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CHAPTER: 1
INTRODUCTION ABOUT THE INDUSTRY

OVERVIEW OF TRACTOR INDUSTRY

India being a predominantly agricultural country, where agriculture is the life and blood of
the economy, has been a traditional manufacturer of different types of farm machinery and
implements. However, the use of advanced agricultural techniques in India started only in
early sixties. Modernization of tractor in Indian agriculture is only post-independence
phenomenon. One of the achievements of green revolution has been that the farmers
increasingly realized the advantage of tractor for obtaining the timeliness of operations. This
would only happen only because off awareness of new farm technology among the farmers,
rise in the level of their income and education.

The biological source of energy especially bullocks, could not cope with the requirement of
the changed situation. Therefore, introduction of tractors got accelerated in several
agriculturally advanced states of the country like Punjab, Haryana and Maharashtra etc.
Tractors were introduced to Indian agriculture in early twenties. Sh. Joginder Singh was the
first farmer to use a tractor called a steam plough then, on the 1200 acres estate he had
inherited in the remote Kheri district of Uttar Pradesh. The demand of tractors rose sharply in
last two decades. However, the rate of adaptation of tractors is different in different parts of
the country. Punjab occupies number one rank in this regard. Punjab possesses only 1.5% of
the geographical area of the country; the density of 85 tractors per thousand hectares in
Punjab is the highest as compared to national average of 10.5 tractors per thousand hectares.

India is primarily an agrarian nation with a significant portion of our GDP being contributed
directly or indirectly by agriculture. No wonder India is considered the largest tractor market

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in the world. If that sounds great let us face hard facts. In terms of total tractors use in the
country, we are ranked a distant eighth. In terms of penetration, India has a tractor density of
10.5 tractors per thousand hectares of grass cropped area (GCA) as compared to an
international average of close to 30 tractors per thousand hectares of GCA.

Figuratively speaking, India's large of grass cropped area (GCA) is next only to the big two-
USA and Russia. That and the highly fragmented land holdings in India have helped our
country to become the largest tractor market in the world. Thus, the Indian Tractor market,
per se, has to be viewed only after considering its position in the world.

Despite a phenomenal increase in tractor population in the country, the tractor density is very
low at about 10.5 tractors per thousand hectares of grass cropped area (GCA) as compared to
an international average of 28.5 tractors per thousand hectares of GCA. Also, the small size
of land holding in India, have led to low average power of tractors at 35 horse power (HP)
which is far below than the global average of 80 HP.

Easy availability of bank finance coupled with declining interest rates has propelled the
demand for tractors. Furthermore, a good monsoon, a strong growth in agricultural
production and an increase in the irrigated area are expected to lead to a secured long-term
growth of 7-8 % in next years.

There has been a boom in the tractor industry since 1997. The sales of tractors are not evenly
distributed. They are mainly concentrated in the North and North-West where Punjab, UP
and Haryana account for nearly 50% of the tractor sales. Punjab alone accounts for 26%. The
main reason is comparatively larger land holdings and the affluence of the farmers in these
states. New markets like Madhya Pradesh, Tamil Nadu, Andhra Pradesh, Maharashtra and
Gujarat are also growing at a faster pace. High Transportation cost is one of the main reasons
preventing brands from going national. Lured by the huge demand for tractor, the industry is
all set for a virtual invasion by new and strong entrants and more importantly, the existing
players have an eye firmly on the growing export market.

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KUBOTA AGRICULTURAL MACHINERY INDIA PVT LTD

Kubota agricultural machinery India pvt ltd was founded in Japan February 1890; 132 years
ago (1890-02) · (Founder of Kubota tractor Gonshiro Kubota)

Founded in December 2008 as a subsidiary of Kubota Corporation (Japan), Kubota

Agricultural Machinery India Pvt. Ltd. (KAI) is one of the major players in the Indian
agricultural machinery industry. Registered office in Faridabad, Kubota India has introduced
machineries contributing to innovations in Indian agriculture. The company
supplies tractors, rice transplanter, combine harvester and power tiller, as well as implements
and attachments. Goal is to offer products and services which benefit Indian farmers with
advanced Japanese technology and improve their productivity. Have offices in Chennai,
Pune, and Delhi and 4 depots (Pune, Bhopal, Cuttack, and Rajpura) along with more than 251
dealers across India. Kubota engines are in both diesel and gasoline or spark ignition forms,
ranging from the tiny 0.276-liter engine to 6.1-liter engine, in both air-cooled and-liquid
cooled designs, naturally-aspirated and forced induction. Cylinder configurations are from
single cylinder to inline six cylinders, with single cylinder to four-cylinder being the most
common

Kubota engines are in both diesel and gasoline or spark ignition forms, ranging from the tiny
0.276-liter engine to 6.1-liter engine, in both air-cooled and-liquid cooled designs, naturally-
aspirated and forced induction. Cylinder configurations are from single cylinder to inline six
cylinders, with single cylinder to four-cylinder being the most common. Those engines are
widely used in agricultural equipment, construction equipment, tractors, and marine
propulsion. 251 dealers across India to help you out to find the right Kubota product.

Over 5.1 Million Units. Kubota tractors are working on farms around the world to contribute
to food production. Adoption rate of Kubota treatment equipment. Support infrastructure
in more than 70 countries. Kubota Group is a global manufacturing company, specializing in
agriculture, water, and living environment products, with a worldwide network of over 100.

Since 1890, Kubota has evolved in a unique way. With a strong will to contribute and to
solve global issues in food, water, and the environment, has been leveraging strength in
foresight and technology.

