John Deere Sip 2023

VIDYABHARTI TRUST COLLEGE OF BUSINESS,
COMPUTER-SCIECE & RESEARCH, UMRAKH
SUMMER INTERNSHIP PROJECT ON
DEPARTMENTAL
STUDY UNDERTAKEN AT
JOHN DEERE
Submitted By:
PATEL VASU (21BBA05)
AHIR DHARMIN (21BBA13)
PATEL OM (21BBA140)
Guided By:
Dr. PAYAL MAHIDA
BBA PROGRAMME
TYBBA SEM-5
SIP-501
Declaration
We here by declare that the project entitled is SUMMER INTERNSHIP REPORT

(501) outcome of our own efforts, hereby written and submitted by us under the
guidance of Dr. PAYAL MAHIDA is our original work. For the partial fulfilment
of the Bachelor of Business administration examination 2023-24.
The findings in this report are based on the data collected by us during the course of
the project report has not been previously submitted to any other university.
DATE:

PATEL OM (21BBA140)
Acknowledgements
“Turning aspiration into realities is easier when quality people are support of one's
efforts.”
We are grateful to Vidhyabharti Trust of College of Business, Computer Science
and Research for giving us an opportunity to pursue Departmental study. We are
thankful and acknowledge our depth gratitude to our teacher for their constant
encouragement and direction in the completion of this Summer Report.
We are obliged to them and express gratitude to them for giving us a great opportunity
for the preparation of the Summer Report. We are also thankful and concede our
depth of gratitude to our professor guide Dr. PAYAL MAHIDA for his constant
encouragement and supervision in the completion of this summer report.

PATEL OM (21BBA140)
TABLE CONTENT
SR PARTICULARS PAGE
NO. NO.
1. Title page
2. Project completion certificate (college)
3. Project completion certificate (company)
4. Declaration
5. Acknowledgements
6. Executive Summary
7. Chapter 1: General Information 6
8. Chapter 2: Policy of company 17
9. Chapter 3: Marketing Department 32

10. Chapter 4: Finance Department 49
11. Chapter 5: Human Department 60

12. Chapter 6: Production Department 65
13. Chapter 7: Conclusion 69
14. References 70
Executive Summary
In our summer internship, we have done our project in John Deere. In India it use
mostly in one sector. In India demand of consumer on the highly automatic tractor
increases day by day which turn increases the competition in consumer capital
goods market as well.
Consumer industry in India examines the evolution of industry in India over a

year. Few companies like Mahindra & Mahindra, Massey Ferguson, Sonalika
International, Force etc. are the major players in the consumer capital goods
market.
John Deere started in the year 1837. It is the company which produce the all kind
of machinery related like Agriculture, Lawn & Garden, Construction etc. They
gain the trust of the public by providing better technology then other company and
tested form each product. John Deere., with its wide range of products category
like Agriculture, Lawn & Garden, Construction work etc.
The economic and atmosphere condition have established the agriculturist. In their
industry they are providing good quality and other edible products to the customer.
In the company all the departments are working regularly and accurately. The
company is engaged in the business of manufacturing and trading of product
through their retailers and wholesaler's networks. The company is based on the
agricultural and turf equipment industry.
The researcher mainly provides the report on whole John Deere., and showing the
consumer capital goods of the company. In overview section that gives an insight
into the consumer capital goods industry, its every department. This is followed
by the overview of the domestic as well as international consumer goods market
over the world, which includes company’s marketing, finance, HR, production, as
well as purchase department.
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CHAPTER-1 AIM & ESTABLISHMENT OF THE COMPANY
 JOHN DEERE COMPANY ESTABLISHMENT : -
John Deere was a blacksmith who developed the first commercially successful, self-scouring steel
plow in 1837 and founded the company that still bears his name.
Founders: John Deere, Charles Deere
 JOHN DEERE COMPANY HISTORY AND GENERAL INFORMATION: -
 History of the company:-
John Deere was an American inventor and manufacturer of agricultural equipment. In 1837, Deere
started an eponymous company that went on to become an international powerhouse.
Deere & Company (brand name John Deere) is an American corporation that manufactures
agricultural, construction, and forestry machinery, diesel drivetrains (axles, transmissions,
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gearboxes) used in heavy equipment, and lawn care equipment. In 2016, it was listed as 97th in the
Fortune 500 America's ranking and was ranked 364th in the Fortune Global 500 ranking in 2016
Since its founding in 1837, John Deere has seen a great many changes in its business, its products,
its services. John Deere also provides financial services and other related activities. Deere is listed
on the New York Stock Exchange under the symbols DE. The company's slogan is "Nothing Runs
Like a Deere", and its logo is a leaping deer, with the words 'JOHN DEERE' under it. The logo of
the leaping deer has been used by this company for over 155 years. Over the years, the logo has had
minor changes and pieces removed. Some of the older style logos have the deer leaping over a log.
The company uses different logo colours for agricultural vs. construction products. The company's
agricultural products are identifiable by a distinctive shade of green paint, with the inside border
being yellow. While the construction products are identifiable by a shade of black with the deer
being yellow, and the inside border also being yellow.
Tagline/ Slogan: - Nothing runs like a Deere.
and beyond those expectations, raising the bar of your ambitions, to Eight great leaders, same core
values-
John Deere has been very fortunate to have great leaders at the helm. In fact, since its founding in
1837, there have been only eight previous captains of the Deere enterprise. Most have been Deere
family members. And, although the past few leaders have not been part of the Deere lineage, John
Deere remains a family-oriented company determined to uphold the founder’s core values of
integrity, quality, commitment and innovation.
These eight leaders navigated the company through prosperous times, through difficult times. And
always with an eye on helping customers, employees, dealers, investors, partners, communities, and
nations develop, improve, and benefit through their relationships with John Deere. Perhaps that
why, John Deere is the company so many trusts today.
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 Past Leaders: -
• John Deere
• Charles Deere
• William Butterworth
• Charles Deere Wiman
• William Hewitt
• Robert Hanson
• Hans Becherer
• Robert W. Lane
 JOHN DEERE MISSION STATEMENT : -
John Deere mission statement is, “to double and double again the John Deere experience of genuine
value for employees, customers, and shareholders.” It means that the company doesn’t just settle
for meeting the expectations of the people associated with it. John Deere often goes above ensure
that you are more than happy with the experience.
For instance, if you, as a customer, have purchased some agricultural equipment from John Deere,
then you may find that the same piece of machinery will have been improved upon on your next
visit. It doesn’t mean that the old one would become outdated. It will still work as efficiently for
many years to come. The John Deere mission statement empowers the company to work toward
improving the lives of its employees and shareholders, too.
 JOHN DEERE CORE VALUES: -
John Deere core values are,
1. Quality: - The company is committed to manufacturing high-quality products, then, be it a

simple lawnmower or a massive, tracked loader. It priorities quality even during the design and
marketing stages of its operation.
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2. Commitment: - Once you are associated with John Deere in any way (employee, customer,
investor, etc.), they will be committed to you for as long as required. After you purchase their
product, they will never leave you high and dry.
3. Innovation: - The John Deere vision statement never
let's the company settle for the best; they always try to make something better! Just look at their
offerings, you will know what we mean.
4. Integrity: - The company has garnered a lot of respect over the years, both within business
circles and commercial ones. And it has maintained its integrity by always sticking to the above
three core values.
JOHN DEERE COMPANY PURPOSES: -

