only 20% disagreed.
Interpretation: 80% of respondents are yes.
VIVEKANAND INSTITUTE OF MANAGEMENT Page 57

CHAPTER 5
SWOT ANALYSIS
Strengths:
 Demand profile: Absolutely optimistic.
 Margins: Quite reasonable, even on packed liquid milk.
 Flexibility of product mix: Tremendous. With balancing equipment, you can
keep on adding to your product line.
 Availability of raw material: Abundant. Presently, more than 80 per cent of
milk produced is flowing into the unorganized sector, which requires proper
channelization.
 Technical manpower: Professionally-trained, technical human resource pool,
built over last 30 years.

Weaknesses:
 Perishability: Pasteurization has overcome this weakness partially. UHT gives
milk long life. Surely, many new processes will follow to improve milk
quality and extend its shelf life.
 Lack of control over yield: Theoretically, there is little control over milk yield.
However, increased awareness of developments like embryo transplant,
artificial insemination and properly managed animal husbandry practices,
coupled with higher income to rural milk producers should automatically lead
to improvement in milk yields.
 Logistics of procurement: Woes of bad roads and inadequate transportation
facility make milk procurement problematic. But with the overall economic
improvement in India, these problems would also get solved.
 Competition: With so many newcomers entering this industry, competition is
becoming tougher day by day. But then competition has to be faced as a
ground reality. The market is large enough for many to carve out their niche.

Opportunities:
 Failure is never final, and success never ending”. Dr.Kurien bears out this
statement perfectly.
 He entered the industry when there were only threats. He met failure head-on, and
now he clearly is an example of ‘never ending successes! If dairy entrepreneurs
are looking for opportunities in India, the following areas must be tapped:

Threats:
Milk vendors, the un-organized sector:
 Today milk vendors are occupying the pride of place in the industry. Organized
dissemination of information about the harm that they are doing to producers and
consumers should see a steady decline in their importance.
 The study of this SWOT analysis shows that the ‘strengths’ and ‘opportunities’ far
outweigh ‘weaknesses’ and ‘threats’. Strengths and opportunities are fundamental
and weaknesses and threats are transitory. Any investment idea can do well only
when you have three essential ingredients: entrepreneurship (the ability to take
risks), innovative approach (in product lines and marketing) and values (of
quality/ethics).
 The Indian dairy industry, following its delicensing, has been attracting a large
number of entrepreneurs. Their success in dairying depends on factors such as an
efficient yet economical procurement network, hygienic and cost-effective
processing facilities and innovativeness in the market place. All that needs to be
done is: to innovate, convert products into commercially exploitable ideas.

CHAPTER 6
FINDINGS, SUGGESTIONS AND CONCLUSION
6.1. FINDINGS:
 It is found that majority of the respondents were in the age group of 33-40.
 It is found that majority of the respondents were graduates.
 It is found that majority of the respondents' were employed.
 Majority of the respondents were under the family size of members.
 Majority of the respondents were using branded milk.
 It is found that majority of the respondents were consuming Nandini 3 to 6 Milk.
 It is found that majority of the respondents were using the Nandini milk because of
good quality of the milk.
 It is found that some people are using different brands of milk because of fresh
flavour in the milk.
 It is found that some people are not using Nandini Milk because they are getting
quality than Nandini Milk
 It is found that majority of the respondents were using Nandini Milk from three years.
 It is found that majority of the respondents were made their payments daily.
 It is found that majority of the respondents were purchasing the milk in the morning.
 Majority of the respondents were purchasing 1 ltr of milk.
 Majority of the respondents in the age group of 33-40 years were graduates.
 Majority of the Graduates respondents were employed.

6.2 SUGGESTIONS:
To improve the market share and customer satisfaction the following suggestion
are recommended.
 The company should see that its product is easily available at all places.
 The company must give effective advertisement to attract the customer.
 The company must maintain the thickness in the milk.
 The company should remove the bad smell in the milk.
 A good distribution network is maintained by the KMF. It should continued in the
same way.
 From data Analysis it is found that market can be expanded through change in price,
since people who belong to lower economy class need the price to be reduced.

6.3 CONCLUSION:
In the previous researches the agriculture machine is operated electrically and the
requirement of power sources are large and hence green energy sources such as solar
power source wind power source can used the proposed model, the unmanned automatic
agriculture machine is designed for any one operation, in the proposed model all the
operations such as ploughing, seed sowing, seed weeding, harvesting and fertilizer
spraying can be combined. Traditional tractors are made use of diesel fuel which pollutes
the environment and it can be replaced by solar cell battery as energy source. In some
previous research, battery pack, charging device and generators are used in vehicle used
in agricultural field and this can be replaced by green energy source which reduce the
weight of the vehicle. In some agricultural machines sensors are used to record the speed,
velocity and position and those sensors can be incorporated in the proposed model. Green
house tractors are fabricated by researchers for doing specific work, it is controlled by a
remote and their speed is less and it is not suitable for agricultural field.

