Azharuddin

A
Project Study Report
On
Training Undertaken at
HMT Machine Tools Limited,Ajmer

(ISO-9001)
“STUDY AND ANALIYSIS OF THE MARKET SEGMENTS

OF H.M.T”
Submitted in partial fulfillment for the

Award of degree of
Master of Business Administration
Submitted By: - Submitted To:-
AZHARUDDIN QURESHI Dr.Asha Kothari

MBA SEM 3rd Associate Professor
2010-2011
Aishwarya Institute of Management and IT, UDAIPUR
(Affiliated to Rajasthan Technical University, Kota )
Preface
This project provides a practical environment for us to explore. This project is the outcome of 45 days of
working with lot of enthusiasm and hard work.
A good conceptual framework of accounting is the backbone of any organization of national importance.
HMT Machine Tools Ltd. Ajmer is indeed a prestigious establishment of its kind.
I studied the inventory management of HMT Machine Tools Ltd. Ajmer for which I got permission to
work in MARKETING DEPARTMENT. I have prepared this report in partial fulfillment of requirement
of course (M.B.A.). It should remain the document of academic interest only and should not be used for
other purpose unless permitted by the organization
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Acknowledgement
I express my sincere thanks to my project guide, Mr. A.K.Goyal, Designation AGM (Sales), Department
HMT Sales Department,Ajmer, for guiding me right form the inception till the successful completion of
the project. I sincerely acknowledge him/her/them for extending their valuable guidance, support for
literature, critical reviews of project and the report and above all the moral support they had provided to
me with all stages of this project.
I would also like to thank the supporting staff Alok Gour,Training Manager Dilip Kumar Shrivastav,
Marketing and sales Department and Mr Sarkar,Design Department, HMT Machine Tools Limited,
Ajmer for their help and cooperation throughout our project.
Azharuddin Qureshi
MBA 3rd Sem.
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Execuitive Summary
The objective is to do the comparative study Of Market segmentation. The time period which has been
taken for analysis is from2004 to 2009.
The data used in it are mainly from personnel talks to the marketing officers Mr. Shree Vastav & Mr.
Alok Gaur of the company who provide yearly data of HMT Products according to the segmentation
wise. Company needed to move from a Task focused to a Customer Service focused organization and
prepare for substantial future growth. Policy of continuous improvement monitored by a process of on-
going evaluations and assessments besides this, Annual Reports, MIS and Websites are also helpful in
analyzing the data.
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Sr. No Contents Page No
1 INTRODUCTION TO THE INDUSTRY 5-16

HMT MACHINTE TOOLS LTD
INDUSTRY SCENARIO
HMT International Ltd.
Mission and Objectives
Corporate Goal and Growth
Marketing setup
Business Groups
2 INTRODUCTION TO THE ORGANIZATION 17-35
HMT AJMER UNIT
HMT at a glance
Department of HMT
Factory Lay-Out
The Product Mix Profile
3 RESEARCH METHODOLOGY 36-40
3.1 Title of the study
3.2 Duration of project
3.3 Objective of study
3.4 Type of research
3.5.1 Sampling Design
3.5.2 Method of selecting sample
3.6 Scope of study
3.7 Limitation of study
4 FACTS AND FINDINGS 41-50

5 ANALYSIS AND INTERPERTATION 51-68
6 SWOT ANALYSIS 69
7 CONCLUSION 70
8 RECOMMENDATION ANDSUGGESTION 71-72
9 APPENDIX 73-74
10 BIBLOGRAPHY 75
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1. Introduction to the Industry
HMT Machine Tools Limited
CHAIRMAN SHRI A.V. Kamat
MANAGING DIRECTOR SHRI V. Hem Chandra Babu
BIRTH OF HMT Pt. Jawaharlal Lal Nehru

Inaugurated HMT’S
First manufacturing unit
(MT, Bangalore on June 10, 1955)
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About The Organization
Introduction- HMT AS A WHOLE
BACKROUND HISTORY
HMT LIMETED
HMT Limited was established in 1953 in technical collaboration with M/S orleikon of Switzerland. Over the
years, new products have been added to its manufacturing range. It has technical collaboration with over 30
leading Internationational Engineering Companies for manufacture of various products HMT’s diversified
product range includes machine Tools, Watches, Tractors, Food Processing Machinery, CNC Systems, Bal
Screws etc.
Today, HMT is a Multi-Product, Multi Technology Engineering Complex
With strengths comprising of:
o 16 Manufacturing Units / 22 Product Division

o Assets Worth over US$ 250 Million
o ISO-9000 Accreditation
o The widest range of Machine tools, raging from General-
Purpose lathes to CNC turning machine centers.
o Source of qualified and experienced Manpower.
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HMT (IINTERNATIONAL) Limited:
HMT ranges of products are marketed internationally be its subsidiary, HMT

(INTERNATIONAL) Ltd. HMT (I) also exports machine tools and other engineering products
manufactured by other reputed firms in India backed by efficiency after-sale service. HMT (I) global
network extends over 38 countries with representations to services its clientele Worldwide. Backed by HMT
(I) Strong technological base and formidable resources. HMT (I) over the years has come to be recognized
as a reliable source for project expertise in a spectrum of engineering fields, covering manufacturing,
maintenance & training projects. HMT (I) also offers a comprehensive package of consultation technical
and engineering services from concept to commissioning on tumkey basis. Its track record includes
prestigious projects Algeria, Indonesia, Kenya, Malaysia, Mauritius, Tanzania, U.A.E., Maldives and other
countries HMT (I) has also technology as required specific fields. HMT (International) has been recognized
as “MINIRATNA” by government of India for its continuous excellence in export Performance.
HMT MACHINE TOOLS LIMITED
HMT was incorporate by HMT Ltd. As its wholly owned subsidiary. HMT Machine Tools expertise in
machine tools has been honed to a point that it can design and develop any kind of machine, from simple
lathes to multistation transfer lines, from stand- alone CNC Machines to flexible manufacturing system
leading to factory auto HMT Machine Tools board range of machine tools covers general purpose machines,
special purpose machines to meet the application needs of every engineering industry.
HMT IN BRIEF:
 Incorporate in 1953 by govt. of India as Machine Tools manufacturing Company.
 Over the years diversified into watches, Tractors, Printing Machines, Metal Forming presses, Diversified
Casting and Plastic Processing Machines, CNC system & bearings.
 Successful Technology Absorption is all products through collaboration with world- renowned
manufactures & further strengthened by continuous in house R&D.
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 Today, HMT Companies six subsidiaries under the ambit of a holding company, which also manages
the tractor Business directly
HMT’S MILESTONES
YEAR UNITS/DIVISION LOCATION STATE
Machine Tools I Banglore Karnataka

1983
Machine Tools II Banglore Karnataka

1961
Watch Factory I Banglore Karnataka

1962
Machine Tools III Pinjore Haryana

1963
Machine Tools IV Hyderabad Andhra Pradesh

1965
Machine Tools V Pinjore Haryana

1967
Die Casting Division Banglore Karnataka

1971
Watch Factory II Banglore Karnataka

1972
Precision Machine Division Kalamessery Kerala

1973
Machine Tools VI Aimer Rajasthan

1975
Watch Factory III Shri Nagar Jammu &Kashmir

1978
Quartz Analog Watches Banglore Karnataka

1981
Watch Factory IV Tumkur Karnataka

1982
Stepper Motor Division Tumkur Karnataka

1983
Ball Screw Division Banglore Karnataka

1985
CNC System Division Banglore Karnataka

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1986
Central Re-Conditioning Banglore Karnataka
1991
FACTORY LAY- OUT
• Unit has two workshop Building- Building 1-1 Houses assembly, painting, heavy parts, high technology
centre and test floor.
• Building 1-2 houses small parts, medium parts, tool room and special accessories, tool crib, tractor
hydraulics, heat treatment shop and plant maintenance departments.
• Annexi houses civil maintenance, vendor development and sub-contracts, electrical generation or
distribution and conservation.
• Stores building houses central stores, material planning and training centre.
• Pattern shop Building houses pattern shop and machine shop of training centre.
• Foundry shed houses moulding, machining, sand-plant, core making, knock out, short lasting areas.
• Store foundry block houses personnel, engineering, designing, information technology centre, industrial
engineering, servicing and G.M.’s office.
• Administrative building houses purchases, sales and Finance Department.
HMT VISION AND MISSION
HMT Corporate Vision

To be a Leading Global Engineering
CONOGLOMERATE
Focused On
CUSTOMER DELIGH
In Our Fields Of
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ENDEAVOR
HMT Corporate Mission:

• To establish ourselves as one of the worlds companies in the engineering field having strong
international competitiveness.
• To achieve market leadership in India through ensuring customer satisfaction by supplying
internationally competitive products and services.
• To achieve sustained Growth in the earnings of the group on behalf of shareholders.
HMT CORPORATE OBJECTIVE & GOALS
• To encourage the modernization of Indian Industry through the supply of engineering goods and
services of world-class excellence.
• To maintain technological leadership through contentious effort to update product technology and
manufacturing methods.
• To globalize over operations by developing a mix of international markets and businesses.
• To ensure satisfactory return on capital employed, to meet the needs and aspirations of over
stakeholders.
• To present in active, Pleasant and productive working environment
OUR CORPORATE STRENGTHS
1. Strong brand equity

