Tata_Agrico

1. COMPANY PROFILE 1.1 BACKGROUND TATA STEEL, formerly known as Tata Iron and Steel Company Ltd (TISCO), the company around which the entire township of Jamshedpur was built, was registered in Bombay (now Mumbai) on August 26, 1907. It had an initial capacity of 160,000 tones of pig iron, 100,000 tones of ingot steel, 70,000 tones of rails, beams and shapes and 20,000 tones of bars, hoops and rods. It also had a powerhouse, auxiliary facilities and laboratory. In 1917, the company increased its steel production capacity to 500,000 tones and introduced the Modern Duplex process of making steel. Since then the company has continued to add new units and increase capacity. Beginning in the 1980s, the company undertook in various phases an ambitious modernization Programmed. The first phase, between 1981 and 1985, involved a total project cost of Rs 223 cores. This phase, among other things, saw the installation of two 130 tone LD converters, two 250 tons a day Oxygen Plants, a bar forging machine, two vertical twin shaft lime kilns and a tar-dolor brick plant. Significantly, a six strand billet caster and a 130 tone vacuum arc refining unit were installed, tattoo in the integrated steel plant. The Second Phase (1985-1992), involving a project cost of Rs. 780 cores, saw for the first time in India coal injection in blast furnaces and coke oven battery with 54 ovens using stamp-charging technology. Apart from this, a 0.3 tap (million tons per annum) wire rod mill, a 2.5 tap sinter plant, a bedding and blending plant and a waste recycling plant of 1 tap were installed. The company recently commissioned its 1.2 tm (million tone) capacity Cold Rolling Mill Complex at a project cost of Rs. 1600 cores. This Four Phase Modernization Programmed has enabled Tata Steel to be equipped with the most modern steel making facilities in the world. As of today, the Tata Steel facility has a Hot Metal capacity of 3.8mtpa and a Crude Steel capacity of 3.5 tap, corresponding to a salable steel capacity of 3.4 tap. It is Tata Steel’s constant Endeavour to consolidate its position in the international market. World Steel Dynamics and now called as “World Class Steel Makers”. The Fifth Phase lays stress on the utilization of the intellectual capabilities of the employees to generate sustainable value for the stakeholders. Rather than create new physical assets, the focus has now shifted to how best to use those assets to get optimum value. The human resource management division of Tata Steel has developed what is called the “mindset programmed”, which is designed to bring change among the employees. The programmed seeks to inculcate in the employees self awareness and a positive outlook. In order to improve its performance further the company engaged the internationally reputed consultants McKinney & Co, who suggested the Total Operational Performance (TOP) Enhancement Programmed. A structured, time bound, team based programmed, it uses the creativity and energy of the employees to increase output with minimum investment and in the shortest possible time. Tata Steel today is rapidly expanding capacity and plans to produce 15 Mt of steel annually by 2010. Tata Steel is currently ranked the world's 6th largest steel company and some of its future projects are: India: 12 MTPA* plant in Jharkhand 6 MTPA plant in Orissa 5 MTPA plant in Chhattisgarh Jamshedpur Steel Works will become a 10 MTPA unit by 2010. *MTPA = million tons per annum Overseas: Development of a source of low ash coal from Queensland, Australia Ferro Chrome production in Richards Bay, South Africa Coking Coal project in Mozambique Development of iron ore deposits in Ivory Coast (West Africa) Limestone mining project in Oman 1.2 Vision: To be the global steel industry benchmark for Value Creation and Corporate Citizenship and to seize the opportunities of tomorrow and create a future that will make the organization an EVA (economic value added) positive competition. To continue to improve the quality of life of our employees and the communities we serve. Vision Production 2010 The company intends to be a 15 million ton company by the year 2010 through organic growth and acquisitions both in the country and overseas. 