BIBLIOGRAPHY
Websites
 hhtp:www.indiafoodindudtry.net/
 http://www.amul.com/files/pdf/4-5-2015_Amul_owner_tastes_Rs_20k.pdf
 http://www.sweetandsnacktecindia.com/Marketdate.html
www.kmfnandini.com
REFERENCE BOOKS:
 Marketing research: Tull and Hawkins
 Economic efficiency on milk products co-operative union in North Bihar. Indian Co-
Operative Review
 Annual Report, National Dairy Development Board, Anand, Gujarat, India

ANNEXURE
QUESTIONNAIRE
1. Name: __________________________________________________
Address: ______________________________________________________
______________________________________________________
_______________________________________________________
2. Age:
a) 18-25 years [ ] b) 26-32 years [ ]
b) 33-40 years [ ] c) 41-47 years [ ]
e) 47 & above [ ]
3. Qualification:
a) Non-Graduate [ ] b) Graduate [ ]
c) Post-Graduate [ ] d) Professional [ ]
4. Occupation:
a) House Wife [ ] b) Students [ ]
c) Employed [ ] d) Businessman [ ]
e) Professional [ ]
5. Family size:
a) Less than 3 [ ] b) 3 to 6 [ ]
c) 6 to 9 [ ] d) More than 9 [ ]

6. Do you purchase local vendor Milk or Branded one:
a) Local Vendor [ ] b) Branded [ ]
7. Name the Brand of Milk you use at present:
a) Nandini [ ] b) Dodh Pandhari [ ]
c) Urja [ ] d) Arokya [ ]
e) Gavali or Local Vendor [ ]
8. If you are buying a Nandini Milk what are the reason for buying:
a) Good Quality [ ] b) Easy Availability [ ]
c) Consistency in Supply [ ] d) Price [ ]
9. If you are not buying Nandini Milk what are the reasons:
a) Better Quality than Nandini [ ]
b) Non Availability [ ]
c) High Price [ ]
d) Non consistency of Supply [ ]
10. If you are using different kinds of brands what are the reasons:
a) Thickness in fat [ ] b) Fresh Flavour [ ]
c) Low Price [ ] d) Creamy Layer [ ]
11. From how many years your are using Nandini Milk?
a) One year [ ] b) Two year [ ]
c) Three year [ ]

12. How do you pay for mode of payment:
a) Daily [ ] b) Weekly [ ]
c) Monthly [ ]
13. At what time you purchase milk:
a) Morning [ ] b) After noon [ ]
c) Evening [ ]
14. How much milk do you purchase Every day:
a) 200 ml [ ] b) 500 ml [ ]
c) 1 Ltr. [ ] d) 1½ Ltr. [ ]
e) 2 Ltr. [ ]
15. will you suggest your friend buy a Nandini Milk
a) Yes [ ] b) No [ ]
c) May be [ ]

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CUSTOMER SATISFACTION TOWARDS FORCE TRACTOR

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Force Traveller used as an ambulanceBajaj

In 2005 the company was renamed Force Motors.

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

FORCE TRACTOR is the authorized dealer of FORCE TRACTOR in

superior products to ensure technological progress in the agriculture sector.

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Board of Directors and Office Bearers

SRIKANT GANGA Managing Partner

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Number of Manufacturing units , Process and Address

EL (Escort Limited) has manufacturing know-how and excellent

SL.NO NUMBER OF BRANCH ADDRESS

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Number Of Different Department And Their Products

Shiva Sai Datta Tractors

Sales Service Spares

Executive Head Service

Departments under which the work is done by they are:-

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

 Preparing Final Accounts:

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Popular Force Tractors in India

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

FORCE SANMAN TRACTOR

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

FORCE ORCHARD OX 25 DLX LT

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

FORCE BALWAN 400 SUPER

 It has 8 Forward + 4 Reverse gearboxes.

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

FORCE BALWAN 500

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Number Of Employees And Their Cadre

Raghavendra Sales Man Manager

Mahalingappa Spares Parts Manager

Muskan Banu Accountant

Jay kumar Helper

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

Recuirtment and Selection Process

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

 Preliminary Interview: The purpose of preliminary interview is to

 Selection Tests: Tests have become an important device in the

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

personality tests are having meager popularity in employee’s

 Group Discussion: This method is being increasing used for the

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

supposed to be different than what he really is. His personality

 Final Approval: After screening the candidates a list of suitable

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,

BALANCE Sheet Mar 23 Mar 22 Mar 21 Mar 20 Mar 19

VIVEKNAND INSTITUTE OF MANAGEMENT OF COLLEGE,