Rural Initiatives:

Mahindra
&Mahindra,
Godrej and
DCM Shriram
COMPREHENSIVE ASSIGNMENT: GROUP 8
ANISH MONDAL 19PGP024
RAHUL DAKOJU 19PGP044
RAJEEV KUNDIKUPPA 19PGP067
KHYATI NAYYAR 19PGP071
SANJEEVAN DEY 19PGP210
Mahindra & Mahindra
 Mahindra & Mahindra Key Industries

In 1945, their voyage started with getting into steel business, and over time, they extended to 22 vital industries
in 150+ countries

https://www.mahindra.com/about-mahindra-company
 Key Achievements

https://www.mahindra.com/
 Mahindra’s Industry
specific Product Portfolios
that ventured into Rural
India
 Mahindra Agri Business https://www.mahindraagri.com/

Registration of With direct

more than 100 Irrigation systems procurement from
Products together to its design, farmers/growers
Mahindra Seeds with Herbicides, Differentiated installation, across the world,
are exceptional in Insecticides, products from training and after- they plan to offer
the sense of rising Fungicides and HZPC Holland to sales. They offer better margins for
unique proprietary Plant Growth address the need personalized crop- both the farmer as
genetics Regulators /Bio- gaps in potato specific irrigation well as the
Stimulants value chain solutions. consumer.
Mahindra Automotive Utility Segment
Mahindra has products like Bolero and Maxx which are popular in semi-urban and rural areas as associated to new models
like XUV500, KUV100 and TUV 300 that are in demand both in big cities and small towns.

Bolero KUV100

TUV 300
Maxx

XUV500

https://economictimes.indiatimes.com/news/company/corporate-trends/divide-between-rural-urban-consumers-artificial-
anand-mahindra/articleshow/64571405.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst
 Mahindra Farm Equipment Sector
Mahindra is India’s most popular tractor brand
• Very fuel efficient
• Dual purpose master
• Affordable prices
• Largest service network
• Easy availability of parts
• Best finance availability
• High resale value

https://tractorguru.in/tractor-blog/why-mahindra-is-indias-favourite-tractor-brand
 Mahindra Two-
Wheeler
Mahindra to Emphasis
on Rural Market:
Strategy to Improve its
Market Presence in
Rural India

https://bikeadvice.in/mahindra-focus-rural-market-strategy-enh
ance-market-presence/
 Mahindra Mahindra offers extensive financial services to Rural India
• Loans
Agriculture and • SME loans
• Insurance
Rural Finance • Investments
https://mahindrafinance.com/
 Mahindra Home Finance for Rural Market

Mahindra’s aim is to change rural lives by helping

people arrange funds for constructing, renovating,
and extending their homes

https://www.mahindrahomefinance.com/
Mahindra and Mahindra
Automobiles
Mahindra Taqdeer
Badal De –
showcasing
Mahindra
Commercial
Vehicle
 Positioned Mahindra’s Supro Maxitruck and Minitruck
for a successful below the line(BTL) campaign

Profit Bank of India 2 key messages – Trust and Profit

– BTL campaign for Replicated exact bank like model at congregational points like
Mandis and Haats
Mahindra Supro
“Profit hai to sab fit hai!!”
Maxitruck and
Minitruck
 Mahindra and
Mahindra Rural
marketing
campaign of
Super Maxi and
Super Mini Truck
Mahindra Tractor Ad
Video(2012)
Mahindra Tractor Leadership Desh ke Laal
Mahindra Tractor – Milage ka Master
 Campaign “Mahindra and Mahindra Super
Turbo Power Display”

Campaign executed by RC&M with motive of

launching Mahindra 395 DI Super Turbo Tractor
initially in 2012

Providing evolved technology driven tractors to

farmers

Campaign educating rural consumers about the

superiority of the technology used and modern
features in the Super Turbo tractors

https://www.eventfaqs.com/news/ef-03304/mahindra-mahindra-reaches-ou-1349110764939#:~:text=Mahindra%20%26%20Mahindra%20reaches%20out%20to%20farmers%20with%20new%20rural%20campaign,-by%20EVENTFAQS%
20Bureau&text=Mahindra%20%26%20Mahindra%20launched%20its%20new,is%20being%20executed%20by%20RC%26M.
 Campaign
“Aapka Aabhar
30 Lakh Baar”
Campaign “Aapka Aabhar 30 Lakh Baar” on 3rd April 2019
to celebrate the 3-million production milestone of Tractors

Extended special consumer offers, service benefits and

finance offers to new and existing customers of Mahindra
branded products

1st Indian Brand to roll out 3 million tractors

 Campaign
“Krishi
Sammelan”

Rural Marketing integrated with social cause

40 Events

10 Mega activities

Product showcased to 12400 plus prospective

customers

On Spot 500+ hot leads for Big Bolero Pickup

Social Contributions includes

Enlightened farmers about

Best practise
Organic farming practise
Making best use of Government schemes
Judicious use of fertilizers and pesticides
Hygienic Pisciculture Technique
Crop Advisories based on Local Conditions
Trends in Technological intensive agriculture
Soil quality
 “Krishi
Sammelan”
integrating with
social cause
Mahindra and Mahindra Finance
Products and services
 MAHINDRA FINANCE
UTILITY VEHICLE LOAN
Tailor made Utility vehicle Loans