1.3 Mission Statement: Consistent with the vision and values of the founder Jamshetji Tata, TATA STEEL strives to strengthen India’s industrial base through the effective utilization of men and materials. The means envisaged to achieve this are high technology and productivity consistent with modern management and practices. TATA STEEL recognizes that while honesty and integrity are essential ingredients of a strong and stable organization, profitability provides the main spark for economic activity. Overall the company seeks to scale the heights of excellence in all that it does in an atmosphere free from fear and one that encourages innovativeness and creativity. 1.4 Policies: Quality Policy: Tata Steel is committed to creating value for all our stakeholders by continually improving our systems and processes through innovation, involving all our employees. This policy shall form the basis of establishing and reviewing the Quality Objectives and shall be communicated across the organization. The policy will be reviewed to align with business direction and to comply with all the requirements of the Quality Management Standard. Corporate Social Responsibility Policy: Tata Steel believes that the primary purpose of a business is to improve the quality of life of people. So it is committed to improve the quality of the life of the people in the areas where it operates. Environmental, Occupational Health & Safety Policy: Tata Steel reaffirms its commitment to provide safe working place and clean environment to its employees and other stakeholders as an integral part of its business philosophy and values under which it will continually enhance its Environmental, Occupational Health & Safety (EHS) performance in its activities, products and services through a structured EHS management framework. Research Policy: Tata Steel nurtures and encourages innovative research in a creative ambience to ensure that the competitive advantage in its overall business is retained and surpassed. Towards this goal, the Company commits itself to providing all necessary resources and facilities for use by motivated researchers of the highest caliber. 1.5 Core Values: The TATA Group has always sought to be a value – driven organization. These values continue to direct the Group’s growth and businesses. The five core TATA values underpinning the way we do business are: Integrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny. Understanding: We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of the communities we serve. Excellence: We must constantly strive to achieve the highest possible standards in our day to day work and in the quality of the goods and services we provide. Unity: We must work cohesively with our colleagues across the group and with our customers and partners around the world, building strong relationship based on tolerance, understanding and mutual cooperation. Responsibility: We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from people goes back to the people many times over. 1.6 PRODUCTS Tata Steel is a global player with a balanced presence in developed European and fast growing Asian markets and with a strong position in the construction, automotive and packaging markets. Its Jamshedpur steel works produces hot and cold rolled coils and sheets, galvanized sheets, tubes, wire rods, construction rears, rings and bearings. In an attempt to 'discommodities' steel, the Company has introduced several branded steel products, including Tata Steelier (the world's first branded Cold Rolled Steel),Tata Shaklee (Galvanized Corrugated Sheets), Tata Tucson (rears), Tata Pipes, Tata Bearings, Tata Structure, Tata Agric (hand tools and implements) and Tata Iron(galvanized wire products). In the financial year 2006-07 revenue from the sale of these branded steel products was 26% of the company's sales revenues. Corus' main operating divisions comprise Strip Products, Long Products and Distribution & Building Systems Division. Combining international expertise with local customer service, the company supplies a range of long and strip products to demanding customers worldwide in markets including the construction, automotive, packaging and engineering sectors. The NatSteel group produces construction grade steel such as rears, cut-and-bend, mesh, presage bore pile, PC wires and PC strand. Tata Steel Thailand produces round bars and deformed bars for the construction industry. 