2. Well established
3. Manufacturing base
4. Highly skilled workforce
5. Strong technology base.
6. Extensive marketing network
7. Unit acquired with ISO 9001
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HMT FAST FORWARD
It was in the early past independence era that HMT began in shall way to meet a big commitment;
“To manufacture mother machines to build modern industrial India”.
HMT was conceived by the government of India in 1949, and was incorporated in 1953, with the
objective of producing a limited range of Machine Tools, required for building an industrial edifice for the
country.
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INTRODUCTION
When India has achieved independence in 1947, there was hardly any industry base in country. Right
from that period, HMT has layed an important role in providing the much needed industrial base as well
as a launching pad for the growth and development of the country.
When HMT was founded in 1953, it dedicated itself to a clear objective: empowering the emergence
of Indian Industry. With the virtue of being founded on a strong technical base, HMT donned the role of
a one-of-its kind precision engineering company. HMT leveraged its technical know-how, acquired from
world leaders in machine tools, to arm a wide spectrum of industries with vital manufacturing machinery
and solutions. Strongly supported by excellent R&D prowess, a highly-skilled workforce and as many as
nine exclusive machine tool units across the country, HMT contributed enormously to the precision
engineering arena.
HMT Machine Tools’ expertise in machine tools has been honed to a point that it can design and
develop any kind of machine. From simple lathes to multi-station transfer lines, from stand-along CNC
machines to flexible manufacturing systems, leading to factory automation, HMT Machine Tools’
Products cover general purpose machines, special purpose machines and CNC machines to meet the
application needs of every engineering industry. To date, over 80,000 machine tools on par with
international standards in quality and performance, manufacture by HMT, are in use all over India. The
Company also manufactures sheet fed offset printing machines in single, two, four, and five colours,
programmable paper guillotines, ball screws, and CNC Control Systems.
HMT’s pioneering spirit and cutting-edge marketing abilities enable it to showcase its products and
services to a worldwide clientele. The establishment of HMT (International) Limited leveraged the
Company’s international trading experience. HMT (I) markets the products through a global network
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that extends over 40 countries to service its customers worldwide. HMT (I) has a diverse clientele with
more than 14,000 machines in over 70 countries including the developed ones.
HMT Machine Tools, jointly with HMT(I) has been instrumental in executing various international
turnkey projects in Algeria, Tanzania, Nigeria, Malaysia, Iraq, Mauritius, Indonesia, Kenya, Ethiopia,
Iran, Maldives, Senegal, Turkmenistan, Nepal, Zambia - to name just a few.
MILESTONES
1960-61 : HMT’s performance was adjudged as best out of all public sectors
And it was given highest Presidential award.
1961 : HMT’s second factory was set up at Bangalore financed entirely

By internal resources. The project was completed in a record time
Of fourteen month of MAY, 1961, month ahead of schedule.
1962 : HMT diversified into wrist watch manufacturing by setting up a

Plant at Bangalore in technical collaboration with M/s citizen watch
Corporation limited, Japan.
1963 : HMT’s third machine tool factory was set up at pinjore using
Entirely internal resources.
1964 : MR.S.M Patil took over from Mr. Mathula as M.D. of the company.
1965 : HMT’s fourth machinery was set up a Kalamassery.
1967 : The fifth machine tool was set up at Hyderabad. During this period,
HMT went for fourth diversification in gear shapers, surface
Grinding machine and sophisticated special purpose machine tools.
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1967-69 : HMT experienced a severe recession. The company was forced to
Think about retrenchment of 5000 employees, nearly half of HM’sTotal work force.
1970 : In the second face of diversification, as many as 10 agreements were

Signed with different collaborators.
1971 : HMT diversified into two new product lines – tractors at HMT,
Pinjore in technical collaboration with M/s Motokov of
Czechoslovakia and die casting and plastic injection moulding
Machine at Bangalore in collaboration with M/s Buhler of Switzerland.
1972 : HMT diversified into manufacturing of printing machine in

Collaboration with M/s version of U.S.A second watch unit was set
Up Bangalore in collaboration with M/s Buhler of Switzerland.
1973 : HMT’s hierological machinery division was set up at Bangalore.
1974 : HMT entered a new phase with increasing emphasis being placed
On long range corporate planning and decentralization of
Management with appointment of full directors and representation
Of senior executive on HMT’s board.
1975 : HMT took over the machine tools corporation of India, AJMER as it is
Sixth machine tool unit.
HMT international limited was set up as a subsidiary company to
Handle the international marketing of HMT’s product and
Technological service. During the same year HMT’s third watch
Factory set up at Bangalore.
1977 : HMT was declared a public limited company with effect from 13th
May, 1977.
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1978 : HMT set up fourth watch at Tumkur, a backward area in Karnataka
With a capacity of 2 million watch components. The company name
Hindustan machine tool limited was changed to HMT limited with
Effect from 12th sep. 1978 in view of manufacturing and marketing
Of various type of printing machine, watches, tractor, lamp, lamp
Making machine, dairy machine in addition to machine tools.
1980 : Dairy machine set up at Abramabad, Maharashtra in technical

Collaboration with M/s festschrift land Mechanism, East Germany.
1981 : Indo Nippon, a state owned bearing manufacturing was taken over
As a subsidiary company. The company subsequently named as HMT
Introduced quartz analog watches.
1982 : HMT set up fifth watch factory at Ranibagh backward hilly a

Backward area in Nanital, U.P, with a capacity manufacturing
2 million watch set components,
1983-84 : HMT set up a separate unit for manufacturing silver axide

Batteries required for electronic watch at Guwahati, Assam
In technical collaboration with M/s Hitachi Maxwell, Japan.
1985 : CNC system division was set up at Bangalore. During this year,
CNC machine were establish in different unit of HMT.
1987 : HMT limited, Aimer was awarded national productivity award for
1986-87 by the ministry of industry.
1994 : HMT limited, Aimer become a first unit of machine tools division to
Receive ISO 9001 certificate from the “Indian register quality
System”( IQRS), an affiliate of RAAD-VOOR DE Certificate
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(RVC), NETHERLANDS.
1995 : HMT limited, Aimer received the award for indigestion of defense.
Items from the ministry of defense.
1996-97 : HMT limited, Aimer reached breakeven and has headed towards
Profits after a decade with highest ever sales and production.
1997-98 : HMT received the all India trophy for highest export from
Engineering export promotion council, Kolkata.
1998 : HMTLtd. Aimer had achieved “best product at IMTEX 98” from
FIE, foundation.
HMTLtd, Aimer had achieved “best product at IMTEX 98” from
CMIT-PMT trust award.
1998-99 : HMT ltd., Aimer had achieved “regional trophy for height exporter
In the group. Services export” from engineering export council,
Southern region Chennai.
2001 : HMT ltd., Aimer had received “best product at IMTEX-2001”
FIE foundation.
2001 : HMT ltd., Aimer had received “best product at IMTEX-2001”

From CMIT-PMT Trust award.
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2. Introduction to the Organization
HISTORY OF HMT AJMER
This Unit was established as Machine Tool Corporation of India limited in January 1964 keeping in
view the Government Policy of differing new industries in under developed areas of the country and
achieving self reliance in production of Grinding Machine Tools which were imported.
This Unit was started 1970-71 with a production of Rs. 8.64 Lack faces with difficulty in procurement
of quality Machine Tool Casings a captive Foundry Plant was installed in 193 with a capital of about Rs.
2 Crore.
This Unit was subsequently merged with HMT Ltd. On 1st April 1975 as sixth Machine Tool Plant
with this merger; the Unit got backup support of HMT. The basic plant was established with the
collaboration of the Czechoslovakian firms, M/s Skoda Export, Praha and German firm WMW, then in East
Germany.
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MT AJMER UNIT PROFILE
MTA AT A GLANCE
• Date of registration – 1.01.1967
• Commencement of production – 1970-71
• Merger with HMT – 01.04.1975
• Capital employed – 658 lac
• Land area total – 178 acres
• Plant & Foundry – 60 acres
• Township – 118 acres
• Covered area (plant) – 31848 sq. m
• No. of quarters – 136
• Power required – 4 lakh units/month
• No. of employees – 429
• No. of machines – 229

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• Awards ISO-9001 – 1994
Product Basket:
CNC Internal Grinder ENC External Cylindrical Grinder, CNC Crankshaft Journal
Grinder, CNC Centre less Grinder, CNC Turning Center, CNC Train Master Lathe, CNC Precision
Surface Grinder, CNC Universal Cylindrical Grinder, CNC Double Disc Grinder, CNC Train Master
Machining Center, Roll Camber Grinder, Knife edge Grinder Machine, Vertical Surface Grinders, Key
Stone Grinder, Lens Grinding polishing Machine, CNC single Axis Center Less Grinder, CNC Trainer
Lathe T70PC, 8 Axis CNC Crankshaft Pin Grinder Machine, CNC Grinding Unique complete Grinding
in one set up.
RECENT COUSTOMER OF HMT_MTA
1. AMTEK AUTO
2. BHEL
3. COFMOW
4. BAL,PUNE
5. BIRLA
6. EIDC , Senegal
7. HISDUSTAN Wires
8. UTL , KOLKATTA
9. Jyotisiling- Allahabad
10. LUXOR, North Maha University
11. MICO
12. Munjal Showa
13. AUDCO INDIA, Chennai
14. O.N.G.C. , Mehesana
15. L&T
16. Sumbean , Castings
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17. TATA SSL , TATA Motors
18. Timken , India
19. HERO HONDA
20. JINDAL STEELS
21. COOPER METALS
22. NEW, BELGAON
ORGANISATION STRUCTURE AND PERSONNEL CLASSIFICATION
1. The Organization Structure: The organization structure of HMT Machine Tools Ltd., Aimer is
based on functions performed by various employees. General Technical Manager is on the top of the
organization structure, assisted by Joint General Manager. Department of prime importance is a
department of production. DGM production activities control not only the production but also planning,
maintenance and inspection department.
2. Personnel Classification:
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(i) HMT Machine Tools Ltd., Aimer has 457 Employees including personnel employed at Foundry,
these includes Officers as well as Workers.
(ii) These have been broadly classified into two categories- Officers & Workmen, further Officers
include Supervisory Staff and Managerial Staff. Workmen include Indirect Workmen, Technicians, and
Administration Staff & Direct Workmen.
DIFFERENT DEPARTMENTS OF HMT, AJMER
A. Brief resume of different departments: -
1. Human Resource Department: Headed by Joint General Manager (HRM) this department is
setup with an aim of conservation and proper utilization of human resources and is also responsible for
maintaining the cordial relations between employees and management. The other important functions of
this department are performance appraisal and different welfare activities for the employee.
2. Manufacturing and Assembly Department: Headed by JGM (manufacturing). HMT Aimer’s

