Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

Chapter-1

INTRODUCTION

PART-A: ABOUT INDUSTRY

History:

The story of John Deere the man, who developed the world's first

commercially successful, self-scouring steel plow, closely parallels the settlement and

development of the Midwestern United States, an area that the homesteaders of the

19th century considered the golden land of promise. The full story of John Deere the

company over the last 170 years is one of people, places and products that reflect our

core values of integrity, quality, commitment and innovation.

In 1837, John Deere founded the company that would come to bear his name.

Incorporated as Deere & Company in 1868, it has grown from a one-man blacksmith

shop into a corporation that today does business around the world and employs

approximately 47,000 people. It is one of the oldest industrial companies in the

United States.

The company continues to be guided, as it has been since its beginning, by the core

values exhibited by its founder: integrity, quality, commitment and innovation.

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GROWTH & PROSPECTS:

Growth of the Company

Deere’s growth plans are being propelled by a strengthening and powerful global-

economic tailwind. Farm commodity production, as an example, has been expanding

across the world in recent years yet has consistently fallen short of demand. Global

carryover stocks of corn and wheat are at 30-year lows in relation to use.

Consumption is being driven by a global population growing in both size and

affluence, and by the increasing popularity of renewable fuels. The resulting demand

for agricultural production worldwide – the output of our customers, in many cases –

should be quite beneficial to John Deere.

Renewable energy seems certain to have a major impact on the future of global

agriculture. Roughly 20 percent of U.S. corn production in 2006, or approximately 2

billion bushels, is expected to be used for ethanol over the next year, an amount that

has doubled since 2003. Market dynamics – plus, the political will for energy

independence – will play a major role in the ultimate extent of biofuel usage in many

countries. Meanwhile, regulations already in place should drive further gains on a

worldwide scale for some time, and John Deere is lending its full support to the

pursuit of the best ideas for expanding renewable fuel sources.

Compelling demographics are positive for John Deere’s future as well. Besides

driving food demand, rising incomes – spreading broadly across the world’s growing

population – have also sparked a global construction boom, bringing benefits to

construction and forestry markets. Likewise, growing affluence is leading more

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people to make use of professional lawn-care and landscaping services and to own

multi-acre plots of ground in rural suburban areas. This is true not only in North

America, but also includes Europe and Australia. In many cases,

This property is being maintained with commercial-grade mowers, small tractors and

utility vehicles that carry the John Deere name. What’s more, these purchases often

are financed by our customer-focused credit operation, which supports the sale of all

types of Deere equipment. John Deere Credit now has a presence in 17 countries, up

from only two a decade ago.

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SUBJECT BACKGROUND

The report is a study on “Analysis of Consumer Behaviour & Post Purchase

Behaviour on John Deere”. Marketing is defined as a social & managerial process

by which individuals and group obtain what they need and want through creating and

exchanging products and value with others.

Market & Marketing:-

Marketing is so basic that it cannot be considered a separate function. It is the

whole business seen from the point of view of its final result. That is from the

customer’s point of view.

- Peter Drucker

Market

Origin and meaning:-

The term “market” is derived from the Latin word ‘Marcatus’ which means

merchandise, trade or a place where business is conducted. In ordinary language the

term market means a place where goods are bought and sold. Market need not

necessarily means any particular place. It is wider in scope.

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Definitions

American Marketing Association has defined marketing as “the performance

of business activities that direct the flow of goods and services from producer to

consumer or user”

According to EFL Breech:

“Marketing is the process of determining customer demands for a product or

service motivating its sales and distributing it into ultimate consumption at a profit”.

-Philip kotler.

“Marketing is a social and managerial process by which individuals and

groups obtain what they need and want through creating and exchanging products and

value with others”

Modern marketing definition says that

 Discovering and translating consumer needs and desires into products and

services

 Creating demand for these products and services

 Servicing the consumer demand with the help of marketing channels, and in

turn.

 Expanding the market ever in the face of knee competition.

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Importance of marketing in today’s world:-

Marketing is considered to be the sole of modern business and society.

Marketing is the connecting link between the producer and consumers.

Marketing process bring new and improved quality goods to consumers, marketing

raises the standard of living of the people by satisfying varied and innumerable needs

and wants of consumers. Marketing facilities mass production. It will lower the cost

of production and prices to consumers. Lower price to consumers means a real rise in

the national income.

Marketing provides employment continuous production and continuous

marketing offers wide employment opportunities to people it offers employment and

income to about 30%-40% of the total population.

Marketing generates revenue to the firm. It is the art of earning profit through

profitable sales. It gives up to date information to the top management about nature

and character of demand. All management decisions are taken on the basis of

marketing information. Tremendous changes have taken place around us. The tests,

preferences and attitudes of consumer are ever changing. Therefore it becomes

essential to introduce new products, to make necessary changes in the product and to

find new uses for the existing product. Marketing is the channel of communicating the

changing fashions, changing preference, changing styles, etc, to the top management.

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Even countries like Great Britain, Italy, Sweden, etc, are looking to modern

marketing practices as a way to improve their economic health. Communist countries

are advertising, pricing and other marketing activities to improve their domestic

distribution system and to compete more effectively in international trade.

Marketing concept:-

As business has come to know that marketing is virtually important to the success

of a firm, an entirely new way of thinking in a new philosophy has evolved, which is

known as marketing concept. The concept is based on three fundamental benefits.

They are:-

 All company planning and operation should be consumer oriented.

 The goal of the firm should be profitable sales and not volume for the sake

of volumes alone.

 All marketing activities of the firm should be organizationally co-oriented.

In its fullest sense marketing concept is a philosophy of business that states that

the consumer’s want satisfaction is the economic and social justification for a firms

existence. Consequently, all the company activities must be devoted to finding out

what the consumer wants and then satisfying those wants, while still making profit

over a long run.

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OPPURTUNITIES FOR MARKETING SUCCESS

1. Opportunities to provide customers satisfaction, which is of paramount

importance. It is ultimate justification for marketing. It represents discovery

of consumer wants yet to be satisfaction.

2. Opportunity to innovate to develop new product, to device to find new ways of

distributing products to discover new and creative means of promotion. This

can be regarded as best opportunity for developing meaningful marketing

action.

3. Opportunity to improve marketing efficiency is also challenging.

4. Opportunity to create competitive difference is big challenge in all means of

promotion. It gives individual status.

5. Opportunity market, which is, based on market segmentation and extremely

useful and important device in modern marketing.

CONSUMER BEHAVIOUR UNDER BUYING ROLES

1) INITIATOR:

The person who first suggests or things of the idea of buying a particular product.

2) INFLUENCER:

A person, who views or advises, influences the buying decisions.

3) DECIDER:

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A person who ultimately makes a buying decision.

4) BUYER:

A person who makes the actual purchase.

5) USER:

A person who actually is a consumer or user of a product or services.

“A customer is the most important visitor in our premises. He is depended on us.

We are dependent on him. He is not an interruption on our work. He is the

purpose of it and not an outside on our premises. He is a part of it. We are not

doing him a favour by giving us the opportunity to do so.”

CONSUMER ADOPTATION OF BUSINESS PROCESS:

The following are the stages in the consumer adoption of business process, when a

consumer buys a product are:

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1) AWARNESS:

The consumer in this stage becomes aware the product but he is not equipped are

furnished the information.

2) INTEREST:

The awareness creates interest and paves way to seek information about the

product.

3) EVALUATION:

The consumer considers the merit of trying the product.

4) TRIAL:

The consumer tries the product to judge its value and benefit.

5) ADOPTION:

Satisfied with the trial of the product the consumer becomes regular user and a

over a period of time a brand loyal customer.