‘’Earn and Pay’’ model of using the vehicles to earn and

repay the loans

Flexible repayment options such as, online and direct

payments
MAHINDRA FINANCE
UTILITY VEHICLE LOAN
ADVERTISEMENT

“Mein Mauka hoon, Mujhe

Mahindra Finance Ne
Pehchana’’ – I am an
opportunity, Mahindra Finance
recognized me/my potential
Mahindra Rural Bharat and
Consumption Yojana
This scheme is a long-term capital appreciation
scheme that investors could invest in the growth of
rural India. The advertisement beautifully speaks
about the below:

• Growth in usage of consumer electronics and

goods
• Fast moving of Digital and ecommerce in rural
• Electrification and road infrastructure development
in rural is increasing
• Literacy rate is moving up in rural
 MAHINDRA HOME FINANCE

Building homes to help build lives

Aim - To transform rural lives by helping people arrange

funds for constructing, renovating, and extending their
homes

Presence in 80,000 villages across 13 states

MAHINDR
A HOME
FINANCE
ADVERTIS
EMENT
 Challenges MAHINDRA HOME
FINANCE faces in Rural India
•Land Documentation is the biggest challenge

•People do not get their land mutated

•People do not go to local authorities to get the

•Land records updated
 Ramesh Iyer VC & MD – Mahindra
Finance – ON RECOVERY IN RURAL
INDIA – BLOOMBERG QUINT

Rural is mainly categorized as two cashflows

• Farm Cashflow: Good monsoon, price on yields were good

• Infra cashflow: Infra activities happen, and people deploy their assets
in turn labor gets deployed and disposable income increases

Rural Market:

• Mahindra says the recoveries from rural market is quite good

• Rural consumers are holding back their new purchases and trying to
extend the use of their existing goods further
• They have observed that farmers use their excess income instead of
borrowing for the add on construction of their homes
• Mahindra observed that there is an excess income because of price
on yields and good monsoons, farmers are using the money in two
ways – acquiring new assets and clearing liabilities.
 Not impacted much as primary market is Rural India
Impact of COVID 19 on Mahindra finance as
pointed out by Mahindra Finance CDO Collections turned digital and customers responded well
Mobile user registrations went up

Initiative taken so that customers can interact and engage even in these tough times

Created infrastructure for digital backbone

Language Diversity
Challenges in doing business in Rural India
as pointed out by Mahindra Finance CDO Internet Bandwidth Issues

Building customer app which consumes less data as it would be

preferable for rural customers to download and use
 Mahindra enters farm equipment
rental services, in the name of
Trringo

• The tractor and equipment

rental market is currently
valued about Rs 15,000 crores
per year
• TRRINGO is an e-commerce
start-up
• It is a technology driven model
in the tractor rental business
for those farmers who cannot
afford their own tractors
• It is a franchisee-based model
to maintain quality service and
timely delivery

https://www.mahindra.com/news-room/press-release/mahindras-new-startup-dials-in-to-rural-india-with-trringo-
com#:~:text=Mr.,farmers%2C%20enabling%20them%20to%20Rise.
Building Homes in
Rural India |
Mahindra Rural
Housing Finance
• Rural market is not going to money
lenders as the rate of interests were
very high
• Banks are not interested in giving
loans to many rural customers as
they were not eligible
• Mahindra went ahead and created a
business model to solve the issue
• The video talks about how Mahindra
has sanctioned loans to rural people
of TamilNadu
 Mahindra Shubhlabh Services:

• Mahindra Shubhlabh Services was originally setup in 2003 for the export of grapes and is one of the largest exporters
of fruits in India
• It exports Europe, Middle East, Russia and South East Asia
• Mahindra approved merging agriculture business to the Shubhlabh Services
• Mahindra ShubhLabh Services, has entered 60:40 joint venture with Univeg to launch supply chain for fresh fruit yield
• Mahindra ShubhLabh plans to enter Rs 35,000-40,000-crore per annum banana and apple market collective through its
Soboro brand by combining its efforts with JV

https://m.economictimes.com/industry/cons-products/food/mahindra-mahindra-to-consolidate-agri-business-under-mahindra-s
hubhlabh-services/articleshow/50961700.cms
 • MSSL presently expanding its operations through franchises
• MSSL approach was to visit fields of farmers and provide them with information regarding seed selection, soil
preparation and fertilizers etc.
• They also rent farm equipment, arrange credit and buy the produce at the end

http://agropedia.iitk.ac.in/content/some-successful-examples-private-sector-initiative-uttarakhand-part-ii
Mahindra Kamai Chakra