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INTRODUCTION ABOUT TRACTOR INDUSTRY

The first tractors, in the sense of powered traction vehicles, grew out of the stationary and
portable steam engines operated on farms in the late 19th century and used to haul plows by
the 1890s. In 1892 an Iowa blacksmith, John Froehlich, built the first farm vehicle powered
by a gasoline engine. The first tractor for which records survive was built in 1889 by the
Charter Gas Engine Co, owned by John Charter. His first design used the wheels and
transmission from a steam traction engine, powered by a single-cylinder Otto petrol engine.

Made the first tractor in the world ‘Benjamin Holt American businessman, Charles Dinsmoor
American inventor, Richard Jordan Gatling American inventor.

The year was 1892. In a very small village in Clayton county of Northeast Iowa, the very
first tractor was created by John Froelich

Richard Hornsby & Sons are credited with producing and selling the first oil-engined tractor
in Britain, invented by Herbert Akroyd Stuart. The Hornsby-Akroyd Patent Safety Oil
Traction Engine was made in 1896 with a 20 hp (15 kW) engine. In 1897, it was bought by
Mr. Locke-King, the first recorded British tractor sale. That year, it won a Silver Medal from
the Royal Agricultural Society of England. It later returned to the factory for a caterpillar
track fitting.

In October 1931, Caterpillar began producing its first diesel tractor model – the Caterpillar
Diesel Sixty Tractor. Caterpillar realized that it was only a matter of time before the diesel
crawler would catch on.

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1930. Charles E. Schmidt founds a mail-order business called Tractor Supply Company
(TSC). The first TSC retail store opens in January in Minot, North Dakota and does $125,000
in business.

First tractor in India On 24 April 1959 Eicher came out with the first locally assembled
tractor from its Faridabad factory and in a period from 1965 to 1974 became the first fully
manufactured (100% indigenisation) tractor in India.

GLOBAL AGRICULTURAL TRACTORS MARKET:

The global Agricultural Tractors Market is a crucial part of the agriculture industry as it plays
a vital role in facilitating various agricultural operations. With the increasing demand for food
due to a growing population, the demand for agricultural tractors is also on the rise.
Technological advancements have led to the development of more efficient and cost-effective
tractors that can handle a variety of tasks, such as plowing, harvesting, tilling, and planting.
Furthermore, the introduction of precision farming techniques, which involve the use of
sensors and GPS technology to optimize crop yield and reduce waste, is expected to drive the
growth of the agricultural tractors market even further.

The global agricultural tractors market is expected to witness significant growth in the
coming years due to the increasing adoption of mechanized farming practices. The Asia
Pacific region is expected to lead the market, owing to the growing demand for food, a large
agricultural workforce, and increasing government initiatives to promote agriculture.
Additionally, the adoption of precision farming techniques in North America and Europe is
expected to drive the growth of the agricultural tractors market in these regions. The
emergence of new players in the market, along with increasing investments in R&D, is
expected to lead to the development of more advanced and efficient tractors, further fueling
the growth of the agricultural tractors market.

“As per the SNS Insider Research, The Agricultural Tractors size was valued at US$ 89.30
Bn in 2022, and is Projected to reach US$ 153.43 Bn by 2030, with growing healthy
CAGR(compound annual growth rate) of 7% Over the Forecast Period 2023-2030.”

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TOP COMPETITORS TO KUBOTA IN INDIA

1. Mahindra & Mahindra Ltd

2. Swaraj

3. Sonalika

4. Jhon Deere

5. New Holland

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CHAPTER 02
COMPANY PROFILE

Founded by Gonshiro Kubota 1890. Having "For Earth, For Life" as our brand statement,
Kubota will continue creating value-added products and solutions that inspires our customers.

Corporate Name Kubota Corporation

Established Osaka, Japan

February 1890;132years ago

2-47, Shikitsuhigashi 1-chome,

Head office Naniwa-ku, Osaka 556-8601 Japan

Capital ¥84.1 billion (as of December31, 2021)

Revenue(Consolidated)
¥2,196.8 billion (Fiscal Year ended December 31, 2021)

Net sales
¥1,075.0 billion (Fiscal Year ended December 31, 2021)

Number of employees 43,293 (as of December 31, 2021)

(Consolidated) *The number of full-time employees.

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Number of employees 11,711 (as of December 31, 2021)

(Non-consolidated) *The number of full-time employees.

Board directors Chairman and Representative Director Mr. Masatoshi

Kimata,

President and Representative Director

Mr. Yuichi kitao.

Products Tractors ,Combine harvesters, Rice transplanters,

Vending machines, Gearboxes and Axles, etc.

Founded in December 2008 as a subsidiary of Kubota Corporation (Japan), Kubota

Agricultural Machinery India Pvt. Ltd. (KAI) is one of the major players in the Indian
agricultural machinery industry.

Registered office in Faridabad, Kubota India has introduced machineries contributing to

innovations in Indian agriculture. The company supplies tractors, rice transplanter, combine
harvester and power tiller, as well as implements and attachments. Our goal is to offer
products and services which benefit Indian farmers with advanced Japanese technology and
improve their productivity. Have offices in Chennai, Pune, and Delhi and 4 depots (Pune,
Bhopal, Cuttack, and Rampur) along with more than 251 dealers across India.

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PROMOTERS AND KEY MANAGEMENT:

Mr. Yuichi Kitao President and Representative Director. Mr. Masatoshi Kimata Chairman
and Representative Director. Mr. Yuichi Kitao President and Representative Director .Mr.
Masato Yoshikawa Executive Vice President and Representative Director. Mr. Toshihiko
Kurosawa Director. Mr. Dai Watanabe Director and Senior Managing Executive Officer GM
of Farm and Industrial Machinery Consolidated Division, GM of Innovation Center. Mr.
Hiroto Kimura Director and Managing Executive Officer GM of Research and Development
Headquarters, GM of Kubota Global Institute of Technology, Deputy GM of Innovation
Center, GM of Carbon Neutral Promotion Dept.