FACTORS INFLUENCING CONSUMER BEHAVIOUR

1) Cultural Factors:

2) Social Factors:

3) Personal Factors:

4) Psychological Factors:

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Chapter-2

RESEARCH DESIGN

TITLE OF THE STUDY:-

“Analysis of CONSUMER BEHAVIOUR & Post Purchase Behaviour on John

Deere”. AT KOLAR

STATEMENT OF THE PROBLEM:-

A customer may have a set of interest, belief attitude, taste and life style before

purchasing the product, but there might be a major change in his taste and preference

after the purchase has been made so, in such a position, it is difficult for the marketers

to know the taste, beliefs, attitude and behaviour of the customer after purchase.

With this view a research study was conducted to find out to the purchase

behaviour of JOHN DEERE consumers in Kolar Gold Field, conducted on behalf of

Royal Enterprises, Kolar Gold Field.

Objectives of the Study:-

Main Objective:

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The main objective of the study is to analyze the CONSUMER BEHAVIOUR &

Post Purchase Behaviour on John Deere

Specific Objectives:

1. To study the proportionate purchase of John Deere Tractors.

2. To compare the brand awareness Of John Deere Tractors with other

competitors.

3. To compare the brand awareness of consumer about John Deere Tractors with

others.

4. To understand consumer Perception towards John Deere Tractors.

5. To understand the factors considered by potential consumers before

purchasing John Deere Tractors.

6. To examine the factors that shifts the loyalty of the consumers.

7. To understand as to what turned the consumer to purchase the particular

brand.

8. To analyze John Deere Tractors position in the markets.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors Scope of the study:

“All progress is born of inquiry, Doubt is better than over confidence for it leads into

inquiry and inquiry leads to investigation.”

The project aims to give information on John Deere Tractors about the nature of the

study, methods used in the research methodology of the study, comprehensive

background of the study and the conclusions and suggestions inferred from the

findings. It also aims to enable John Deere Tractors to implement the

recommendations made by the researchers.

The study hopes to enable the company to gain an insight as to the areas where it has

to make improvements. So as to increase its sales as well as its market share and

consumer acceptance, the result of the study carried out will enable the company to

know the purchase behaviour of John Deere Tractors in the surrounding areas.

Finally, this project will serve as foundation document based upon which follow

researchers can plan their studies and also it will be useful to the management

students and others who may want to broaden their horizon.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors Hypothesis:

Influences of commercial sources on consumers in view of purchasing the John Deere

Tractors. Alternative Hypothesis is that influence of commercial sources on

consumers in market significantly different when it is compared to other brands.

1. Sales of John Deere Tractors are declining due to raise of other new different

brands of Tractors.

2. Sales are not affected due to introduction or raise of other new different brands

of Tractors.

Optional Definition of Concepts:

The report is a study on “Analysis of Consumer Behaviour & Post Purchase

Behaviour on John Deere”. Marketing is defined as a social & managerial process

by which individuals and group obtain what they need and want through creating and

exchanging products and value with others.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors Marketing:

Marketing is so basic that it cannot be considered a separate function. It is the

whole business seen from the point of view of its final result. That is from the

customer’s point of view. The term “market” is derived from the Latin word

‘Marcatus’ which means merchandise, trade or a place where business is conducted.

In ordinary language the term market means a place where goods are bought and sold.

Market need not necessarily means any particular place. It is wider in scope.

Consumer behavior:

MEANING

Consumer behavior is the process “where by individual decides what when,

where how and from whom to purchase goods and services”.

Buyer behaviour is defined as “All psychological, social and physical

behavior of potential customers as they become aware of evaluate purchase consume

and tell other about products and services. Each element is important”.

Sampling:

Sampling is a systematic approach for selecting a few elements a sample from

an entire collection of unit (population) is dices to make some inference about the

total population it is small specimen or a segment of the whole population

representing it general qualities as for as possible.

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A sample is the logical way of obtaining data it plays an important role in the

research project the study was undertaken by convenience (random) sampling.

Convenience (Random) sampling:

Convenience (Random) sampling is non - probability in a just hit and miss

fashion ie. Interviewing people whom you happen to meet on a random basis

Methodology:

Research in common parlance refers to a search of knowledge. One can also

define research as a scientific and systematic search for pertinent information on a

specific topic. In fact research is an art of scientific investigation, where in you

move from the known to the unknown.

Marketing research is defined as the systematic and objective approach to the

development and provision of information for the marketing management decision

making process, it is this function that links the marketers to consumers and public

through information, refine and evaluate marketing actions, to monitor marketing

performance, and to improve understanding of the marketing process.

It is the specification of method and procedure for acquiring the information of

the method and procedure for acquiring the information needed. It is overall

operational pattern of frame work of the project that stipulates what information is

to be collected from which sources using what procedures. This type of study is

factual and is very simple.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors Types of Research plus Tools for Data Collection:

Data Collection:

The task of data collection begins after a research problem is defined and research

designs or plan checked out. It mainly consist of multiple choice questions so that

respondents can mark one or more of the several choice of answer and the data

collection used in the project is the Questionnaire.

The two ways to collect the data are:

1. Primary Data

2. Secondary Data

Primary Data:

Primary Data are collected fresh and for the first time and this is original in

character.

The primary data was collected through personal Interview and questionnaire

method which helps to elicit the opinion of the consumer.

Secondary Data:

Secondary data means data already available which have already been collected

and analyzed by someone else during an investigation.

Secondary data is divided into two:-

1. Internal Collecting Data: Broachers, Publications and Reports.

2. External Collecting Data: Internet, Journals and Literature.

Plan of Analysis:

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The data collected was classified and tabulated for analysis purpose and charts and

graphs are used to find the conclusions. The data collected was classified and

tabulated for analysis purpose and charts and graphs are used to find the conclusions.

After collecting all the information was transferred to a worksheet the data

relating to set off the objectives was then classified and the findings recovered after

which the data was graphically represented.

Here some special statistical techniques are used some of them are mentioned below:

-

 Sampling statistics.

 Analysis of variants.

 Correlation.

 Regression.

Reference Period:

The reference period of this study was 30 days i.e., 1month.

Limitations of the Study:

 Limited time, which restricts the exhaustive study in the field.

 Respondents were not enthusiastic to furnish details

 The study is limited to a small sample size of 100 consumers.

 It has a long time or get right information form right person.

 Some respondents were unable to co-operate either us by giving right

information & their personal bias considered while making the project.

 I went to internet to collect those information but in the web site I did not

get fresh information and full information.

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 As there was time shortage the complete area could not be covered and

the complete information could not be collected.

Chapter Scheme

Chapter: 1

Introduction:

It clearly shows the brief History and the Background Study of the Company.

Chapter: 2

Research Design:

It clearly specifies the need for the development of their own Brands of the company.

Chapter: 3

Company Profile:

It shows the detailed information of the company and its Business Operations.

Chapter: 4

Data Analysis and Interpretation:

It defines the survey conducted with Graphical Representation of Company Products.

Chapter: 5

Summary of Findings and Conclusions:

Here, it finds the Summary of Findings and Conclusions

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Chapter: 6

Recommendations and Suggestions:

It helps to take out some unwanted information’s by giving suggestions.

Chapter: 7

Appendices and Annexure:

It’s a copy of Questionnaire; it particularly represents the Merits and Demerits about

the product.

Chapter: 8

BIBLIOGRAPHY

It is the reference made from internets, web sites and the text books etc.

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Chapter 3

COMPANY PROFILE

Inception:

GROWTH WORLDWIDE ADVANCED NEW PRODUCTS & TECHNOLOGY

Marking 50 years of distinctively serving customers in Europe, John Deere

hosted its largest-ever European dealer event in Warsaw, Poland, in 2006. Among the

new products introduced were more fuel-efficient, higher-horsepower 6030-series and

7030-series tractors, innovative hay and forage equipment, and intelligent sprayer

technology, manufactured by John Deere factories in Europe and throughout the

world. The Warsaw show had a decidedly global flavor, attracting participants from

58 countries. Plus, the program featured training and product demonstrations that

were conducted in 16 languages.

Type:

It mainly deals with all types of John Deere Tractors..