1.7 Strategic Business Units Apart from the main Steel Division, Tata Steel's operations are grouped under the following Strategic Business Units: Bearings Division: Manufactures ball bearings, double row self-aligning bearings, magneto bearings, clutch release bearings and tapered roller bearings for two wheelers, fans, water pumps, etc. Ferro Alloys and Minerals Division: Operates chrome mines and has units for making ferro chrome and ferro manganese. It is one of the largest players in the global ferro chrome market. Agrico Division: Tata Agrico is the first organized manufacturer in India of hand tools and implements for application in agriculture. Tata Growth Shop (TGS): Has designed, developed, manufactured, erected and commissioned thousands of tonnes of equipment ranging from overhead cranes to high precision components, including a rocket launch pad for the Indian Space and Research Organization. Tubes Division: The biggest steel tube manufacturer with the largest market share in India, it aspires to strengthen its market presence by expanding and modernizing its commercial and precision tube manufacturing capacity . Wire Division: A pioneer in the manufacture of steel wires in India, it produces coated and uncoated wires, branded as Tata Wiron. The division also operates a wholly owned subsidiary in Sri Lanka. TATA AGRICO 2.1 Introduction TATA Agrico, a division of Tata Steel is the pioneer manufacturer of superior quality agricultural implements in the country. Since 1925, it has been the leading manufacturer of Shovels, Powrahs, Crowbars, Kudalies, Pickaxe and Hammers. These implements cater to the needs of Agricultural, Horticulture Industry, Maintenance of Roads, Dams, Railway- Tracks, Collieries, etc., in India and abroad. The Division is the first manufacturer of agricultural implements (Hand tools) in India to achieve ISO: 9002 Certification in 1994. This ensures world class systems in its operations. TATA Agrico implements are manufactured in one piece from Tata High Carbon Steel by forging. The skill and knowledge acquired over half a century, modem methods of manufacture such as forging, and heat treatment and strict supervision at every stage of manufacture, guarantee consistently good quality and durability of Agrico products. The high quality of TATA Agrico implements makes them the first choice of Agriculturists, Government Agricultural Departments, The Railways, Defence Services, Collieries and Central and State Government Departments. All TATA Agrico implements are guaranteed against manufacturing defects and are distributed all over the country through a network of consignment agents and distributors. 2.2 PRODUCTS Hoes (Howrah) (Resists deformation lasts longer). Forged in one piece from Tata High Carbon Steel and given a protective coating of paint. · The eyes or sockets of the Hoes are round in shape and are slightly tapered to a nominal diameter of 45 mm at the narrow end to grip the handle firmly. · Agra type, Bombay type, West India, Tinged Hoe (1.6), Mysore Hoe (1.6), Swan Neck Hoe (1.8), East India type Hoes are certified as per Indian Standard Specification IS-1759. Nominal Weight (Kg) | Size of Blade Length/Breadth (mm) | 1.4 | 250 | 190 | 1.6 | 270 | 205 | 1.8 | 285 | 210 | Types of Hoes: Agri Hoe East India Hoe West India Hoe North India Hoe Tinged Hoe Mysore Hoe Bombay Hoe Lanka Hoe Fork Hoe Swan Neck Hoe Pick-Axes (Koalas) (Both ends hardened for extra longevity) Pick-Axes are made in five varieties. Beater in one among the five varieties. The working ends of all Pick-Axes and Beaters are heat treated. Chisel ends and point ends are sharpened. Pick-Axes and Beaters are supplied without handles. The eyes or sockets of Pick-Axes and Beaters are oval in shape and are slightly tapered to about 65 mm × 40 mm at narrow end to grip the handles firmly. High strength : unbeatable resistance to deformation and bending. Pick-Axes, Chisel (Wide) & Point Ends Beater, Point Beater, Point & Tee Ends ITEM | Nominal Weight (Kg) | Overall Length (min) (mm) | Pick Axe with Chisel and point ends | | | Kudali 10 CP | 1.8 | 500 | Kudali 11 CP | 2.2 | 530 | Kudali 12 CP | 2.5 | 545 | Kudali 14 CP | 3.0 | 595 | Kudali 16 CP | 4.0 | 700 | Pick Axe with double point ends | | | Kudali 8 DP | 1.4 | 430 | Kudali 10 DP | 1.8 | 500 | Kudali 11 DP | 2.2 | 530 | Kudali 12 DP | 2.5 | 545 | Kudali 14 DP | 3.0 | 595 | Shovels (Improved curvature for better lifting) Square Nose & Round Nose Shovel blades are formed in one piece from 14 gauge (2 mm approximately) Tata High Carbon Steel, which ensures longer life. Shovels are available in two varieties -square nose, round nose. Square Nose & Round Nose