Our Higher Purpose
This is the one planet we call home. One place to put down roots and lay foundations.
One place to raise crops, kids, and hopes. One planet with one caveat:
we must all work in harmony with it.
At Deere, we’ve always believed in conducting business conducive to life.
Paving or planting, we shape the spaces that sustain us.
We turn raw materials into machines that advance a chain of livelihoods – from supplier to dealer,
from our customers to their consumers, from ourselves to our communities.
We innovate on behalf of productivity, profitability, and planet – not with solutions
in search of a problem, but with revolutions that elevate all lives in the one world we know.
With the dignity that makes us Deere, we run with nature, run our factories with care,
and run to support the people who trust us and the planet that sustains us.
Working together to design and delight, test and train, outperform and
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overcome so life can leap forward.
 JOHN DEERE COMPANY PROPOSES PRINCIPLES: -
1. We Live Up to The Legend: -
From Newborns to newlyweds, people celebrate life’s milestones with Deere.
Our name is tattooed onto arms and stamped in history. You can’t invent that kind of regard. You
must earn it. And we do.
Whether you use our equipment every day or you’ve never set foot in it, everyone sees their
reflection in a freshly waxed Deere. We shine because whether it moves soybeans or rubble, our
iron carries the weight of legend.
2. We Serve with Sincerity: -
Our relationships with farmers, builders, dealers, doers, and each other move us to do the right thing
at the right time.
Together, we do it for humble people. Hard-working people. People whose jobs are fundamental to
the lives of all people. We look them in the eye, speak the truth, and stand by our customers.
We do good work in good faith, knitted together through relationships that sustain us and the world
we call home.
3. We Forge the Cutting Edge: -
We’re masters at moulding hard iron and melding it with hard data. Our solutions are as
sophisticated as a precisely seeded field and as concrete as a perfectly graded road.
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We’ve always known the fullest potential of each seed, site, and dream lies in our ability to leap
forward.
We innovate on behalf of our customers because what we learn is not a by-product of what we do.
It’s the fuel that powers what we can do better.
4. We Stay Ever Green: -
Green runs through our veins and pounds in the hearts of millions. That’s always been a point of
pride for us. Now, it’s a call to action.
As stewards of the land, water, and air that sustain us, we know everything we take we must leave
better.
For us, sustainability isn’t static. It’s about prioritizing long-term goals over short-term gains and
sticking to our true colours, determined to stay ever green.
 JOHN DEERE VISION STATEMENT: -
John Deere vision statement is, “to create solutions that sustain the livelihoods of our customers and
communities around the world for generations to come.” Improving the lives of the people
associated with John Deere isn’t the company’s short-term goal. It plans to keep doing that for
“generations to come”. In essence, it plays an active role in saving the environment by promoting
sustainability, energy preservation, water preservation, and recycling procedures.
 JOHN DEERE COMPANY AIM: -
John Deere aims to design and manufacture smarter machines that are the best at their jobs,
collaborate with other equipment in our portfolio, and get smarter over time. Our technology
development efforts are driven by a single, overarching goal unlocking customer economic value.
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 JOHN DEERE GOALS: -
By being the agricultural, turf, forestry, and construction equipment partner of choice throughout
the world, we can reach our goals of sustainable SVA (Shareholder Added Value).
By relentlessly improving our products and our business efficiencies, we'll achieve exceptional
operating performance.
And, by linking employee, unit, and divisional goals to John Deere's overall business objectives,
we'll be able to harvest the power of aligned high-performance teamwork.
 JOHN DEERE OBJECTIVES : -
For those who cultivate and harvest the land. For those who transform and enrich the land. For those
who build upon the land.
John Deere is committed to your success.
This commitment extends globally with a focus on six key areas – the United States and Canada,
Europe, Brazil, Russia, India, and China. It's in these areas where at least 75% of the world's future
growth will occur. And because of our past, our passion, and our purpose for helping you become
more profitable and productive, John Deere is uniquely positioned to be the equipment supplier of
choice.
 POSITION IN INDUSTRY: -
John Deere is the world's leading manufacturer of agricultural and turf equipment. We produce
products and solutions to serve the construction and forestry industries as well.
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 TYPE OF SERVICE/ PRODUCT GIVEN /PRODUCED: -
Agricultural equipment: -
1) Tractor: -
2)Tracked Tractor (9630T): -
3)Seed Drill: -
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4)Cotton Picker: -
 Construction equipment: -
1)Loader: -
2) Grader: -
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 Forestry equipment: -
1)Harvester: -
2)Skidder: -
 Other products: -
1) UTV (Gator): -
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2) Diesel Engine: -
 Parts and service by Equipment Type: -
1) Lawn and Garden.
2)Agriculture.
3)Construction.
4)Commercial Mowing.
5)Golf and Sports Turf.
6)Engine.
7)Remanufactured Parts and Components.
8) All Make Parts.
9)Maintenance Parts.
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CHAPTER - 2 POLICY OF COMPANY
 CORPORATE SOCIAL RESPONSIBILITY POLICY: -
1. PREAMBLE: -
John Deere Financial India Private Limited (hereinafter “Company”) has its focus on contributing
to sustainable development of the communities in which it operates business activities. The
Company intends to create positive impact on the communities we serve.
2. VISION: -
Mission of the John Deere Financial India Private Limited is to create solutions that foster
innovation through education, provide food for the rising global demand, and build economically
strong neighbourhoods in the communities in which we do our business activities. Company focuses
on the power of citizenship while delivering impactful, integrated programs that can help the people
we serve to unlock economic, social, and environmental value throughout their lives in ways that
are sustainable for all.
3. OBJECTIVE: -
This Corporate Social Responsibility Policy (hereinafter “CSR Policy”) is developed in accordance
with Section 135 of the Companies Act, 2013 (“Act”) and the Companies (Corporate Social
Responsibility) Rules, 2014 (“CSR Rules”), as amended from time to time. This CSR Policy intends
to lay down guiding principles for selection, implementation, monitoring the CSR activities to
achieve the objective of sustainable development of the community.
4. APPLICABILITY: -
This CSR Policy shall be applicable for all the CSR activities of the Company whether carried by
it or through any implementation agency. This revised CSR Policy has been formulated by the CSR
Committee and approved by the Board of Directors at its meeting held on 21st October 2021.
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5. ANNUAL ACTION PLAN: -
The CSR Committee shall be responsible to formulate and recommend to the Board for approval a
CSR annual action plan, which shall contain all matters which are required under Applicable Law
and any other matters as the CSR Committee may deem fit from time to time. The Board may
modify the annual action plan as per the recommendations of the CSR Committee at any time during
the financial year, based on reasonable justification. CSR committee will monitor the annual action
plan, their manner of execution, modalities of utilization of funds and implementation schedules
along with details of need and impact assessment (if applicable) for projects as required.
6. DISCLOSURE / REPORTING: -
Following information, and any amendments thereof, shall be disclosed on the website of the
Company for public access: (i) Composition of the CSR Committee; (ii) CSR Policy; and (iii)
Projects approved by the Board of Directors. Necessary disclosures relating to Corporate Social
Responsibility, as may be stipulated by law from time to time, shall be included in the Board’s
Report.
7. AMENDMENT TO THE POLICY: -
The Board of Directors of the Company shall have the powers to revise/modify/amend this Policy
from time to time, as the Board may think fit, based on the recommendations made by the CSR
Committee, subject to provisions of Companies Act, 2013 and Companies (Corporate Social
Responsibility) Rules, 2014, as amended from time to time.
 Equal Opportunity Policy: -
1. Scope: -
This policy is applicable to individual applicants and all salaried employees of John Deere Financial
India Pvt. Ltd., subject to the approval of Global HR Director. Unit HR Head shall be responsible
for maintaining and updating this policy. He/she, in consultation with Global HR Director shall be
responsible for releasing this policy, in their respective units. Any changes to this policy will be
approved by Global HR Director in consultation with Country Management. For the scope of this
policy, the term ‘Unit’ refers to the business units / entities where the policy is applicable.
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2. References: -
2.1 Definitions Refer to John Deere Financial India Private Limited Definitions Policy for
definitions of terms and acronyms
2.2 Documents
Document Number Description Revision/Date

JDIHR0001F1 Policy template 2 Dec 2015
JDIHR0001 Definition Revision A
Deere & Company Gobal Records Management
Jul’2019
Policy
Deere & Company Gobal Electronic Resources
May’2020
Policy
3. In Case of Conflict: -
This policy is subject to management discretion and approval. In case of any

deviations/dispute/grievance /redressal, Global HR Director’s decision will be final and binding on
the parties. Management’s Prerogative: Management reserves the right to put on hold, alter, modify,
review this Policy at any time and / or withdraw this Policy summarily without any notice.
 Global Environmental, Health, and Safety Policy: -