Nature:

John Deere made further progress toward its ambitious goals in 2006. Our

Ongoing actions to grow a great business helped drive earnings to a record high For a

third consecutive year. The company also further reduced its asset intensity and has

become better-prepared to prosper throughout the economic cycle. In concert with

changes being made within the company, powerful economic and demographic trends

provided further momentum to our efforts. The broadly based spread of global

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affluence and the increasing popularity of biofuels are likely to hold great promise for

John Deere’s future. For fiscal 2006, the company reported net income of $1.69

billion on total net sales and revenues of $22.15 billion. One-time items, primarily the

gain on sale of our health care operations, added more than $200 million to reported

earnings. Earnings per share from continuing operations rose 7 percent.

Both our construction and forestry (C&F) and credit operations had record results.

C&F reported its fourth straight year of strong improvement, driven by a broader slate

of innovative products and a focus on winning new and larger customers. Our credit

operations benefited from growth in the loan portfolio and a continued record of

excellent credit quality.

Deere’s agricultural-equipment operations extended their preeminence and remained

strongly profitable despite lackluster markets in many parts of the world. Advanced

models of highly fuel-efficient farm machinery attracted new customers and led to

important market-share gains. Performance in our commercial and consumer

equipment business moved to a higher level, aided by new models of riding

equipment and by rapid growth in the landscapes business.

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Board OF Directors:

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Crandall C. Bowles Chairman & Chief Executive Officer, Springs Industries, Inc.

Antonio Madero B.

Chairman and Chief Executive Officer SANLUIS Corporación S.A. de C.V.

Vance D. Coffman Retired Chairman Lockheed Martin Corporation

Joachim Milberg Chairman, Supervisory Board Bayerische Motoren Werke

(BMW) AG

Crandall C. Bowles Chairman & Chief Executive Officer, Springs Industries, Inc.

T. Kevin Dunnigan Retired Chairman Thomas & Betts Corporation

Arthur L. Kelly Managing Partner, KEL Enterprises L.P.

Richard B. Myers Retired Chairman of the Joint Chiefs of Staff

Crandall C. Bowles Chairman & Chief Executive Officer, Springs Industries, Inc.

Aulana L. Peters Retired Partner, Gibson, Dunn & Crutcher LLP

Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors Organization Chart:

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ORGANISATIONAL

CHART

BOARD OF

DIRECTORS

SHARE HOLDERS

GENERAL

MANAGERS

WORK

MANAGER

FINANCE

MANAGER

OFFICE

MANAGER

SALES

MANAGER

PURCHASE

MANAGER

HUMAN

RESOURCE

MANAGER

FOREMAN 1

FOREMAN 2

WORKERS

WORKERS

STAFF

STAFF

STAFF

Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors Business Operations

WORLD HEADQUARTERS Deere & Company One John Deere Place Moline IL 61265-8098 Phone: 309-765-8000

EUROPEAN HEADQUARTERS Deere & Company European Office Steubenstrasse 36-42, D-68163 Mannheim, Germany Phone: +49-621-829-01

John Deere Worldwide Agricultural Equipment Division India John Deere Equipment Private Limited Off Pune-Nagar Road, Sanaswadi Pune 412 208, India Phone: + 91 2137 567111 Fax: + 91 2137 566837/566838 -- Tractors, Transmissions and Engines

John Deere Technology Center-India Regd. Office: John Deere Technology Center - India Cybercity, Magarpatta City, Hadapsar, Pune 411 028, India Phone: + 91 20- 56425000 Fax: + 91 20-56425001 -- Technology and Engineering Center

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Argentina Industrias John Deere Argentina S.A.

J. Orsetti 481

2152 - Granadero Baigorria Santa Fe Republica Argentina Mailing address: Casilla de Correo 80 2000 Rosario Santa Fe, Argentina -- Engines

Brazil John Deere Brasil Catalao Quadro 16 s/n Distrito, Mineroindustrial Catalao, Goias Brasil -- Sugarcane Harvesters

Canada John Deere Limited

295 Hunter, P.O. Box 1000 Grimsby, Ontario, Canada L3M 4H5

China John Deere (China) Investment Co., Ltd. 5th Floor, Tower A, GATEWAY, No.18, Xiaguangli, North Road, East Third Ring, Chaoyang District, Beijing, China 100027

John Deere Asia Ltd Unit 707, 7/F, Lippo Sun Plaza

28 Canton Road, Tsim Sha Tsui Kowloon, Hong Kong

France John Deere Usine d'Arc-les-Gray, France B P 81, F-70103 Gray Cedex, France -- Balers, Forage Equipment, Material-Handling Equipment

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Germany John Deere Agri Services, Inc.

Deere & Company Steubenstrasse 36-42 D-68163 Mannheim, Germany Tel.: +49 0621 / 829-01

Mexico Industrias John Deere S.A. de C.V.

Blvd. Diaz Ordaz #500 Garza Garcia, Nuevo Leon 66210 Mex and/or Apartado Postal 1153, Monterey, N.L. 6400 Mexico

Russia John Deere Orenburg Russian Federation 460027, Orenburg, Ul.

Donguzskaya, 64a -- Seeding Carts, Air Seeding Tools

South Africa John Deere South Africa John Deere (PTY) LTD., South Africa Johnson Road, Industrial Sites, Pretoriusstad South Africa-Nigel 1490, Gauteng -- Tillage Planting Equipment

Switzerland All Other Countries in Europe; C.I.S., Africa, Near and Middle East John Deere International GmbH Rheinweg 11

8200 Schaffhausen Switzerland Phone: + 41 - 52 - 6329 600

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United Kingdom The Vapormatic Company Ltd.

Kestrel Way Sowton Ind. Estate Exeter, United Kingdom EX2 7NB -- All-makes agricultural parts distribution

United States California John Deere Agri Services, Inc.

16988 S. Harlan Road Lathrop CA 95330 Phone: 1-800-275-5223 Fax: 209-858-6150

SERVICE PROFILE

OUR VALUES TOWARDS SERVICE PROFILE:-

Customer Satisfaction:-

We are dedicated to building a relationship with our customers where we

become partners in fulfilling their mission. We strive to understand our customers’

needs and to deliver products and services that fulfill and exceed all their

requirements.

Commitment to Total Quality:

We are committed to continuous improvement of all our activities. We will

supply products and services that conform to highest standards of design,

manufacture, reliability, maintainability and fitness for use as desired by our

customers.

Cost and Time Consciousness:-

We believe that our success depends on our ability to continually reduce the

cost and shorten the delivery period of our products and services. We will achieve this

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by eliminating waste in all activities and continuously improving all processes in

every area of our work.

Innovation and Creativity:-

We believe in striving for improvement in every activity involved in our

business by pursuing and encouraging risk-taking, experimentation and learning at all

levels within the company with a view to achieving excellence and competitiveness.

Trust and Team Spirit:-

We believe in achieving harmony in work life through mutual trust,

transparency, co-operation, and a sense of belonging. We will strive for building

empowered teams to work towards achieving organizational goals.

Respect for the Individual:-

We value our people. We will treat each other with dignity and respect and

strive for individual growth and realization of everyone's full potential.

Integrity:-

We believe in a commitment to be honest, trustworthy, and fair in all our

dealings. We commit to be loyal and devoted to our organization. We will practice

self-discipline and own responsibility for our actions. We will comply with all

requirements so as to ensure that our organization is always worthy of trust.

Market Share:

John Deere Tractors is also one of the best Branded Equipment in the field of Tractors

etc. & it is also new to the market and, they have achieved the Greater Scope in

Marketing Share.

Competitors:

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No business is free from the competition in this modern business era. Every business

has to face heavy competition. This company is also not away from the competitors.