Shovel are manufactured into sizes, round nose in one. Square Nose & Round Nose Shovel are fitted with strong, steel crutched wooden handles. Square Nose Shovel Product Code | Blade Size(mm) | Shaft Size(mm) | SVL 024 | 310 x 245 | 70 | Heat treated carbon steel head with white wood handle Pointed Shovel Product Code | Blade Size(mm) | Shaft Size(mm) | SVL 025 | 285 x 180 | 1200 | Heat treated carbon steel head with white wood handle High Neck Shovel Product Code | Blade Size(mm) | Shaft Size(mm) | SVL 026 | 285 x 285 | 1200 | All Square Nose & Round Nose Shovel blades are certified as per Bureau of Indian Standards Specification : IS 274 Part-1 Ensure better material handling due to improved curvature. Highly wear resistant, durable and retain their shape even after rugged use. Hammers (Strength that resists high impact shock) All hammers are forged in one piece from Tata High Carbon Steel and supplied without handles. The striking faces of all hammers are heat treated and chamfered. Hammers differentially hardened and tempered thoroughly, to achieve strength that withstands high impact shock. The eyes of all hammers are tapered at both ends to form a ‘waist’ at the middle to ensure firm grip. Properly balanced to make work easier. DOUBLE-FACE SLEDGE HAMMERS S. B. HAMMER TP Series Hoe (Howrah) –( Lessens fatigue, Improves output) Unique, scientific design that reduces fatigue, while increasing output Ideal curvature of blade that ensures optimum material lifting Unbeatable Durability Longer lasting cutting edge Straight Pein hammer Product Code | Item | HMR 015 | SP 16 | HMR 016 | SP 14 | HMR 017 | SP 12 | HMR 018 | SP 10 | HMR 019 | SP 8 | Steel File We offer our esteemed clients special steel files that finds wide usage in several industries across the globe. Designed to perfection these steel files are duly checked for corrosion resistance and durability. We also customize our special steel files as per the specific requirements of the clients and deliver them within stipulated time. Product Code | Type | Length mm (inch) | Cross Section(mm) | Weight per unit(kg) | Packing (units) | FIL 001 | Flat Bastard | 250(10) | 25.0 x 6.0 | 2.96 | 10 | FIL 002 | Flat S/L Bastard | 250(10) | 25.0 x 4.5 | 1.670 | 10 | FIL 003 | Flat S/L II Cut | 250(10) | 25.0 x 4.5 | 1.670 | 0 | FIL 004 | Flat Bastard | 300(12) | 30.0 x 6.5 | 2.255 | 5 | 2.3 Stage of product development Stage3 Gather product information Stage5 The design phase Stage6 Prototyping pilot production Stage 4 Business case information Stage2 Define the requirement Stage1 Identify the requirement /bright idea Stage8 Commercial launch Stage7 Market trail feedback 2.4 Quality Customers are cautioned against spurious implements (bearing imitations of AGRICO trademark and/or hologram) that may be offered for sale. When in doubt, kindly write to any of our offices. 1. Look carefully for the Tata Agrico Trademark engraved on the implement.\ 2. 2. The year of manufacture and item code given below the circle changes every year. 3. The TATA mark appears on the holograms of all Shovels, Powrahs, Mamooties, Kudalis, Sickles and Hammers.The eagle insignia can be seen in the hologram. 4. The word TATA is embossed on Powrahs, Kudalis, Beaters, Sickles and Shovels. 5. Weight stamp appears on all items 6. The words ‘TATA CHISEL STEEL’ 22/25/29/32 are engraved on Crowbars. 3. EXECUTIVE SUMMARY It is my great pleasure to work on this project and to develop the brand equity of the existing product of the Tata Agrico. It gives me lot of learning experience as well as the thought how to build a brand and what are the step require for it. Today the world of business is place where changes are constant and innovation the key to success. Branding is one kind of innovation which if implemented, the customer are never short of further knowledge and information bout the product. Brands are the powerful asset that must be carefully developed and managed. Brands are the hearts of any business. It is through branding, companies maintains customer loyalty, attracts and nurture new market segment, gets price stability and satisfies customer profitably and managers to earn high revenue. So related to it, my project topic was “to develop the brand equity for the existing product of Tata Agrico”, a division of Tata Steel. In this way I did the survey that answered brand awareness, dealer perception and consumer perception about the product of Tata Agrico. The survey was done in Jamshedpur. To be a brand lots of suggestion and recommendation has been given in this project that if implemented will surely be help out Tata Agrico to become a brand leader. 