Framework and Map for Action Group on Building More Integrated Solutions:
Inputs, Equipment and Advice
Inputs —Seeds, Crop Protection, Fertilizer— and Advice
Introduction
The supply of fertilizer, improved seeds and crop protection has increased in India, with major private
sector players active in product development and distribution. GOI has encouraged the use of
productivity enhancing inputs, particularly through the subsidies which have grown from 6.0% to 11.6% of
agricultural output values in the 2004 to 2010 period, driven largely by increases in subsidies to fertilizer
and electricity.
However, large gaps in both production and use of agricultural inputs still exist: use is concentrated in
relatively few states and on a few crops. Also, according to GOI reports, input subsidies have resulted in
overutilization of fertilizer and other inputs, which has led in turn to soil degradation, soil nutrient
imbalance, environmental harm, and groundwater depletion, all of which have reduced the effectiveness
of inputs.
To realize productivity improvements and to gain access to higher prices, farmers need to access quality
inputs combined with a responsive set of information, related to: production techniques that fit their
agronomic area and cropping patterns; improved crop mix and effective business models; pricing and
more profitable market opportunities; and post-harvest processes. It is extremely useful if this information
is provided as part of a value chain business proposition, where the farmer can access improved inputs,
advice on farm methods and business practices, finance and markets. New methods of transmitting this
information, combining technology and touch, and greater integration of the four key ingredients—inputs,
advice, money and markets—will be required if farmers are to build productivity and incomes.
Key opportunities and challenges
Supply of improved inputs has increased, but access by small farmers is limited. The total
availability of commercially sold seeds increased from about 860,000 tons in 2000 to 3.2 million tons in
FY2011. The crop protection chemical (CPC) market has grown to US$2 billion but CPCs are used on
only 16.7 million hectares of the 120 million under cultivation. End use is concentrated in Andhra
Pradesh, Uttar Pradesh and Punjab; these markets represent over 50% of CPC consumption in India,
with cotton and paddy accounting for 68% of end use. The consumption of fertilizers has also risen
substantially since the 1990s (Figure 1). The all-India average consumption of fertilizers has increased
from 95 kg per ha in 2004-05 to 144 kg per ha in 2010-11. High variability has however, been observed in
fertilizer consumption in different states: with high use in the Punjab and Andhra Pradesh at 237 and 226
kg per hectare, and low use in MP at 81 kg/ha, Orissa at 58 kg/ha, Rajasthan, 48.3 kg/ha and Himachal
Pradesh, 54.8kg/ha. In some of the northeastern states, rates are below 5kg/ha.
1
Millions
Figure 1. Consumption, Production and Imports of Fertilizers in India (2011)
30
25
20
Consumption of
Fertilizers
Production of
Fertilizers
Imports of Fertilizers
15
10
5
0
An estimated 60% of farmers—mainly small and medium—do not have access to reliable sources
of information and advice. Of those who did source information, 16% received it from progressive
farmers, followed by agro-dealers.
Government extension services. Traditionally, government agencies provide extension services to
farmers through about 110,000 extension workers operate in India, serving 120 million farmers located in
600,000 villages. Some estimate the government would have to increase the number of extension
workers more than tenfold, to 1.4 million, to provide adequate coverage of the rural population. However,
independent studies show that only a very small percentage of small farmers have access to these
services; for example, 1% of small and marginal farmers in UP and 0.2% in Utttaranchal use public sector
extension service workers as a source of information. 1 R&D centers and extension services focus on a
narrow set of productivity enhancing measures. The quality of information and results-orientation are low,
with little focus on responding to what farmers need in a granular or timely manner. Also, the information
and advice provided by extension workers is normally not linked to the supply of improved inputs, market
outlets, finance, crop or weather insurance, reducing the incentives for farmers to implement the
improved practices. It is unclear that scaling up the existing public sector extension models would be
fruitful given the issues of quality and effectiveness.
Private sector companies have focused primarily on information on why and how to us e their
proprietary inputs, concentrating on medium and large scale farmers and on areas in which profits can be
assured, with little value add on improved farming practices or complementary inputs. However, some
input and equipment companies are focusing on becoming agro-solutions enterprises, bundling offerings
of their own and complementary inputs, advice on good farming practice, and services including soil
testing. Some companies are beginning to use their networks of agro-dealers to provide these inputs and