manufacturing environment is highly advanced; this department also looks after utilizing only the latest
production techniques in all phases of manufacturing maintenance. This assembly of machine is done
stages, much as sub assembly. Group assembly and final assembly of individual components. There
subassemblies after inspection pass on group assembly, which consists of head stock assembly, saddle,
gearbox, tail stock assemblies etc. this group then reaches to the final assembly to be fitted on the bed.
Electrical are also inter faced and the machine is ready for final testing and printing of plant and
equipment.
3. Service & Inspection Department: Headed by DGM. This department is responsible for
inspection & Servicing of the M/C’s. This department is concerned with the inspection of various
components and machines being manufactured. The inspection is carried out in various stages,
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beginning from the inspection of individual components at different stages of manufacturing followed
by the inspection of the whole machine while included final runs etc. Inspection of incoming material is
also handled.
4. Materials Department: Headed by JGM. It is responsible for all kinds of purchases made by
unit. This department also maintains a Central store and looks after appropriate levels.
5. Planning Department: Headed by Chief Engineer Planning. The main functions of the planning
department are as under: -
(I) Technology or process sheet of each component, group assembly and assembly.
(II) Time calculations for each operation. Job card booking of workers in shifts.
(III) To prepare monthly progress reports for the production activities carried out in shop.
(IV) To calculate manpower and machines available, accordingly new machines are ordered and
component.
(V) Counting of products and components.
(VI) Prepare machines and sectional layouts
6. Design Department: Headed by JGM. Its functions are: -

(a) Design & development of products.
(b) Vendor development for new items.
(c) Drawing of component, group assembly, special assembly etc. along with master part list(BOM)
for machines.
(d) Deciding the type of material required for each component grade such as casting alloy etc.
(e) Testing & trials of machines.
(f) Marketing of special purpose machine.
7. Foundry Department: Headed by JGM Foundry. This department is administratively under HMT
Aimer, but functionally under executive director.
8. Finance Department: Headed by AGM Finance. The functions of this department include
maintenance of all accounts of the Company. The balance sheet is finally prepared which is sent to the
head office for the preparation of combined balance sheet.
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The costing section of this dept. is responsible for the computing of each product of that the selling price
may be determined accordingly.
9. Sales Department: is headed by DGM. This dept. is divided into 3 sections viz. Sales, Spares
and Reconditioning. These functions of sales sections are the execution of sales order and to bid for
contracts through tenders. The function of service section is to provide after sales & also looks after
customer’s complaints and supply of spares.
10. Security Department: This is headed by Asst. Security office. Main function of this dept. is
preventions of theft, sabotage and maintenance of industrial security within the HMT compound
including Township.
11. Quality Assurance Department: Dy. General Manager heads this department. This department
also looks after the feedback received from marketing division so as to make improvement accordingly.
Concept of Quality:
1. To maintain quality leadership in all our products and services.

2. Total Customer satisfaction through quality goods and services.
3. Commitment of management to quality.
4. To create a culture amongst all employees towards total quality concept.
5. Total quality through performance leadership.
Market Standing
The unit pioneered manufacturing technology for grinding machines in India, which was a milestone for
Country’s journey towards self- reliance.
Unit has positioned itself as “Centre of Excellence for Grinding Solution.” It caters to requirement of
sun rising user sectors like Automobile Auto. Ancillaries, Tractors, Bearing. It also caters for
requirements of general Engineering, Defence and power sectors. Reliability and precision are hallmark
to have a fleet of 700 Machines working in very corner of country and aboard.
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Productivity and quality:
Great emphasis is given on productivity and quality in HMT. The Unit has achieved Substantial process
in implementation of productivity Improvement activities i.e. KIZEN ISO-9000, Total customer
satisfaction, TQM, Multitrade Training, Good House Keeping through 5-$ waste elimination, Shall
group activities etc. Unit was the first receive the ISO-9000 Certification in Rajasthan and Second in
HMT Units, on 24-02-121994.
The Unit has the distinction of getting “National Productivity Award” Instituted by National
Productivity Council of India), in Machine Tools category for the year 1986-87 from the Hon’ble
president of India.
PRODUCT OVERVIEW/ Product BASKET
(I) CNC Internal Grinder

(II) CNC External Cylindrical Grinder
(III) CNC Crank Shafts
(IV) Journal Grinder
(V) CNC Centreless Grinder
(VI) CNC Turning Centre
(VII) CNC Train Master Lathe
(VIII) CNC Precision Surface Lathe
(IX) CNC Universal Cylindrical Grinder
(X) CNC Double Disk Grinder Machine (ISO Certified)
(XI) CNC Train Master Machinery Centre
(XII) Roll Camber Grinder
(XIII) Knife Edge Grinder Machine
(XIV) Vertical Surface Grinder
(XV) Key Stone Grinders
(XVI) Tools & Cutters
(XVII) Super Finishing Machine
(XVIII) Special Purpose Machine
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(XIX) Lens Grinding Polishing Machine
(XX) CNC Single Azis Centreless Grinder
(XXI) CNC Trainee Lathe 70 PC
(XXII) CNC Crank Shaft grinding machine (ISO Certified)
(XXIII) Pin Grinding Machine
(XXIV) CNC Grinder Center (ISO Certified) unique complete Grinder in one
AWARDS WON BY HMT
 National Productivity Award, in Machine Tools category for the year 1986-87.
 National Award for R & D efforts in Mechanical Engineering Sector in1990.
 HMT Aimer was the first unit to receive ISO-9001 Certification in Rajasthan and second in
HMT Units.
 National Award for excellence in indigenization of Defense stores in the category of Mechanical
Engineering for the year 1993-94. This award was for development and supply of Hydraulic Unit
for T-72 battle Tanks.
 MTA product, computer controlled double disc grinder CNC GDS-22 displayed in
IMTEX’98 at New Delhi, was conferred upon CMTI-Trust award for the best
innovative design of the year.
Business Groups
The various Business groups of HMT Ltd. Are:
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1. Machine Tools B.G.; manufacturing: GPM Tools, SPM Tools, CNC Machine Tools, CNC system and
marketing of the above.
2. Consumer product business group: These group manufactures: (a) Hand wound watches, Automatic day
and date watches, Quartz Analog watches, Quartz Digital Watches and Digital Watches, Population
Clock Braille Watches, Miniature Watches, Specialized
Watch Cases.
3. Tractor Business Group: This group manufactures Tractors.
4. Engineering Component Business Group: This group manufactures casting, ball screws and bearings.
5. Industrial Machinery Business Group: This group manufactures dairy machinery product, die casting
and plastic Injection Moulding Machines, Printing presses, Metal Forming Presses.
6. Technology: This group handles corporate technology functions including centralized designs
CAD/CAM technological development mechatronics centre co-ordination of Research & Development
activities, Quality assurance and productivity improvement Programme (PIP).
7. Information Systems: This group handles total information total information system of the company
including networking, integration of database and system planning.
Marketing Setup Of HMT
HMT has central marketing organization set up which is directly under the control of General
Marketing. He is assisted by regional offices set up in various places. In all there are eleven regional
offices: New Delhi, Kanpur, Bhopal, Mumbai, Pune, Chennai, Hyderabad, Coimbatore, Calcutta,
Ahmedabad and Karnataka Region. Each of these is headed by a regional manager. Each of them is self
sufficient in it’s working, that is to it is free to choose its selling efforts, Planning etc. but this has to be
done within the budgetary framework sanctioned by the head office and has to check that it is in
accordance with corporate Planning. Regions are further subdivided into zones. The zonal offices are
located in chandigrah, Jaipur, Nasik, Jamshedpur, Auragabad, Vishakhapatnam, Belgaun and Jabalpur.
The central offices at Banglore indirect with regional representatives and their relationship is a dual
directional dynamic one. Regional representatives are generalists and not specialists or experts as they
ell all types of machines. They have the general know-how of all machines to help them in promoting
sales of the machines, but when it comes to the detailed technology of the machine, they need the
27
backup support of factory sales persons. Thus we see that the regional representatives form the first tier
of the marketing force.
The second tier of marketing force is made is made up of the factory sales personnel, who are experts in
various machines. They come into action only pre-sales activities have been carried out by the members
of the first tier. The factory sales persons are engineers who deal with customers and it is now up to
them to negotiate the final deal.
When an order in actually places, it goes through a number of formalities before it is accepted. Firstly
the order is scrutinized level, and only if the contract is acceptable, is it passed on to the unit. In case
there are any deviations is terms or conditions of the contract or any such mate, the regional offices
consults the unit, When an order is both commercially and legally clear and found to be acceptable to
both parties, then an order acceptance is issued to the customer may have his own inspectors too, if he so
desired, Payments are now collected under the terms as specified at the time of acceptance and the goods
are dispatched. Goods dispatched are insured if required by the customer.
This ends the role of the sales force but this is not a dead end. From here onwards the job is taken over
by the services people technical know-how as well as repairs and replacement services as and when
required.
‘MARKET’ DEFINITION
Market is a place where product is presented by the manufacturer’s organization in front of