BACKGROUND:

 1893 Began production of cast iron pipes for water supply.

 In 1897 a customer, Toshiro Kubota, took a typically Japanese step to promote Oode's
success.

 In 1917 some of that production was sold abroad for the first time: in 1917 Kubota
exported 2,000 tons of iron pipe to Java, beginning the company's entry into Southeast
Asian markets.
 1922 Started production of oil-based engines for agro-industrial purposes, settanki
(fuel economizer: energy-saving equipment utilizing waste gas), and heat-resistant
cast iron.
 Incorporated As Kubota Limited in 1930
 1947 Developed the cultivator and initiated production and sales.

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 In 1959 Kubota became the first Japanese company to develop a spiral-welded steel
pipe.
 In 1998 Kubota was first established in 1890 as a foundry. In 1922 the first kerosene
engine was introduced for use in the agricultural market. Since then, Kubota engines
have continued to evolve and thrive around the world. Below is a historical view of
how Kubota engines and how KEA came to be established in 1998 in the United
States.
 2001 All of our domestic establishments acquired ISO 14001 certificates.
 Kubota launched the B01 Series with the B2301 and B2601 in 2019; now, the B2401
rounds-out the compact tractor series with a wider range of industry-leading power
and comfort features.
 In early 2020, Kubota unveiled its newest compact tractor, the B2401, adding two
models to its popular B01 Series of compact tractors – the B2401DT and the
B2401DT Narrow. Both models come standard with a gear drive transmission and
boast a 21.9 gross horsepower Kubota diesel engine at an affordable price point.

NATURE OF BUSINESS:

Kubota is a comprehensive manufacturer of agricultural machines for both rice farming and
dry-field farming. Our rice farming equipment has earned an excellent. Kubota's automated
agricultural machinery Agri Robo series consists of three agricultural machines for rice
farming: tractors, combine harvesters.

Improving social and industrial infrastructure, to promote quality living conditions. Better
Social and Industrial Infrastructure for Quality Living Conditions. A Wide choice of products
and solutions for industrial development. Compact construction machinery working for better
living conditions.

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VISION, MISSION & QUALITY POLICY:

VISION:

The Kubota Group will strive to realize GMB2030 so that it can become a Global Major
Brand (GMB), meaning “a company that can make the greatest contribution to society by
earning the trust of the greatest number of customers,” which we consider to be ideal role.

MISSION:

However, in today's world, which is experiencing a major transformation, we must innovate

with an even greater view to the future for Kubota to contribute even more to society.

“For Earth for Life”.

QUALITY POLICY:

We held training to educate employees about the necessary knowledge, approach, and actions
for quality assurance and quality management. Kubota tractors have a robust, huge, and
strong Tractor engine for quality functioning in required conditions. Kubota tractors are easy
to handle and come.

All Kubota Group employees share their corporate principles the Kubota Global Identity and
will contribute to their stakeholders and society by conducting corporate activities in which
each individual fulfills his or her role and responsibilities. By doing so, they are aiming for
the ongoing synergistic development of the Kubota Group and society.

The Kubota tractor insurance policy provides coverage for the following damages: Damages
due to natural disasters like earthquakes, cyclones, rockslides, hurricanes, etc. Manmade
damages, such as riots, strikes, terrorist activities, etc. Theft, burglary, or housebreaking of
the insured commercial tractor.

Kubota tractors have a robust, huge, and strong Tractor engine for quality functioning in
required conditions. Kubota tractors are easy to handle and come.
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PRODUCTS /SERVICES:

Kubota tractor products:

(2014 module Kubota

M7060)

(Kubota neostar
B24414WD module)

(2023 Kubota MU4501

2WD )

(Kubota MU5501)

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(Kubota tractor pump -

38240)

(360/70R20
ALLIANCE TIRES ON
KUBOTA FRONT
WHEELS)

(Kubota Agricultural
Equipment for Sale near
Columbia, SC)

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(Overhaul Rebuild Kit

for Kubota V1702
Engine L1850F L2850
L2850DT L2860 GST
L2850T Tractor)

(Kubota NSD8 Rice

Transplanter Price in
India, Specifications &
Review 2022)

(NSP-6W power of
tiller)

(Kubota NSP-4W
transplanted)

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(2023About Kubota
MU5501)

Service profile:

Kubota Agricultural Machinery India continues to provide high quality machineries which
supports easy and efficient farming. AFTER-SALES SERVICE. Kubota dealers.

Kubota provides 5 types of services

1) Finance

2) Warranty

3) After sales services

4) Parts

5) All brochures

Finance:

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Kubota arranges personalized financing options for customers to service their

purchase needs. Kubota Products are approved and registered with major financiers and
bankers for extending finance based on the farmer’s eligibility. Various offers and insurance
schemes are available at the dealer’s doorstep. Contact your dealer to check for the suitable
finance options.

Warranty:

As part of our commitment to quality and reliability, Kubota provides comprehensive

warranty coverage for new Kubota product. Kubota is committed to manufacture
groundbreaking products of global engineering excellence and the highest quality. Our
warranty program exhibits the confidence we have in our product and Kubota’s commitment
to customer satisfaction.

KUBOTA offers a 5-year warranty* - this means the company will cover the tractor for 5
years or 5000 Hours.

After sales service:

Kubota and its dealers are committed to providing quality service to meet your needs. At
Kubota, we offer our services and support through authorised countrywide dealership
network. We strive to always put customers as top priority and provide excellent services.