Than main competitors of the company are as follows:

John Deere Tractors is collaboration through the world. This has a

various competitors. They are

 Tafe (Massy Ferguson)

 Mahindra and Mahindra

 Escorts tractors

 Ford tractors

 Balwan tractors

 Angad

 Sunney

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FUNCTIONAL CHART:

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FUNCTIONAL CHART

BOARD

DEPARTMENTS

PURCHASE

SALES

FINANCE

ADMINISTRATION

MARKETING R&D

DD

HRD

ENGINEERING

Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

Growth and Prospects

EXECUTING OUR PLANS FOR GROWTH

Deere is committed to growth, targeting average gains of 7 percent a year over

the business cycle in economic profit, or Shareholder Value Added (SVA), the

difference between operating profit and an implied cost of capital.This is an ambitious

goal, requiring higher sales and a continued emphasis on innovation. Extending the

John Deere brand to a broader worldwide audience remains a top priority. Last year,

sales outside the U.S. and Canada – which already have doubled since the end of the

last decade – surpassed $6 billion for the first time. Among other achievements,

important projects in emerging parts of the world moved ahead, notably construction

of a new tractor factory in Brazil and a wholly owned drive train facility in China. We

also opened a new technical and engineering center in India, where our value line of

John Deere-manufactured 5000-series tractors has enjoyed great success and become

a leading exported product. During the year, the company also strengthened its

distribution and product-support network in Russia, a market well-suited for Deere’s

brand of Productive and reliable equipment. Attracting new customers is vital to our

growth plans. In this regard, John Deere is extending the preeminent position it enjoys

in many traditional large-equipment lines in the U.S. to other parts of the world and

additional product sectors. These include large-scale spraying and high-performance

construction and forestry equipment, as well as smaller tractors and upgraded utility

vehicles. Increased offerings in smaller equipment are in response to growing demand

from part-time farmers and large property owners. John Deere Landscapes, who’s

primary Market includes professional landscape contractors, has become the number-

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one wholesale distributor of irrigation, nursery, lighting and landscape materials in the

United States. Landscapes are a shining example of how the Deere team has achieved

SVA growth through disciplined acquisitions. We’re also connecting with rural

customers in an entirely new way by making substantial investments in wind energy.

Advanced technology services make a particularly appealing platform for SVA

growth, typically carrying attractive margins yet requiring modest levels of asset

support. Advanced service offerings from John Deere’s Intelligent Mobile Equipment

Technologies (IMET) group, based on global positioning technology, are

experiencing strong sales gains. During the year, IMET introduced an advanced

guidance system that automatically handles turns at the end of the crop row.

Previously, these “headland turns” required significant intervention on the part of the

operator.

 Growing global market presence helps drive earnings

To record $1.69 billion; total sales and revenues rise 5%

To $22.15 billion.

 With focus on asset management and key operating

Processes such as order fulfillment, company is positioned

To respond rapidly to changes in retail marketplace; trade

Receivables and inventories decline by $258 million for year.

 Rigorous trough-management process moves ahead in

All divisions, targeting results at cycle’s bottom in line with

Cost of capital, or higher.

 Eleven more factories earn initial certification in the Deere

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Production System, aimed at improved quality, productivity

And operating consistency; brings total certified to 23%rowth

 Vital to growing a great business, the Team Enrichment

Initiative stresses importance of “attracting and developing

the best talent from all backgrounds globally.”

 Focusing on growth and innovation, enterprise R&D

Spending and capital expenditures reach $1.5 billion.

2006 Agricultural Equipment Highlights

 Age Division has solid results despite lackluster conditions in major

Markets: Sales decline 3%, to $10.2 billion; operating profit is $882

million.

 Building on recent gains in an important market, Deere introduces

High-capacity 4930 self-propelled sprayer; 120-foot boom makes it

Most productive sprayer ever built by John Deere.

 John Deere 8430 tractor, powered by company’s clean-burning

Engine technology, sets fuel-efficiency record for size class.

Disciplined Growth Advanced products expected to attract new

customers to Deere brand include 6030 premium series and 7030 full-

frame tractors, as well as new line of productive round balers.

 Major projects move ahead to position company for growth in

Emerging markets: Tractor factory in Brazil (higher volumes and

Larger models); also, new drive train facility in China (transmissions

For midsize tractors worldwide).

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DEERE REPORTS 62% INCREASE IN THIRD-QUARTER EARNINGS

Quarterly net income reaches $401 million Business-improvement initiatives

continuing to make strong impact

 Equipment markets in farm, construction and forestry sectors showing

continued strength

 Illinois (August 17, 2014) Deere & Company today announced worldwide

 Net income of $401.4 million, or $1.58 per share, for the third quarter ended

July 31, compared

with net income for the same period last year of $247.5 million, or $1.02 per share.

For the first nine months, net Income was $1.049 billio n, or $4.14 per share , versus

$572.4 million, or $2. 37per share, last year. Worldwide net sales and revenues grew

23 percent to $5.418 billion for the third quarter compared with a year ago and

increased 27 percent to $14.779 billion for the first nine months.

Net sales of the equipment operations were $4.854 billion for the quarter and $13.061

billion for nine months, compared with $3.833 billion and $9.974 billion for the

periods last year.

Though strong markets are helping drive Deere s performance, the company is

seeing major benefits from its ongoing business-improvement efforts, noted Robert

W. Lane, chairman and chief executive officer. Our intense focus on asset

management, cost control and responsive order fulfillment is helping Deere

successfully manage the current high level of demand for our equipment. Through

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these efforts, we have been able to continue delivering exceptional service to

customers, while securing raw materials as needed, and offsetting material-cost

pressures to a large extent. As a result, the company is fully participating in the strong

market upswing now taking place.

Summary of Equipment Operations

The companys equipment divisions generated higher sales for the quarter and

year to date due to higher shipments, currency translation and improved price

realization. Equipment sales in the U. S. and Canada rose 25 percent for the quarter

and 31 percent for the first nine months. Outside the U.S. and Canada, sales increased

by 30 percent for both periods (up 24 percent for the quarter and up 18 percent year to

date excluding currency translation).

Deere's equipment operations reported operating profit of $532 million for the quarter

and $1.456 billion for nine months, compared with $288 million and $669 million last

year. For both periods, the operating-profit increase was primarily due to higher

shipments and improved price realization. The increase in operating profit was

partially off set by a higher provision for employee bonus, which was driven by

strong SVA (Shareholder Value Added) performance in the equipment operations.

(For further information on SVA, see the supplemental schedule another Financial

Information.)

Agricultural Equipment. Division sales increased 34 percent for the quarter and 30

percent for the nine months. The sales increases were mainly due to higher shipments,

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reflecting strong retail demand, the impact of currency translation and improved price

realization. Division operating profit was $290 million for the quarter and $805

million for nine months, compared with $125 million and $321 million last year. The

operating-profit improvements for both periods were primarily driven by higher

worldwide sales, efficiencies related to stronger production volumes, and improved

price realization, partially offset by a higher provision for performance bonuses.

· Commercial & Consumer Equipment.

Division sales were up 3 percent for the quarter and 17 percent for nine months.

Operating profit was $87 million for the quarter and $258 million for the year to date

versus $104 million and $237 million last year. Operating profit for the third quarter

was lower primarily because of a higher performance-bonus provision, related to

overall enterprise profitability, as well as increased component costs. Nine-month

operating profit improved primarily due to higher sales and production volumes,

partially offset by an increase in the performance-bonus provision, higher costs for

freight, and higher expenses for

component purchases related to the impact of a weaker U.S. dollar.

· Construction & Forestry. Division sales rose 40 percent for the quarter and 51

percent year to date reflecting strong activity at the retail level. Operating profit

improved to $155 million for the quarter and $393 million for nine months, compared

with $59 million and $111 million last year. The increases were mainly a result of

higher sales, efficiencies related to stronger production volumes, and improved price

realization, partially offset by a higher performance-bonus provision. Nine-month

results included a $30 million pretax gain from the sale of an equipment-rental

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company. The company aggressive asset-management efforts continue to yield

strong results. Despite the 31 percent increase in year-to-date sales, trade receivables

and inventories showed an increase of only 7 percent versus last year excluding the

impact of currency translation and the Nortrax consolidation, earlier in the fiscal year.