consumer to purchase it, by the motive to sell the product.
This is the place where one must by buyer and the other must be seller and transaction going between
them.
Different approaches to market.
A company that decides to operate in a broad market recognizes that it normally cannot serve all
customers in the market; seller can take three approaches to a market. These are as under:
Mass Marketing: Under this mass production and mass distribution of one product is done to attract all
kind of buyers.
Product Variety Marketing: This approach aims to offer a variety of products to broaden the customer
base.
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Target Marketing: This approach offers to distinguish the different groups that make up a market to
develop corresponding products and marketing mixes for each target market.
Today sellers are adopting target marketing because it is helpful in spotting marketing opportunities and
developing winning products and market mixes. The key steps in target marketing are market
segmentation, market targeting and product positioning.
MARKET MAPPING –
A crucial decision in any segmentation project is correctly identifying who are the industrials in the
market you should be segmenting.
This is not always as straight forward as it first appears. A market map will help in making the right
decision.
Market mapping was developed by Malcolm McDonald and Ian Dunbar and is used in market
segmentation to help companies identify the target groups for segmentation in their segmentation project.
It also has a number of other important applications such as tracking the changes in channels to market,
monitoring your own company’s success with respect to these different channels and analyzing your sales
and marketing expenditure with respect to the different decision makers.
Purpose to market mapping in segmentation
Issue: Who are the individuals in the market you should be segmenting?
The simple answer is to segment those individuals who are the decision makers that are those individuals
who are really determining which of the alternative offers should be bought.
However, in markets where your products / services are accessed by the decision makers through
independently run distribution channels or intermediates, a successful sales and marketing strategy will
require you to :
• First understand the requirements of the individuals who determine which offers to buy from the
intermediaries (in order to develop the value propositions for the market place) and
• Also, understand the requirements of the different intermediary segments (in order to develop the
value propositions that ensure the intermediaries make your products / services available through them
and, therefore, accessible to the market place).
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Market Segmentation
Issue: What is the: Market” to be segmented?
The question requires decisions on two important dimensions:

• The geographic area
• The product / service range
A brief discussion about each of these dimensions appears below :-

1. Determine the geographic area: Keeping it to a single place is a manageable starting point (once
you have completed the market segmentation project for one place you can then test the applicability of
the resulting segments in other places). If you want to beyond a single country then the next guideline is to
keep the project’s geographic area within a homogeneous Zone, homogeneous in terms of the routes to
market that are available an/or the pattern of marketing activity that takes place.
2. Determine the product or service range that will be included: This refers to both your own and
your competitors products or services. Given that most appropriate approach to segmentation is to take a
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customer perspective, then it would also seem appropriate to take a customer perspective when viewing
the range of products or services to be included in your project. How do you define the parameters of a
customer’s perspective? The answer to this question again lies with the customer. When a customer sets
out to make a purchase, be it either spontaneous or planned, they have a particular objective in mind, an
objective based around a need they want to satisfy. There are often many different products or services
they could buy to satisfy this particular need, and your company’s offer is just one of them. So the
appropriate range of products or services to be included is best captured by describing the need the
customer is looking to satisfy.
MARKET SEGMENTATION – DEFINITION
Segment: A section for a market defined by certain traits.

Segmentation: We know that the market consists of buyers and buyers differ in one or more respects. The
process of identifying and profiling distinct groups of buyers who might require separate products or
market mixes is market segmentation the entire market is divided into homogeneous groups to save the
efforts of the marketing personnel. It is quite obvious that different customers in any market differ in their
wants, needs, purchasing power and location. An attempt to satisfy the needs and wants of the customers
would require both resources and efforts to be used on a very largest scale and in diverse directions. On
the other hand, if market is segmented, effort is concentrated in one or more specified directions thus
saving time and energy or marketing men.
Analogy may be presented as follows:-
To market a target, one would use a rifle instead of a shotgun for better result while in case of shotgun the
effort would be scattered, use of rifle would concentrate the efforts on the target.
This market segmentation is an analytical process that precedes market targeting i.e. deciding which
market segment to cultivate. It involves dividing the products, total market into smaller and more
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homogeneous segments, any one or more of which might be designated as market segments requiring
individually tailored market strategy.
The term “Segmentation” has the following definitions given by eminent management philosopher and
thinkers
According to Ivanovic (Dictionary of marketing) - Segmentation means “Division of market of
customer into certain categories according to their buying habits:.
According to P Kotler (Marketing Management)
Market segmentation is the act of identifying and profiling distinct groups of buyers who might require
separate products or market mixes.
According to WJ Stanton (Fundamental or marketing) : Market segmentation is the process of
dividing the total heterogeneous market of a product into several segments each of which tends to be
homogeneous in all significant aspects.
Market segmentation is thus concerned with two aspects:-

1. `Dividing the customers into meaningful homogeneous groups and
2. Dividing the appropriate marketing mix to maximize the profitability of the operation.
Hence, it can be concluded that market separation is the process of breaking up heterogeneous units. The
process is based on recognition that –
• Any given market / customer group is made up of a number of sub groups distinguished by varying
needs and buying behaviors.
• It is feasible to disaggregate the customers into suitable segments in such a manner that the
characteristics of segmented group would vary significantly among segments but would almost be
identical within segments need of segmentation.’
The process of splitting customers or potential customers, within a market into different groups, or
segments, within which customers have the same or similar requirements satisfied by a distinct marketing
mix.
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Marketing mix; the tools or means available to an organization to improve the match between benefits
sought by customers and those offered by the organization often referred to as the 4 Ps, this is usually the
appropriate mix of product features, price, place (service and availability) and promotion. For
The customer, this manifests itself as benefits, cost, convenience and relevant image; in other words, a
customer value proposition
A customer’s view of segmentation-meet my need!

Customers take no notice of how companies segment their market(s). When choosing between
competing offers, customers select the offer that meet their needs better than any other. To win market
share, therefore, a company must ensure that their offers meet these needs better than any other and are
perceived as being the most attractive customer value proposition. This is how customers operate in a
market, and then a segmentation project should have this as its segmentation criteria.
On this own, this approach to segmentation, while able to provide you with an invaluable insight
into how to win a customer’s business, still requires you to know how to reach them. The input of this
part of the equation provides by a detailed understanding of who the customers are and where they are to
be found, is clearly very important. In addition, by really understanding what underpins a customer’s
choice we gain an insight into their motivations, their psychographics, which will lead you to understand
what promotional stance to take.
In brief, what is segmentation?
Market segmentation breaks the larger heterogeneous market into small homogeneous segments. The
elements of each smaller segment are more similar in terms of wants, needs and behavior than the total
market is. A separate marketing program is developed to best match each segment, individual needs and
wants.
Segmentation is simply carried out from a market research or analysis view point to enable you to identify
different groups within a market or among your customers. However, implementing a segmentation
strategy successfully may involve realigning your business in of customers.
It is, therefore, essential that your segments can be clearly identified and tracked over time and that your
organization is aligned to delivering products and services to meet these segments. Many market research
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segregations fail once the research money has been spent, because the business had not done the
implementation planning to deliver segmentation successfully.
Market research sees segmentation is a conventional statistical technique that divides a market up in order
to identify customer groups with a different needs and wants.
Typically, this works as follows. Firstly, produce an attitudinal cluster based segmentation by conducting
qualitative research to understand the key dimensions in the market. Then conduct a large general survey
(typically 1000 + interviews) containing a large number of attitude segments (“do your agree or disagree
with ……”) with these results apply a statistical technique called cluster analysis to find distinct groups
for targeting.
At this point, the research has largely finished and the core business and implementation issues become
apparent. Who is in each segment? How
Would I identify people on the database in each segment? How do I do follow up work to better define
the product or service proposition? How do I test market to this segment? What is the sales potential?
How would my sales team quickly customers in each segment? Do I have to recognize my business to
focus on each segment? How do I segment ‘based sales targets (without sales poaching) ? And so on.
Unfortunately, the segments produced by the cluster are difficult to replicate and identify in the real
world, coming as they do straight from a statistical technique. At best, you might be able to produce new
products for each cluster and mass-market products hoping self-selection will result in the right product .
However, even this approach is difficult to communicate through a sales or distribution channel to show
the logic of having two or more products.The business challenge is, therefore, identifying and marketing
customers as members of segments in a way that can be captured on a database, or in an easy way in the
field and aligning the business to deliver to each segment appropriately.
SEGMENTAYTION
CONSUMER PREFERENCE PATTERNS:-
(a) Homogeneous preferences: - if all the customers show the same level of preference based on
attributes, it is called as homogeneous preference.
b) Diffused preference: - at the different extreme, the consumer preference may be scattered throughout
the space and it looks that no customer have the same intensity preference for these attributes.
c) Clustered preference: - the third category may be preference that is clustered in groups which arte
called as natural market segments.
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Better market research segments
Segmentation normally arises as a technique to use during strategic analysis. Because the aim of the
segmentation is to get something that can be implemented and acted upon, the way in which you look for
your segments will have an impact on what you can do with them at the end.
Our preferred route is use statistical techniques to provide an insight into the market, but to base
segmentation on hard, real questions.
If segmentation is real, you should be able to find it through qualitative research. This should provide the
basis for question that can be used in a quantitative large-scale study to prove the existence of the
segments and to size them, with the aim of finding simple questions to place customers in different
groups. This is done by using cluster analysis to check the intuition gained through the qualitative research
and checking these clusters against the simple questions.
These simple questions can be attached to data gathering exercises, or used to identify customers at the
point-of-sale. In this way, anyone can place a customer in a particular segment quickly and consequently
know what to sell. This also markets incorporating segments into database far easier.
Implementation is then still a question of good internal communication, getting the right people to
implement, providing them with resources and getting your systems and communications right.
Based for segmenting consumer market:

The parameters on which basis consumer market is to be segmented:
1. Geographic :
• Region.
• Size of the city.
• Density of population.
• Climate of region
2. Demographic
• Age of population
• Gender composition
• Size of the family
• Life cycle stage of the family
• Occupation
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• Market status
• Education level of the population
• Language
• Nationality
• Religion and race
• Life style of the customer
• Culture
3. Socio-economy
• Income level to which people belong
• Consumption level
4. Behavioral
• Occasions on which people buy
• Benefits people seek from the product
• User status
• Usage rate
• Royalty status
• Attitude towards the products
Industrial Goods Classification
Industrial goods can be classified in terms of how they enter the production process and their relative coast
lines. We can distinguish three groups of industrial goods; material and parts, capital items and supplies
and business services.
• Materials and parts: These goods enter the manufacturer’s product completely.
• Capital items: These long lasting goods facilitate developing or managing the finished product.
• Supplies and business services: These short lasting goods and services facilitate developing or
managing by finished product.
Essentials of effective segmentation –

1) Measurable: the purchasing power and profile of the segments should be measurable.
2) Accessible: the segment should be effectively reached and serves.
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3) Actionable: For attracting and serving the segments, the programs should be formulated.
4) Differentiable: the segments should conceptually be distinguishable and respond differently to
marketing mix elements and programs.
5) Substantial: the segments should be large and profitable enough to serve.
Project Modeling Process

As appropriate methodology is an essence of a project work. The success of any project depends upon the
methods chosen. The study of segments of HMT is historical, descriptive and analytical in nature. The
data and the information required has been made available from the various departments.
Initially I collected the sales data of various sales activities undertaken by the Sales unit of HMT Ajmer.
The data was from 2003-2008. After the data was in hand, next step was to look for similar consumers
with almost similar or slightly variable industry profile. This helped in making segments of the different
consumers of HMT’s products. Like those purchasing machines for making tractors, cars, bikes, scooters
etc were put under one segment i.e. automobile manufacturing. Similarly those making generators, power
related hydraulics machinery, turbines etc were conveniently to put under the category power and power
equipments. This way by bringing consumers with almost similar industry or use were put under one
segment and we got 12 segments. Segmentation thus helps in making the study simple and easy.
3.Research Methodology
3.1 TITLE OF STUDY

“STUDY AND ANALIYSIS OF THE MARKET SEGMENTS OF H.M.T”
3.2 DURATION OF PROJECT

45 Days (17 June 2010 to 31 July 2010)
3.3 OBJECTIVE OF STUDY

1. To segment the market of HMT, to probe into the data pertaining to various existing segments
of the Company.
2. To analyze the potential of the segments.
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3. To suggest means and ways of improving the strong segments and strengthening the weak
segments.
4. To forecast for the next few years for different segments,
3.4 TYPES OF RESEARCH
This project is carried out for knowing the market profile of HMT Ajmer Unit, to know the most
profitable machine segment for it, to know the trends in each segment and to know future forecast for
various segments. I made an “exploratory research” in which I came to know much about the consumer
preference and behavior how they invest and where they invest.
3.5.1 SAMPLING DESIGN

SAMPLING UNIVERSE : Indian companies
SAMPLING TECHNIQUE : Stratified random sampling
SAMPLE SIZE : Sales data of HMT’s product of the
Past five years.
3.5.2 METHOD OF SELECTING SAMPLE
I collected data from the sales sheets of Ajmer unit for the past five years i.e. from 2003 – 2008.
Primary data – Data collected from the sales record of Ajmer unit of HMT. This was about machines
sold, its type, the customers name, its place of operation, the value of machines sold etc.
Secondary data – The data has been collected form various secondary sources like internet, magazine,
journals, newspaper etc. this was all about the various segments into which its market was segmented.
3.6 SCOPE OF STUDY
The study was taken up with the objective of segmentation and forecasting of H.M.T Ltd Ajmer. The
study of segmentation gives the brief details of the segmentation market that HMT is dealing for its
machine.
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The main aspect of this project is to calculate the segmentation demand of various products of HMT
ltd .Ajmer for the next coming year and analyze each segment of unit .keeping in mind fluctuation in the
economy of India like that of the fast industrialization ,liberalization,privatization,globalization an
various changes that come in the unit.
The forecasting of sales when done on the basis of segmentation helps in knowing which its key
segmentation is has how much future demands. This can help the unit to be prepared for meeting out of
the future demands.
3.7 LIMITATION OF STUDY
The project has been worked upon in the existing framework. The Company’s market has been divided
into 12 segments on the basis of products manufactured by the buyers. In other words the market has been
segmented manufactured by the buyers. In other words the market has been segmented on the basis of the
products that can be made using the machines made by HMT. For example if a company purchases a
machine to manufacture bearings then it will fell into “other” segment. HMT is moving towards
customized marketing. It products different products under special purpose machines as per the
requirements of their customer demand for SPM’s is increasing at a very fast rate.
Basis for segmenting the market of HMT
HMT Aimer has divided its total market into 12 segments on the basis of the products manufactured by
the buyers. IN other words the market has been segmented on the basis of the products that can be made
using they machines made by HMT e.g. if a company purchases a machine to manufacture some parts of a
car, then it will fall into a Automobile Manufacturing segment. Similarly, If a buyer purchases a machine
to manufacture bearings, then it will fall in ‘Others’
Segment.
Thus the various segments for HMT Aimer unit are as under.
Code No Segment Product Manufactured by

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the Segments
1 Automobile Manufacturing Scooters/ moped /motor
cycle /car / Jeep / all
four wheelers.
2 Automobile Ancillary Automobile parts like
piston range / pins,
auto fasteners /
stock absorbers/chain
linkage / tyres / steering /
auto servicing.
3 Railway Railway workshop /
Coach factory / Loco
motives / loco wagons
repairs
4 Defense Ordnance Factories / Rifle Factories /
aeronautics / securities
5 Agriculture Tractor / pumps / valves /
boring machinery /
dam projects
6 Mining and metals Mining machines /
ore dressing / metal
refineries / forging castings / sheets /
tubes /
bars manufacturing
7 Industrial Engineering Textiles / Pricing /
machines tools /
industrial tools / cutting tools
8 Power & Power Equipments Electricity Boards / generators /
sets/ turbines / motors / switch gears /
cables / atomic
centers, Petroleum/
power hydraulic/
pneumatics/ pneumatics/
art movies
9 Consumer durables Refrigerators/Watches /Furniture /
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fans
vacuum cleaner / hose
hold gene sets / cycle / lock / entertainment
electronics /
center research organizations/
11 General Engineering Greases/dyes/
fasteners/machinery parts/ jogging works/
cutting tools
12 Others Life elevators / mint / dockyards / textiles /
medical services / ceramics / bearing /
bearing / type writers / rubber
The main and major competitors of HMT Ajmer Ltd.
1. Perfect machine tools, pune.

2. Parishudh Sadhna Yantra, Ghaziabad.
3. Jyoti machine tools, Baroda.
4. Parishudh machine Ltd. Ghazibad.
5. Mysor Kirloskiar, Harihar.
There are foreign competitors also which are also which are as follows:-
1. Landies machine, Switzerland

2. Hartex, Germany
3. Cincinnau, USA
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All these are the competitors, who are competing with HNT in different segments, HMT has a
plus point in fighting with domestic companies that is HMT technology as compared to these
companies.
4. Facts and Findings
Q.1 How do you rate our products and services and did they meet your needs and
expectations regarding quality and performance?
S.no. Particulars No. of Respondents Percentage

1. Highly Satisfied 18 36%
2. Satisfied 29 58%
3. Neutral 3 6%
4. Dissatisfied 0 0
5. Highly Dissatisfied 0 0
Total 50 100
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Respondents
70%
60%
50%
40%
respondents
30%
20%
10%
0%
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
INTERPRETATION: The table shows that 58% of the respondents are satisfied.
Q.2. How do you rate our delivery on time performance and our commitment to meet
your delivery expectations?

1. Delivery on time 15 30%
2. Delivery Delay 9 18%
3. Both 26 52%
Total 50 100%
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Respondents
INTERPRETATION: The table shows that 52% of the respondents are expressing that both
Delivery on time and Delivery Delay.
Q.3. How do you rate the competitiveness of our products and do they represent best
value for total cost of lifetime ownership?

2. Satisfied 29 58%
3. Neutral 3 6%
4. Dissatisfied 0 0
Total 50 100%
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Respondents
70%
60%
50%
40%
30%
respondents
20%
10%
0%
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
INTERPRETATION: The table shows that 58% of the respondents are satisfied with best
value for total cost.
Q.4. How do you rate our approach to quality management to ensure complete
customer satisfaction?

1. Yes 47 94%
2. No 0 0
3. Occasionally 3 6%
Total 50 100%
45
Respondents
Yes
No
Occasionally
INTERPRETATION: The table shows 94% of the respondents agree that they the
Management approach to quality management.
Q.5. How do you rate our professionalism in dealing with you?