1. Purpose: -
Deere & Company is committed to sustainable outcomes by providing a safe and healthy work
environment and reducing the environmental footprint within our operations and for our customers.
We work to fully comply with legal and company requirements, often targeting performance more
stringent than the law requires. This policy outlines responsibilities and expectations necessary to
deliver on the commitment to sustainable outcomes related to Environmental, Health and Safety.
2. Applicability: -
This policy applies to the company’s business operations globally and to all employees, contingent
workers, and contractors. The company is defined as Deere & Company and its subsidiaries and
controlled affiliates.
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3. Policy: -
Environmental, Health, and Safety (EHS) responsibilities for all applicable include:
• Abide by applicable EHS legal requirements, policies, and procedures as related to their job.
• Manage resources responsibly at work, such as conserving use of water and energy in the
workplace and reducing the amount of waste created.
• Involve the appropriate EHS resources in decision making, ensuring EHS factors are considered.
• Report EHS risks identified so they can be eliminated, reduced, or controlled.
In addition, leaders are required to: -
• Provide a safe and healthy workplace and support initiatives to improve employees’ overall well-
being.
• Develop, implement, and continually improve EHS management systems to assure legal
compliance, drive risk reduction, and set aggressive EHS goals.
• Provide suitable financial and human resources for all EHS programs.
• Ensure effective employee participation, consultation, and engagement in EHS initiatives at all
levels of the organization.
• Prioritize EHS considerations in business planning and decision making. Global Environmental,
Health, and Safety Policy Issued or Last Revised: June 2022
• Design and develop products and services to minimize negative EHS impacts and maximize
positive benefits at each lifecycle stage.
• Continually evaluate the impact in the communities in which we operate through sustainable
resource use and protection of ecosystems.
• Take actions to reduce identified EHS risks through elimination or mitigation.
• Develop, maintain, and adhere to appropriate emergency preparedness plans in conjunction with
emergency services, relevant authorities, and the local community.
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4.Consequences for Policy Violations: -
Violations of this policy may result in disciplinary action, up to and including termination, in
accordance with applicable Human Resources policies.
5.Reporting Responsibilities: -
Report any violations of our Global Environment, Health, and Safety Policy to an Environmental,
Health and Safety professional, a manager, Human Resources or Labor Relations contact, a member
of the Legal Department, or the John Deere Compliance Hotline consistent with the Global
Reporting Policy.
6.Commitment to Non-Retaliation: -
Retaliation against any employee for reporting an incident under this policy or for participating in
any investigation regarding an incident is a violation of this policy and is prohibited. Retaliation can
include any negative job action, such as demotion, discipline, termination, salary reduction, or job
or shift reassignment. Retaliation can also be more subtle and may be any conduct that would
reasonably deter another person from reporting. More information can be found in the Global Policy
Against Retaliation.
7. Additional Information/Contacts: -
Contact the Center for Global Business Conduct with general policy questions and
with requests for clarifications related to specific business situations.
 Our approach on the Interest Rate and Gradation of Risk: -
Reserve Bank of India’s Fair Practice Code defines the transparency to be followed by Non-Banking
Finance Companies in all the Loan transactions. John Deere Financial India Private Limited
(JDFIPL) approach to charging interest rate and grading risks is disclosed to customers in Loan
offer letter and the information to common public is also hosted on its website.
1. JDFIPL decision on interest rate and gradation of risk are determined on a case to case basis
taking in to account various factors like profile of customer, repayment capacity, credit history, cash
flows and other financial obligations, Loan to Value, Loan tenure, geography, crops grown, work
orders in hand, profile of institution granting work order, source of different revenue and payment
frequencies.
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2. JDFIPL also apply the internal risk assessment tool while analysing the risk of each application
based on which the gradation of risk is done.
3. The information collected from customer, market and other sources are used for assessment
which also includes Credit bureau information. JDFIPL Credit policy and process will be guiding
principle for credit assessment and approach.
4. Customers are communicated about the Interest rate charged as disclosed in Loan sanction letter
(Loan offer Letter) and consent is recorded/ received accepting the terms and conditions of the
Offer.
5. JDFIPL Management use its discretion to charge different interest rates on case-to-case basis
depending on the perceived risk based on available facts and circumstances. Hence there is
possibility of charging different interest rates to different customers at same time even though the
product and terms remain same.
6. The Prevailing Competitive products and financial Services available in the market will be
deterrent factors against charging an excessive rate of interest to the customers.
 BUSINESS STRUCTURE POLICY: -
1. Scope: -
John Deere Financial India Private Limited (“JDFIPL” or the “Company”) recognizes the
importance of the corporate governance and endeavours to adopt the best practices and the highest
standards of Corporate Governance through transparency in business ethics, accountability to its
shareholders, customers, government and other stakeholders.
This policy is in consonance with Master Circular No. DNBS (PD) CC No. 390/03.10. 001/2014-
15 dated July 01, 2014, issued by The Reserve Bank of India and internal guidelines on Corporate
Governance.
This policy shall be applicable for all the business that will be carried in John Deere Financial India
Private Limited.
Legal and Secretarial team shall be responsible for maintaining this policy and any updates to this
policy shall be approved by Board of Directors.
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2.Policy: -
John Deere Financial India Private Limited is a Non-Deposit Accepting NBFC and shall not accept
public deposit as defined under “Non-Banking Financial Companies Acceptance of Public Deposits
(Reserve Bank of India) Directions, 1998 (Acceptance of Public Deposit Directions). For various
purposes of this act, JDFIPL is categorized as NBFC-ICC (Investment and Credit Company)
defined under RBI circular dated 22nd February 2019. As per Scale Based Regulations released by
Reserve Bank of India vide No. RBI/2021- 22/112 DOR.CRE.REC. No.60/03.10.001/2021-22
dated 22nd October 2021, the Company falls under the criteria of Middle Layer NBFC. John Deere
Financial India Private Limited (JDFIPL) is a Non-Banking Financial Company regulated by
provisions of the Companies Act, 2013 read with Reserve Bank of India regulations as amended
from time to time. Non-Banking Financial Companies are subject prescribed structure of monitoring
the NBFC, this policy defines the various committees and its structure that Company has put in
place for the Compliance to conduct its business.
3. Accounting Year: -
The Company shall have the Financial Year as 1st April to 31st March to and shall finalize the
Audited Financial Statements within 60 days as per Regulation No. 52 (2) (d) of SEBI LODR, 2015
or within 90 days as per the Master Directions of Reserve Bank of India from the date of close of
accounting year whichever is applicable.
4. Accounting Standards: -
JDFIPL shall follow Indian Accounting Standards as notified by Companies Act, 2013 to the extent
they are not inconsistent with any of the RBI Directions.
5. Reserve Fund Policy: -
JDFIPL shall create and continue a reserve fund to the extent of 20% or such percentage as laid
down by RBI in this regard of its Net Profit each year as disclosed in the profit and loss account and
before declaring dividend if any. It shall also ensure that the appropriation of the funds shall be
made only for the approved purposes as laid down and the same is reported within 21 days from the
date of such withdrawal to Reserve Bank of India.
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6. Investment Policy: -
JDFIPL Board of Directors shall be responsible for all Investment of the Company. The policy of
JDFIPL shall be aligned with the policy of its parent company, Deere & Co.
Units should invest excess funds in the safest instrument and institution available. Units located in
countries with sovereign credit ratings lower than “A-“should contact Treasury before depositing
excess funds in financial institutions located in another country.
Excess cash should generally be disbursed / invested in the following priority:
1. Prepay external debt
2. Prepay net account
3. Deposit funds in credit line banks
4. Deposit funds in non-credit line banks rated A- or higher
Investments should be limited to overnight (or weekend when applicable) bank deposits. Bank
deposits are defined as bankers’ acceptances, time deposits, and certificates of deposit. If your unit
cannot utilize any of the options listed above, contact Treasury to review investment options. Units
should not invest in commercial paper or repurchase agreements unless approved in writing by
Treasury.
The Company shall NOT make any investments as detailed below without any prior discussions
with Deere Treasury Team.
a) Current Investments.
b) Long Term Investments.
7. Prudential Norms: -
JDFIPL shall maintain prudential norms as laid down by RBI and shall ensure that the same is
maintained all the time.
A. Income Recognition
a) JDFIPL shall recognize Income as per recognized accounting principles.
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b) Finance Income excluding miscellaneous charges on Non-Performing Asset shall be recognized
only when the same is realized. Any income excluding miscellaneous charges which is recognized
before the asset became Non-Performing Asset shall be reversed for the purpose of RBI reporting.
The Company will be also governed by the applicable accounting standards for statutory reporting
as per the accounting standards.
B. Investment Recognition: -
Income from Dividend shall be done based on applicable accounting standards when such dividend
has been declared by the Corporate Body in General Meeting and when the right to receive payment
has been established.
C. Assets Classification Policy: -
JDFIPL after taking into consideration the degree of well-defined Credit weakness and extent of
dependence on the collateral security classify its lease/hire purchase assets, loans and advances and
any other forms of credit into the following classes, namely:
(a) Standard assets
(b) Sub-standard assets: - The asset which has remained nonperforming for the period up to 12
months
(c) Doubtful assets: - The asset which has remained sub-standard asset for a period exceeding 12
months, and
(d) Loss assets :- an asset which has been identified as loss asset by the non-banking financial
company or its internal or external auditor or by the Reserve Bank of India during the inspection of
the non-banking financial company, to the extent it is not written off by the non-banking financial
company; and an asset which is adversely affected by a potential threat of non-recoverability due to
either erosion in the value of security or non-availability of security or due to any fraudulent act or
omission on the part of the borrower The class of assets referred to above shall not be upgraded
merely as a result of rescheduling, unless it satisfies the conditions required for the up gradation.
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 RISK MANAGEMENT POLICY: -
1.Scope: -
This document aims to lay down a broad framework for Risk management at John Deere Financial
India Private Limited (referred to as “JDFIPL”) as required by the Reserve Bank of India vide
notification RBI/2021-22/112 DOR.CRE.REC. No.60/03.10.001/2021-22 - Scale Based Regulation
(SBR): A Revised Regulatory Framework for NBFCs.
The Finance Department shall be responsible for maintaining this document in consultation with
Legal, Treasury, Credit and Secretarial team. The review and updates to this policy shall be done
annually and approved by Board of Directors of JDFIPL.
The information in this policy is confidential and should not be transmitted outside the company
due to the sensitive nature of policies such as this (Information Classification chart).
2.References: -
Document Number Description Revision/Date