Trade receivables at the end of the quarter were $3.558 billion, or 22 percent of

previous 12-month sales, compared with $3.355 billion a year ago, which was equal

to 26 percent of sales. Inventories were $2.218 billion, representing 17 percent of the

prior 12-month cost of sales, versus $1.711 billion a year ago, or 16 percent of cost of

sales.

John Deere Capital Corporation

The following is disclosed on behalf of the company's credit subsidiary, John Deere

Capital Corporation (JDCC), in connection with the disclosure requirements

applicable to its periodic issuance of debt securities in the public market.

JDCC's net income was $64.7 million for the quarter and $201.4 million for the year

to date, compared with net income of $79.8 million and $209.6 million last year. The

lower results for the quarter were primarily due to lower gains on retail-note sales and

an increase in administrative costs, partly related to a higher provision for

performance bonuses in connection with overall-company profitability. Partially

offsetting these factors was a lower provision for credit losses, reflecting solid

portfolio quality. Year-to-date net income was lower, mainly due to higher

administrative costs, partially offset by a lower provision for credit losses.

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Net receivables and leases financed by JDCC were $12.734 billion at

July 31, 2004, compared with $11.971 billion one year ago. Net receivables and

leases administered, which include receivables previously sold, totaled $15.843

billion at July 31, 2004, compared with $14.750 billion one year ago.

Safe Harbor Statement under the Private Securities Litigation Reform Act of

1995:

Statements herein that relate to future operating periods are subject to important risks

and uncertainties that could cause actual results to differ materially. Some of these

risks and uncertainties could affect particular lines of business, while others could

affect all of the company's businesses.

Forward-looking statements involve certain factors that are subject to change,

including for the company's agricultural equipment segment the many interrelated

factors that affect farmers' confidence, including worldwide demand for agricultural

products, world grain stocks, prices realized for commodities and livestock, crop

production expenses (most notably fuel and fertilizer costs), weather and soil

conditions, real estate values, available acreage for farming, the level, complexity and

distribution of government farm programs, international reaction to such programs,

animal diseases (including further outbreaks of "mad cow,"

"foot-and-mouth" and avian flu diseases), crop pests, harvest yields,

availability of rail transport for crops and the level of farm product exports (including

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concerns about genetically modified organisms). The outlook for harvest prices and

the size and condition of the crop especially affect retail sales of agricultural

equipment in the fall. Factors affecting the outlook for the company's commercial and

consumer equipment segment include general economic conditions in the U.S.,

consumer confidence, consumer borrowing patterns and weather conditions. An

important assumption is continued consumer acceptance of the company's new

products, including the new 100-series lawn tractors and an expanded utility-vehicle

line.

The number of housing starts and interest rates are especially important to sales of he

company's construction equipment. The levels of public and non-residential

construction also impact the results of the company s construction and forestry

segment. Prices for pulp lumber and structural panels are important to sales of forestry

equipment.

All of the company's businesses and its reported results are affected by general

economic conditions in and the political stability of the global markets in which the

company operates; production and technological difficulties, including capacity and

supply constraints and prices (including supply commodities such as steel and

rubber); oil and energy prices and supplies; the availability and cost of freight;

monetary and fiscal policies of various countries; wars and other

international conflicts and the threat thereof; actions by the U.S. Federal

Reserve Board and other central banks; actions by the U.S. Securities and Exchange

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Commission; actions by environmental regulatory agencies, including those related to

engine emissions and the risk of global warming; actions by other regulatory bodies;

actions by rating agencies; capital market disruptions; investor sentiment; inflation

and deflation rates; interest rate levels and foreign currency exchange rates; customer

borrowing and repayment practices, and the number of customer loan delinquencies

and defaults; actions of competitors in the various industries in which the company

competes, particularly price discounting; dealer practices, especially as to levels of

new and used field inventories; labor relations; changes to accounting standards; the

effects of terrorism and the response thereto; and legislation affecting the sectors in

which the company operates. Company results are also affected by significant

changes in health care costs and in market values of investment assets, which impact

postretirement benefit costs.

The company's outlook is based upon assumptions relating to the factors described

above, which are sometimes based upon estimates and data prepared by government

agencies. Such estimates and data are often revised.

The company, however, undertakes no obligation to update or revise its

outlook, whether as a result of new developments or otherwise. Further information.

concerning the company and its businesses, including factors that potentially could

materially affect the company's financial results, is included in the company's most

recent annual report on Form 10-K and other filings with the Securities and Exchange

Commission.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

Chapter-4

Data analysis and Interpretation

TABLE-1

TABLE SHOWING THE GENDER OF THE RESPONDENTS

Analysis:

From the above table it can be seen that all the respondents are male

respondents and also in a society like ours, males are supposed to take care of

automobiles. It can be inferred that only males visit Shree Annapoorneshwary

Tractors females are comparatively less and almost negligible.

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GENDER

NO. OF RESPONDENTS

PERCENTAGE

Male 60 100

Female 00 00

Total 60 100

Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 1

GRAPH SHOWING THE GENDER OF RESPONDENTS

10

20

30

40

50

Male Female

NO. OF RESPONDENCE

NO. OF RESPONDENCE

INFERENCE:

From the above graph it can be seen that all the respondents are male respondents and

also in a society like ours, males are supposed to take care of automobiles. It can be

inferred that only males visit Shree Annapoorneshwary Tractors females are

comparatively less and almost negligible.

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TABLE 2

TABLE SHOWING THE AGE OF RESPONDENTS

AGE

NO.OF

RESPONDENTS

PERCENTAGE

30-40 30

50.00

40-50 22

36.66

50 and Above 8

13.33

Total 60 100

Analysis:

Age is one of the important considerations in purchasing a tractor. People of

different group prefer different types of tractors. Out of the survey of 60 respondents

30 of the respondents are belongs to the group of 30-40 years, 22 of the respondents

are belongs to the age of 40-50 years and 8 of the respondents are belongs to the age

group of 50 and above.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 2

GRAPH SHOWING THE AGE OF RESPONDENTS

5

10

15

20

25

30

NO.OF RESPONDENTS

30-40

40-50

50 and Above

INFERENCE:

Age is one of the important considerations in purchasing a tractor. People of different

group prefer different types of tractors. Out of the survey of 60 respondents 30 of the

respondents are belongs to the group of 30-40 years, 22 of the respondents are

belongs to the age of 40-50 years and 8 of the respondents are belongs to the age

group of 50 and above.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

TABLE 3

TABLE SHOWING QUALIFICATION OF THE RESPONDENTS

Analysis:

Above table shows out of the 60 respondents 52 respondents are

literate and 8 respondents are illiterate.

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Qualification No. Of Respondents Percentage

Literate 52

86.67

Illiterate 8

13.33

Total 60 100

Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 3

GRAPH SHOWING QUALIFICATION OF THE RESPONDETS

10

20

30

40

50

60

No. Of Respondents

Literate

Illiterate

INFERENCE:

Above graph shows out of the 60 respondents 52 respondents are literate

and 8 respondents are illiterate.

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TABLE 4

TABLE SHOWING THE OCCUPATION OF THE RESPONDENTS

Occupation No. Of respondents Percentage

Business 10

16.67

Agriculture 38

63.33

Employment 12

20.00

Total 60 100

Analysis:

Occupation is one of the important considerations in purchasing a tractor.

People of different occupation group prefer different types of tractors out of the 60

respondents 10 respondents belong to the occupation of business, 38 respondents

belong to the occupation of agriculture and 12 respondents are belong to the

occupation of employment.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 4

GRAPH SHOWING THE OCCUPATION OF THE RESPONDENTS

INFERENCE:

Occupation is one of the important considerations in purchasing a tractor. People of

different occupation group prefer different types of tractors out of the 60 respondents

10 respondents belong to the occupation of business, 38 respondents belong to the

occupation of agriculture and 12 respondents are belong to the occupation of

employment.