1. Satisfied 32 64%
2. Dissatisfied 12 24%
3. No Opinion 6 12%
Total 50 100%
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respondents
INTERPRETATION: The table shows 64% of the respondents responded that Satisfied.
Q.6. Is the company eagerness in recognizing and acknowledging employee’s
work?

1. Strongly Agree 15 30%
2. Agree 25 50%
3. Neutral 8 16%
4. Disagree 2 4%
5. Strongly Disagree 0 0
Total 50 100%
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INTERPRETATION: From the study, 58% of employees agreed that the company is eager in
recognizing and acknowledging their work, 36% strongly agreed and only 6% showed neutral
response.
Q.7.Management of HMT which it share with the Project For Customer need?
S.No. Description Number of respondents Percentage
1. Always Share 20 40
2. Share 30 60
3. Not necessary 00 00
4. Never Share 00 00
Total 50 100%
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• INTERPRETATION: Out of 50 respondents 20% are Strongly agree with the statement
, 30% agree with the statement and None of them are unsatisfied with the Statement.
As Management always Shared with the employees
Q.8. What do you like about our products and services, and how we add value to your business?
S.No. Description Number of respondents Percentage

1. Strongly Agree 23 46
2. Agree 22 44
3. Disagree 4 8
4. Strongly Disagree 1 2
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Total 50 100%
INTERPRETATION: From the study, 46% of Customer strongly agreed that the factory and
safety programs are organize regularly.
Q.09. Would you be prepared to provide a statement for use in our literature?
S.No. Description No. of respondents Percentage

1. Yes 48 96
2. No 2 4
Total 50 100%
50
INTERPRETATION: The table shows 96% of the respondents agree that the Management is
provide the proper statement for use in our literature.
Q.10. Are there well conditions of tools and machines?

2. Satisfied 29 58%
3. Neutral 3 6%
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4. Dissatisfied 0 0
Total 50 100%
INTERPRETATION: From the study, 58% of Customer satisfied that tools and machines are
in well condition.
5. Analysis and Interpretation
Segment 01- Auto mobile Manufacturing
52
automobiles manufacturing
30
28.26
25
shares in sales (%)

23.85
22.13
20 20.3
15 Series1
13
10
5
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
Trends in this sector are shown above for the past five years 2004-2009.
The probable explanation for why there was such demand pattern from this market segment is as follow.
1. It is very clear from the graph that the number of machines sold in this category shows am
increasing trend; showing that the demand increased each year for machines that help in marketing
automobiles.
2. Basic reason for growth in Automobile manufacturing in India is large population.
3. Strengthening of the competitiveness of the ASEAN automobile industry due to trade
liberalization in Asia further boosted the growth of automobile Manufacturing in India during this five
year duration.
4. 2005-2006-Reduction in exice duty on cars from 32% to 24% and electric vehicles from 16%
to 8% gave further impetus to marketing automobile.
5. In 2008-09 there is slight downfall in sales due to inflation & price hike in steel & raw material
but condition but will change soon because of “Free trade AGREEMENT” and India will likely capture
1.9 Million Automobiles sector till 2010.
Segment 02- Auto mobile Ancillary
53
automobiles anciliary
35
30 30.5
shares in sales (%)

26.74
25 25.1
21.48
20
Series1
15 15.6
10
5
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
The graphical trends can be understood keeping following facts in mind:-
1. 2004-2005; Reduction is customs duty on metals used by industry. While duty on copper, Zinc and
lead reduced from 35% to 25%, duty on Aluminum reduced from 25% to 15% which helped in increasing
sales of the machine part used in marketing. Automobile parts and machines.
2. 2005-2006; Reduction in exercise duty on cars from 32% to 24% and electric vehicles from 16%
to 8% gave further impetus to marketing automobile Ancillaries. Vehicles from 16% to 8% gave further
impetus to marketing automobile Ancillaries.
3. Milking the M N C experience (2004-2008)- The entry of global players son global production,
quality and delivery manufacturing to work these players on global production, quality and delivery
systems. It has also helped the global to see for them the evolution of many auto components
manufactures and they are therefore now entrusting them with more work.
4. With $1 Million worth of opportunity knowing at its doors, the Indian auto industry with its low
cost manpower and homegrown IT advantages is all set to grow its revenues to $5 billion by FY08, a five
fold increase from the current levels. Thus the trend showed an increasing trend till 2008.
5. Demand for hydraulic machinery for FY05 was projected to grow at a compounded annual growth
rate (CAGR) OF 11.99% FROM 2002till2005.
Segment 03- Railways
54
railways
25
20.12
sales in shaes (%)
20
15
12.98 13.35 12.8 Series1
12.3
10
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
The trend in the graph can be explained on the following basis:

1. Since new policies were made by the new UPA Government in the year 2005, many new plans
were introduced. For this new railway lines act, thus we find an increase in the sales of machineries to the
railways workshops by Ajmer unit.
2. Since a lot of purchase was made in the previous year so next year the sales to railways was less
than that year but more than the previous to previous year.
3. Since many new requirements of the railways remain unfulfilled for various regions thus Ajmer
unit catered to those different regions in the following years.
4. However, the demand comes due to the following actions taken by the railway ministry :-
• 32 new trains, 8 Garib Raths planned.
• Rs. 5000 crore to be invested on Mumbai local rail service.
• Work on Rs. 3000 freight corridor to begin this year.
• Unreserved compartments in new trains to be increased from four to six.
• 800 more bogies to be introduced in existing trains.
• Indian Railways to invest massively in container operations in next five years.
Segment 04- Defense
55
Defense
shares in sales (%)

25 21.93
20
15
8.87 Series1
10
5.83
5 3.57 3.63
0
2004- 2005- 2006- 2007- 2008-
05 06 07 08 09
years
In this sector machines which could be used in making defense equipments or related with some or the
other kind of defense activity were manufactured by HMT Ajmer. The trend seems to fall from 2004-
2009.
• Peace keeping activities were given much more importance.
• The capacity of the existing defense equipment manufacturing was sufficient and needed no
further enhancement after 2004.
• Buying fighter aircrafts, advanced war equipments from abroad was given more importance the
manufacturing them in the country.
Segment 05- Agriculture
56
Agriculture
12
11.19
10
shares in sales (%)

8
6 6.48 Series1
4
2.99
2
1.23 0.986
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
The reasons behind such a pattern in sales of machines made by HMT Ajmer are as follows:
1. The share of agriculture to India’s GDP has reduced from 44.8% in 1972-73 to hit a low of 20.85%
in 2004-05. Not much was sold to companies operating under this sector.
2. The Indian pumps Industry caters to a range of sectors from agriculture to nuclear power
generation.
3. Pumps manufacturing Industry in India is growing at a rate of 10 – 125 per annum. Approximately
6,000 pumps are manufactured.
4. Value Industry – This industry is growing at an average rate of 12%.
5. Tractors growing at CAGR of 24%.
6. The share of agriculture to India’s GDP has reduced from 44.8% in 1972 – 73 hit a low of 20.85%
in 2004-05. This is the season due to which HMT sales share reduce from 2005-
Segment 06- Metals and Mininig
57
Metals and Mining
14
shares in sales (%) 12 12.2
10 10.19
8
Series1
6
4 4
3.01
2
0 0
2004-05 2005-06 2006-07 2007-08 2008-09
years
The reasons behind such a pattern in Sales of Machines made by HMT Ajmer are as follows:-
1. 2004-05 – Reduction in customs duty on metals used by industry. While duty on copper, zinc and
lead reduced from 35% to 25%, duty on Aluminum reduced from 25% to 15% which helped in increasing
sales of the machine part used.
2. Government levied 15% tax on exports of steel in the year 2006 thereby forcing the mining and
metal industries of invest less comparatively in its machinery.
3. Indian Castings and Gorging Industry – Since end of 2002, the industry picked up momentum as
steel industries gradually was moving up. In 2004-05, production increased by 26.9% from 732 thousand
tones to 929 thousand tones, while exports increased by 24% from Rs. 187 Crore to Rs. 232 Crores.
4. In 2006-07, automobile production was 1180 thousand tones while exports touched 290m.As a
result of linearization, more NMCs have entered the domestic market. This has opened up more business
opportunities for casting and forging industry.
5. Raw material prices worldwide have recently hit record highs, making the minimg and excavation
of materials economically more attractive than over. Responding to this market situation, mining
companies are now fighting to achieve dominant positions of individual continents.
Segment 07- Industrial engineering
58
Industrial engineering
16
14 14.36
shares in sales (%)