• Kamai Chakra includes events, road shows, outside activities and direct marketing
• Firstly an experimental air chamber is created, where farmers could see a film about the tractor’s features
• During the video, the overhead exhaust in the chamber released up and provided a live experience of air flow into the
chamber
• Chamber activity created enquiries, were then transformed into sales by the direct marketing team
• 2,500 farmers were reached in 11 states through this event
• 400 spot sales are achieved and the market share for Bhoomi Putra 235 DI increased to 37 per cent in 2006-07

https://www.slideshare.net/rcmindia/mahindra-bhoomiputra-235-di-establish-the-airflow-positioning-by-rcm-india
• Potential Target Market: Entry level farmers searching for a source of multiple income streams

• Customer Profile:
1. Needs high mileage and low cost
2. Mainly for haulage and cultivation
3. Seeks increase in social status
 Kamai Chakra:

• Air chamber is the phase one of marketing other phases include “Out of Home” and “Direct Marketing”
• Branding Of Mahindra is done in several STD booths, highways, fertiliser shops, spare parts shops etc. as a part of
Out of Home phase
• Direct Marketing involved one to one interactions during the air chamber events, knowledge collection and value
addition, customer segmentation etc.
 Jai Jawan se Jai Kisan:

• A special offer was given for soldiers who belong to Indian Armed Forces under the Mahindra Jai
Jawan se Jai Kisan scheme
• Mahindra & Mahindra Limited outspreads its unique 'Jai Jawaan se Jai Kisaan' rehabilitation scheme
to the brave soldiers of the country.
• According to this scheme, Mahindra tractors will be available for attractive prices across Mahindra
Tractor dealers for the soldiers of Indian Armed Forces.

https://www.business-standard.com/article/press-releases/mahindra-tractors-gifts-farmers-a-freedom-week-
107081301042_1.html
  Mahindra & Mahindra along with its subsidiary
Mahindra Vehicle Manufacturers Limited reported
profit of Rs 1,355 crore
News from
 Revenue of M&M and MVML declined 15 per cent year-
NDTV on-year to Rs 10,935 crore from Rs 12,790 crore.

Nov 08, 2019  In the same quarter last year, Mahindra & Mahindra's
operating profit margin fall down by 40 basis points to
14.1% from 14.5%

https://www.ndtv.com/business/mahindra-mahindra-profit-drops
-to-rs-1-355-crore-in-september-quarter-2129349
  Mahindra & Mahindra Profit Drops On Worst Quarter for
News from Passenger Vehicles In 18 Years

NDTV
August 07, 2019
 Company sold 1,23,690 units of passenger vehicles in
quarter ended June 30, down 5.2% from 1,30,484
passenger vehicles sold in the same period last year.

https://www.ndtv.com/business/mahindra-mahindra-shares-m-m-q1-
m-m-profit-drops-on-worst-quarter-for-passenger-vehicles-in-18-yea
rs-2081605
 Mahindra & Mahindra Financial Services Surge 12% On
June Quarter Profit, Rights Issue

News from
NDTV The company aims to raise ₹ 3,500 crore through a rights
issue of its equity shares of the face value of ₹ 2 each

https://www.ndtv.com/business/mahindra-mahindra-finance-sha
re-news-mahindra-mahindra-financial-services-surge-12-on-firs
t-quarter-profits-rights-issue-2265688
 Mahindra Rural Housing Finance has grown at a
compound annual growth rate of nearly  50 percent
between 2012 and 2019,

Interview answer on The company is involved in two kinds of initiatives under

the PMAY.
Rural housing by Financing customers to help them buy houses built by
the government under the PMAY. 
CNBC18 with Anuj
The second initiative - interest subsidy schemes
Mehra, MD of offered by the government under the PMAY.

Mahindra Rural KPMG has estimated that by 2022 the housing shortage
Housing Finance in rural India is likely to be between 63 million and 65
million units.
M&M currently present in roughly 90,000 villages and
have served 1 million customers.

https://www.cnbctv18.com/real-estate/affordable-housing-will-account-for-nearly-half-of-our-total-loan-book-in-4-ye
ars-says-mahindra-rural-housing-finance-3991831.htm#:~:text=Between%202012%20and%202019%2C%20Mahindr
a,million%20housing%20units%20by%202022.
 Customer acquisition - No channel partners (like builders
or DSAs) who can help identify customers for a rural HFC
Key Challenges [housing finance company]
Evaluation: Credit–worthiness, legal (title to property)
for Mahindra and technical appropriateness
Product design: Because of rural customers they serve,
Rural Housing they had to reconfigure the basic product. Allowance for
quarterly and half-yearly EMIs, and linking to crop cycles
Finance to facilitate easy repayments.
Customer servicing They have more than 950,000
customers across 80,000 villages being served by 9,000
team members for a book size of around Rs 6,500 crore,

https://www.cnbctv18.com/real-estate/affordable-housing-will-a
ccount-for-nearly-half-of-our-total-loan-book-in-4-years-says-m
ahindra-rural-housing-finance-3991831.htm
 . 