advisory services, along with facilitation of bank financing and insurance offerings to small and medium
sized farmers. .
Agricultural innovations, particularly in seeds, have increased rapidly since the 1980s. Government
data and surveys of seed firms show that from about 1990 to 2010 the number of new seed cultivars
available to farmers in maize, wheat, and rice roughly doubled, while the number of cotton cultivars at
least tripled. Biotechnology innovations went from zero in the 1990s to five genetically modified (GM)
traits in hundreds of GM cotton cultivars by 2008. Also, innovations have occurred in the cultivation and
dissemination of banana tissue cultures, seed potatoes and other plant materials. These innovations
have combined foreign technology and local innovation, with increasing engagement of the Indian private
sector in research and development.
1
Kitinoja et. al. http://ucce.ucdavis.edu/files/datastore/234-1922.pdf
2
Private innovations have contributed to agricultural productivity and incomes. High performing
hybrid seeds, for example, largely produced by the private sector, have had a major impact on
productivity improvement of Indian farmers, and availability needs to be expanded. The Ministry of
Agriculture estimates that overall, improved seeds typically contribute to 20% to productivity gains. Many
innovations have occurred in vegetable seeds, further enhancing the higher incomes per hectare from
fruits and vegetables compared to staple crops. In plant materials, Jain Irrigation’s development of
banana tissue cultures has revolutionized this segment in India, with banana trees producing in 18 rather
than 30 months, and with yields more than double. ITC’s Technituber seed potatoes in high end
segments have led to major increases in earnings for farmers. The growth in hybrid cereal seed
availability is crucial to food production and security in Indian agriculture. Total acreage under cultivation
is expected to remain at about 140 million hectares, while demand for food grains are expected to
increase from 203 million tons today to 285 million tons in 2020. Productivity enhancing measures will be
key to achieving this growth in output.
Figure 2. Production and Availability of Certified and Quality Seed (in millions tons)
1.8
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
Cereal Total
Pulses Total
Oilseeds Total
Fibers Total
Source: http://seednet.gov.in/material/IndianSeedSector.htm
Integrated services through hub and spoke networks. Pioneered by the ITC e-choupals, several
companies have built networks of agro-dealer franchises which provide inputs, information, advice and
services to farmers. Some of these networks engage in selective procurement, others have incorporated
facilitation of credit and insurance services. Companies expanding and deepening their agro-solutions
networks include the ITC e-choupal network, theTata Kisan Sansars, and Mahindra Samriddhi, each
detailed later in this note. These models leverage rural distribution systems to provide farmers with all or
most of what they need to succeed, on a for-profit basis.
Mobile-based information initiatives have emerged, with the objective of providing farmers with
information and advice on their mobile phones. Mobile phone penetration in rural India is expanding
rapidly, from 1.4 units per 100 people in 1995 to 51 per 100 in 2010. Most mobile-based applications
provide information on weather, prices, farm practices and markets through SMS messages, with some
use of voice messages. Some systems involve a help desk function, with agronomists on the other end of
the phone to answer questions. Key players are: Nokia Ovi Life Tools, IFFCO’s Kisan Sanchar Limited
and Reuters Market Light.
However, early indications are that ICT solutions operating in isolation may have limited effectiveness in
increasing farmers’ productivity and incomes. An IFC-commissioned report on ICT applications for
agriculture suggests that farmers need advisory and market information and would be willing to pay for
mobile based solutions. The report confirms that SMS-based information systems are easier to implement
than internet-based information systems which require kiosks and connectivity, and which have had
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difficulty being commercially viable in rural areas with dispersed populations. In early years of ITC echoupal operations, sanchalaks offered free information from internet based information on their
computers; ITC is now exploring mobile and tablet based solutions. Voice-based information systems
such as IFFCO’s IKSL circumvent illiteracy issues in delivering information and are easily accessible with
mobile phones. However, the IFC study indicates that mobile information alone is not achieving the
intended benefits in increased farmer productivity and incomes. The optimum solution appears to be for
companies building value chains with large numbers of small farmers to offer a combination of extension,
demos and ICT support in conjunction procurement to provide the inputs and incentives that farmers
need to improve productivity and meet quality and traceability standards.
Key measures to build shared value
Key measures that private sector leaders can take to build shared value in providing farmers with inputs
and advice include the following:



Leverage agro-dealer distribution systems to provide a profitable and farmer-responsive mix of
proprietary and other inputs, help desk and on-farm advice on best practice methods in key
commodities and mixed farm models, and, where feasible procurement and origination services
for credit and crop/weather insurance.
Re-double R&D, piloting, production and distribution methods on hybrid seeds and plant materials
which dramatically increase yields through plant protection and productivity enhancing qualities in
cereals, fruits and vegetables, and pulses.
Build PPPs in which private sector input, irrigation, equipment and value chain companies
combine forces to offer government alternatives to traditional government extension—by
combining complementary inputs, crop and farm model specific advice, irrigation, leased or
owned farm machinery options, selective procurement, access to finance and crop and/or
weather insurance.
High impact company initiatives
ITC eChoupal
ITC eChoupal, an ITC initiative launched in, provides relevant and real-time information such as
commodity local weather forecast information, customized knowledge such as farm management and
package of practices, supply chain integration for farm inputs whereby harvested produce is screened for
quality and demand aggregation to ensure competitive prices and efficient logistics, direct marketing
channel for farm produce through lower transaction costs. As at end March 2011, the eChoupal hub and
spoke system reached 38,000 villages in four states of India, serving a population of about 50 million
people from 9 million households. This amounts to roughly 1 Sanchalak per 1,400 households.
Tata Kisan Sansars
Tata Chemicals (TCL) is a leading manufacturer of urea and phosphatic fertilizers and through its
subsidiary, Rallis, has a strong position in the crop protection business. TCL created the Tata Kisan
Sansar (TKS) franchises to provide farmers with fertilizer and a range of TCL and private label inputs.
Over the past three years, TCL has expanded the offerings of the TKS franchises, moving to provide a
increasing range of agro-solution services including agricultural services such as soil testing, crop
advisory and foliar application services. Most recently, TCL has built a partnership with HDFC Bank to
provide finance to farmers, with the intention of expanding financial service offerings. The 714 TKS
franchises now provide inputs and services, with an expanding number engaged in agricultural loan
origination. TCL indicates that the TKS network caters to over 7 million farmers in 140,000 villages in the
north India. Each TKS franchise caters to 30 to 40 villages in the surrounding area. The centers are in
turn serviced by about 30 resource centres, known as Tata Krishi Vikas Kendras or TKVK, with each
resource centre serving 17 to 18 TKS centres. New services being pursued include IT enabled market
information, and financial services for farmers with HDFC Bank. Farmers report yield increases of 15 to
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35 percent as a result of the combined services and TKS operators report substantial increases in
earnings with the addition of agricultural services and finance.
Mahindra Samriddhi Centres
Established in 2000, Mahindra Shubhlabh Services Ltd. (MSSL) forms part of the agribusiness arm of the
Mahindra Group, best known as the market leader in tractors, with tractor sales of Rs. 202.6 billion in FY
2011. Mahindra and Mahindra is shifting from being a tractor company to an agro-solutions enterprise,
through its value chain operations, the purchase of a small irrigation company, its Applitrac farm
equipment operations and the Samriddhi Centres. To date, 155 Samriddhi Centres have been
established; most are located with tractor dealers in commercial rural towns. Samriddhi Centres provide
advice, services and a selection of inputs. Services include soil and water testing facilities, insurance and
facilitation of finance. Samriddhi has established Mahindra Kisan Mitra (MKM), a website which provides
farmers with the latest information relating to crops, weather conditions, loans, insurance schemes,
commodity prices, government policies, news and events. Mahindra indicates that over 150,000 farmers
have benefited from Samriddhi services; Mahindra plans to increase the outreach and impact to 10 million
farmers by 2020. The Samriddhi Centres were begun as a means of adding value and building loyalty of
tractor customers, Mahindra is now working to achieve profitability on at least some of its core offerings.
DCSL
DSCL’s agribusiness activities contributed about 66% of company’s revenues in 2010. In addition to its
sugar and other agri-processing operations, DSCL has established Hariyali Kisaan Bazaars or “Rural
Business Centers”, which provide a one-stop shop for agri-inputs, diesel and petrol, consumer goods,
durables, apparels, insurance, agronomy advisory, credit, and contract farming. The objective is to
provide good quality goods for different needs at best price in a convenient shopping format, gaining the
trust of the farmers and other rural consumers. As at 2010, HKB counted a network of 275 outlets in
seven Indian States reaching a million farmers. DSCL has been working on different hub and spoke
models, and different combinations of product and service offerings to improve profitability.
United Phosphorus Limited
United Phosphorus Ltd (UPL) is a leading agro chemical and seeds company in the country, with annual
revenues of US$700 million (FY2011). UPL’s Unimart centers provide training and advice, a range of UPL
and other inputs, with a strong focus on productivity and income improving measures. Unimart services
include expert visits on field, home delivery of products, knowledge services for farmers. Unimarts are
intended to increase farmer productivity. At the same time, UPL distributors and dealers in areas
surrounding Unimarts report substantial increases in sales overall, and of UPL products.
Nokia Ovi Life Tools
Nokia Ovi Life Tools, the agricultural component of Nokia Life Tools, uses SMS text-messaging
technology on mobile phones to provide farmers with current information on weather, advice about crop
cycles, general farming tips and techniques, and market prices for crops, seeds and fertilizers, all in their