12
10 9.58
8 Series1
6 5.46
5.13
4 3.39
2
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
The reasons behind such a pattern in sales of machines made by HMT, Ajmer are as follows:-
1. Industrial fasteners are used in varied applications like construction, railways and manufacturing
sector. Their demand is increased in the market so it is obvious that the sale and manufacture of machines
related to their production will also increase.
2. Industrial growth nosedives to six-year low at 3% in the year 2004-05 probably due to transfer of
power from NDA to UPZ Government and so there were many charges in the Government policies that
affected the production of machines.
3. Capital Goods –
• Growing at 7% 2
• Import intensive, indicating potential for increase in domestic manufacture.
4. Printing machinery – The sector that is driving the demand for printing machines in the Indian
newspaper industry with a turnover of Rs. 1.37 billion in 2004, which is now growing at a CAGR of 6.9%
after 2000-04? This industry has attracted capital investment of 1.70 mn in two years by the end of 2004
and so the chances that machines related to this segment will be in demand due to high investments here.
Segment 08- Power and equipments
59
power and equipment
shares in sales (%)
2.5
2.1 2.2
2 1.89 1.91
1.5 1.44
Series1
1
0.5
0
2004- 2005- 2006- 2007- 2008-
05 06 07 08 09
year
The reasons behind such a pattern in Sales of machines made by HMT Ajmer are as follows:-
1. This segment includes all the machinery that is require to support and harness power in India.
2. Hydraulic Machinery – Hydraulic machines from a long time is used in heavy engineering industries
(extensively like shipping, power driven machine tools, automobiles etc.).
3. Demand for hydraulic machinery for FY05 was projected to grow at a compounded annual growth rate
(CAGR) of 11.99% from 2002 until 2005. Growth rate of 13.6% in FY06 for the demand of hydraulic
machinery was registered in Indian Auto Ancillary Manufacturing.
4. Industrial Use Engines (Turbines and Generator Sets) – The capacity established for manufacture of
various kinds of turbines such as steam and hydro turbines including industrial turbines is more than 7,000
MW per annum in the country and is likely to grow more in the future. Thus the machinery needed by this
sector will be more and thus there is an increasing trend after.
Segment 09 – Consumer Durables
60
consumers durables
7
6.49
6
shares in sales (%)
5
4 3.88
Series1
3
2 1.89
1
0.4
0 0.1
2004-05 2005-06 2006-07 2007-08 2008-09
years
The reasons behind such a pattern in sales of machines made by HMT Ajmer are as follows:-
1. The reason why sales were low for Ajmer unit can be explained on the basis that unit specializes in
making heavy and small machine parts and machines and the unit at Kalamassery specializes in consumer
durables.
2. The sales pf consumer durables though increased during 2003 after a period of stagnation sales are
recorded in less number because of the above stated fact.
3. After a period of slow growth and stagnation, the consumer durables industry seems to be picking up
momentum and is hoping to close the current fiscal in the pink of health. “The industry is expecting to
clock double-digit growth”, industry insiders reveal.
4. Grew at 10% in 2006-07.
5. All segments under his segment are experiencing strong growth and least sales of machines in the year
2007-08 indicate just this much that Ajmer unit of HMT did not receive any orders from this sector even
when consumer goods demand did not decline.
Segment 10- Education & Training
61
education and training
20
18
shares in sales(%)
15
13.01
10 Series1
7.12
6.11
5 5.1
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
The reason behind such a pattern in sales of machines made by HMT Ajmer is as follows:-
1. Higher education needs to be expanded and upgraded. Top-tier institutions from time to time need
machines for giving training to their students so that the skill levels among graduated of colleges meet
world standards or the needs of employers.
2. This sector also includes, proves control instruments, analytical instruments, electrical test and
measuring instruments, survey and geo-scientific instruments and medical instruments. According to
estimates by industry Chambers, at present, the total cost of production of instrumentation related products
in India is around Rs. 50 billion per annum. The growth rate is 10 – 15% per annum. This production is
about 15% of the total demand.
3. The rise in sales of machines can be attributed to the engineering colleges that were opened in Ajmer
and needed experimental purpose machines for educating and training the students.
4. Also the training institute in Haryana purchases a large number of machines for its students in the year
2006-07. This there is a boom in sales of machines in that year.
Segment 11 – General Engineering
62
General engineering
shares in sales (%)

7.1
6
5.25
4
3.3
2 1.8
1
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
Series1
1. Value production in India comes from both the organized and unorganized sectors. The organized
sector of the valves industry is around Rs. 950 Crore (157.9 mn) as per 2005 figures.
2. Hydraulic Machinery – Demand for hydraulic machinery for FY05 was projected to be around 253.9
lakhs which is growing at a compounded annual growth rate (CAGR) of 11.99%from 2002 till 2005.
3. Hydraulic machinery from a long time is used is heavy engineering industry (Extensively like
shipping, power driven machine tools, automobiles etc.) growth in these industries gave impetus to
increase the production of machines that could increase their production.
4. Indian Casting and Forging Industry – This sector includes low-tech items like casting and forgings.
Since and of 2002, the industry picked up momentum as steel industries gradually was moving up. In
2004-05, production increased by 26.9% from 732 thousand tones to 929 thousand tones, which exports
increased by 24% from 232 mn. Capacity utilization also improved considerably from 40 – 50% in
previous years to 85% of the
Additional; capacity added during the last two years (1.5m approx) inclusive of overseas acquisition. This
was largely due to the revival in demand from the automotive sector and particularly the passenger car
segment, which recorded an excellent performance in both domestic market and exports.
Segment 12 – Others
63
segment others
35
30 31
shares in sales(%)
25
20
Series1
15
12
10
8 6.5
5 4.9
0
2004-05 2005-06 2006-07 2007-08 2008-09
years
1. This segment include as a lot of industries like textile, ship building, dockyards and various others that
do not fall in to other eleven segments.
2. DB Research expects India to emerge as one of the winners of the textile trade quota expiry in
December, 2004. 17 In the years prior, the Agreement on Textiles and Clothing (ATC), along with the
preferential treatment agreements, restricted the exports of many Asian clothing manufacturers to the USD
and EU.
3. Growth in Textile machinery production in India has been very dull for quote some time: this industry
has seen a near to nil growth during the period of FY02 to FY04. But in January, 05 the industry had a
turn around due to quota abolition that brought about a positive note in all the textile industries and
prompted them to go for technologically advanced machinery for producing International quality of
fabrics. As a result textile companies preferred to import textile machinery from abroad as domestically
machinery were not technologically advanced like machinery manufactured in European countries.
4. Domestic Textile Machinery production has registered a growth of 9.16% and 53.36% for FY05 and
FY06. These growth rates were achieved by
Segmentation: Sector wise
64
Segmentation : Sectorwise
60
50
40
sales 30 Pvt sector

Defence
Govt.Sec
20
10
0
2004-05 2005-06 2006-07 2007-028 2008-09
year
sectors 2004-05 2005-06 2006-07 2007-08 2008-09

Private 39 52 49 38 37
Defence 16 17 12 15 21
Govt Sec 45 31 39 47 42
Out of three sectors namely the govt. (Other than defense) , Private and defense sector no regular could be
obtained. A mixed type of pattern is observed.
Segmentation – Region Wise
65
S e g m e n ta tio n -R e g io n w is e
40
35
30
25
S ale s20 E as t
w es t
North
15
10
0
2004-05 2005-06 2006-07 2007-08 2008-09
Y e ar
Region 2004-05 2005-06 2006-07 2007-08 2008-09

East 14.21 9.14 13.66 10.12 11.19
West 33.95 22.98 31.12 28.22 32.18
North 22.96 28.61 22.00 37.552 33.33
DATA COMPILATION AND ANALYSIS
66
In this Project Report, we have to forecast that sales of machines both in terms of number of machines
made and value of machines obtaining, for the next year and for this, we take the secondary data of the
past five years from the past sales records of sales department. The data, which is collected, is segment-
wise. For getting better and fair results, the data is compiled systematically and presented in tabular form.
The compilation of data is also segment-wise, first did the segmentation of HMT’s products, then
choosing the best method of forecasting, one that is suitable for the forecasting of sales for different
segments.
For the purpose of this project, secondary data is used. Data has been meticulously collected from the past
sales records of the unit.
The data of both segment wise and variant wise sales of 2003-08 has been included for better accuracy in
analysis.
RESULTS
67
1. Based on performance the twelve segments can be clubbed into three broad categories :-
2. A. Segment showing high per unit contribution to sales :
Segment 01 (Automobile), segment 02 (Auto ancillary), Segment 03 (Railways), Segment 10
(Education and Training) and Segment 12 (Others).
B. Segment showing medium per unit contribution to sale: Segment 04 (Defense),
segment 11 (General Engineering), Segment 0 (Industrial Machinery), Segment 06 (Mining
and Metals).
C. Segment showing low per unit contribution to sale: Segment 03 (Railway) segment 05
(Agriculture), Segment 08 (Power and Power Equipment), Segment 09 (Consumer durable).
According to performance in last five years, it can very well be seen that max sales took place in
segments – Auto manufacturing, Auto Ancillary, Education and Training.
An in-depth analysis of the date brings forth the following major contribution :-
1. Segment 01 (Auto Manufacturing) shows an increasing trend an segment.
02 (Auto Manufacturing) shows an increasing trend but the per unit contribution to sales is very
good as compared to other segments. In addition, their contribution in terms of percentage of
value is highest.
2. Segment 03 (Railway) Segment 11 (Education and Training Institutes) and Segment 12 (Others)
all show an increasing trend. On the other hand, segment 10 has the highest percentage
contribution to sales in terms of units and it’s per unit contribution in terms of value is low.
3. Segment 05 (Agricultural Machinery), Segment 09 (Power and Power Equipments) and Segment
11 (Consumer Durables) all have nearly and equal percentage contribution to sales in terms. Of
value as well as in terms of units, this is very low as compared to other segment. Moreover, these
segments show a decreasing trend. But the per unit contribution of segment 09 is in the medium
category while that of segments 05 and 10 is very good.
1. Segment 07 (general engineering) shows a high percentage contribution to sales in terms of