Mahindra and Mahindra said :

Expecting 8-10% growth in tractor
News from industry over the next 2-3 years,
CNBCTV18
May 30, 2019

https://www.cnbctv18.com/auto/expect-8-10-growth-in-tractor-
ndustry-over-the-next-2-3-years-says-mahindra-and-mahindra-3
517231.htm
 Mahindra & Mahindra's tractor sales up 10% at 36,544
units in June
News from Domestic tractor sales grew 12 percent to 35,844 units last
Money Control month as compared to 31,879 units in June 2019
July 1, 2020
Exports were down 42 percent to 700 units from 1,215
units in June last year, according to the company

https://www.moneycontrol.com/news/india/mahindra-mahindras-tract
or-sales-up-10-at-36544-units-in-june-5491811.html
  Shares of farm-equipment maker Mahindra & Mahindra
News from Ltd. have doubled since the end of March
Financial Express  Contributed due to increased cash flows in rural areas.
July 21, 2020
 Mahindra’s June tractor sales jumped 47% month-on-
month to 35,844 units,.

https://www.financialexpress.com/economy/tractor-motorcycle-sa
les-in-rural-india-may-seem-like-good-news-for-economy-but-it-i
s-actually-not/2030428/
 An interview with Mr. Mithilesh
Kumar – Assistant Area Manager
Sales – Mahindra &Mahindra
Limited – Tractor division
Telephonic Audio Recording is attached below
• Mr. Mithilesh Kumar – Guest
• Rajeev Gandhi – Student
• Sanjeevan Dey - Student
Q. India is moving towards shared economy as rural is doing the same with Trringo initiative of Mahindra - leasing of
farm equipment has started many years ago. What is the reality of this on rural market in-terms of
farmers owning vs sharing of farm equipment.
 
• Currently tractor owning is at greater share of business; further explained saying that if a farmer purchases a
tractor, implements, harvesters etc. he is not only using it in his farm but also leasing to other farmers and gaining
additional income
• Trringo is a business model providing clusters/hubs at rural markets and advertise their farm equipment for
leasing purpose to farmers
•  Sir also thinks that the percentage of owning tractors varies with respect to States and in future this percentage
will increase in short run. On the other hand – Trringo business model will see an increase in market share in the
long run
Q: Campaign Mahindra and Mahindra Super Turbo Power Display with motive of launching Mahindra 395
DI Super Turbo Tractor in 2012. But most farmers would look for basic tractors rather than a technology
driven one, How did the company cope up with educating potential customers about the importance and
inclusion of technology ?

•They did survey and found out that young generation are more into technology driven tractors. But they
have wide range product and thus they are satisfying both segments who need basic tractors and those
customer segment who are asking for technology driven customers as well

Q: Rural markets were already reached 85% of pre-covid average sales where urban markets are relatively doing
relatively less do you see the same pattern reflecting in sales of Mahindra tractors in rural India?
 
• Agriculture sector in Rural market is completely depend on farm equipment, implements, pesticides, seeds etc. it is
observed that these categories have increase in sales when compared to last year
• Maximum sectors were stuck by current pandemic except agriculture industry
• Especially Mahindra tractors did not witness any changes/decrease in their sales in rural regions
• Reason for undisturbed agriculture economy even during pandemic times - Central/State governments introducing
several schemes for the upliftment of farmers
Q: Campaign "Aapka Abhar 30 Lakh Baar" - What was the primary motive of the campaign and how success the
campaign was, what activities were performed on ground level related to the campaign?
 
• The main motive is a gratitude of thanks to the existing customers as Mahindra&Mahindra is customer oriented
and existing customer is first preference of the company and Mahindra&Mahindra leverages its existing customer
network
• Activity done was all existing customers were invited and a cake cutting ceremony was done in every outlet
irrespective of dealership, branch. It was kind of celebrating the success with the customers because
Mahindra&Mahindra considers customers as its core of success.

Q: Most villages , specially in Northeast states, we have not encountered use of tractors much, which is also
because there are motly marginal land holder. what Mahindra group’s strategy to go deeper into those areas?
 
• Mahindra Group have a good presence in Assam and West Bengal. Its because of cropping pattern, agriculture
pattern is different form central and north India, type of tractors that would be required there are different but
they have good network and salesman there and it is a mixed market there and they are trying to understand
their needs so that they can specifically model tractors useful in those areas
THANK YOU
Mahindra & Mahindra
Godrej
Industries
Key Companies
Octopus Marketing – Creating an Ecosystem
Godrej Consumer Products
Consumer Goods Strategies
 Godrej One Rural Program
• GCPL (Godrej Consumer Products Ltd) program designed specifically for Rural India
• This program is being rolled out in central and northern parts of India as of 2020
Godrej Products
• For Godrej No. 1 soap, 100 per cent spends go in regional advertising. For Cinthol, it is more than 50 per
cent and so is it for Expert (powder hair colour)
• Price points are also important. Godrej has rolled out nano packs priced between Rs 5 and Rs 10.
• Aside from Godrej No. 1 (Rs 5), Cinthol (Rs 6) and Expert (Rs 10), it has also introduced Nupur (mehndi) in Rs
5 and Rs 10 packs.

