John Deree Tactor

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.
GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 1

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

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.

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.

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.

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.

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.

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:

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:

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:

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:

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.

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.

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.

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.

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.

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:

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.

 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

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.

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

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.

Board OF Directors:
Crandall C. Bowles Antonio Madero B.

Chairman & Chief Executive Chairman and Chief Executive
Crandall Officer
C. Bowles
Officer, Springs Industries, SANLUIS CorporaciónChairman
S.A. de C.V.
& Chief Executive
Inc. Officer, Springs Industries,
Inc.
Vance D. Coffman
Joachim Milberg
Retired Chairman
Chairman, Supervisory
Lockheed Martin
Board
Corporation
Bayerische Motoren Werke
(BMW) AG Crandall C. Bowles
Chairman & Chief Executive
Officer, Springs Industries,
Inc.
Aulana L. Peters Arthur L. Kelly
Retired Partner, Gibson, Managing Partner, KEL
Dunn & Crutcher LLP Enterprises L.P.
T. Kevin Dunnigan Richard B. Myers

Retired Chairman Retired Chairman of the
Thomas & Betts Joint Chiefs of Staff
Corporation

Organization Chart:
ORGANISATIONAL
CHART
SHARE HOLDERS
BOARD OF
DIRECTORS
GENERAL
MANAGERS
WORK FINANCE OFFICE SALES HUMAN PURCHASE

MANAGER MANAGER MANAGER MANAGER RESOURCE MANAGER
MANAGER
STAFF STAFF STAFF

FOREMAN 1 FOREMAN 2
WORKERS WORKERS

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

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

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

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

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:

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

FUNCTIONAL CHART:
FUNCTIONAL CHART
BOARD
DEPARTMENTS
ENGINEERING FINANCE R&D MARKETING ADMINISTRATION HRD

DD
PURCHASE SALES

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-

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

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).

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

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,

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

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.

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

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

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.

Chapter-4
Data analysis and Interpretation
TABLE-1
TABLE SHOWING THE GENDER OF THE RESPONDENTS
GENDER NO. OF RESPONDENTS PERCENTAGE
Male 60 100
Female 00 00
Total 60 100
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.

GRAPH 1
GRAPH SHOWING THE GENDER OF RESPONDENTS
NO. OF RESPONDENCE
50
40
30
20
10
0
Male Female
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.

TABLE 2
TABLE SHOWING THE AGE OF RESPONDENTS
AGE NO.OF PERCENTAGE

RESPONDENTS
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.

GRAPH 2
GRAPH SHOWING THE AGE OF RESPONDENTS
30
25
20
30-40
15 40-50
50 and Above
10
0
NO.OF RESPONDENTS
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.

TABLE 3
TABLE SHOWING QUALIFICATION OF THE RESPONDENTS
Qualification No. Of Respondents Percentage

Literate 52 86.67
Illiterate 8 13.33
Total 60 100
Analysis:
Above table shows out of the 60 respondents 52 respondents are
literate and 8 respondents are illiterate.

GRAPH 3
GRAPH SHOWING QUALIFICATION OF THE RESPONDETS
60
50
40
Literate
30 Illiterate
20
10
0
No. Of Respondents
INFERENCE:
Above graph shows out of the 60 respondents 52 respondents are literate
and 8 respondents are illiterate.

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.

GRAPH 4
GRAPH SHOWING THE OCCUPATION OF THE RESPONDENTS
40
35
30
25 Business
20 Agriculture
15 Employment
10
5
0
No. Of 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.

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.

GRAPH 5
GRAPH SHOWING ANNUAL INCOME OF THE RESPONDENTS
40
35
30
25 50,000-1,00,000
20 1,00,000-2,00,000
15 2,00,000-3,00,000
10
5
0
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.

TABLE 6
TABLE SHOWING THE RESPONDENTS OWNS John Deere TRACTORS
Own SONALIKA NO. of Respondents Percentage

TRACTORS
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

40
35
30
25 Yes
20 No
15
10
5
0
NO. of Respondents
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

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
35
30
25 Dealer
New papers
20
T.V. Adds
15
Magazines
10 Friends
5
0
No. Of Respondents

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.

GRAPH 8
GRAPH SHOWING THE MODE OF FINANCE TO PURCHASE A
TRACTOR
45
40
35
30
Own
25
Loan
20
Finance
15
10
5
0
No. of Respondents
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.