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 49

5

10

15

20

25

30

35

40

No. Of respondents

Business

Agriculture

Employment

Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

TABLE 5

TABLE SHOWING INCOME OF THE RESPONDENTS

Income Yearly No. of respondents Percentage

50,000-1,00,000 38

63.33

1,00,000-2,00,000 13

21.67

2,00,000-3,00,000 09

15.00

Total 60 100

Analysis:

Income is given importance by one and every one. They purchase the tractor

depending upon their income. Out of the surveyed 60 respondents, 38 respondents

are belong to the income group between 50,000 –1,00,000, 13 respondents are belong

to the income group between 1,00,000-2,00,000 and 09 respondents are belong to the

income group between 2,00,000-3,00,000.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 5

GRAPH SHOWING ANNUAL INCOME OF THE RESPONDENTS

5

10

15

20

25

30

35

40

50,000-1,00,000

1,00,000-2,00,000

2,00,000-3,00,000

INFERENCE:

Income is given importance by one and every one. They purchase the tractor

depending upon their income. Out of the surveyed 60 respondents, 38 respondents

are belong to the income group between 50,000 –1,00,000, 13 respondents are belong

to the income group between 1,00,000-2,00,000 and 09 respondents are belong to the

income group between 2,00,000-3,00,000.

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TABLE 6

TABLE SHOWING THE RESPONDENTS OWNS John Deere TRACTORS

Own SONALIKA

TRACTORS

NO. of Respondents Percentage

Yes 40

66.67

No 20

33.33

Total 60 100

Analysis:

The above table analyses whether the respondent own a tractor. Here, the

‘yes’ category is completely taken over by 66.67% and leaving ‘No’ category with

33.33%. Therefore, it can be inferred that all the respondents own a tractor.

GRAPH 6

GRAPH SHOWING THE RESPONDENTS OWNS JOHN DEERE

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

5

10

15

20

25

30

35

40

NO. of Respondents

Yes

No

INFERENCE:

The above graph analyses whether the respondent own a tractor. Here, the

‘yes’ category is completely taken over by 66.67% and leaving ‘No’ category with

33.33%. Therefore, it can be inferred that all the respondents own a tractor.

TABLE 7

TABLE SHOWING THE BUYING DECISION OF TRACTOR

Buying decision from No. Of Respondents Percentage

Dealer 35

58.33

News papers 08

13.33

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T.V. Adds 05

08.33

Magazines 02

03.33

Friends 10

16.67

Total 60 100

Analysis:

We can seen from the above table that there is an influence of dealers in

purchase of tractors from Shree Annapoorneshwary Tractors at 58.33%, the new

papers influences 13.33%, the T.V. adds influences of 08.33%, the magazines

influences of 3.33% and remaining respondents are influenced by friends.

GRAPH 7

GRAPH SHOWING THE BUYING DECISION OF TRACTOR

5

10

15

20

25

30

35

No. Of Respondents

Dealer

New papers

T.V. Adds

Magazines

Friends

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INFERENCE:

The above graph analyses whether the respondent own a tractor. Here, the ‘yes’

category is completely taken over by 66.67% and leaving ‘No’ category with 33.33%.

Therefore, it can be inferred that all the respondents own a tractor.

TABLE 8

TABLE SHOWING THE MODE OF FINANCE TO PUCHANSE TRACTOR

Sources No. of Respondents Percentage

Own 5

08.33

Loan 43

71.67

Finance 12

20.00

Total 60 100

Analysis:

The above table analyses the mode of buying Sonalika Tractors from Shree

Annapoorneshwary Tractors. It can be seen that 8.33% of the respondents buy in

cash, 71.67% of respondents through loan and 20.00% of respondents through

finance. It can be inferred that majority of the respondents prefer to buy on loan.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 8

GRAPH SHOWING THE MODE OF FINANCE TO PURCHASE A

TRACTOR

5

10

15

20

25

30

35

40

45

No. of Respondents

Own

Loan

Finance

INFERENCE:

The above graph analyses the mode of buying Sonalika Tractors from Shree

Annapoorneshwary Tractors. It can be seen that 8.33% of the respondents buy in

cash, 71.67% of respondents through loan and 20.00% of respondents through

finance. It can be inferred that majority of the respondents prefer to buy on loan.

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TABLE 9

TABLE SHOWING STYLE ATTRIBUTE

RANK ON STYLE

NO OF

RESPONDENTS

PERCENTAGE

Satisfactory 19

31.67

Good 13

21.67

Very good 10

16.67

Excellent 18

30.00

Total 60 100

Analysis:

Out of the survey respondents 31.67% of the respondents rank satisfaction,

21.67% of the respondents rank good, 16.67% of the respondents rank very good and

30.00% of the respondents rank excellent.

GRAPH 9

GRAPH SHOWING STYLE ATTRIBUTES

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

NO OF RESPONDENTS

Satisfactory

Good

Very good

Excellent

INFERENCE:

Out of the survey respondents 31.67% of the respondents rank satisfaction, 21.67% of

the respondents rank good, 16.67% of the respondents rank very good and 30.00% of

the respondents rank excellent.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

TABLE 10

TABLE SHOWING MAINTENANCE ATTRIBUTES

Rank on

maintenance

No. of Respondents Percentage

Satisfactory 10

16.67

Good 12

20.00

Very good 15

25.00

Excellent 23

38.33

Total 60 100

Analysis:

As per survey respondents 10 of the respondents rank is

satisfactory, 12 of the respondents rank is good, 15 of the respondents

rank is very good and 23 of the respondents rank is excellent.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 10

GRAPH SHOWING THE MAINTENANCE ATTRIBUTES

5

10

15

20

25

No. of Respondents

Satisfactory

Good

Very good

Excellent

INFERENCE:

As per survey respondents 10 of the respondents rank is satisfactory, 12

of the respondents rank is good, 15 of the respondents rank is very good

and 23 of the respondents rank is excellent.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

TABLE 11

TABLE SHOWING AVAILABILITY OF SPARES

Rank No. of Respondents Percentage

Satisfactory 19

32.67

Good 18

30.00

Very good 16

26.67

Excellent 07

11.67

Total 60 100

Analysis:

If the spares of the tractor are not available, sales of tractor will be affected

negatively. In the survey we come to know that 32.67% of the respondents buy a

tractor if the spares are easily available and ranked it as their first consideration.

30.00% respondents buy a tractor for easy availability of spares, 26.67% of the

respondents ranked it as their third consideration and 11.67% of the respondents

ranked it as fourth consideration.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

GRAPH 11

GRAPH SHOWING AVAILABILITY OF SPARES

2

4

6

8

10

12

14

16

18

20

No. of Respondents

Satisfactory

Good

Very good

Excellent

INFERENCE:

If the spares of the tractor are not available, sales of tractor will be affected

negatively. In the survey we come to know that 32.67% of the respondents buy a

tractor if the spares are easily available and ranked it as their first consideration.

30.00% respondents buy a tractor for easy availability of spares, 26.67% of the

respondents ranked it as their third consideration and 11.67% of the respondents

ranked it as fourth consideration.

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

TABLE 12

TABLE SHOWING RESPONDENTS OPINION ON SERVICE

Opinion on Service No. of Respondents Percentage

Satisfactory 09

15.00

Good 26

43.33

Very good 19

31.66

Excellent 06

10.00

Total 60 100

Analysis:

Service provided by the company plays an important role in

pushing the sales of the company. The respondents think about the

service provided by the company. 15.00% of the respondents think that

the service is satisfactory, 43.33% of the respondents think that the

service is good, 31.66% of the respondents think that the service is very

good and 10.00% of the respondents think that the service is excellent.

GRAPH 12

GRAPH SHOWING RESPONDENTS OPINION ON SERVICE

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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

5

10

15

20

25

30

No. of Respondents

Satisfactory

Good

Very good

Excellent

INFERENCE:

Service provided by the company plays an important role in pushing the

sales of the company. The respondents think about the service provided

by the company. 15.00% of the respondents think that the service is

satisfactory, 43.33% of the respondents think that the service is good,

31.66% of the respondents think that the service is very good and 10.00%

of the respondents think that the service is excellent.