4. Market Analysis 4.1 Research Objectives 1. To study how customers perceive about the Tata Agrico products. 2. To identify the factors that influence the buyers to buy and non- buyers not to buy the Tata Agrico products. 3. To examine the effectiveness of various promotional activities on sales. 4. To study how dealers perceive about the Tata Agrico products. 4.2 Methodology Sources of data The data is basically primary in nature. It is obtained from the dealers of Jamshedpur. 4.3 Methods Our communication approach was basically structured questioning, that is personal interview with the aid of printed questionnaires. To serve our purposes, we designed two separate questionnaires for the dealers. Each questionnaire was designed in a manner so as to gain the maximum relevant information from the respondent taking minimum of their time. 4.4 Sample size Convenience sampling: No sampling technique was employed in arriving at a sample size; it is a convenience sampling suiting our use. Dealer sample size –5. 4.5 Limitations 1. This being a convenience sample, the analysis may not be a true picture of the target population. 2. Prejudice of some of the respondents. 3. Low sample size of the dealers- that is, we could not find more than 15 who were able to answer our questions in the areas surveyed. 4. Not much of the importance was attached to this task by some of he households. In some cases, we were given contradictory answers, which seemed to show that they are trying to get over with the interview as soon as possible. Success of brands: As far as the reasons for Tata Agrico being a successful brand is concern, 56% of the consumers feel that the success is due to the Brand name of Tata, 33% feel its due to the quality of the product and the rest 11% feel that its due to the range of the product. Reason for sell other brand Among the people ,who feel that the Tata Agrico is an unsuccessful brand, they are not satisfied in the promotional activity and in the price term. Interested In dealer ship of tata agrico Among the people ,who feel that the Tata Agrico is an unsuccessful brand, they are not satisfied in the promotional activity and in the price term. 5.1 Findings During the research process it was found that majority of the customers expressed that the brand of Tata Agric products are successful but in reality the product brand of Tata Agric has not influenced enough to the customers for the following reasons.: * It was found that at the time of their purchase the other brands had dominated much more with better promotional schemes and in affordable as compare to the Tata Agric products. * Unavailability of products of Tata Agrico in normal shop is another reason so they purchase whatever is present at that moment. Improving the distribution channel can positive the impact the sales Tata Agrico product. Dealers even find the brand to be successful but because of some reasons: * Tata Agrico is not promoting the products. * Price is very high as compared to the other competitors. * Service provided by the distributors is not good in the Jamshedpur region. * Dealer’s incentive is very less. * As discussed above there are many factors which are taken into consideration while making a decision to purchase the product like: * Quality * Price * Brand image * Durability and performance Above these factors are disturbing the sales, but in the case of Tata Agrico they have better concert in all above thing excluding the price, the price of implements is more than the competitor . In competitive market scenario promotional activities is an important part of the management strategic but Tata Agrico is lacking in this activity. They are not engaged as like according to the market demand so it has to work on this. 6. SWOT Analysis of the company:- Strength * Best distribution channel in India, * 2500 retail outlets, * Cash business, * Wide range of products, * Outsource business, * Brand loyalty, * Quality assurance, * Never comprise with quality and weight Weakness * Billing problem * Delay in goods supply in some region, * High price as compared to competitors Opportunity * Export in all over country * Grabbing African market * Increase basket of product * Educate customers for best uses of Agrico