RBI/2021-22/112 Scale Based Regulation (SBR):
October 22, 2021
DOR.CRE.REC. A Revised Regulatory
No.60/03.10.001/2021-22 Framework for NBFCs
Internal Capital Adequacy
Master Circular – Basel III
Assessment Process (ICAAP) Capital Regulations dated July
01, 2015
JDF044 SOP 1 ICAAP working
RBI/2013-14/390/ Guidelines on Stress Testing
DBOD.BP.BC.No.75/21.04.103/
circular DBOD.No.BP.BC.
2013- 14 dtd 2 Dec,2013 101/21.04.103/2006-07 dated
June 26, 2007
Annex 1 Stress Test working
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3.Policy: -
The purpose of this policy is to address unanticipated and unintended losses to the Company. The
effective management of risk is vital to the continued growth of the Company since an NBFC is
prone to inherent risks while operating in the financial sector. The company has introduced effective
risk management systems that address the issues relating to various risks.
3.1. Broad Categories of risks: -
The following broad categories of risks have been identified in our risk management framework
along with possible mitigation factors:
A. Credit Risk: -
A risk of loss due to failure of a borrower/counterparty to meet the contractual obligation of repaying
his debt as per the agreed terms, is commonly known as risk of default.
Risk Mitigation: -
• Credit risk shall be managed using a set of credit norms and policies. The Company shall have
defined roles and responsibilities for originators and approvers. All credit exposure limits shall be
approved by authorized persons. • Annual review of credit policy is done.
• There shall be a structured and standardized credit approval process to ascertain the credit
worthiness of the borrower.
• The Company shall develop internal evaluation team to make credit decisions more robust and in
line to manage collateral risk.
• The Company shall follow a process of time-to-time revisiting the credit policy and processes,
based on experience and feedback.
Also refer “India Retail Credit Policy” for JDFIPL.
22
B. Operational Risk: -
Any eventuality arising from the act relating to people, technology, infrastructure, and external
factors, which can give rise to some type of loss in the organization, is termed as Operational Risk.
Majorly it is internal and unknown. Therefore, the persons responsible shall keep continuous watch
and shall gather the symptoms/warning signals to manage Operational risk.
Risk Mitigation: -
 Document Storage and Retrieval:- The company recognizes need for proper storage of
documents as also their retrieval for audit and statutory requirements. The Company is maintaining
all the original documents adequately and at safe location. Annual records retention certification is
carried out by all employees to ensure retention is in accordance with regulatory and/or company
guidelines.
 Whistle Blower Policy:- This policy is in place to report any non- compliance to the company
policies and procedures noted by the employees.
 Internal audit: - Annual internal audit is conducted by an external firm. The scope of this
Internal Audit covers all key functions including HR, Operations, Credit, Administration, Finance
and Accounts. The firm also audits the company’s adherence to all Statutory and Regulatory
Guidelines that have been prescribed for NBFC. The scope of these audits is reviewed periodically
and modified as needed. All significant audit observations of Internal Audits and follow-up actions
are presented to the Board Audit Committee.
 Technology Infrastructure: - An IT security policy is in place. Refer JDF 033 IT Policy and
JDF034 Information Security Policy.
C. Market risk: -
This is majorly external market dynamics, which gives rise to Risks like Liquidity risk, Interest Rate
risk and Funding risk. Liquidity risk is the inability to meet financial obligations in a timely manner
and without stress. The Company shall resort to proper ways to manage such risks.
Risk Mitigation: -
• As a contingency plan the Company shall maintain sufficient approved but undrawn credit lines
on a continuous basis as buffer to manage eventuality of liquidity constraints.
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D. Financial Risk: -
The financial risk includes interest rate risk, liquidity risk. Interest rate risk is the risk where changes
in market interest rates might adversely affect an NBFC's financial condition. Liquidity Risk arises
largely due to maturity mismatch associated with assets and liabilities of the company. Liquidity
risk stems from the inability of the company to fund increase in assets, manage unplanned changes
in funding sources and meet financial commitments when required.
Risk Mitigation: -
 The company has the following policies in place to mitigate the financial risks JDF 038
Liquidity Risk Management Framework Policy and JDF035 Resource planning policy.
E. Regulatory Risks: -
The Company shall be compliant in terms of regulatory norms and therefore shall effectively
manage regulatory risk. Effective Customer redressal mechanism and fair practices shall keep legal
risk under control. The Company shall have processes in place, to manage the risk of fraud and the
suspected frauds are reported, wherever necessary.
Risk Mitigation: -
The company has a Customer Charter Committee in place monitoring customer grievances and
issues and meets on a periodic basis. The company tracks regulatory updates in the monthly
legislative compliance review meeting. Periodic checks are done by Risk and Compliance team to
identify frauds. Process is in place for escalation and reporting of fraudulent incidents.
3.2. Capital Adequacy/framework: -
Reserve Bank issued Guidelines based on the Basel III reforms on capital regulation on May 2,
2012, to the extent applicable to banks operating in India. Basel III reforms strengthen the bank-
level i.e., micro prudential regulation, with the intention to raise the resilience of individual banking
institutions in periods of stress. These new global regulatory and supervisory standards mainly seek
to raise the quality and level of capital to ensure banks are better able to absorb losses on both a
going concern and a gone concern basis, increase the risk coverage of the capital framework,
introduce leverage ratio to serve as a backstop to the risk-based capital measure, raise the standards
for the supervisory review process (Pillar 2) and public disclosures (Pillar 3) etc.
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3.2.1 Scope of application of capital adequacy framework: -
JDFIPL is required to do the standalone (“Solo”) level capital adequacy ratio requirements, which
measure the capital adequacy of a unit based on its standalone capital strength and risk profile.
JDFIPL will quarterly evaluate of capital adequacy and consider different business case scenarios
to see minimum threshold capital requirement maintained even at worst case scenario.
3.2.2 Three pillars of capital adequacy: -
The Capital Adequacy Framework rests on three components or three Pillars. Pillar 1 is the
Minimum Capital Ratio while Pillar 2 and Pillar 3 are the Supervisory Review Process (SRP) and
Market Discipline, respectively.
 Pillar 1: Minimum Capital Requirements - which prescribes a risk-sensitive calculation of