TABLE 9
TABLE SHOWING STYLE ATTRIBUTE
RANK ON STYLE NO OF PERCENTAGE

RESPONDENTS
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

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.

TABLE 10
TABLE SHOWING MAINTENANCE ATTRIBUTES
Rank on No. of Respondents Percentage

maintenance
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.

GRAPH 10
GRAPH SHOWING THE MAINTENANCE ATTRIBUTES
25
20
Satisfactory
15
Good
Very good
10 Excellent
0
No. of Respondents
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.

TABLE 11
TABLE SHOWING AVAILABILITY OF SPARES

Rank No. of Respondents Percentage
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.

GRAPH 11
GRAPH SHOWING AVAILABILITY OF SPARES
20
18
16
14 Satisfactory
12
Good
10
Very good
8
6 Excellent
4
2
0
No. of Respondents
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.

TABLE 12
TABLE SHOWING RESPONDENTS OPINION ON SERVICE
Opinion on Service No. of Respondents Percentage
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

30
25
20 Satisfactory
Good
15
Very good
10 Excellent
0
No. of Respondents
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.

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

GRAPH SHOWING OPINION ON PRICE
30
25
20 Reasonable
High
15
Very high
10 Low
0
No. Of Respondents
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.

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.

GRAPH 14
GRAPH SHOWING EXTRA ADVANTAGES OF JOHN DEERE TRACTOR
18
16
14
12
10
8
6 Fuel Efficiency
4
Braking
2
0
Extra Power On
Field
No. of respondents
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.

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.

GRAPH 15
GRAPH SHOWING MODEL PREFEREED BY THE RESPONDENTS
20
19.5
19
18.5 SONALIKA
18
TAFE
17.5
FARMTRAC
17
16.5
16
15.5
No. of Respondents
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.

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.

GRAPH 16
GRAPH SHOWING REASONS TO PURCHASE A PARTICULAR MODEL
YES
Fuel Efficiency Durability Horse power
26% 38%
36%
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.

TABLE 17
TABLE SHOWING THE FREQUENT SERVICES FROM THE CONCERNED

DEALERS
Service No. of Percentage
Respondents
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.

GRAPH 17
GRAPH SHOWING FREQUENT SERVICE FROM THE CONCERNED

DEALERS
No. of Respondents
NO
20%
YES
80%
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

BENEFITS NO.OF RESPONDENTS PERCENTAGE

Spot Delivery 28 46.67
Booking Facilities 11 18.33
Frequent Service 14 23.33
Farm Mechanism 07 11.67
training
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

30
25 Spot Delivery
20 Booking Facilities
15
Frequent Service
10
Farm Mechanism
5 training
0
NO.OF RESPONDENTS
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

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.

GRAPH 19
GRAPH SHOWING RALATION WITH JOHN DEERE TRACTORS
25
20
15 Average
Good
10 Very – good
0
No. of Respondents
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

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.

GRAPH 20
GRAPH SHOWING THE MARITAL STATUS OF THE RESPONDENTS
No. of respondents
40
30
20
No. of respondents
10
0
Married Un married
INFERENCE:
The above GRAPH showing 24 respondents is married and 36 respondents are
unmarried.
Majority of the respondents are unmarried.

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.

 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.

 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.

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.

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.

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.

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:

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?

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?
18. The Opinion on service towards John Deere Tractors
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

a. Fuel Efficiency ( ) b.Durability ( ) d. Horse Power ( )

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
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Consumer Behaviour & Post Purchase Behaviour Of John Deere Tractors

PART-A: ABOUT INDUSTRY

core values of integrity, quality, commitment and innovation.

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

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

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

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 1

GROWTH & PROSPECTS:

Growth of the Company

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

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

should be quite beneficial to John Deere.

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

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

pursuit of the best ideas for expanding renewable fuel sources.

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

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

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 2

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

from only two a decade ago.

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 3

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

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

exchanging products and value with others.

Market & Marketing:-

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

customer’s point of view.

Origin and meaning:-

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

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

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 4

American Marketing Association has defined marketing as “the performance

According to EFL Breech:

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

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

value with others”

Modern marketing definition says that

 Creating demand for these products and services

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

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 5

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.

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.

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

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 6

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

distribution system and to compete more effectively in international trade.

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

 All company planning and operation should be consumer oriented.

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

over a long run.

GOKUL COLLEGE OF MANAGEMENT & SCIENCE 2014-2015 7

OPPURTUNITIES FOR MARKETING SUCCESS

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

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