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TABLE 13

TABLE SHOWING OPINION ON PRICE

Opinion on Price No. Of Respondents Percentage

Reasonable 26

43.33

High 10

16.67

Very high 16

26.67

Low 08

13.33

Total 60 100

Analysis:

Price is considered before purchase of any tractor. Our of the

surveyrespondents, 43.33% respondents think that the price of tractor is reasonable,

16.67% of the respondents think that the price of the tractor is high, 26.67% of the

respondents think that the price of the tractor is very high and 13.33% of the

respondents think that the price of the tractor is low.

GRAPH 13

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GRAPH SHOWING OPINION ON PRICE

5

10

15

20

25

30

No. Of Respondents

Reasonable

High

Very high

Low

INFERENCE:

Price is considered before purchase of any tractor. Our of the surveyed respondents,

43.33% respondents think that the price of tractor is reasonable, 16.67% of the

respondents think that the price of the tractor is high, 26.67% of the respondents think

that the price of the tractor is very high and 13.33% of the respondents think that the

price of the tractor is low.

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TABLE 14

TABLE SHOWING EXTRA ADVANTAGES OF JOHN DEERE TRACTOR

Advantages No. of respondents Percentage

Fuel Efficiency 16

26.67

Braking 14

23.33

Extra Power On Field 17

28.33

Comfort 13

21.67

Total 60 100

Analysis:

In our surveyed 60 respondents owning the JOHN DEERE TRACTOR

according to them the fuel efficiency of the JOHN DEERE tractor are satisfied

respondents, about Breaking 14 respondents are satisfied, about Extra power on field

17 respondents are satisfied and 13 respondents happy about the Comfort of JOHN

DEERE TRACTOR.

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GRAPH 14

GRAPH SHOWING EXTRA ADVANTAGES OF JOHN DEERE TRACTOR

No. of respondents

2

4

6

8

10

12

14

16

18

Fuel Efficiency

Braking

Extra Power On Field

Comfort

INFERENCE:

In our survey 60 respondents owning the JOHN DEERE TRACTOR according to

them the fuel efficiency of the JOHN DEERE tractor are satisfied respondents, about

Breaking 14 respondents are satisfied, about Extra power on field 17 respondents are

satisfied and 13 respondents happy about the Comfort of JOHN DEERE

TRACTOR.

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TABLE 15

TABLE SHOWING MODEL PREFERED BY THE RESPONDENTS

Model No. of Respondents Percentage

SONALIKA 19

67.85

TAFE 17

28.33

FARMTRAC 20

33.33

TOTAL 60 100

Analysis:

The above the table analyses the model preferred by the respondents. It can be

seen that 67.85% of the respondents prefer the model JOHN DEERE, 28.33% of the

respondents prefer the model TAFE tractors and 33.33% of the respondents prefer the

model FARM TRAC tractors.

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GRAPH 15

GRAPH SHOWING MODEL PREFEREED BY THE RESPONDENTS

15.5

16

16.5

17

17.5

18

18.5

19

19.5

20

No. of Respondents

SONALIKA

TAFE

FARMTRAC

INFERENCE:

The above the graph analyses the model preferred by the respondents. It can be seen

that 67.85% of the respondents prefer the model JOHN DEERE, 28.33% of the

respondents prefer the model TAFE tractors and 33.33% of the respondents prefer the

model FARM TRAC tractors.

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TABLE 16

TABLE SHOWING RESEARCH TO PURCHASE A PARTICULAR MODEL

Reasons YES NO

TOTAL

Fuel Efficiency 51 09 60

Durability 48 12 60

Horse power 35 25 60

Analysis:

The above table shows the reasons given by the respondents for purchase of a

tractor. Out of 60 respondents 51 respondents are buying the tractor for the fuel

savings. 48 respondents are buying the tractor for the durability and 35 respondents

are buying for the purpose of Horse Power.

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GRAPH 16

GRAPH SHOWING REASONS TO PURCHASE A PARTICULAR MODEL

38%

36%

26%

YES

Fuel Efficiency Durability Horse power

INFERENCE:

The above the graph shows the reasons given by the respondents for purchase of a

tractor. Out of 60 respondents 51 respondents are buying the tractor for the fuel

savings. 48 respondents are buying the tractor for the durability and 35 respondents

are buying for the purpose of Horse Power.

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TABLE 17

TABLE SHOWING THE FREQUENT SERVICES FROM THE CONCERNED

DEALERS

Service No. of

Respondents

Percentage

YES 48

80.00

NO 12

20.00

TOTAL 60 100

Analysis:

The above the table analyses the number of 60 respondents has given their

tractor for servicing, 48 respondents are satisfied with the dealer’s service about

tractors. And 12 respondents are not satisfied about service.

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GRAPH 17

GRAPH SHOWING FREQUENT SERVICE FROM THE CONCERNED

DEALERS

YES 80%

NO 20%

No. of Respondents

INFERENCE:

The above the graph analyses the number of 60 respondents has given their tractor for

servicing, 48 respondents are satisfied with the dealer’s service about tractors and 12

respondents are not satisfied about service.

TABLE 18

TABLE SHOWING ADDITIONAL BENEFITS EXPECTED BY THE

COMPANY

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BENEFITS

NO.OF RESPONDENTS

PERCENTAGE

Spot Delivery 28

46.67

Booking Facilities 11

18.33

Frequent Service 14

23.33

Farm Mechanism

training

07

11.67

TOTAL 60 100

Analysis:

The above the table shows respondents expected the additional benefits from

the company. 46.67% of the respondents are expected spot delivery, 18.33% of the

respondents are expected frequent service, 23.33% of the respondents are expected

booking facility and only 11.67% of the respondents are expected farm mechanism

training.

GRAPH 18

GRAPH SHOWING ADDITIONAL BENEFITS EXPECTED FROM THE

COMPANY

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5

10

15

20

25

30

NO.OF RESPONDENTS

Spot Delivery

Booking Facilities

Frequent Service

Farm Mechanism training

INFERENCE:

The above graph shows respondents expected the additional benefits from the

company. 46.67% of the respondents are expected spot delivery, 18.33% of the

respondents are expected frequent service, 23.33% of the respondents are expected

booking facility and only 11.67% of the respondents are expected farm mechanism

training.

TABLE 19

TABLE SHOWING THE RELATIONSHIP WITH JOHN DEERE TRACTORS

Relationship No. of Respondents Percentage

Average 23

38.33

Good 18

30.00

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Very – good 19

31.67

Total 60 100

Analysis:

The above table analyses the respondent’s relation with Shree

Annapoorneshwary Tractors it can be seen that 31.67% of respondents find it very

good. 30% of respondents find it good and 38.33% of respondents finding it average.

It can be inferred that the respondent’s relation with Shree Annapoorneshwary

Tractors.

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GRAPH 19

GRAPH SHOWING RALATION WITH JOHN DEERE TRACTORS

5

10

15

20

25

No. of Respondents

Average

Good

Very – good

INFERENCE:

The above graph analyses the respondent’s relation with Shree Annapoorneshwary

Tractors it can be seen that 31.67% of respondents find it very good. 30.00% of

respondents find it good and 38.33% of respondents finding it average. It can be

inferred that the respondent’s relation with Shree Annapoorneshwary Tractors

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TABLE 20

TABLE SHOWING MARITAL STATUS OF RESPONDENTS

Marital status No. of respondents Percentage

Married 24 40

Un married 36 60

Total 60 100

Analysis:

The above table showing 24 respondents is married and 36 respondents are

unmarried.

Majority of the respondents are unmarried.

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GRAPH 20

GRAPH SHOWING THE MARITAL STATUS OF THE RESPONDENTS

10

20

30

40

Married Un married

No. of respondents

No. of respondents

INFERENCE:

The above GRAPH showing 24 respondents is married and 36 respondents are

unmarried.

Majority of the respondents are unmarried.