capital requirements that, for the first time, explicitly includes operational risk in addition to market
and credit risk.
 Pillar 2: Supervisory Review Process (SRP) - which envisages the establishment of suitable
risk management systems in banks and their review by the supervisory authority.
 Pillar 3: Market Discipline - which seeks to achieve increased transparency through expanded
disclosure requirements for banks.
The main aspects to be addressed under the SRP, and therefore, under the ICAAP, would include:
(a) the risks that are not fully captured by the minimum capital ratio prescribed under Pillar 1;
(b) the risks that are not at all taken into account by the Pillar 1; and
(c) the factors external to the bank/NBFC.
Since the capital adequacy ratio prescribed by the RBI under the Pillar 1 of the Framework is only
the regulatory minimum level, addressing only the three specified risks (viz., credit, market and
operational risks), holding additional capital might be necessary for Regulated Entity (RE), on
account of both – the possibility of some under-estimation of risks under the Pillar 1 and the actual
risk exposure of a bank vis-à-vis the quality of its risk management architecture.
25
3.3 Internal Capital Adequacy Assessment Process (ICAAP): -
Piller2 requires RE’s to implement an internal process, called the Internal Capital Adequacy
Assessment Process (ICAAP) for assessing their capital adequacy in relation to their risk profiles
as well as a strategy for maintaining their capital levels. The ICAAP comprises a bank’s procedures
and measures designed to ensure the following:
(a) An appropriate identification and measurement of risks;
(b) An appropriate level of internal capital in relation to the RE’s risk profile; and
(c) Application and further development of suitable risk management systems in the Company.
Board of Directors Meeting and Review: -
The Board of Directors, in their board meetings, will oversee the implementation of the system and
review its functioning periodically. The ultimate responsibility for designing and implementation
of the ICAAP lies with the Company’s board of directors of the bank and with the Chief Executive
Officer
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Chapter: -3 Marketing
 John Deere Marketing Strategy & Marketing Mix (4Ps): -
Marketing Strategy of John Deere analyzes the brand with the marketing mix framework which
covers the 4Ps (Product, Price, Place, Promotion). There are several marketing strategies like
product innovation, pricing approach, promotion planning etc. These business strategies, based on
John Deere marketing mix, help the brand succeed in the market.
Let us start the John Deere Marketing Strategy & Mix to understand its product, pricing, advertising
& distribution strategies:
1) Product Strategy
2) Pricing Strategy
3) Place and Distribution Strategy
4) Promotional and Advertising Strategy
1. John Deere Product Strategy: -
The product strategy and mix in John Deere marketing strategy can be explained as follows:
John Deere products are divided into three segments: - agriculture and turf segment, financial
services and construction & forestry. Understanding these products can be studied to understand
their marketing mix. Agricultural machinery includes daily use equipment and related parts. These
include different sized i.e., large, medium and small tractors, loaders, sugar cane harvesters, soil
preparation machineries and many more. Turf segment includes push lawn mowers, golf course
equipment and list go on. John Deere is customer centric and understands customer needs and wants.
They are also in the business of procuring certain products from one manufacturer and resell them.
It is done to better satisfy their customers. They do sell many products under different brand names
such as Frontier, Sabo and Benye. Another product segment includes construction and forestry
which is new for them. Under this segment, John Deere has equipment's such as earth moving
equipment, log machines, dozers and loaders, motor graders and many more. Financial services
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include sales and lease of John Deere equipment's. They do provide wholesale financing to dealers
along with long term warranties.
2. John Deere Price/Pricing Strategy: -
Below is the pricing strategy in John Deere marketing strategy:
John Deere is well known for its quality products and employee's perfection in their tasks across
the globe. It can be seen in the kinds of products they have in their product line.
Pricing strategy plays an important role to define organization’s success. John Deere do face tough
competitions, but they never compromised on their quality. As a result, they never decide their
product’s pricing based on competitors’ prices. They follow non price competition in their
marketing mix strategy. It is a strategy where the company does not change its prices whatsoever
its competitors do with its product’s pricing. This is the differentiating factor for John Deere as they
feel their products should not be offered at lower costs. Legacy of 179 years and quality products
makes them to follow such kind of pricing strategy.
3. John Deere Place & Distribution Strategy: -
Following is the distribution strategy in the John Deere marketing mix:
John Deere products are available across the world. Distribution channel is another thing that they
boost for. They have extensive dealer and retailer connections. They always employ smart
distributors who can help the customers to choose the right product from the list of available
products. John Deere employees help in buying decision of the customers. Once, they find the right
product, customers can order it from website, or they can order it from stores. Now, employees
provide financial help in purchasing products along with service dates. On its site, we can find two
options on site dealerships and buy online website which provides a competitive edge over others.
The company has a clear-cut rule that it will not employee any such kind of person who is not 100%
committed. This makes dealership very special.
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4. John Deere Promotion & Advertising Strategy: -
The promotional and advertising strategy in the John Deere marketing strategy is as follows:
John Deere does not believe in lowering the prices of its products. Rather, they focus on extensive
promotions of its products. They always show non-cost benefits that customers will get once they
purchase their products. Deere always tries to incorporate new technologies into its products. John
Deere also informs their existing customers about the invention and keep them up to date with newer
technologies. This makes customer feel special. You all can see an offer tab on its website. They
provide eye catching offers that attract customers to buy their products. This analysis completes the
marketing mix of John Deere.
 Customer Analysis of John Deere: -
The development of effective marketing mix strategies depends on John Deere’s knowledge of its
potential customer base. The strategies will be more effective if the company understands the needs,
expectations and attitude of its customers. The detailed analysis leads towards the identification of
different customer profiles or segments (as explained in detail in the next section).
John Deere can follow three steps to conduct customer analysis:
 Firstly, John Deere should clearly define who current and potential customers are? At this
step, a whole group of customers is identified so that it could be divided into different
segments based on their motivations, traits and characteristics. Identification of potential
customers can be more challenging than current customers.
 The customer analysis should offer information about how the needs and expectations of
different groups differ from each other and what can be possible reasons.
 Lastly, John Deere should analyse how it’s offered product/service serves the needs of
different groups and which customer groups have more profit and growth potential. This
information will help John Deere develop customer profiles and personas.
John Deere can consider following factors when developing the customer profiles:
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 The customer analysis must identify the total market size including current and potential
customers that could be divided into small measurable segments.
 The customer profiles must have some observable differences.
 The company should also conduct behavioural analysis to identify the psychographic
profiles. It involves identifying and weighing the relative importance of factors considered
when making a purchase decision or more commonly called buying criteria. Common
buying criteria are- prestige, convenience, quality and price.
 John Deere can then develop the customer personas. Important elements to be included in
developing customer personas are:
o Demographic information (e.g., gender, family, age, location etc.)
o Preferred communication channels.
o Possible influencers (publications or celebrities they follow)
o Challenges they face due to unserved needs and desired solutions.
The customer analysis and development of segmentation strategies run in parallel. John Deere can
use the information obtained from the customer analysis to develop the segmentation, targeting and
positioning strategies as discussed below.
 Segmentation of John Deere: -
The development of John Deere Marketing Strategy requires identifying segmentation basis to
understand the specific buying behaviour of customers. The needs, expectations and buying
behaviour of customers are heterogeneous and depend on multifaceted factors- like:
 Age
 Gender
 Income
 Lifestyle
 Values etc.
By using the segmentation technique, John Deere can narrow down the large, diversified target
audience into specific and narrowly defined groups. Market segmentation surveys are common
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methods of obtaining the customer-specific information that could be used to create groups sharing
common characteristics.
After understanding the unique buying behaviour of customers and getting the required information
through surveys, John Deere can divide the market into small homogeneous groups. It can be done
by exploring the geographic, demographic, behavioural and psychographic characteristics of
customers.
The company can use one or more of these segmentation strategies to choose the right market
segments and develop an effective Marketing Strategy.
 The geographic segmentation divides the market according to geographic areas, like- city,
country and region.
 The demographic segmentation will require John Deere to divide market according to
demographic characteristics, like- gender, age, income and ethnicity.
 If John Deere chooses behavioural segmentation, then customers will be divided according
to their buying pattern like usage frequency, benefits sought, usage occasions and brand
loyalty.
 Use of psychographic segmentation will result in customers' grouping according to their
lifestyles, interests, attitudes, values and traits.
 John Deere can combine the different segmentation strategies for more specific targeting as
explained in the next section.
 Targeting and Positioning of John Deere: -
After dividing the large, diversified customer market into smaller groups with homogeneous
characteristics, John Deere should wisely choose the target segment/segments whose needs and
expectations match the company’s resources and capabilities.
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The targeting can be done by evaluating the commercial attractiveness and growth potential of
identified segments. John Deere can choose one or more segments depending on the segments’
characteristics and the company's resources, capabilities and growth objectives.
The commercial attractiveness and growth potential of each segment can be evaluated by using the
following indicators:
 Identified segments have the appropriate size

 Have concrete differences.
 The estimated profits should exceed the additional marketing costs.
 Segments are easily accessible.
After segmenting the customer market and choosing the right target market, John Deere now
requires setting a clear positioning statement that could create a positive image of the offered
product in the customers' mind. John Deere can follow the following steps to develop an effective
positioning strategy:
 Develop the positioning statement for John Deere Marketing Strategy by answering the
following questions:
o What your brand stands for?
o What are the needs and wants of your target market?
o How your brand serves those needs?
o How different is your offering from competitors?
 Answers to these questions will yield enough information to develop a positioning
statement.
 The comparison of their communication and messaging strategy with competitors will
reveal the potential areas that could be addressed with targeted positioning message.
 Identify the strengths/weaknesses of business by comparing with competitors to find that
gaps that offered product can fill.
 Analyse positioning of competitors and evaluate own position in the market.
 By using the analytical data collected from a different market, customer and competitor
surveys, develop a positioning statement and periodically test its effectiveness by collecting
qualitative and quantitative data (like focus groups, polls, interviews etc.).
 Use the test results to make necessary adjustments in the brand positioning.
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 Company Competitive Advantage in the Marketing Strategy of
John Deere: -
The survival in the increasingly competitive market requires John Deere to set the clear
differentiation basis that could provide an edge against rivals. John Deere Marketing Strategy
should focus on identifying unique selling propositions (USPs). Some examples of USPs are the
highest quality, lowest cost or uniqueness of idea. Identifying USPs is not sufficient as the
effectiveness of the Marketing Strategy of John Deere will directly depend on management's ability
to communicate the identified unique selling propositions.
The John Deere can apply Porter's generic strategies model to explore how competitive advantage
can be created. The pictorial presentation of the Porter Model is given below:
The company can set a competitive advantage based on cost or differentiation.
1) Cost based competitive advantage: -
 The cost leadership strategy will suit if John Deere has developed capabilities to reduce the
cost below the industry average and achieve the economies of scale. Moreover, it will
require John Deere to develop close collaboration between different functional areas.
 Developing most effective distribution channels, access to latest technological tools to assist
production processes, using lean production methods and strong bargaining position when
negotiating with suppliers are some indicators of setting competitive advantage based on
cost leadership.
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2) Differentiation based competitive advantage: -
The differentiation strategy focuses on developing brand loyalty by offering premium products. The
company can find different ways to develop differentiation leadership, such as- by focusing on the
reliability, durability, benefits and distinctive features of products, by developing strong brand
recognition and by increasing expenditure on marketing efforts like celebrity endorsements and
sponsorships etc. John Deere can set achieve competitive advantage by adopting product, service,
quality, image, people or innovation differentiation.
3) Competitive advantage model: -