All service technicians are factory trained and draw upon years of industry experience. They
are regularly trained to assure speed of delivery and quality to minimize any effect on
customer's business.

Parts:

All Kubota genuine parts are designed and manufactured with strict factory standards
in order to keep your Kubota machinery operating at peak performance year after year. A
comprehensive range of Kubota genuine parts can be accessed via our national dealer
network. Dealers stock a variety of consumable and off-the-shelf parts in order to provide
Kubota customers with a superior level of service and support.

Easy Availability of Spare Parts through multiple sources like Part Stockiest, Company
operated Depots and sufficient stock at every dealership to ensure least machine downtime.

Parts Supply Depot.

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 Chennai

 Pune

Parts Stockiest

 Karnal - Partap Agrotech

 Bhopal - Samriddhi Enterprises

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OWENERSHIP PATTERN

Board of directors:

(President and Representative Director)

Yuichi Kitao

Audit & Supervisory Board Members:

Names Services
Toshikazu Fukuyama Audit & Supervisory Board
Member
Yasuhiko Hiyama Audit & Supervisory Board
Member
Masashi Tsunematsu Audit & Supervisory Board
Member
Yuichi Yamada Outside Audit & Supervisory
Board Member
Yuri Furusawa Outside Audit & Supervisory
Board Member
Keijiro Kimura Outside Audit & Supervisory
Board Member

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Executive Officers & Managing Executive Officers

Names Duties (service)

Yuji Tomiyama Senior Managing Executive
Officer

Kazuhiro Kimura Senior Managing Executive

Officer

Eiji Yoshioka Senior Managing Executive

Officer

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ACHIEVEMENTS/ AWARDS:

In 2016 the Kubota M7001 Series won the 2016 Good Design Award and in 2017 they
won – for the first time ever among Japanese agricultural equipment manufacturers – the
if Design Award. To gather information regarding the concept and design
considerations for this remarkable Kubota Tractor series that so efficiently undertakes
large-scale, dry-field operations, Mr. Yoshitaka Higashikawa and Mr. Yoshihiro
Kushita of the Kubota Research and Development Headquarters (KRDH) Design
Center were inter viewer.

Awards received in the past:

2015: “Machine of The Year 2015” (120 －180-horsepower agricultural tractor category) at
the Paris International Agri-business Show (SIMA)

2016: FY2016 Good Design Award presented by the Japan Institute of Design Promotion

Achievement:

1893 Began production of cast iron pipes for water supply. Opened the Amagasaki Plant in
1917 and relocated manufacturing.

1955 Created a corporate slogan, "From country building to rice making".

2015 Launched high traction multi-purpose tractors on the Indian market.

2016 Established new R&D centre dedicated to Agricultural Machinery in Thailand.

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FUTURE GROWTH & PROSPECTS:

1. Given the dynamic changes in international circumstances, technological innovations such

as IoT (internet of things) and AI, and heightened awareness of the need for sustainability,
the global economy is undergoing a major transformation.

2. In the food, water, and the environment fields in which the Kubota Group operates, major
changes in the business environment are anticipated, and we need to respond to them with
speed and flexibility.

3. To this end, we believe it is important to take the lead in addressing not only the issues at
hand, but also the various societal issues that may arise, and to lay the foundations for the
future.

4. Innovation is the key to achieving these goals. By creating and integrating products,
services, and businesses that anticipate changes in the next ten or twenty years, we will be
able to provide total solutions that are deeply rooted in food, water, and the environment.

5. Earning the trust of the largest number of customers, we will realize a brand that can make
the greatest contribution to society.

6. To provide even greater support for the future of the Earth and humanity, the Kubota
Group will build today and pave the way for tomorrow.

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CHAPTER 3

MCKINSEY’S 7S FRAMEWORK AND PORTER’S FIVE

FORCES MODEL

Mckinsey’s framework:

The Mckinsey’s 7S frame work. Developed in the early 1980s by Tom Peters and Robert
Waterman, two consultants working at the McKinsey & Company consulting firm, the basic
premise of the model is that there are seven internal aspects of an organization that need to be
aligned if it is to be successful.

The McKinsey 7s model is a strategic tool and framework that helps managers and businesses
assess their performance. The McKinsey 7s model identifies 7 key elements for an
organization that need to be focused and aligned for successful change management
processes as well as for regular performance enhancements.

The 7S model can be used in a wide Variety of situations where an alignment perspective is
useful, for example, to help you:

 Improve the performance of a company.

 Examine the likely effects of future changes within a company.
 Align departments and processes during a merger or acquisition.
 Determine how best to implement a proposed strategy

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The focus of the McKinsey 7s Model lies in the interconnectedness of the elements that are
categorized by “Soft Ss’” and “Hard Ss” – implies that a domino effect exists when changing
one element in order to maintain an effective balance. Placing “Shared Values” as the
“center” reflects the crucial nature of the impact of changes in founder values on all other
elements

The 7 elements identified in the McKinsey 7s model can be categorized as being hard or soft
in nature. They are identified as

Hard Elements Soft Elements

Shared Values

Strategy Skills
Structure Style
Systems Staff

1) Strategy:

 Clearly defined:
The strategic direction and the overall business strategy for TRACTOR are clearly defined
and communicated to all the employees and stakeholders. This helps the organization manage
performance, guide actions, and devise different tactics that are aligned with the business
strategy. Moreover, the business strategy’s definition and communication also make
operations for more transparent and aligns the responsibilities and actions of the company.

 Guiding behavior for goal attainment:

The strategic direction for KUBOTA TRACTOR Company is also important in helping the
business guide employee, staff, and stakeholder behavior towards the attainment and
achievement of goals. SMART Goals are set with short- and long-term deadlines in
accordance with the business strategy. The business strategy helps employees decide tactics
and behaviors for attaining the set goals and targets to help the business grow.