Units but the per unit contribution is low and shows a decreasing trend.
2. Segment 04 (defense) and segment 06 (mining and metals) both show high per unit
Contribution but the former exhibit a decreasing trend.
3. Segment 09 (consumer durables) shows the minimum contribution both in terms of percentage of units
and value and has a decreasing trend.
68
The industry has been driven by India’s strong economy, which fuelled demand firm user industries, other
general result which can be observed are.
1. By developing strong position in specialized market segments, medium sized firms can achieve a
rapid growth rate.
2. Dominance of CNC machine in the Market
• Highly demanding user industries
• Demand growing faster than domestic supply
• Imports gaining significance
3. Key success Factors for HMT’s products
• Design and innovation capability
• Products development
• Access to technology
• Productivity improvement and cost management
4. By tailoring the marketing programs to individual market segment, marketer can do a better marketing
job in relation to their preferences. In these circumstances, it is necessary that marketer must segment and
then try to fulfill the needs of that segment.
5. It helps in determining the kinds of promotional devices that are effective and helps in evaluation their
results.
6. Appropriate decision – marketing, relating to introducing of new products, promotions, distribution,
pricing could be easily taken.
7. CNC machines have been conventional ones in both volume and value terms. Focus on improved
productivity and costs in user industries are likely to sustain the demand for CNC machine.
69
Assumption and Limitation
The project has been worked upon in the existing framework. The Company’s market has been divided
into 12 segments on the basis of products manufactured by the buyers. In other words the market has been
segmented manufactured by the buyers. In other words the market has been segmented on the basis of the
products that can be made using the machines made by HMT. For example if a company purchases a
machine to manufacture bearings then it will fell into “other” segment. HMT is moving towards
customized marketing. It products different products under special purpose machines as per the
requirements of their customer demand for SPM’s is increasing at a very fast rate.
6. SWOT ANALYSIS
70
STRENGTH
1. It is multidimensional, multi trade organization and it is pioneer in machine tools in India having
large marketing network and after sales service.
2. It has very sound base for training for the newcomers and in depth technical know-how is available
here.
3. Emerging capabilities in the CNC segments.
4. Quality is the main motto of the company.
5. ISO-9002 certified.
6. Diversified range of products.
WEAKNESS
1. Inadequate investment in R & D, due to higher cost of funds.
2. Low pace of technology up gradation.
3. Low return on investment.
OPPORTUNITIES
1. In the year 2000 Government supported financially the company for restructuring their
Business plans, reducing manpower and improving productivity by automation
Of machines.
2. Access to International Technology.
3. Centre for procession manufacturing parts.
4. Centre for detailed designs based on International concepts.
THREATS
1. Every private organization is allowed to purchases second hand machinery under open general
License from any country.
2. Cheaper imports cutting into share of India machine tools.
3. Still competition with private sector.
4. While there no product substitutes, increasing imports are a threat to domestic industry.
7. CONCLUSION
71
Segmentation is simply carried out from a market research or analysis viewpoint to enable you to identify
different groups within a market or among your customers. The elements of each smaller segment are
more similar in terms of wants, needs and behavior than the total market is. A separate marketing program
can be developed to best match each segment, individual needs and wants.
However, implementing a segmentation strategy successfully may involve realigning ones business in
order to meet the demands of different types of customers. A company is thus able to determine which
group of customer it is best suited to serve and which product and service offers will both meet the
requirements of its selected segments and outperform any competition.
It is, therefore, essential that segments be clearly identified and tracked over time and that the organization
is aligned to delivering products and services to meet these segments future demand which can be known
before hand though forecasting techniques.
8. Recommendation and Suggestions
72
RECOMMENDATIONS
1. It is very clear from the statistical analysis that automobile industries comprising of both
manufacturers and ancillaries have emerged as HMT’s major customers of segments accounting for more
than 30% of the sales volume. It is, therefore, suggested that a close watch and continuous monitoring of
this sector is very essential. An updated information regarding plans for expansion, government attitude
towards this sector, number of ventures with capacity sanctioned, financial policies, etc will help in
sustaining and further strengthening this segment.
2. Company should not give more emphasis from marketing point of view to Consumer durables /
Agricultural machinery and power and power equipments as their percentage contribution is very low both
a terms of number of units and value.
3. Railway is no more a viable segment and as such, there is no need to spare efforts on it as a separate
segment and should be merged with others.
4. Most of the segments are indicating a negative trend which reveals that the market for conventional
type of machines is reducing and hence more emphasis should be laid down on R & D activities for
updating technology to sustain the segments in the fast changing market scenario.
5. On a closer examination of the machines sold in the various segments, it has been found that the
market for the general purpose machines is increasing. Hence more efforts should be deployed to offer
customized solution to customers.
6. Also the company should focus more on its CNC machines as their demand is increasing in the
market.
7. The company must aggressively market its ISO 9001 certification to boost its exports and its quality
image.
8. HMT should try to make new marketing strategy to fight with the competitors, who are mainly
developing due to their good marketing strategy.
9. HMT should cut down the prices of some of its important product to attract customers good sales force
activities should also be encouraged.
10. HMT should arrange new training programs for their workers so that they work efficiently and that
will cut down the cost of production which will further help in reducing the prices of machines.
73
SUGGESTION
1. Increment the advertisement policy.
2. Time on Feedback and Market Study.
3. Proper time management should be there.
4. Increase market activity about product.
5. Try to improve incentive facilities, it will be helpful for achieve the target.
6. Increase Channel Partner.
74
9. Appendix
Appendix-Form
Name:-……………………………………………………………………………….
Company Name/Institute Name:-…………………………………………………….
Position:-……………………………………………………………………………...
Sex :- Male/Female…………………………………………………………………...
Company Address:-………………………………………………………………….
City:-………………………………………………………………………………….
Company Strength:-…………………………………………………………………..
Other…………………………………………………………………………………..
Please tick on each question.
Q.1 How do you rate our products and services and did they meet your needs and
expectations regarding quality and performance?
a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
Q.2 How do you rate our delivery on time performance and our commitment to meet
your delivery expectations?
a) Delivery on time b) Delivery Delay c) Both
Q.3. How do you rate the competitiveness of our products and do they represent best
value for total cost of lifetime ownership?
75
Q.4. how do you rate our approach to quality management to ensure complete customer
satisfaction?
a) Yes b) No c) Occasionally
Q.5. how do you rate our professionalism in dealing with you?
a) Satisfied b) Dissatisfied c) No Opinion
Q.6. is the company eagerness in recognizing and acknowledging employee’s

work?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
Q.7.Management of HMT which it share with the Project For Customer need?
a) Always Share b) Share c) Not necessary d) Never Share
Q.8. what do you like about our products and services and how we add value to your business?
a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
Q.09. Would you be prepared to provide a statement for use in our literature?
a) Yes b) No
Q.10. Are there well conditions of tools and machines?
76
10. Bibliography
BIBLOGRAPHY
WEBSITES
www.studymarketing.com
www.en.wikipedia.org
www.hmtindia.com
www.hmtmachinetools.com
BOOKS
1.Marketing Management
13th edition
Philip Kotler and Kevin Keller.
2.Research Methodology.
Revised Second Addition
C.R. Kothari
77
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A

Project Study Report

HMT Machine Tools Limited,Ajmer

“STUDY AND ANALIYSIS OF THE MARKET SEGMENTS

Submitted in partial fulfillment for the

Master of Business Administration

Submitted By: - Submitted To:-

AZHARUDDIN QURESHI Dr.Asha Kothari

1 INTRODUCTION TO THE INDUSTRY 5-16

4 FACTS AND FINDINGS 41-50

HMT Machine Tools Limited

CHAIRMAN SHRI A.V. Kamat

MANAGING DIRECTOR SHRI V. Hem Chandra Babu

BIRTH OF HMT Pt. Jawaharlal Lal Nehru

Introduction- HMT AS A WHOLE

o 16 Manufacturing Units / 22 Product Division

HMT ranges of products are marketed internationally be its subsidiary, HMT

HMT MACHINE TOOLS LIMITED

YEAR UNITS/DIVISION LOCATION STATE

Machine Tools I Banglore Karnataka

Machine Tools II Banglore Karnataka

Watch Factory I Banglore Karnataka

Machine Tools III Pinjore Haryana

Machine Tools IV Hyderabad Andhra Pradesh

Machine Tools V Pinjore Haryana

Die Casting Division Banglore Karnataka

Watch Factory II Banglore Karnataka

Precision Machine Division Kalamessery Kerala

Machine Tools VI Aimer Rajasthan

Watch Factory III Shri Nagar Jammu &Kashmir

Quartz Analog Watches Banglore Karnataka

Watch Factory IV Tumkur Karnataka

Stepper Motor Division Tumkur Karnataka

Ball Screw Division Banglore Karnataka

CNC System Division Banglore Karnataka

FACTORY LAY- OUT

HMT VISION AND MISSION

HMT Corporate Vision

HMT Corporate Mission:

HMT CORPORATE OBJECTIVE & GOALS

OUR CORPORATE STRENGTHS

1. Strong brand equity

1961 : HMT’s second factory was set up at Bangalore financed entirely

1962 : HMT diversified into wrist watch manufacturing by setting up a

1965 : HMT’s fourth machinery was set up a Kalamassery.

1970 : In the second face of diversification, as many as 10 agreements were

1972 : HMT diversified into manufacturing of printing machine in

1973 : HMT’s hierological machinery division was set up at Bangalore.

1980 : Dairy machine set up at Abramabad, Maharashtra in technical

1982 : HMT set up fifth watch factory at Ranibagh backward hilly a

1983-84 : HMT set up a separate unit for manufacturing silver axide

2001 : HMT ltd., Aimer had received “best product at IMTEX-2001”

2001 : HMT ltd., Aimer had received “best product at IMTEX-2001”

HISTORY OF HMT AJMER

• Date of registration – 1.01.1967

• Commencement of production – 1970-71

• Merger with HMT – 01.04.1975

• Capital employed – 658 lac

• Land area total – 178 acres

• Plant & Foundry – 60 acres

• Township – 118 acres

• Covered area (plant) – 31848 sq. m

• No. of quarters – 136