Following the model shows how John Deere can develop an effective Marketing Strategy by
evaluating its resources and capabilities, identifying distinctive competencies and leveraging those
competencies by adopting either cost or differentiation orientation.
 BCG Matrix in the Marketing Strategy of John Deere: -
John Deere should continuously evaluate its product line by assessing their growth potential and
share in the market. The products can be classified into the following categories:
 The products with high growth and high market share are classified as stars. John Deere
should increase the investment after identifying the stars in its product lines.
 Products with high market growth but low share are classified as question marks. John Deere
should analyse why market share is low despite the high growth rate.
 Products with low growth but high market share are cash cows that need to be milked for
continuous good performance in the market with low growth and limited opportunities.
 Lastly, products with low growth and low market share are dogs’ John Deere should divest
as it is difficult to make profits and get an adequate return by investing in dogs.
The high number of stars and cash cows will indicate good performance, whereas a high number of
question marks and dogs will be a cause of concern for John Deere. The product classification is
necessary for evaluating the success of the Marketing Strategy of John Deere.
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 Brand Equity of John Deere: -
Brand equity reflects the overall value of the brand. The customers' experiences and perceptions
determine the brand value. Positive perceptions reflect the high brand value and positive brand
equity, while negative perceptions reflect the low brand value and negative brand equity. John Deere
should continuously evaluate its brand equity to ensure the long-term survival in an increasingly
complex and competitive customer market. It can be done by evaluating the following brand equity
components:
 Brand equity components: -
1. Brand awareness: -
Brand awareness provides the basis for brand equity development process. High brand awareness
shows that the customers know that the John Deere brand exists and can recall the important brand-
related information. The company can measure brand awareness by conducting brand recall
surveys. The high brand awareness acts as an anchor to other associations. It increases brand
visibility that can help John Deere gain consideration in the competitive market.
2. Brand association: -
Brand association reflects the customers’ associations with John Deere based on their memories,
previous experiences, interaction with John Deere’s employees, price points, advertisements,
WOM, celebrity associations and publicity in different media channels. It is important for John
Deere to carefully plan each interaction with internal and external environmental actors (such as
government, employees, shareholders and media), as customers develop brand association not only
due to direct interaction with the brand, but also the indirect interaction with different environmental
factors.
35
3. Perceived quality: -
John Deere should carefully evaluate the customers’ perceptions of product quality as these
perceptions influence their pricing decisions.
4. Brand loyalty: -
Brand loyalty is among the most important element of John Deere’s brand equity. It can be
attitudinal (customers’ feelings towards the brand) and/or behavioural brand loyalty (repeat
purchase). Higher brand loyalty can decrease the marketing expenditure, increase John Deere's
ability to introduce new products successfully, erect the barriers to new players and strengthen the
company's bargaining power against other channel members.
John Deere can increase brand loyalty by rewarding the customers' repeat purchase behaviour.
Although the loyalty programs are expensive, it will benefit John Deere be reducing the costs of
acquiring new customers.
5. Proprietary brand assets: -

Lastly, John Deere should evaluate its proprietary assets (like channel relationships, trademarks and
patents). These intangible assets prevent the competitive advantage erosion and develop brand
loyalty.
 Brand equity development: -
Considering Keller brand equity model (shared above), the John Deere can take the following steps
to develop the brand equity:
 Develop the brand identity by building brand salience/awareness.

 Identify and communicate the meaning of John Deere brand. How it serves the customers’
tangible needs (performance) and emotional/psychological needs (imagery).
36
 Evaluate the customers’ feelings and judgments of John Deere brand to assess their
response.
 Lastly, focus on building- behavioural loyalty, sense of community, attitudinal attachment
and active engagement to develop brand resonance that sits on pyramid top.
 Brand equity measurement: -
John Deere can measure its brand equity by evaluating the:
 Difference between the price charged by John Deere due to its brand name and price charged
by similar unbranded products.
 Amount of extra sales volume generated compared to other branded and non-branded
competitors.
 The company’s share price.
 Brand’s potential to make future earnings.
 Return to shareholders.
The company can also combine the above methods and formulate a multiplier to accurately assess
the esteem and strength of the brand that reflects the brand equity.
 Competitors Analysis in the Marketing Strategy of John Deere: -
The detailed competitor analysis is highly important for the development of John Deere Marketing
Strategy. The competitive analysis is done to understand the relative positioning and market share
of the company's direct and indirect competitors. John Deere should first identify the competitors,
evaluate their strategies and compare the strengths and weaknesses of their products with their
product offerings. There is five steps John Deere can follow to understand the strategic positioning
of its key competitors:
 Firstly, clearly define the target market.
37
 Identify the director competitors and create a list of it.
 Analyse the competitors’ product offerings, their market share, key strengths and
weaknesses.
 Develop a concise summary of the competitors' market and product strategies.
 Conduct a comparative analysis against its products and/or services.
 Continuously update the competitive analysis to make informed and strategically wise
decisions.
The company can use different strategies to get the information about competitors, such as- doing
Google research, going to trade shows, browsing public documents, asking customers, playing
secret shopper technique and tapping the vendors
A detailed competitor analysis can be categorised into the following parts:
 Identify market growth, share and financial objectives. Some examples are maximising
short-term profitability or investing in R&D for long-term growth.
 Evaluate the competitors’ strategies by collecting information from shareholder reports,
white papers, press releases, promotional campaigns, hiring practices, acquisitions and
mergers. This information will reveal the direction in which the competitors are moving.
 Use the above information to analyse competitors’ strengths, weaknesses and core
capabilities.
 Market Analysis of John Deere: -
John Deere Marketing Strategy development requires a comprehensive market analysis. It can be
done by quantitatively and qualitatively assessing the customer market. The information obtained
from the market surveys will help John Deere management in identifying the emerging
opportunities, exposing the potential threats and understanding how they relate to the company’s
major strengths and weaknesses.
John Deere can follow the following steps to conduct the market analysis:
38
 Market size analysis for developing Marketing Strategy of John
Deere: -
John Deere should evaluate the market potential and volume to determine the size. The market
potential includes potential customers and considers upper demand limit. The market volume
includes certain indicators like realised sales and total turnover. John Deere can take information
from different sources to accurately determine the market size, such as- financial data of industry’s
major players, government data, customer surveys, published industry reports and trade association
data.
 Market trends analysis for developing Marketing Strategy of John

Deere: -
It is important to analyse the emerging market trends, particularly when environmental turbulence
is high. John Deere can use different trend analysis techniques for this purpose, such as- marketing
mix modelling, risk analysis, choice modelling and customer analysis. John Deere should also
monitor the political, legal, regulatory, social and economic changes as these environmental forces
play an important role in shaping the market trends.
 Market growth analysis for developing Marketing Strategy of John

Deere: -
John Deere can extrapolate the historical data to determine the market growth rate. This information
can help a company in determining the current lifecycle stage of the industry.
39
 Market profitability analysis for developing Marketing Strategy of John
Deere: -
John Deere can use Porter's five force framework to determine market profitability. The high buyer
power will negatively affect market profitability, showing John Deere’s customers have different
options. Low supplier power positively influences profitability and indicates John Deere has a
strong position during the negotiation process with suppliers. High entry barriers show that there
will be lesser new entrants in the market. High substitute product threat and highly competitive
rivalry will also decrease the market profitability and attractiveness for John Deere.
 Cost structure analysis for developing Marketing Strategy of John

Deere: -
John Deere can use Porter’s value chain model (as given below) to determine the industry’s cost
structure.
It will help John Deere in isolating the costs and identifying critical success factors. John Deere can
also use the information obtained from cost structure analysis to develop cost advantage.
40
 John Deere competitor's: -
41
 John Deere Marketing plan Objective: -
42
 John Deere Target Market: -
43
CHAPTER-4 FINANCE / ACCOUNT DEPARTMENT
 Payment Options: -
 Flexible Payment Options: -
1. One-Time Payment: -
Choose from several convenient ways to make a one-time payment
 MyFinancialAccounts.deere.com
 MyFinancial mobile app
 Phone
o 800-275-5322 - Installment Loan or Lease
o 800-541-2969 - Revolving Plan Account
o 800-356-9033 - Multi‑Use Account™
o 800-634-9661 - Power Plan™
Important: One-time payments received before 5:00 p.m. (CT) will be effective within the
same business day (Monday - Friday).
2. AutoPay: -
Set up automatic payments using the method that works best for you
 MyFinancialAccounts.deere.com - To set up automatic payments, select Payment Options then

Auto Pay from your account screen
 MyFinancial mobile app
 Complete and submit this form
Before calling John Deere Financial, please have the following information available:
 Account information for all accounts on which you wish to make a payment
 Bank and account information (i.e account number and routing number)
44
3. Put your payments on autopilot with AutoPay†: -
Have your payments automatically deducted from your bank account on or before the due date and
enjoy these benefits:
 Checks and postage eliminated