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 Competitive pressures

The strategy addresses these competitive pressures through suggestive measures and actions
to address competition via strategic tactics and activities that ensure sustainability to adapting
to market changes, and evolving consumer trends and demands.

 Changing consumer demands:

That it takes into constant consideration the changing consumer trends and demands, as well
as the evolving consumer market patterns and consumption behavior.

2) Structure:

 Organizational hierarchy:

With lesser managerial levels in between and more access to the senior management and
leadership, the employees feel more secure and confident and also have higher access to
information. Moreover, the flatter hierarchy also allows quicker decision-making processes
for and increases organizational commitment in the employees.

 Inter-Departmental coordination:

High coordination between different departments. The company’s departments often form
inter-department teams for projects and tasks that require multiple expertise. All coordination
between different departments is effective and organized. Kubota Tractors Company has a
systematic process for initiating and monitoring coordination between departments to ensure
smooth work operations and processes – and goal attainment.

 Communication:

TRACTOR COMPANY has a developed and intricate system for ensuring communication
between employees, and different managerial levels. The communication systems at
KUBOTA TRACTOR COMPANY enhance the overall organizational structure. The
systematic, defined, and organized communication allows an easy flow of information and
ensures that no organizational tasks and goals are compromised because of a lack of
communication, or misunderstandings.

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3). Systems:

a) Organizational systems in place:

Kubota tractor company has defined and well-demarcated systems in place to ensure that the
business operations are managed effectively and that there are no conflicts or disputes. The
systems are largely departmental in nature, and include, for example:

- Human resource management

- Finance

- Marketing etc.

b) Defined controls for systems

Each of the defined and demarcated systems at TRACTOR has specially designed tools and
methods as controls for evaluating performance and goal attainment. These controls and
measures are designed specifically in different departments based on the nature of their tasks
and responsibilities.

c) Internal processes for organizational alignment:

Kubota Tractors Company also has special processes and methods for ensuring that all
departments and systems within the organization are aligned and working in harmony
towards the greater business goals and targets. This is made possible through ensuring that all
systems are designing and working towards goals and targets specific to their expertise under
the broader business vision and strategy.

2. Soft elements:

1) Shared values:

 Core values:

The core values are defined and communicated to foster a creative and supportive
organizational structure that will allow employees to perform optimally, and enhance their
motivation and organizational commitment.

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ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

 Corporate culture:

The corporate culture at KUBOTA TRACTOR COMPANY also encourages innovation and
creativity by allowing independence for growth to individuals and teams –thus helping them
refine their careers as well as personalities. Lastly, the corporate culture at also has a
supportive leadership which works towards increasing employee motivation and job
satisfaction by giving way to visibility and accessibility.

 Task alignment with values:

2) Style:

a) Management/leadership style:

Kubota is able to engage and involve its employees in decision-making processes and
managerial decisions. Through its participative leadership, is able to enhance employee
motivation, and increase organizational commitment and ownership amongst employees as
well as other stakeholders.

b) Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals and
vision of the organization. Employees feel to be active members of the organization who are
valued for their suggestions, feedback, and input. Moreover, through participative leadership,
leaders and managers are able to identify current and potential conflicts within the
organization, and actively work to resolve them as soon as possible.

c) Team vs groups

Effective and functional teams and works with them internally to achieve its various business
goals and objectives, and complete tasks. The company’s management is encouraging and
supportive, and the leadership provides a motivating and pragmatic vision toad achieve. The
human resource management system, as well as the organizational training, supports all
employees in their growth fairly and transparently. This leads to effective team formation
instead of nominal groups within the organization for various projects, as well as department-
specific tasks and roles.

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3) Staff

1. Employee skill level vs. business goals

A sufficient number of employees employed across its global operations. Employees for
different job roles and positions are hired internally as well as externally – depending on the
urgency and the skill levels required.

All job roles and positions are designed to facilitate the achievement of business goals, and as
such, employee skill level

2. Number of employees

The number of employees varies from country to country as per the requirements and needs
of the business and operations. The global team of Kubota Tractors Company is an inclusive
one that accepts, and encourages diversity, and works in synchronization with members to
ensure attainment of business goals. The team members and employees are the most
important part of business success.

3. Gaps in required capabilities and capacities

The human resource function of the business has a systematic process that aligns all other
departments to identify potential vacancies or skill gaps. Based on the nature of the need, the
human resource department arranges for recruitments which may be permanent or contractual
in nature, as well as arranges training sessions, if need be, for the current workforce.

4. Skills

 Employee skills

All employees are recruited based on their merit and qualifications. Prides itself on hiring the
best professionals and grooming them further to facilitate growth and development.

 Employee skills vs task requirements

The company ensures that all its job requirements are met and that employees have the
sufficient skills to perform their respective jobs in accordance with the values and culture as
well as the business goals and strategy of

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 Skill management

It arranges regular training and workshops – internally as well as externally managed- to

provide growth and development opportunities for its employees.

 Company’s competitive advantage

The human resource is one of the core competitive advantages of the company. The skills of
employees are developed specifically for job roles and requirements at and provide a
competitive benefit to the company – where players cannot imitate employee skills or
training.

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PORTER’S FIVE FORCES MODEL:

1. Bargaining Power of Buyers:

 By building a large base of customers. This will be helpful in two ways. It will reduce
the bargaining power of the buyers plus it will provide an opportunity to the firm to
streamline its sales and production process.
 By rapidly innovating new products. Customers often seek discounts and offerings on
established products so if Tractor Supply Company keeps on coming up with new
products, then it can limit the bargaining power of buyers.