products Now these day’s people are becoming more aware as far as brand value is concerned, so it’s a good time to create awareness of Tata brand among them. Threats * Direct marketing (competitor provide direct marketing facility to dealers ) * Competitor products are more attractive with good finishing and packaging * * Competitor product are available at much lower price than Tata Agrico product. * The biggest threat for Tata Agrico is the tendency of retailers to advocate the customer to switch over to the brand due to lower price of the brand and great margin in them. 7. Recommendations: * Tata Agrico should initiate its marketing activities across all over India to increase the visibility of Tata Agrico brand. * While delivering its product to customer Tata Agrico can give gifts like pen, key rings, diaries, letter- pad etc with the name Tata Agrico engraved on it to promote customer loyalty. * Launch lucrative and incentives scheme which can motivate dealers. * Educate the customers about the genuine Tata Agrico product through product communication campaign. * Protect the brand and differentiate it from spurious product. * Concentrate on rural marketing through wall painting and hoarding. * Create awareness about the brand across the country through regional advertisements in agricultural programmes through Radio, TV, and Newspapers. * Tata Agrico should work for a new restructuring process by which it can keep itself very competitive in the market. The company should arrange its manufacturing units across India to decrease its transport costs so that it can bring down its total manufacturing costs easily and can tap Indian market efficiently. 8. Summary and conclusion From the field survey it has been assessed that branding has become the most important element of the marketing function in almost all industries. Brand management is the process, by which Tata Agrico can outshine its competitors, can create customer loyalty and add corporate value on brand. In the current competitive markets, brands have become to be identified as an intangible asset that can be revenue generating in the long term. Being the oldest player dealing with Agrico products in the market as well as being a business unit of the successfully running Tata group, Tata Agrico has gained brand image in the market. But as the business scenario is changing with inclusion of more number of competitors, Tata Agrico has to upgrade the brand management continuously. It has maintained an appreciable quality of the product, but it has to give more attention on distribution channels, promotions like dealers and customers incentive, advertising, rural marketing and especially on pricing. If Tata Agrico manages its brand image in the market and represents itself as a national brand by fulfilling all the factors that discussed above, it can run its business successfully and thus can be a leading agricultural implement player in market. In order to maintain the quality of the product TATA Steel has signed an agreement with their EPA’S(External Processing Agents), giving them full support to standardize their processes, methodology of inspection, and quality system, by giving them regular training. Quationare 1.Do you keep agricultural Product 'Ans:- | | 2. Do you keep Tata Agrico product 'Ans:- | | 3. Which product do you keep 'Ans:- | | 4. Which other company product do you keep 'Ans:- | | 5. What product do you keep of other company 'Ans:- | | 6. How many product do sale in a month 'Ans:- | | 7. Would you like to have the dealership of TATA AGRICO 'Ans:- | | 8.From which dealer do you take the product 'Ans:- | | 9. Do you get the delivery of the product at time 'Ans:- | | 10. Which company product is of high demand 'Ans:- | | 11. Does the TATA representative visit the market regularly' | Ans:- Bibliography: Information’s were collected from internet site, books and library for primary data collection. Books * Philip Kotler & Kevin Lane Keller, (2009), Marketing Management (13th Edition), PHI Learning private Limited, New Delhi. * C R Kothari, (2004), Research Methodology, (Second edition), New Age International Publisher Limited, New Delhi. * Donald R Cooper, (2003), Business Research methods, (Sixth edition),pub.place Internet site * < http://www.tatasteel.com/company/default.asp> www.google.com . * . Library * Shavak Nanavati Technical Institute (SNTI) Library. * Tata Management Development Centre (TMDC) Library.