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CHAPTER-5

SUMMARY OF FINDINGS AND CONCLUSION

The findings of the study conducted in JOHN DEERE TRACTORS are

specified as under major findings are the important discover derived out of study.

This consumer survey has given an excellent experience the findings what I

find in the behaviour of each individual consumer, how it will be?

It will be very difficult by comparing between each individual. Every person

will think product should be according to his needs.

Summarization of findings

 JOHN DEERE TRACTORS reversed the trend and turned in an improved

performance for the year concluded, that is registering growth and book profit.

 The substantial improvement in the performance of the company was achieved

by implementing a comprehensive action plan and thus helped to increase in

sales volume.

 The company has inaugurated a state for the Art assembly facility for the

production of the latest range of JOHN DEERE TRACTORS Sales of tractors

and market coverage was increased

 JOHN DEERE TRACTORS is now planning shifts in utility vehicle segment

as per customer preference transportation vehicle to more cars like products.

 The company has undertaken a strong drive to modernize its sales channel and

enhance the strength and effectiveness of its sales and marketing organization.

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 The company has undertaken a number of initiatives which are implemented

to enhance the company competitive posture and operating efficiency

 The company is planning to introduce crm solution for enhanced customer

intimacy.

 The company manufactures primarily diesel engines for motive power, too

sever a change in the price parity could adversely impact the company sales of

diesel powered vehicles.

 In order to protect the state transport undertakings the private passenger

transport industry in India treated as stepmother.

 Majority of the respondents are male.

 As per respondents 50% respondents are belonging to the age group of 30-40

above

 As per the respondents 52% are literates.

 Majority of the respondents 38% of respondents are belong to the occupation

of agriculture.

 As per survey respondents 64% are belongs to the income group of 50,000 to

1,00,000.

 As per the 60-67% respondent’s 40 respondents are owned JOHN DEERE

TRACTORS.

 Majority of the respondents that is 71.67% purchase the tractor through loans.

 As per survey respondents 59.35% of the respondent rank for service is

satisfaction.

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 Majority of the respondents that is 37.50% opinion about maintenance is

excellent.

 In the survey we come to know the 37.50% of buy a tractor if the spares are

easily available and ranked it has their first consideration.

 As per the survey respondents 56.25% of the respondents think that the service

is good.

 As per the survey respondents 40.625% of the respondents think that the price

of tractor is high.

 Out of the respondents 40% prefer the model JOHN DEERE TRACTORS

 Majority of the respondents feel the service from the concerned dealers is very

good.

 Majority of the respondent prefer spot service.

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CONCLUSIONS

My project title being Consumer Behaviour on “JOHN DEERE TRACTORS” with

reference to Maruthi Forum & Equipment tractors. After the completion of the survey

and after careful analysis of the questionnaire, I can conclude that the public had a

favorable opinion about Sonalika Tractors. As per the survey 38 respondents, 28.57%

of respondent’s next is going to buy John Deere Tractors. The respondents were

making the purchase of Sonalika Tractor after comparing it with TAFE,

MAHINDRA, FORD, so, main is now TAFE. Most of the Compton reason given by

the respondents for purchase of Sonalika tractors was its unique extra features which

are not offered by any other Tractors and other reasons being design and quality. All

respondents suggested for improving the fuel efficiency of the Tractor and new

designs and models.

In short, it is possible to say that the respondents have good opinion about

John Deere Tractors.

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RECOMMENDATIONS AND SUGGESTIONS

As regards the suggestion from findings are concerned:

1. If the company offers more designs the consumer will purchase more.

2. If the company improves fuel saving that will be helpful to consumer.

3. If the company offers effective advertisement in all the states

4. The company should take strong drive to modernize its sales channel.

5. The area of marketing, the company gets effective relationship with

customers.

6. The service offered by the company should be improved.

7. Proper demonstration should be held at each and every state to create a good

image in consumers.

8. Aggressive advertising has to be done through local newspapers, banners and

holdings at bus stand.

9. If the company is participate automobile exhibitions, which will be held

another place.

10. The company produces smoothest and high quality gearbox it will helpful to

consumers purchase the product.

11. Competition and market forces should be minimized.

12. JOHN DEERE Company should undertake a number of limitative in order to

enhance the company’s competitive posture and operating efficiency.

13. JOHN DEERE Company should take steps in order to raise the demand in the

market for the products.

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14. Dealers should be motivated to take initiative and the company should create

aggressiveness.

15. The company should be improved high efficiency and high power.

16. The company should develop the design of the product from year to year.

17. The company is produce high capacity of product.

18. The maintenance eland noise is to be very low.

19. It increases the advertisement in order to increase demand of the product.

20. At present the company in heavily relying upon the newspaper medium to

create awareness among the target audience. It is suggested t also for specific

magazines advertising where the chances of being read are more.

21. It is also suggested to follow Television Ads where huge number of customers

can be targeted at a great extent.

22. The authoritative intervention in selling of autorikshwas should be obstructed.

APPENDICES AND ANNEXTURES

QUESTIONNAIRE

I am a Management student Conducting a survey on Brand preference towards

“Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors” I am

highly obliged for kind co-operation and for your valuable time and support.

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CUSTOMER DATA:

1. NAME :

2. ADDRESS :

3. SEX : Male ( ) Female ( )

4. AGE :

30-40

( )

40-50

( )

50 & Above

( )

5. MARTIAL STATUS : Unmarried ( ) Married ( )

6. OCCUPATION : Businessmen ( )

Agriculture

( )

Employment

( )

7. MONTHLY INCOME :

50000-100000 ( )

100000-200000

( )

200000-300000

( )

8. QUALIFICATION :

LITERATE

( )

ILLETRATE ( )

PRODUCT FEED BACK:

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9. How did you get the information about the John Deere Tractor?

a. Dealers

( ) b. Newspapers ( )

c. TV Adds

( ) d. Friends

( )

e. Magazines ( )

10. What may be the style attribute of John Deere Tractor?

a. Satisfactory ( ) b. Good

( )

c. Very Good ( ) d. Excellent ( )

11. Your opinion on Price of John Deere Tractors

a. Reasonable ( ) b. High ( )

c. To High ( ) d. Low ( )

12. What is the mode of finance to purchase John Deere Tractors?

a. Own

( ) b. Loan ( ) Finance

( )

13. Do You Own John Deere Tractor

a. Yes

( ) b. No

( )

14. What may be the Maintenance attribute of John Deere Tractor?

a. Satisfactory ( ) b. Good

( )

c. Very Good ( ) d. Excellent ( )

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15. What I expect from the dealers/ company is

a. Spot Delivery ( ) b. Booking Facility

( )

c. Frequent Service ( ) d. Farm Mechanism Training ( )

16. What I expect from the dealers is Frequent Service

a. Yes

( ) b. No

( )

17. What may be the spare attribute of John Deere Tractor?

a. Satisfactory ( ) b. Good

( )

c. Very Good ( ) d. Excellent ( )

18. The Opinion on service towards John Deere Tractors

a. Satisfactory ( ) b. Good

( )

c. Very Good ( ) d. Excellent ( )

19. Which is the Extra Advantage of John Deere Tractor?

a. Fuel Effiency

( ) b. Braking

( )

c. Extra Power in field ( ) d. Comfort

( )

20. What is the relationship with John Deere Tractors?

a. Average

( ) b. Good ( ) c. Very Good ( )

21. Which is model do you preferred in Tractor?

a. John Deere ( ) b.Tafe ( ) c. Farmatrac ( )

22. Why do purchase particularly John Deere

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a. Fuel Efficiency

( ) b.Durability ( ) d. Horse Power ( )

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CHAPTER-8

BIBLIOGRAPHY

Philip Kotler : Marketing Mix

Philip Kotler : Marketing segmentation

Philip Kotler : Product concept

DRAVID CRAVENS: Strategic management

K.Aswathappa : Business research methodology

Company journals

Magazines and News papers

History of television, manufacturing departments, corporate profile

WEB SITE: Web Site: www.lge.com

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