2. Bargaining Power of Suppliers:

 By building efficient supply chain with multiple suppliers.

 By experimenting with product designs using different materials so that if the prices
go up of one raw material, then company can shift to another.
 By building efficient supply chain with multiple suppliers.

 By experimenting with product designs using different materials so that if the prices
go up of one raw material, then company can shift to another

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 Developing dedicated suppliers whose business depends upon the firm.

3. Rivalry and Existing Competitors:

 By building a sustainable differentiation

 By building scale so that it can compete better
 Collaborating with competitors to increase the market size rather than just competing
for small market

4. Threat of Substitutes Products:

 By being service oriented rather than just product oriented.

 By understanding the core need of the customer rather than what the customer is
buying.
 By increasing the switching cost for the customers.

5. Threat of New Entrants:

 New entrants in Specialty Retail, Other brings innovation, new ways of doing things
and put pressure on Tractor Supply Company through lower pricing strategy,
reducing costs, and providing new value propositions to the customers.
 Tractor Supply Company has to manage all these challenges and build effective
barriers to safeguard its competitive edge.
 By innovating new products and services. New products not only bring new
customers to the fold but also give old customer a reason to buy Tractor Supply
Company’s products.

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CHAPTER-4
SWOT ANALYSIS

STRENGTHS:

 Kubota tractors are renowned for their reliability and durability, instilling trust among
farmers.
 The company integrates innovative technology into its tractors, enhancing overall
performance and efficiency.
 With a strong global presence, Kubota has successfully penetrated diverse markets.
 Offering a diverse range of tractors, Kubota caters to various agricultural needs.
 Excellent engine quality and optimum fuel consumption are the VOC
 Strong presence in the industry along with a credible financial performance

WEAKNESS:

 Kubota tractors may be perceived as relatively more expensive, potentially limiting

market share in price-sensitive markets.
 The absence of larger, heavy-duty models might restrict Kubota's presence in specific
agricultural applications.

 Presence only in few countries apart from Japan; Domestic economic condition could
prove harmful

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 Weak after-market service in spite of being a veteran company in the industry

OPPORTUNITIES:

 Create a team to work on an idea you have.

 Get testers for new ideas or products.
 Mentoring. If your work offers some kind of mentorship program, try to take
advantage of it.
 Rising demand in developing countries like South Africa, Brazil etc. where it has
limited presence
 A brand's opportunities can lie in geographic expansion, product improvements,
better communication etc.

THREATS:

 Intense competition from other tractor manufacturers poses a threat to Kubota's

market share.
 Economic downturns can impact the purchasing power of farmers, potentially
affecting Kubota's sales.
 Rising demand in developing countries like South Africa, Brazil etc. where it has
limited presence.
 Rise in the agricultural activities and in the Government spend on the same
 Improvement in technology in enhancing operational efficiencies
 Geographic expansion, product improvements, better communication etc.

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CHAPTER-5

FINANCIAL STATEMENT

Financial statements are written records that convey the business activities and the financial
performance of a company. Financial statements are often audited by government agencies,
accountants, firms, etc. to ensure accuracy and for tax, financing, or investing purposes.

Why we need to prepare:

Financial statements provide a snapshot of a corporation's financial health, giving insight into
its performance, operations, and cash flow. Financial statements are essential since they
provide information about a company's revenue, expenses, profitability, and debt.

PROFIT AND LOSS ACCOUNT:

PROFIT AND LOSS A/C (in MAR 23 MAR 22 MAR 21 MAR 20
Rs.Cr.)
INCOME
REVENUE FROM OPERATIONS 8172.57 6995.72 6792.09 5650.39
Less: Excise Duty 0.00 0.00 0.00 0.00
REVENUE FROM 8172.57 6995.72 6792.09 5650.39
OPERATION[NET]
TOTAL OPERATING REVENUES 8344.95 7152.68 6929.29 5760.95
Other income 280.56 213.02 154.56 92.25
TOTAL REVENUE 8625.51 7365.70 7083.85 5853.20
EXPENSES
Cost of material consumed 5721.89 4492.43 4026.19 3450.46
Purchase of stock-in-trade 509.03 508.74 440.08 370.37
Operating and direct expanses 0.00 0.00 0.00 0.00

Changes of inventories of FG, WIP -163.98 -68.37 127.40 -1.21

Employee benefit exp 594.97 528.27 534.55 510.32

Finance cost 10.26 12.70 10.98 15.46

Depreciation and amortization exp 148.4 129.75 115.70 104.55

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Other expanses 902.62 740.30 671.84 755.19

TOTAL EXPANSES 7723.22 6343.82 5926.74 5205.14

PROFIT/LOSS BEFORE 902.29 1021.88 1157.11 648.06

EXCEPTIONAL ITEMS AND TAX
Exceptional items -97.16 0.00 0.00 -9.22

PROFIT/LOSS BEFORE TAX 805.13 1021.88 1157.11 638.84

TAX EXPANSES-CONTINUED
OPERATIONS:
Current tax 171.56 242.00 286.90 174.41

Less: MAT credit entitlement 0.00 0.00 0.00 0.00

Deferred tax 26.59 14.27 -3.85 -21.11

Tax for Earlier years 0.00 0.00 0.00 0.00

TOTAL TAX EXPANSES 198.15 256.27 283.05 153.30

PROFIT/ LOSS AFTER TAX AND 606.98 765.61 874.06 485.54

BEFORE EXTRODINARY ITEMS
PROFIT/LOSS FOR THE PERIOD 606.98 765.61 874.06 485.54

OTHER ADDITIONAL
INFORMATION
EARNING PER SHARE

Basic EPS(Rs) 46.74 58.91 68.14 40.63

Diluted EPS(Rs) 46.68 58.71 68.05 40.63

VALUE OF IMPORTED AND

INDIGENIOUS RAW
MATERIALS, SPARES AND
LOOSE TOOLS:
Imported raw materials 0.00 0.00 0.00
Indigenous raw materials 0.00 0.00 0.00 0.00
STORES, SPARES AND LOOSE
TOOLS :
Imported raw materials 0.00 0.00 0.00 0.00
Indigenous raw materials 0.00 0.00 0.00 0.00