4 Mantras of Godrej for a Successful Product in rural India

Customize product and communication

Build recognition through demonstration

Build word of mouth for the brand

Build access through innovation and a cost-

effective distribution channel
Aside from Godrej No. 1 (Rs 5), Cinthol (Rs 6) and Expert (Rs 10),
it has also introduced Nupur (mehndi) in Rs 5 and Rs 10 packs.
Godrej Nupur Ad Godrej Expert Ad
 Cinthol
Advertisement
in Hindi
Posters in Regional Languages
Rural Centric Advertisement Strategies
• Typically GPCL focused on Dooradarshan advertisements, with the focus now shifting
to radio centric advertisements
• This has also helped in reducing the advertising budget of GPCL
• Bus advertising is widely used in rural India to increase visibility
• Godrej uses celebrities for their brand endorsements that have a rural appeal. Eg:
Signing up of Mona Singh as the brand ambassador
• Godrej works on involvement initiatives by tying up with local barbers, empowering
women, etc
• Word of mouth still remains their biggest mode of advertisements.
• The best product for Godrej is brands connect with the customer and its distribution
system. In the rural market, where local players dominate the Godrej name can be
leveraged more.
• Dalip Sehgal, GPCL MD had said, “Our regional advertising and publicity (A&P) spends
have increased between 50-60 per cent in the first half of FY2010.”
• In 2010, the company spent 66% of its total budget spends on regional advertising. It
spent 9% of its total sales on A&P, which has more than doubled to Rs 50.9 crore (Q2
FY2010) from Rs 24.4 crore in Q2 FY2009.
A Hair-Raising Tale
• Godrej hair dyes sold largely in urban cities
• Godrej wanted to introduce these hair dyes in rural
India to play to the hopes and aspirations of rural
Indians
• Godrej Strategy: Using Barbers as Brand
Ambassadors
• Godrej initiated word-of-mouth brand building for its
SKUs of hair color products.
• GPCL targeted 50,000 barbers and salons in villages
in 9 states in a co-branding initiative.
• Under this program, the barbers added the ‘Expert’
tag to their professional names, with all
infrastructure (including mirrors and chairs)
displaying the Godrej Consumer Products brand logo
prominently.
• This has helped enhance the reach of the company
to furthest reaches of India.
• Godrej added, in this way, 7,000 villages and 2,000
small towns to its distribution network.
Godrej and Boyce Appliances
Godrej and Boyce: Imagining a
solution for non consumers
• Electricity is unavailable or unreliable in most parts of rural India
• Millions of families with out regular income cannot afford to buy a refrigerator
• Most families did not need one. They needed an affordable way to preserve their essential food items
• Vice President of Godrej, Mr. G. Sunderraman organized trips to rural communities to observe the daily routines
• They witnessed how rural Indians purchased, prepared and stored FMCG goods
• They wanted to co-create a product with rural Indians that would help them achieve inclusive growth

Chotukool
• Designed specifically for rural consumers. Customization
• The portable unit has 45 liters of volume inside a plastic body of
less than 4.5 kgs
• Instead of traditional compressors, there is a thermoelectric chip
that maintains a cool temperature and can plug into a car battery
or be left unplugged for hours.
• The product found success among rural and urban consumers alike
Chotu Cool Ad
Kiranashop owner testimonial Of Chotukool
Godrej Properties
 Godrej and Boyce: Imagining
a solution for non consumers
• Properties business has been the most vulnerable following the
Covid situation.
• Godrej Properties has been building homes in the Rs 5 lakh to Rs 25
lakh bracket.
• It has strategically planned and launched low-income housing
projects pertaining to the hopes and aspirations of customers in the
states of Kolkata and Ahmedabad and plans to launch one in a
Mumbai suburb.
• While developers had traditionally preferred to develop higher
margin homes to justify the high cost of construction and buying land
banks, Godrej was one of the first developers to move into low-
income housing.
• To make up for the lower profit margins, Godrej utilized economies
of scale. Instead of selling flats in 10 or 20, they sold flats in numbers
of 2,000 and 5,000.
• As one of Mumbai’s largest land owners, Godrej is developing the
property in Vikhroli (a large part of central suburban Mumbai) in a
bid to reorient towards rural markets and low income housing.
Godrej Agrovet – A brighter farming future
About the Company

• Godrej Agrovet Limited was established in 1991 and is a diversified, Research & Development
focused agri-business company
• Agrovet is dedicated to improving the productivity of Indian farmers by innovating products and
services that sustainably increase crop and livestock yields.
• Agrovet is a market leader. The different businesses that they operate in include – majorly, Animal
Feed, Crop Protection, Oil Palm, Dairy and Poultry and Processed Foods.
• Innovation: Constantly experimenting and looking for research-based solutions to improve farm
productivity
• Research & Development: Setting up the Nadir Godrej Centre, a one-of-its-kind animal husbandry
research centre to improve animal productivity
• Lofty aim to double the farmer’s income in 5 years
• With over 30 state-of-the-art manufacturing plants, GAVL is clocking over a million tonnes of
compound feed in annual sales. It is also investing in cutting-edge research and development to
support the farmers with cost effective solutions to improve animal productivity.
Farmer Problems
• Farmers perception of crop selectivity
• Stunted growth and colour changes for 7 days
• Low yield from animals
• High competition
• Minimal field staff
• Low distribution network
• High Price
• Conversion of farmland into fisheries
• Low demand in transplanted paddy regions
• Poor animal husbandry practices – untimely sickness and
death of cattle
• Improper nutrition given to cattle
• Ultimately translates to low income levels for farmers
Godrej Agrovet Product Range
• Cattle and Poultry Feed
Animal Feed • Aqua and Specialty Feed
• Crude Palm Kernel Oil
Oil Palm • Palm Kernel Cake
• Regulators, Biostimulants and Herbicides
Crop Protection • Insecticides, Fungicides and Soil Conditiners