native language. Farmers can subscribe to the service for just 60 rupees (about $1.20) per month. After
the successful pilot in 2009, Nokia Life Tools rolled out its agricultural service to 18 states in 11 regional
languages. Independent research suggests the platform success is grounded its use of affordable,
narrowband technology i.e. use of simple, not smart phones to disseminate information. As of October
2009, RML has a subscriber base of 170,000 customers in 12,000 villages.
Reuters Market Light (RML)
RML offers SMS-based data to farmers covering about 250 crop varieties across more than 1,000 local
markets and 3,000 weather locations in India. The RML team consists of several hundred content
professionals and agricultural market reporters spread across the length and breadth of the country,
source local agricultural information and market prices. This information is validated and processed using
best-in-class processes and custom-developed information technology systems to generate highly
relevant, timely and actionable content that can be used by the farmers. RML initiated its services in
5
Maharashtra, with charges of Rs 175 for three months, Rs 350 for 6 months, and Rs 650 for one year. As
at 2010, RML had 1 million unique subscribers in 40,000 villages in 13 states. An ICRIER study in 2009
found that RML subscribers had income increases of 5% to 25%. Nokia’s subscription fee to consumers
is about $4 per month while Nokia Life charges consumers $1.20 per month.
High impact collaborations
IFFCO Kisan Sanchar Limited- Bharti Airtel: Kisan Sanchar Limited
In 2008, Bharti Airtel, the leading mobile carrier, partnered with IFFCO, a large fertilizer cooperative, to
form a joint venture company to provide five free daily voice updates on mandi prices, farming, dairy and
animal husbandry techniques, weather forecasts, rural health initiatives and fertilizer availability. The main
target clients are the 55 million farmers who are members of IFFCO. As at 2010, Airtel reported having
1.5 million subscribers for this service from 18 states. The service is marketed as part of a special mobile
tariff package only on Airtel’s network with an IFFCO Kisan branded SIM card. There is also a helpline
service, which gives farmers access to experts on farming and veterinary medicine.
Nuziveedu Seeds
NSPL is India’s largest seed producer, with an annual income in FY 2011 of more than Rs. 6 billion
(US$110 million) and output of over 600,000 quintals of quality seeds spread over 89,000 acres. Today,
about 100,000 seed growers across India partner with NSPL in producing seeds of world-class quality.
NSPL maintains a strong relationship with farmers, by helping them produce high-yielding seeds with
seed growers. NSPL is a pioneer in building hybrid cotton seed production bases at different locations i.e
Gujarat, Andhra Pradesh, Maharashtra and Tamil Nadu, which helps minimize the production risks. NSPL
is launching a series of PPPs with other private sector companies, to build small farmer productivity
through innovative combinations of inputs, irrigation and advice.
Public sector actions and policies
During the Green Revolution, the Government of India (GOI) put in place a number of policies to increase
food production—namely by offering subsidies to stimulate the use of fertilizers by Indian farmers.
Between 50% and 60% of the increase in food grain production in India since the 1960s can be attributed
to higher fertilizer use. However, subsidizing the costs of fertilizer has provoked increasing criticism during
the past decade. Despite the GOI’s intention to reduce subsidies, expenditure on fertilizer subsidies
increased from US$91 million 30 years ago to US$17.8 billion in FY2009.
Agriclinics and Agribusiness Centres (ACABC) Scheme
The Agriclinics and Agribusiness Centres (ACABC) represent a government-backed initiative to train
progressive, entrepreneurial farmers to become “agripreneurs”, operating their own agriclinics. The
central government provides 25%of the cost as a subsidy, states provide additional support and banks
provide loans to agripreneurs to establish agriclinics. The objectives are to supplement the public
extension system, increase the availability of inputs and services for farmers, and provide employment to
agriculture graduates. The centers provide a wide range of services, such as soil, water quality, and input
testing laboratories; plant protection services; vermin composting units; horticulture; veterinary clinic; and
agroservice centers for farm machinery and primary processing. To date, ACABC has backed 41
agriclinic and agribusiness training centers, which provide two-month training courses to agricultural
graduates. After training, the agripreneur sets up his or her “agriventure,” with one year “hand-holding”
support from the training institutes. ACABC seem to be positively affecting farmer productivity in regions
with agriclinics, and an independent survey by Global AgriSystem in 2008 showed that the majority of
farmers are satisfied with services offered at the agriclinics. From 2002 to 2008, of the 75,000 agriculture
graduates in the country, 4,152 have participated as agripreneurs, serving 2.3 million farmers in 26,000
villages. Each venture serves about 30 villages, with about 19 farmers per village (Global AgriSystem
2008). ACABC indicates that it has had some challenges due to high interest rates on loans to
agripreneurs, competition with agrodealers, and issues with farmer payments, undermining commercial
viability.
6
Krishi Vigyan Kendra (KVK), farm science centers, are multidisciplinary educational institutions at the
district level, operated by a stage agricultural university, NGO or research organization, with funding and
technical supervision from ICAR. As at 2009, 569 district centers were in operation, nearly one for each
district in India. The performance of KVKs varies. Each KVK is in one of 15 agroclimatic zones. Within
each center, around 20 scientists are employed from different disciplines.
Farmer Field Schools (FFS). Established in the 1990s by the GOI in conjunction with FAO, FFS involve
participatory training methods using a “learning by doing” approach: 20 to 25 farmers test and adapt
farming practices to their local conditions, with weekly field observations and analysis, supported by an
extension agent. Impact studies show reduced use of toxic pesticides and 4 to 14% higher yields for FFS