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DIVIDEND AND DIVIDEND

PERCENTAGE
Equity share dividend 76.28 73.23 24.52 21.45
Tax on dividend 0.00 0.00 0.00 4.57
Equity dividend rate (%) 70.00 70.00 70.00 25.00

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BALANCE SHEET:

BALANCE SHEET OF MAR 23 MAR MAR MAR MAR

ESCORTS KUBOTA (in Rs. 22 21 20 19
Cr.)
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 131.94 131.94 134.83 122.58 122.58
TOTAL SHARE CAPITAL 131.94 131.94 134.83 122.58 122.58
Reserves and Surplus 8290.57 7746.24 5256.76 3350.40 2900.28
TOTAL RESERVES AND 8290.57 7746.24 5256.76 3350.40 2900.28
SURPLUS
TOTAL SHAREHOLDERS 8434.81 7878.18 5391.59 3480.08 3022.86
FUNDS
NON-CURRENT LIABILITIES
Long Term Borrowings 0.00 0.00 0.00 0.00 0.15
Deferred Tax Liabilities [Net] 65.12 37.91 22.97 30.29 52.87
Other Long-Term Liabilities 79.78 76.58 83.72 53.34 28.13
Long Term Provisions 41.76 42.03 48.95 30.11 24.45
TOTAL NON-CURRENT 186.66 156.52 155.64 113.74 105.60
LIABILITIES
CURRENT LIABILITIES
Short Term Borrowings 0.00 0.00 0.00 6.60 269.23
Trade Payables 1232.87 877.65 1187.13 1263.93 1212.50
Other Current Liabilities 350.17 362.22 368.07 322.14 266.76
Short Term Provisions 103.62 97.17 100.80 125.59 119.99
TOTAL CURRENT 1686.66 1337.04 1656.00 1718.26 1868.48
LIABILITIES
TOTAL CAPITAL AND 10308.1 9371.74 7203.23 5312.08 4996.94
LIABILITIES 3
ASSETS
NON-CURRENT ASSETS
Tangible Assets 1780.08 1726.88 1684.92 1632.90 1577.02
Intangible Assets 28.44 22.70 28.25 32.17 30.36

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Capital Work-In-Progress 69.39 56.34 41.18 104.39 55.07

Other Assets 79.80 82.60 69.85 22.94 23.09
FIXED ASSETS 2002.00 1919.97 1847.43 1812.47 1706.95
Non-Current Investments 3235.63 548.85 653.39 527.98 465.52
Deferred Tax Assets [Net] 0.00 0.00 0.00 0.00 0.00
Long Term Loans And Advances 0.00 0.00 6.30 6.49 5.40
Other Non-Current Assets 203.03 113.11 101.26 112.32 111.20
TOTAL NON-CURRENT 5440.66 2581.93 2608.38 2459.26 2289.07
ASSETS
CURRENT ASSETS
Current Investments 1794.93 1458.4 1651.56 638.28 391.09
Inventories 1159.04 803.57 674.66 822.20 821.93
Trade Receivables 1207.56 827.56 698.40 756.52 931.96
Cash And Cash Equivalents 468.46 258.46 1316.52 318.48 230.07
Short Term Loans And Advances 0.00 0.00 10.44 16.81 5.51
Other Current Assets 237.48 315.62 243.47 300.53 327.31
TOTAL CURRENT ASSETS 4867.47 6789.81 4594.85 2852.82 2707.87
TOTAL ASSETS 10308.1 9371.74 7203.23 5312.08 4996.94
3
OTHER ADDITIONAL
INFORMATION
CONTINGENT LIABILITIES,
COMMITMENTS
Contingent Liabilities 819.86 858.99 908.27 882.45 858.83
CIF VALUE OF IMPORTS
Raw Materials 0.00 0.00 0.00 0.00 0.00
Stores, Spares And Loose Tools 264.28 275.46 152.38 156.39 0.00
Trade/Other Goods 264.28 275.46 152.38 156.39 0.00
Capital Goods 0.00 0.00 0.00 0.00 0.00
EXPENDITURE IN FOREIGN
EXCHANGE
Expenditure In Foreign Currency 21.75 5.96 8.01 21.61 176.75
REMITTANCES IN FOREIGN
CURRENCIES FOR

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DIVIDENDS
Dividend Remittance In Foreign -- -- -- -- --
Currency
EARNINGS IN FOREIGN
EXCHANGE
FOB Value Of Goods -- -- -- -- --
Other Earnings 604.43 511.21 297.05 265.51 233.26
BONUS DETAILS
Bonus Equity Share Capital 19.43 19.43 19.43 19.43 19.43
NON-CURRENT
INVESTMENTS
Non-Current Investments Quoted 2718.36 3.41 12.64 1.51 --
Market Value
Non-Current Investments 449.57 546.74 640.79 526.47 463.77
Unquoted Book Value
CURRENT INVESTMENTS
Current Investments Quoted 1794.93 4581.64 1651.56 638.28 --
Market Value
Current Investments Unquoted -- -- -- -- 0.01
Book Value

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ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

CASH FLOW STATEMENT:

CASH FLOW OF ESCORTS MAR 23 MAR 22 MAR MAR MAR

KUBOTA (in Rs. Cr.) 21 20 19

NET PROFIT/LOSS 805.13 1021.88 1157.11 638.84 721.20

BEFORE
EXTRAORDINARY ITEMS
AND TAX
Net Cash Flow From Operating 236.35 897.25 1121.64 816.00 -240.68
Activities

Net Cash Used In Investing -67.59 -1871.54 -2199.37 -429.77 -13.63

Activities

Net Cash Used From Financing -69.99 1812.59 1013.65 -308.19 191.69
Activities

Foreign Exchange Gains / 0.00 0.18 -0.23 0.37 -0.32

Losses
Adjustments On Amalgamation 0.00 0.00 0.00 0.00 0.00
Merger Demerger Others

NET INC/DEC IN CASH 98.77 -17.67 -64.31 79.01 -62.94

AND CASH EQUIVALENTS

Cash And Cash Equivalents 82.83 100.50 164.81 85.80 148.74

Begin of Year

Cash And Cash Equivalents End 181.60 82.83 100.50 164.81 85.80
Of Year

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ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

CHAPTER 06

LEARNING EXPERIENCE

In course of academic studies in management institutions, our knowledge is restricted to only

a theoretical aspect of various branches of management disciplines. but when exposed to the
study of organizational structure with a special reference to Kubota tractors Ltd practically as
a part of the internship report for four weeks it is amazing to note that the practical study
enriched my knowledge to a considerable extent.

In Kubota tractors limited, I got the opportunity to learn how theoretical concepts can apply
in the organization, at the same time those concepts practically work in the company in terms
of manufacturing, human resource management, finance department etc. during my
internship I gained knowledge about their vision, mission, quality policy, and all.

As a part of this study, I could able to apply for the McKinsey 7 S framework. I this
framework I applied to the organization. Secondly, industry analysis is one of the important
analyses so the organization belongs to which industry based on this factor you can apply
porters five forces

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ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

BIBLIOGRAPHY
https://www.moneycontrol.com

https://www.slideshare.net

https://www.business-standard.com

https://www.kubotatractors.com

https://en.Wikipedia.com

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ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

WEEKLY PROGESS REPORT

ANNEXURE-I

STUDENT NAME SHAMBHULING

USN 3VY22BA093

TITLE OF STUDY An Organization report on Kubota

agricultural machinery Indian pvt Ltd
ORGANIZATION Kubota agricultural machinery Indian pvt Ltd

DURATION First week

(Week Start and End Date) (19/10/2023 – 24/10/2023)
CHAPTERS COVERED Chapter 1 and Chapter 2
(During the Week)
DESCRIPTION OF THE ACTIVITIES Chapter-1
PERFORMED Introduction
Chapter-2
Organization profile
i. Back ground
ii. Nature of business
iii. Vision mission, quality policy
iv. Workflow model
iv. Product/service profile
vi. Achievements/awards
vii. Future growth and prospects

DATE: Signature of student

"Reviewed"

Signature of internal guide with date

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS KALABURAGI 585105 Page 42

ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

WEEKLY PROGESS REPORT

ANNEXURE -II

STUDENT NAME SHAMBHULING

USN 3VY22BA093

TITLE OF STUDY An Organization report on Kubota

agricultural machinery Indian pvt Ltd.
ORGANIZATION Kubota agricultural machinery Indian pvt Ltd.

DURATION Second week

(Week Start and End Date) (25/10/2023 – 29/10/2023)
CHAPTERS COVERED Chapter 3
(During the Week)
DESCRIPTION OF THE ACTIVITIES Chapter-3
PERFORMED
1.McKenny‟s 7S framework
2.Porter’s Five Forces Model
 Threats of New Entrants
 Powers of Buyers
 Powers of Suppliers
 Threats of Substitute
 Competitive Rivalry

DATE: Signature of student

"Reviewed"

Signature of internal guide with date

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS KALABURAGI 585105 Page 43

ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

WEEKLY PROGESS REPORT

ANNEXURE-III

STUDENT NAME SHAMBHULING

USN 3VY22BA093

TITLE OF STUDY An Organization report on Kubota

agricultural machinery Indian pvt Ltd.
ORGANIZATION Kubota agricultural machinery Indian pvt Ltd.

DURATION Third week

(Week Start and End Date) (30/10/2023 – 7/11/2023)
CHAPTERS COVERED Chapter 4
(During the Week)
DESCRIPTION OF THE ACTIVITIES Chapter-4
PERFORMED SWOT Analysis
 Strengths
 Weakness
 Opportunities
 Threats

DATE: Signature of student

"Reviewed"

Signature of internal guide with date.

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS KALABURAGI 585105 Page 44

ORGANIZATION STUDY ON KUBOTA AGRICULTURE LTD

WEEKLY PROGESS REPORT

ANNEXURE-IV

STUDENT NAME SHAMBHULING

USN 3VY22BA093
TITLE OF STUDY An Organization report on Kubota
agricultural machinery Indian pvt Ltd.
ORGANIZATION Kubota agricultural machinery Indian pvt
Ltd.
DURATION Fourth week
(Week Start and End Date) (8/11/2023 – 15/11/2023)
CHAPTERS COVERED Chapter 5 and chapter 6
(During the Week)
DESCRIPTION OF THE ACTIVITIES Chapter-5
PERFORMED  Analysis of Financial Statements
Chapter-6
 Learning Experience
 Bibliography
 Annexure

DATE: Signature of student

"Reviewed"

Signature of internal guide with date

DEPARTMENT OF MANAGEMENT STUDIES, VTU CPGS KALABURAGI 585105 Page 45