Godrej Tyson Foods • Real Good Food

Creamline Dairy Products • Milk and milk Products

Astecc Lifesciences • Organic intermediates

• Fresh Farm Prooducts produced at Nashik

Godrej Maxximik Maharashtra Plant
Agrovet Initiatives: Women Empowerment
As of 2019, Godrej Agrovet has trained over 22,000 farmers in dairy farming
and 10,000 in sustainable agriculture practices. 83% of the farmers have
reportedly shown an increase in milk production post-training, and 75%
reported that their cattle were free from illness. Agrovet’s sustainable The 4W Framework
agriculture program has led to an improved yield of 20-40%, depending upon
the crop. The initiatives that Agrovet undertook to achieve this includes:
Women as Active Change Agents WOM Fulcrum of
EN Agrovet’s plan
• Women are the fulcrum of the integrated livelihood profram that Godrej
has devised for farmers
To tackle water
• Kept it as a part of Godrej Group’s social responsibility program, Good shortage and
WATE
and Green droughts R
• Ultimate aim of doubling farmers’ income in 5 years
• Godrej Agrovet works with SHGs to train women in animal husbandry, WELL - Leads to
sustainable farming and entrepreneurship. improving
BEING livelihood
• The vision is that “when you empower a woman, you are empowering
her family, the future generation and thereby the society at large."
Training women
to work and
increase WORK
Video Link: https://youtu.be/xszx1XDZwNA income
Agrovet Initiatives: Godrej Aadhar
Godrej Aadhar a retail initiative started in Manchar Pune district in December 2003.
Further, Godrej has sold its stake in the Aadhar to future group in 2015. Today, the firm is
having 133 stores in Gujarat , Rajasthan, Andhrapradesh and Punjab selling personal care
and home care products in rural and semi urban areas.

`Godrej Aadhaar - Khushiyon Ka, Khushhali Ka',

• These centres provide valuable technical guidance, soil & water testing services
• Aadhaar centres also facilitate credit to farmers and provide a platform to sell
their produce. ; buy back of output, crop finance, Supply of agri-inputs and
animal feeds
• Transfer of information (weather, price, and demand supply)
• Door delivery of products among other things To farmers, it's a complete
solution under one roof.
• The new format stores mark the beginning of a chain which shall form the
farmer's Aadhaar for `Unnati, Ghar Sansar & Gaon', a move from being just a
complete agricultural solution provider to being a multi category retail outlet
with wide range of products and services housing a fair mix of brands and
private labels.

Source: https://prasadkulkarnimarketing.blogspot.com/2008/01/rural-marketing-godrej-aadhar-retail.html
Agrovet Initiatives: Surabhi Campaign
Surabhi Campaign
• It is a Pan-India campaign and endeavors to create awareness about various health and nutritional aspects of the
cattle leading to improved health and increased milk production amongst small-time farmers.
• Covering over 400 villages in four states namely, Maharashtra, Gujarat, Rajasthan and Punjab.
• As part of the campaign, a competition will be held in every village for farmer having upto 5 cows. The best 3 cows
will be identified based on Milk production, Health & Reproduction and the farmers owning them will win a trophy
and certificate.
• This process is also meant to educate farmers and village folks about lifecycle of the cattle, the kind of feed
required and how to prevent common disease conditions related to nutrition occurring after calving.
Godrej Executives interviews about the
Rural India
THANK YOU
Business Portfolio

Agri-Rural Business

Chlor-Vinyl Business

Value added business

 Location/s of
various
manufacturing
Facilities

https://www.dcmshriram.com/about-us
 DCM Shriram
Product Portfolio
 Agri – Rural Business

Farm
Solutions

UREA

https://www.dcmshriram.com/agri-rural-business
UREA Business

• Urea brand, ‘SHRIRAM' has developed a

strong presence in the rural market over
the last 4 decades of operations. it
symbolizes premium quality, reliability
and trust.

• Urea plant in Kota that has a production

capacity of 379,500 TPA.
 DCM Shriram Ltd, entered the sugar business in 1997 with
its first sugar manufacturing unit at Ajbapur in Lakhimpur
Kheri District, followed by other manufacturing units at
Rupapur, Hariawan and Loni, in Hardoi District of Uttar
Pradesh

Production facilities have co-generation power plants,

Sugar based on bagasse, a sugar by-product.