graduates who cultivated cotton compared to the control. Despite some positive results, these schools
have been plagued by funding issues, poor coordination among stakeholders, and over-reliance on local
extension officers. Often, larger farmers have captured the benefits, with underrepresentation of smaller
farmers and women in field school groups. Another weakness of the approach relates to limited impact
and lack of scalability of the model; benefits remain with a limited number of farmers in the groups, with
limited capacity to diffuse lessons.
Main private sector players in this space and their present roles
A. Providers of Inputs and Advice
Company
Services
Farmers served
Geographical footprint
ITC echoupals
Relevant and real-time
information on commodity
prices, weather, customized
knowledge, packages of
practices, supply chain
integration for farm inputs
one-stop solution shops with
a wide range of agricultural
inputs: fertilizers, seeds, and
pesticides, agricultural
services such as soil testing,
crop advisory and foliar
application services.
Range of agri-related
services under one roof.
These include soil and water
testing facilities, knowledge
updates, insurance
products, demonstrations to
improve productivity, finance
facilities and advice.
Five free daily voice
updates on mandi prices,
farming techniques
(including dairy as well as
animal husbandry), weather
forecasts, rural health
initiatives and fertilizer
availability
Hub and spoke system
reached 38,000 villages
serving a population of
about 50 million people
from 9 million households
Four states of India
More than 7 million
farmers in 140,000 villages
In the northern and eastern
part of India.
Northern States: Uttar
Pradesh, Punjab, Haryana,
Bihar and Uttaranchal
150,000 farmer.
Pune, Aurangabad,
Khammam, Karimnagar,
Mehabubnagar, Jamnagar,
Haridwar, Nagpur, Raipur,
Tadepalligudem
1.2 million active users
18 major states: Andhra
Pradesh, Tamil Nadu,
Kerala, Karnataka, Bihar,
Chhattisgarh, Madhya
Pradesh, Jharkhand,
Uttarakhand, Haryana,
Himachal Pradesh, Punjab,
Uttar Pradesh, Rajasthan,
Gujarat, Maharashtra,
West Bengal and Orissa.
Tata Kisan
Sansars
Mahindra
Samriddhi
IFFCO IKSL
7
Nokia Ovi Life
Tools
United
Phosphorus
Limited
Nuziveedu
Reuters
Market Light
Uses SMS text-messaging
technology to provide
farmers with information on
weather, advice about crop
cycles, general farming tips,
techniques, market prices
for crops, seeds and
fertilizers
Farm inputs like seeds,
expert visits in the field,
home delivery of products,
library services, various
farmer training programs
170,000 customers
Across 18 states
SMS-based data to farmers
covering about 250 crop
varieties across more than
1,000 local markets and
3,000 weather locations in
India
300,000 consumers in
more than 15,000 villages
13 states of India.
B. Leading Private Input Supply Companies
Name
Input Supplied
Distribution Model
Geographic Footprint
Coromandel
International
Fertilizers, Crop
Protection, specialty
nutrients like sulphur
pastilles, water soluble
fertilizers, micro
nutrients and organic
fertilizers.
Seeds, Crop Protection
Chemicals and
Fertilizers
The company produces
2 million MT urea
annually.
Network of Mana
Gromor Centers and
Mitramart Outlets (423
stores in AP and 20
new centers in
Karnataka.
Coromandel manufacturing
plants in Andhra Pradesh, Tamil
Nadu, Mumbai and Jammu.
700 Tata Kisan
Sansars
Northern States: Uttar Pradesh,
Punjab, Haryana, Bihar and
Uttaranchal
Eleven states in northern,
eastern, central and western
regions of India and is the lead
fertilizer supplier in the State of
Rajasthan
Tata Chemicals
and Rallis
Chambal
Fertilizers and
Chemicals
Limited
Dupont India
and Pioneer
Seeds
The Company has a
vast marketing
network comprising 11
regional offices, 1,700
dealers and 20,000
village level outlets.
Crop Protection
Chemicals research and
development, Seeds,
Seeds R&D, Biosecurity
for livestock and Tyvek
for agricultural
packaging
Production facilities in Gujarat
and Hyderabad.
Distribution network?
Crops: Rice and
sugarcane
8
DSCL and
Bioseed
Genetics
(Acquired Nandi
in 2009)
Seeds, Crop Protection
Chemicals and
Fertilizers
Bayer
CropScience
Crop Protection
Chemicals (11% Indian
market), Seeds
Distributors and agrodealers
United
Phosphorous
Ltd.
Syngenta India
Crop Protection
Chemicals (Market
share: 6%)
Insecticides, fungicides,
herbicides and seed
treatment chemicals,
Seeds, Research and
Development
Distributors, agrodealers and Unicentre
initiative
Hariyali Bazaar
business centers,
reaching 1 million
farmers and 4 million
rural families
Bioseed breeds field
crops: cotton, corn, rice,
millet, pigeon pea and
vegetable crops such as
okra, tomato.
North, West & East India with
marketing offices at 22 locations,
3,000 channel partners and
30,000 retailers.
170 outlets in 7 Indian states for
fertilizers
Bioseed: 2,879 distributors in 18
states, from Orissa to Uttar
Pradesh, West Bengal and
Assam.
Bayer CropScience currently
interacts with 10 million farmers
across India and has about
2,700 distribution outlets.
Krishi Shakti, “crop health
centers” providing crop
diagnostics, soil testing, training,
demonstration plots
Main crops: Corn and
soybeans, field crops,
vegetables, flowers
Largest input suppliers in India
by annual sales of Inputs
(FY2011) in millions
Coromandel International
$1,400
Tata Chemicals and Rallis
$811
Dupont India and Pioneer
$700
DSCL and Bioseed Genetics
$535
Bayer CropScience
$700*
United Phosphorous Ltd.
$401
Syngenta India
$372
$0
$500
9
$1,000
$1,500
Main potential objectives of action group by end 2015
 Use, reinforce agro-dealer networks to provide improved inputs, advice on good practices, and
possibly be agents for crop/weather insurance and credit.
 Back agro-entrepreneurs in agro-services for those segments that farmers are willing to pay for eg
soil testing
 Beware of ICT only solutions—need to combine with face to face advice, improved inputs, market
links
 Tie advice to value chains to help farmers gain access to attractive markets, align incentives and
realize increased earnings for farmer and value chain company.
 Build PPPs as substitute for government extension, providing inputs, irrigation, farmer-responsive
advice on farm practices, mixed farming business models, markets and post-harvest methods.
Main potential measures of success