 No late payments, past-due interest, or late fees
 Increased security
 Funds applied directly
 Loan or lease?
Owning your commercial landscaping equipment offers your business major benefits including tax
advantages. John Deere Financial offers great rates and flexible payment programs whether you buy
or lease your commercial mowing or turf equipment — so you can choose what’s right for your
business.
45
 Loan Advantages: -
 Competitive rates: - Special offers are available throughout the year.
 One simple loan: - Bundle your equipment, parts, service, attachments, and more on the
same note.
 Ownership: - When the loan is paid off, the machine is yours.
 Lease Advantages: -
 Lower monthly payments: - Set aside more money to keep your operation going.
 Always the latest and greatest: - Get a brand-new machine with the latest
technology and options.
 Easy and affordable upkeep: - Having your machine under warranty makes
upkeep easy and affordable.
 One complete package: - Bundle your equipment, parts, service, attachments, and
more on the same lease.
46
 Cashflow management: -
 Seasonal Payment Plan (SPP): -
Make smaller lease or installment payments for up to 6 consecutive months of your choice, paying
as little as 1 percent of the amount financed during high-expense months. The difference is added
to payments during higher cash flow months.
 Skip Payments: -
Tailor your payment schedule to your seasonal needs by choosing up to 3 months each year to skip
payments.
47
 The Ultimate Forgiveness Program™: -
 Hours Forgiveness²: -
If you exceed your hour limit, you can have half of the excess hours forgiven.
 Rollover Hours²: -
If you end up using fewer hours than your lease stipulates, we will give you a credit for the unused
hours.
 Damage Waiver²: -
We’ll forgive up to $250 of any damage/excessive wear and tear.
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 FINANCE REPORT: -
Here is a summary of financial information of JOHN DEERE FINANCIAL INDIA PRIVATE
LIMITED for the financial year ending on 31 March, 2019.
 Revenue / turnover of JOHN DEERE FINANCIAL INDIA PRIVATE LIMITED is INR

100 cr - 500 cr
 Net worth of the company has increased by 23.49 %
 EBITDA of the company has increased by 69.72 %
 Total assets of the company have increased by 46.38 %
 Liabilities of the company has decreased by -39.33 %
For a detailed balance sheet
Operating Revenue INR 100 cr - 500 cr

EBITDA 69.72 %
Networth 23.49 %
Debt/Equity Ratio 3.65
Return on Equity 5.88 %
Total Assets 46.38 %
Fixed Assets 42.54 %
Current Assets 40.77 %
Current Liabilities -39.33 %
Trade Receivables 0.00 %
Trade Payables 74.63 %
Current Ratio 2.58
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 COMPANY NETWORK - JOHN DEERE FINANCIAL INDIA
PRIVATE LIMITED:
50
 SVA: FOCUSING ON GROWTH AND SUSTAINABLE
PERFORMANCE: -
 EQUIPMENT OPERATIONS: -
Dollars in Millions 2022 2021

Net Sales $47,917 $39,737
Average Identifiable Assets
With Inventories at LIFO $19,420 $16,680
With Inventories at $20,983 $18,045
Standard Cost
Operating Profit $8,349 $6,868
Percent of Net Sales 17.4% 17.3%
Operating Return on Assets
With Inventories at LIFO 43.0% 41.2%
With Inventories at 39.8% 38.1%
Standard Cost
SVA Cost of Assets $(2,519) $(2,165)
SVA $5,830 $4,703
51
 PRODUCTION & PRECISION AGRICULTURE: -

Net Sales $22,002 $16,509
Standard Cost
Standard Cost
SVA Cost of Assets $(1,094) $(878)
SVA $3,292 $2,456
 SMALL AGRICULTURE & TURF: -

Net Sales $13,381 $11,860
Standard Cost
Standard Cost
SVA Cost of Assets $(576) $(486)
SVA $1,373 $1,559
52
 CONSTRUCTION & FORESTRY: -

Net Sales $12,534 $11,368
Standard Cost
Standard Cost
SVA Cost of Assets $(849) $(801)
SVA $1,165 $688
 FINANCIAL INSTRUMENT MARKET RISK INFORMATION: -
The company is naturally exposed to various interest rate and foreign currency risks. As a result,
the company enters derivative transactions to manage certain of these exposures that arise in the
normal course of business and not for the purpose of creating speculative positions or trading.
The company’s financial services operations manage the relationship of the types and amounts
of their funding sources to their receivable and lease portfolio in an effort to diminish risk due
to interest rate and foreign currency fluctuations while responding to favourable financing
opportunities. In addition, the company has interest rate exposure at certain equipment
operations units for sales incentive programs. Accordingly, from time to time, these operations
enter into interest rate swap agreements to manage their interest rate exposure. The company
also has foreign currency exposures at some of its foreign and domestic operations related to
buying, selling, and financing in currencies other than the functional currencies. The company
has entered into derivative agreements related to the management of these foreign currency
transaction risks.
53
 Foreign Currency Risk: -
In the equipment operations, the company’s practice is to hedge significant currency exposures.
Worldwide foreign currency exposures are reviewed quarterly. Based on the anticipated and
committed foreign currency cash inflows, outflows, and hedging policy for the next twelve
months, the company estimates that a hypothetical 10 percent strengthening of the U.S. dollar
relative to other currencies through 2023 would decrease the 2023 expected net cash inflows by
approximately $125 million, with the estimated impacts by currency as follows:
(In millions of dollars) 2023

Australian dollar $ (100)
Brazilian real (150)
British pound (25)
Canadian dollar (25)
Euro 50
Japanese yen 125
Mexican peso 25
All other (25)
Total increase (decrease) $ (125)
54
CHAPTER-5 HUMAN RESOURCES / PESONNEL
DEPARTMENT
 Recruitment process
 Application Process: -
Applicants
 All applications for our Graduate Program will need to be submitted online. To complete
your application, you will need:
 A cover letters
 Your resume
 A copy of your latest academic results
 A certified copy of your birth certificate; OR
 Work visa; OR
 Citizenship certificate to show you are legally able to work in Australia.
 Selection Process: -
The selection process is composed of various stages and you need to be successful at each stage
to progress. The process is flexible and may include some or the following steps:
 Screening of written applications

 Aptitude testing
 Video screening interviews
 Onsite face-to-face interviews
 Second-round interviews (this may not be required)
55
 Online form
First Name* ……………………………….
Last Name*……………………………….
Phone Number…………………………….
Current Employer / University Attending / Other*……………….
Country of Residence………………………………
Interest Level
Passive interest Just starting to look Actively looking, but employed Available immediately
 Functional Area: -
 Select Functional Area
 Accounting
 Finance
 Administrative
 Clerical Communication
 Customer & Product Support Environment
 Health / Safety
 Financial Services
 Human Resources
 Information Technology Legal
 Manufacturing Engineering
 Marketing/Sales
 Operations Order Fulfillment
 Product Engineering
 Public Affairs
 Quality Engineering
 Security
 Supply Management/Logistics.
56
It is ok if a recruiter contacts me with open jobs
 Where will I be working?
If successful for the John Deere Limited position, you will be working in our Head Office. There
will be occasional field trips to regional our field staff and dealers to attend field days and dealer
shows.
The analysis of the data is done as per the survey finding. The data is represented graphically in
percentage. The percentage of the people's opinion was analyzed and expressed in the form of
charts.
 John Deere Human Resources
Leading members of John Deere's Human Resources Team include Julie Thompson, Julianne
Brown, Kim Beardsley, David Dodsworth, Madi John, Sherri Martin, Parker J, Brennen Smith-
Hargrove, Judi Berkley, and Rhonda Johnson. John Deere's Human Resources Team has a direct
57
impact on the company’s overall culture which is scored a C by employees. Let’s not forget
culture starts at the top. Samuel Allen, John Deere's CEO, has been rated 69/100 by employees.
 John Deere Key HR Leaders
1. Julie Thompson — Category Manager - HR Services at John Deere

2. Julianne Brown — Director Talent Management at John Deere
3. Julianne Brown — Director Talent Management at John Deere
4. David Dodsworth — Director, HR Transformation and Strategy at John Deere
5. Madi John — HR Director at John Deere
6. Sherri Martin — HR Director -- Ag Division at John Deere
7. Brennen Smith-Hargrove — Human Resources Operations Manager at John
Deere
8. Judi Berkley — Manager Global Compensation and Benefits at John Deere
9. James Johnson — Chief Information Security Officer at John Deere
10. Parker J — HR Manager at John Deere
 How does the HR Team rate John Deere?