Business
Company is working with approximately 1.5 lakh farmers
Currently and crushing around 4 million tons of cane from
four manufacturing units.
 “Meetha Sona” Project

• Sugar, which is one of the most water intensive

crops, is dependent on the scarce resource for
cultivation. depending on climate, water
requirements (ETm) of sugarcane are 1500 to 2500
mm evenly distributed over the growing season.
Generally, crops require 300-500mm of
rainfall/water for their growth

• The Aim of this Project is to conserve water and

increase the agricultural yield.

https://economictimes.indiatimes.com/small-biz/sme-sector/sugarcane-farmers-in-up-were-tra
ined-to-conserve-water-275-billion-litre-was-saved-in-3-years/articleshow/72178697.cms
• They Took Three Initiatives namely:

1. Previously burning of trash was a practice, but farmers are now shredding it and mulching it on the ground.
As a result of evaporation and soil moisture loss is prevented and ultimately farmers are saving about two irrigation in the life
cycle of sugarcane crop

2. The ground where planting was undertaken was uneven earlier, so laser leveling was started on a large scale. The land is now
leveled due to which the uniformity in the distribution of water across the field is ensured, which in turn saves water.

3. The third initiative centered on watering the plants. “Water is applied only where the plant is present and not in the entire field,
which means flood irrigation is discouraged

• DCM Shriram designed three initiatives by taking following factors into consideration.
 Suitability
 Scalability
 Sustainability
The project that started
on pilot basis is now
covering about 2,00,000
farmers and 3,00,000
hectare of land is
covered in the
company’s command
area of four sugar
factories.
Roshan Tamak, ED, DCM sugar discussing the “Meetha Sona
Initiative and Future plans
Empowering Women in sugarcane Farming (Meetha-Sona Unnati)

• Globally, India is the second largest sugarcane producer,

contributing to about 10 percent of its agricultural GDP.
Female employment in agriculture in 2018 stands at 55.38
percent.

• According to the 2011 census, the agriculture sector employs

nearly 98 million women, with about 63 percent of them
serving as agricultural laborers. Yet, their contribution remains
undervalued – especially in sectors such as sugarcane farming,
which are perceived to be male-dominated.

• quantitative and qualitative assessments done in 2018

revealed and highlighted women’s roles in activities such as
weeding, planting, and harvesting of sugarcane

https://www.ifc.org/wps/wcm/connect/ec49d596-cbba-4a6e-adc5-cfab4ee8b833/Gender_Case_Study_Sugarcane_India_FINAL-
May+17.pdf?MOD=AJPERES&CVID=mHncsqC
Implementation :

• As a first step, DCM Shriram and IFC identified key operations where women laborers and farmers are the dominant
workforce on ground and provided Targeted Trainings.
• hired a female trainer to hold training sessions for women on mechanization entrepreneurship, and financial literacy
• This effort was further complemented by focus group discussions with women in the villages, to strengthen their role
and participation in the sugarcane value chain.

Outcome :

Trainings for more than 1,000 women in the classroom and mobile vans in Good Agri Water Management Practices
(GAWMP) have led to an increased yield (of 25 percent) in the DCM Shriram production catchments
Business Achievements:

 Increase in sugarcane yield from 40 tons per

hectare to 110 tons per hectare in two
years.

 Increase in the area under sugarcane

cultivation from 2.20 hectares to 4.05
hectares.

 Improvement in soil health and yield

reported.
Meetha Sona APP
• Objective : to digitally connect around 200 K
sugarcane growers in the catchment areas of
its four factories in Hardoi and Lakhimpur
Kheri districts of Uttar Pradesh

• Mr. Roshan Lal Tamak, Executive Director &

CEO - Sugar Business said digital platforms
and technology would play a significant role
in providing solutions in addressing and
mitigating the impact of Covid-19

https://www.facebook.com/DCMShriramLtd/posts/1658670850959882
 Farm Solutions - Products
Shriram Farm Solutions has been serving farmers for over four decades through an
extensive network of around 3000 channel partners and 30000 retailers

• Hybrid Field crops • Water soluble Fertilizers • Fungicides

• Hybrid Vegetables • Secondary nutrients • Herbicides
• Selection varieties • Micronutrients • Insecticides
• Super wheat • Bio stimulants
• Super Paddy • Complex fertilisers

http://www.shriramfarmsolutions.com/Product/Products
Hybrid Seeds

 As part of initiative to create value for our farmers, DCM took over Bioseed
in 2002.
 Bioseed had operations in India, Vietnam, Philippines and has since
expanded to Indonesia ,Bangladesh and Nepal
 end-to-end expertise across R&D, field and lab testing, data analytics, seed
production, farm extension and a strong distribution network, enables us to
provide quality seeds to farmers across South and South East Asia
Haryaali Kisan Bazaar (HKB) : A one stop Solution
For the Farmer
• HKB is a chain of centers that aim to bridge the last mile gap for
providing agriculture inputs and know-how to the farmers besides
offering financial and farm output services. Hariyali is also meant
to provide back-end support to retail chains for farm produce.