Number of small and medium farmers receiving bundled packages of improved inputs
and tailored advice.
Number of farmers participating in PPPs emanating from the platform
Value chain operations which combine extension, demos and ICT.
Costs and profitability of models used.
Productivity and income increases of participating farmers.
10
Farm Mechanization
Tractor sales. Manufacturers sold 605,000 tractors in India in 2011/2012 with revenues of US$4.4
billion. The CAGR has been about 20% in the last three years. Rising food prices and credit availability
combined with structural drivers including farm labor scarcity, steady demand for replacements, and
growing non-agricultural use of tractors have led to an increase in tractor sales, supported by government
initiatives to facilitate the purchase of farm machinery by farmers.
Trend in Yearly Tractor Sales Volumes
Annual tractor
sales (domestic
(Domestic
+ Export)and export)
Low levels of tractor utilization. Despite the increase in sales and the benefits of farm mechanization,
tractor penetration in India is low relative to other markets, particularly among smallholder farmers, with
strong potential for expansion. For farmers with up to 5 acres of land, tractors are used on only 1.4% of
their 144 million in land. For medium sized farmers with 5 to 20 hectares, tractors are utilized on only
21.9% of their 183 million acres.
Tractor penetration in India by landholding size
Large farmers >20
acres
Number of
farmers
Total land size
(acres)
1,200,000
26,400,000
46.2%
20,400,000
183,600,000
21.9%
144,000,000
1.2%
Tractor penetration in India
by landholding size
1%
Medium farmers
5-20 acres
17%
Small farmers
2.5-5 acres
22,800,000
19%
Marginal farmers
<2.5 acres
63%
75,600,000
Tractor penetration on every 1,000 ha
About 142 acres of smallholder land could
use tractors
US
World
India
0
10
20
30
40
11
Level of mechanization of different operations in Indian agriculture. Correlated with tractor use,
between 30 and 40 percent of land benefits from farm mechanization for soil working and seed
preparation, seeding and planting. Similar levels of farm mechanization are found in plant protection and
irrigation, treated in other sections of these action maps.
Operation
Current Mechanization
Soil working and seed
bed preparation
40%
Seeding and planning
29%
Plant protection
34%
Irrigation
37%
For wheat and rice – 60-70%
For other crops – Less than
5%
Harvesting and
threshing
These low levels of farm mechanization, particularly among small and medium farmers, exists in spite of
significant productivity improvement from farm mechanization. Some examples are provided below:
Machine-wise
increase
in productivity
Machine-wise
increase
in productivity
Laser leveler
11%
Rice transplanter
20%
Rotavator
30%
The main reasons for the low use of tractors and other farm equipment in India are:

Low purchasing power of farmers relative to capital investment, operational and maintenance
costs

Fragmented land holding of farmers with it difficult to justify even a small tractor for farmers of
under 5 acres or under 3 acres of well-irrigated land.

Seasonal usage making both ownership and leasing difficult to justify for small and medium
holdings, unless off farm uses are leveraged.

Lack of knowledge among small and medium sized farmers on the benefits of farm
mechanization
Shift to high hp tractors and production of low cost tractors. India has been predominantly a 31 to
40 hp market, which represents 42% of the industry. However, a shift to higher hp tractors has occurred
over the last five years. The share of 40+hp tractors has increased from 29% in FY05 to 44% in FY11.
The share of tractors above 40 hp has more than doubled over the last ten years due to the use of higher
hp tractors in the south particularly for rice, and the purchase of higher hp replacement in the north.
Segment-wise sales of Indian tractors
FY05
FY00
4%
FY10
1%
0%
0%
8%
15%
16%
20%
26%
13%
21%
28%
42%
55%
51%
<20 HP
21-30 HP
31-40 HP
12
41-50 HP
>51 HP
On the other end of the market, Mahindra & Mahindra, Escorts, TAFE and Sonalika Group have recently
begun to manufacture smaller HP tractors. While small farmers with under 5 ha cannot afford to own a
tractor, farmers with 5 to 20 acreage, the largest segment in terms of land holdings, can take advantage
of the availability of small tractors. Smaller farmers would need to rely on leasing of tractors and farm
equipment. In addition to the productivity benefits, and utility as agricultural labor becomes scarce, a
tractor can be a steady and reliable source of supplemental income, through rental and transport of goods
and people, earning Rs. 750 per day.
Key measures to build shared value
For medium sized farmers with 5 to 20 hectares, tractor and farm equipment manufacturers can
aggressively target this market for sale of smaller tractors and small equipment.
For small farmers, equipment manufacturers can promote agro-service companies engaged in the lease
of tractors, equipment for land preparation, seeding and planting, and services for spraying and soil
testing.
Equipment manufacturers need to expand development work to offer lower cost farm equipment, suited to
the needs and payment capacities of small and medium sized farmers.
Tractor manufacturers or others could create dealerships for used tractors, given the robust replacement
market.
Banks and NBFCs can work with equipment manufacturers to offer packaging of financing and technical
support to help ensure viable combinations of equipment and business models.
Financial institutions can facilitate the purchase of tractors and farm equipment by groups of small
farmers through joint liability groups and can finance second hand tractors.
Public sector actions and policies
NABARD Agriclinics for farm equipment. On behalf of GOI, NABARD has launched an Agriclinic
Scheme to finance private entrepreneurs or joint liability groups to purchase tractors and related farm
equipment for lease to small and medium farmers. NABARD will finance, through participating banks,
5,000 agriclinics a year for agricultural graduates of joint liability groups to purchase basic equipment
necessary for crop production and equipment repair. Total costs for agro-service centers are expected
not to exceed Rs. 1 million for individuals and Rs. 5 million for joint liability groups.
National Mission on Agricultural Mechanization (NMAM) aims to bring farm mechanization to rural
villages promoting ‘custom hiring services’ through a rural entrepreneurship model. The mission aims to
increase the reach of farm mechanization to small and marginal farmers and to the regions where
availability of farm power is low. The initiative seeks to bring hi-tech, high value and hi-productive
agricultural machinery to farmers through the creation of hubs providing farm equipment and offering
demonstrations and capacity building.
Main private sector players
While the Indian tractor market is highly organized and among the largest in the world, the farm
equipment market is dominated by unorganized players accounting for more than 50 per cent of market
share, selling products by small scale local manufacturers, and Chinese companies.
In tractors, Mahindra & Mahindra dominates the market with a 40.1% market share followed by TAFE
(23.2%) and Escorts 10.2%. With relaxation of the FDI in agriculture, some large MNCs—AGCO
Corporation, CNH Global and John Deere—have entered the Indian market. Most have built their
presence in India through wholly-owned subsidiaries or through joint ventures and technical
collaborations with Indian companies.
13
Market Share of Tractor OEMs
Market share of tractor OEMs
While the tractor industry has relatively low entry barriers in terms of technology, costs involved in
branding, distribution network and spare parts availability act as barriers. Also, as most of the sales are
through word-of-mouth, new entrants may take time to establish themselves since the leading Indian
players, particularly Mahindra, have built solid brand reputations.
Mahindra & Mahindra. Mahindra relies on a network of dealers for OEM sales and for repair and
lubrication of tractors. Mahindra Finance also has a network of nearly 500 branches to provide finance for
tractor and other purchases. DCC can leverage this network for sale of lubricants to the aftermarket. Most
Mahindra dealers and Mahindra Finance branches operate at district levels, meaning that they probably
only reach 10% of tractor owners for after sales repair and maintenance.
Mahindra’s
distribution
Mahindra’s
networknetwork
distribution
Maharastra
Gujarat
Punjab
Haryana
Uttar Pradesh
Andra Pradesh
Madhya Pradesh
Rajasthan
Kerala
Tamil Nadu
Karnataka
Orissa
Assam
Bihar
Uttarachal
Goa
Chattisgarh
Delhi
Chandigarg
Tractor
Mahindra Finance
EPC Irrigation
0
50
100 150 200
# distribution centers
250
Mahindra is also building an enhanced value proposition to farmers by providing services through its
Samriddhi Centers, often located alongside major tractor dealerships. The Samriddhi Centres offer
farmers a wide range of agri-related services under one roof. These include soil and water testing
facilities, knowledge updates, insurance products, demonstrations to improve productivity, finance
facilities and advise. As part of this initiative, the company has also set up Mahindra Kisan Mitra (MKM), a
website which provides farmers with the latest information relating to crops, weather conditions, loans,
insurance schemes, commodity prices, government policies, news and events. According to Mahindra,
over 150,000 farmers have benefited from Samriddhi Services; Mahindra plans to increase the outreach
and impact to 10 million farmers by 2020.
14
Main potential objectives of action group by end 2015
Company actions