 C-
The Human Resources Team rates John Deere a C- in comparison to departments at companies
of similar size.
 15%
The Human Resources Team ranks John Deere in the Bottom 15% of companies in Iowa City,
IA.
 John Deere HR Team Versus other Departments
As the enforcers of company culture, it’s intriguing to know what the human resources
department thinks about John Deere's culture in comparison to other departments. The human
resources team ranks their overall culture 63/100 which is 4% lower than the average overall
culture rating of 67/100 provided by the entire company. Other notable culture scores are 84/100
from the Marketing department, 72/100 from the Engineering department, and 69/100 from the
Customer Support department.
58
 The Effects of HR on John Deere
John Deere's human resources department has a direct impact on the work environment.
Employees rate their environment a C- and are happy at John Deere. When asked what’s positive
about the culture and environment at John Deere, one user shared, “Freedom, flexibility and
self-accountability”.
59
CHAPTER-6 PRODUCTION DEPARTMENT
 Agriculture Equipment: -
1.1 FARM EQUIPMENT & TECHNOLOGY: -
 Cutters and Shredders: -
1. Rotary Cutters: -
With one of the most expansive lines of rotary cutters in the industry—and featuring the Flex
Cutter—John Deere can equip you with just the right model for your operation. Property owners,
agricultural producers, commercial operators and municipal contractors across the country rely
on John Deere rotary cutter solutions to overcome the most challenging ground conditions. And
so should you.
 Rotary Cutter Series Features: -
1.Homesteads: -
Our popular Frontier™ RC20 Series standard-duty rotary cutters offer property owners fast,
reliable mowing and trimming along with budget-friendly pricing.
2. Tall Grasses, Weeds and Brush: -
Featuring sturdy double-deck design and consistent material flow, medium-duty rotary cutters
can tackle tall grasses, tough weeds and up to 2-in. (5.08 cm) brush.
3. Livestock and Property Maintenance: -
For livestock operations and high-maintenance properties, heavy-duty rotary cutters provide
double-deck design with thicker steel, stronger bearings and heavier drive components.
4. Farms and Roadsides: -
The Flex Cutter Series offers different models for tough farm conditions and grueling roadside
work. The E Series is designed for homesteads and light ag producers, while the M Series is
suited for larger property owners and ag producers. The R Series is built for commercial and
municipal mowing.
60
2. Flail Mowers and Shredders: -
Whether you are looking to maintain your pasture, shred stalks or mow along Roadsides, parks
and school grounds, our long line of heavy-duty cutting Equipment is ready to meet your needs.
2.1 Flail Mower Features: -
1. Gearbox: -
All John Deere flail mowers feature this rugged gearbox. It has a continuous rugged gearbox. It
has a continuous 65-hp rating and a 90-hp intermittent rating. Plus, it comes with a two-year,
unlimited warranty.
2. Hood: -
Tough, 3/16-inch hoods resist wear and dents caused by fast-flowing debris.
3. Skid Plates: -
On the outside, skid plates absorb most of the shock from contact with the ground, protecting
the side of the mower. The 390 model also features adjustable skid shows for added support.
4.Knife Options: -
Choose from side-slicer knives for all-purpose, tough cutting, or smooth-cut knives for a more
finished, trim look.
2.2 Flail Shredder Features: -
1. Re-cutter Bar
In-field productivity is also enhanced with the all-new re-cutter bar. Its design creates a strong
vacuum that forces re-cutting of crop residues.
2. Fastening System: - The flail system eliminates clogging from mud or crop residue. Its
bracket design also helps prevent knife and ring loss.
61
3. Rotor Knives: -
The main cutter features 248 knives mounted the full length of the rotors so you won't miss a
stalk. Choose from side-slicer knives for tough cutting or smooth-cut knives for grassy or weedy
cutting, and get a more finished, trim look.
4.Rubber Deflectors: -
Optional front rubber deflectors keep debris and other materials under the shredder and away
from the tractor and operator, and being made of rubber, they won't rust.
(3.) Planters & Planting Equipment: -
Plant for success
John Deere offers an entire portfolio that takes every farmer into account – the crop you grow,
the topography of your land, the size of your operation, and your budget. Whether you want to
replace your planter with a new machine, or upgrade your current planter with new row units,
we have the Planting Equipment and Performance Upgrades you need to plant with success.
1. drawn planters
2. mounted planters
3. dB planters
4. dr planters
-1725C
Planter: -
12-row, 36-, 38-, or 40-in. spacing (no lift-assist wheels)
16-row, 30-in. spacing (optional lift-assist wheels)
Hydraulic wing locks for faster field-to-field transport
Increased CCS tank from 35-to-55-bushel
62
Available with optional Exact EMerge™ or Max Emerge™ 5e Row Unit
Folding staircase to prevent damage and improve accessibility
 Features: -
1. increase productivity with ExactEmerge™ trench delivery system and Brush Belt™
delivery system.
2. It is very challenging to get the crop planted during the optimum planting window or as
close to the optimum planting day as possible. Rate-of-yield loss accelerates greatly after
the optimum window has passed. This is especially true in the northern U.S. and Canada.
Exact EMerge maintains accurate speed placement at higher speeds; growers can avoid
missing that peak planting time, thereby helping to get the highest crop yields.
3. The design of the Brush Belt system provides the best solution for the lowest release of
seed to the bottom of the trench. The use of a brush provides the meter with an infinite
amount of placement opportunities for each seed. This is what gives producers the
confidence that every seed will have the desired spacing that a seed tube cannot provide.
4. Once the brush reaches the lower pulley, the Brush Belt system expands again to loosen
the grip on the seed, and the centrifugal force releases the seed. Another advantage with
the Brush Belt system and cartridge at all speeds up to 16.1 km/p (10 mph) is the ability
to match the seed rearward trajectory to the forward ground speed of the planter. This
provides a dead drop of the seed with no bounce and no roll at the bottom of the trench.
63
CHAPTER: - 7 CONCLUSIONS
John Deere ranks highest in satisfaction with the after-sales service experience Overall customer
satisfaction is based on a combined score of the service satisfaction and parts operation indices
They should their improvement in quality manufacturing and customer satisfaction to be no. 1
64
REFERENCE
 https://www.tofler.in/john-deere-india-private-
limited/company/U74220PN1997PTC112441/financials#:~:text=What%20is%20the%
20Operating%20Revenue,ending%20on%2031%20March%2C%202022
 https://www.deere.com/international/en/index.html
 https://www.essay48.com/marketing-strategy/13951-John-Deere-Marketing-Strategy
 https://www.deere.co.in/en/finance/financing/
 https://www.sdcexec.com/home/press-release/10312700/john-deere-plows-into-
eprocurement
 https://www.deere.com/en/our-company/contact-us/becoming-a-supplier/
 https://www.comparably.com/companies/john-deere/human-resources
 https://s22.q4cdn.com/253594569/files/doc_financials/2022/ar/2022-John-Deere-
Annual-Report.pdf
65

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VIDYABHARTI TRUST COLLEGE OF BUSINESS,

COMPUTER-SCIECE & RESEARCH, UMRAKH

SUMMER INTERNSHIP PROJECT ON

PATEL VASU (21BBA05)

AHIR DHARMIN (21BBA13)

Dr. PAYAL MAHIDA

We here by declare that the project entitled is SUMMER INTERNSHIP REPORT

PATEL VASU (21BBA05)

PATEL VASU (21BBA05)

8. Chapter 2: Policy of company 17

9. Chapter 3: Marketing Department 32

11. Chapter 5: Human Department 60

Consumer industry in India examines the evolution of industry in India over a

 JOHN DEERE COMPANY ESTABLISHMENT : -

Founders: John Deere, Charles Deere

 JOHN DEERE COMPANY HISTORY AND GENERAL INFORMATION: -

 History of the company:-

Tagline/ Slogan: - Nothing runs like a Deere.

• Charles Deere Wiman

 JOHN DEERE MISSION STATEMENT : -

 JOHN DEERE CORE VALUES: -

John Deere core values are,

1. Quality: - The company is committed to manufacturing high-quality products, then, be it a

3. Innovation: - The John Deere vision statement never

JOHN DEERE COMPANY PURPOSES: -

we must all work in harmony with it.

At Deere, we’ve always believed in conducting business conducive to life.

Paving or planting, we shape the spaces that sustain us.

from our customers to their consumers, from ourselves to our communities.

We innovate on behalf of productivity, profitability, and planet – not with solutions

 JOHN DEERE COMPANY PROPOSES PRINCIPLES: -

1. We Live Up to The Legend: -

From Newborns to newlyweds, people celebrate life’s milestones with Deere.

2. We Serve with Sincerity: -

3. We Forge the Cutting Edge: -

4. We Stay Ever Green: -

 JOHN DEERE VISION STATEMENT: -

 JOHN DEERE COMPANY AIM: -

 JOHN DEERE OBJECTIVES : -

John Deere is committed to your success.

2)Tracked Tractor (9630T): -

 Parts and service by Equipment Type: -

1) Lawn and Garden.

5)Golf and Sports Turf.

7)Remanufactured Parts and Components.

8) All Make Parts.

 CORPORATE SOCIAL RESPONSIBILITY POLICY: -

7. AMENDMENT TO THE POLICY: -

 Equal Opportunity Policy: -

Document Number Description Revision/Date

This policy is subject to management discretion and approval. In case of any

 Global Environmental, Health, and Safety Policy: -

• Report EHS risks identified so they can be eliminated, reduced, or controlled.

In addition, leaders are required to: -

• Take actions to reduce identified EHS risks through elimination or mitigation.

 Our approach on the Interest Rate and Gradation of Risk: -

 BUSINESS STRUCTURE POLICY: -

5. Reserve Fund Policy: -