• Each “Hariyali Kisaan Bazaar” centre typically operates in a

catchment of about 20 kms and caters to agricultural land of
about 50000-70000 acres and impacts the life of approx. 15000
farmers.

• Each center has 3-4 agronomists posted there and the total
catchment area of 120 kms is divided amongst these. The
agronomists are qualified agricultural graduates who provide
inputs to the farmers
The agronomists’ presence at the centers instills confidence in the
farmers, thus fulfilling HKB’s objective of creating “ Trust based
relationships”
Differentiating factors of HKB

Customer base :
• At the time of making his first-time purchase, entire customer information ) is recorded in the
‘Customer Record Register’ and relayed to the Delhi office from where the Customer Membership
Cards are issued.
• This has a twofold objective. On one hand it helps in keeping track of the requirements of the
farmers facilitating efficient and accurate restocking and on the other hand it helps in identifying
regular customers who can then be rewarded for their loyalty.

• Products :
• It offered huge varieties of products ranging from Private label seeds, Fertilizers, Farm equipments,
Fuel, FMCG, consumer goods & duradles.
Comparison of
Rural Retail
Players
 Octopus Marketing :
Strategically provided the products all along the chain

Sugar Business: Haryali Kisan Bazaar: Farm Solutions:

• Buying sugarcane from Farmers and  Sale of FMCG goods  Providing consultation to farmers about
converting to Sugar  Banking Services best practices and climate conditions.
 Fuel etc..  
• Various initiatives directed at
Agricultural Inputs : Hybrid Seeds R&D
empowering the Farmer are actually
intended to increase the Productivity.  Fertilizers and insecticide  Manufacturing their own seeds to cater to
 Seeds of all Crops all the requirements of Farmers.
 
 

Money received by the

farmer for his produce.
Other Rural
Initiatives
Shriram Krishi Vikas
Programme (SKVP)

• SKVP is a long term integrated rural development

programme which is multi-disciplinary involving
various-agencies.

• A Public Private Partnership model to the extent that

experts from different organizations are involved in
the programme to impart need based and practical
guidance to the farmers under the umbrella of
Shriram.
 Agricultural Activities

• Compost making and its use • Field demonstrations for the transfer of latest farm
technology
• Soil and water testing
• Post harvest management of produce
Health and Training
activities
 Testimonials
Gaining credibility through the success stories shared by the local farmers
http://www.shriramfarmsolutions.com/prosper-with-us.html
Launching the website in regional language
http://www.dsclsugar.com/
CAUSTIC
CHLOR ALKALI
SODA

CHLOR – VINYL BUSINESS

https://www.dcmshriram.com/chlor-vinyl-business
News Articles

Urea Business :

https://www.thehindubusinessline.com/companies/dcm-shriram-unlikely-to-invest-more-in-urea-business/ar
ticle7216671.ece
• DCM Shriram Group has set its sights firmly on the future with its commodity interests in sugar, seeds and
farm solutions set to expand over the next 3-5 years

https://www.businessinsider.in/business/news/cheaper-gas-to-cut-urea-subsidy-bill-to-boost-profitability-of-
urea-makers-crisil-ratings/articleshow/76135766.cms
• Government is reimbursing the additional Fixed costs in urea manufacturing.
• This will Direct DCM Shriram to increase their Urea business further aiding their Rural business.
• Sugar Business :
https://www.outlookindia.com/newsscroll/dcm-shriram-signs-mou-with-rabobank-amp-rivulis/1731630
• The objective of the MoU is to achieve its goal towards Water Conservation through drip irrigation thereby increasing
productivity which would lead to increase in farmer''s income
• The proposed installation of the drip irrigation systems will cover an area of 5,000 acres in all four units of DCM Shriram Ltd. in
all four units of DCM Shriram Ltd i.e. Ajbapur, Rupapur, Hariawan and Loni in Lakhimpur and Hardoi districts of Uttar Pradesh.

• Farm solutions :
https://www.outlookindia.com/newsscroll/shriram-farm-solutions-ties-up-with-ecommerce-platform-plantix/1919538

• Shriram Farm Solutions has tied up with e-commerce platform Plantix to sell seeds and crop protection products
• Plantix, a subsidiary of AI-based German company, has a mobile app through which farmers/extension workers can take
pictures of the affected crops and then get necessary advisories and solutions
• Hybrid Seeds :

https://www.thehindubusinessline.com/economy/agri-business/bioseed-to-launch-4-5-hybrids-each-year/article3069980
1.ece

•  Bioseed, the hybrid seeds business of DCM Shriram, plans to launch four to five new hybrid seeds every year with
focus on vegetable hybrids, while strengthening corn and rice, the main drivers

https://www.outlookindia.com/newsscroll/shriram-bioseed-ties-up-with-key-gene-for-research-programme/1315475

 DCM Shriram Ltd group company and US-based AgBiotech company Key Gene today announced a multi-year strategic
co-development research programme. 
 The aim of this strategic investment is to generate value in rice by incorporating new traits that help vigorous growth
of rice with customized preferences for consumers in different parts of India and in the South-East Asian rice market.
Thank
You