Major tractor and equipment manufacturers expand the purchase and use of tractors by at least
one million medium sized farmers of the 16 million farmers with 5 to 20 acres which are not yet
using tractors.

Major tractor and equipment manufacturers promote dealers and/or at least 10,000 agro-service
entrepreneurs, for leasing of tractors and farm equipment, spraying, soil testing and other agroservices to small farmers—each with an outreach of 500 to 1,000 farmers, with total outreach of 5
million farmers.

Major equipment manufacturers innovate in the production of low cost farm equipment, including
through collaborations with informal sector agro-innovators and Chinese companies which hold
over 50% of the farm equipment market.

Equipment manufacturers leverage their dealer networks to provide together value adding
services to farmers on a for-profit basis, with the objective of reaching 10 million farmers by 2015.
Collaborations

Financial institutions in collaboration with major manufacturers expand financing of tractors and
farm equipment, including financing of agro-service companies, joint liability groups, and
purchasers of used tractors, with the objective of financing at least 4 million farmers in the 2013 to
2015 period.

Equipment manufacturers join with irrigation and input supply companies and companies
providing information and advice to build area development programs, including through PPPs.
Government policies and actions

Government maintain the 25% to 50% subsidies for small tractors and farm equipment
maintained.

NABARD and other programs to finance agro-service companies continued, to include franchises
and dealers of manufacturers, to enable the buildup of agro-service networks.
Main potential measures of success

Increase in use of tractors and related equipment by small and medium sized farmers, through
purchase and lease.

Number of profitable leasing and agro-service enterprises and franchise operations created,
overall and by company.

Estimated increases in yields and incomes to small and medium sized farmers as a result of farm
mechanization and related services.
15
Irrigation
Key opportunities and challenges
Irrigation is one of the most important inputs for enhancing agricultural productivity. In India, 48% of the
geographical area receives less than 1,000 mm of annual rainfall. Rain is restricted to four to five
continuous months, and even during the monsoon, rainfall is erratic. Irrigation is a key input in
agriculture.
While India has the largest irrigated area in the world, the coverage of irrigation is only about 35% of the
gross cropped area. India’s overall irrigation potential is 140 million hectares, out of which only about 109
million ha have been created, and around 80 million ha utilized.
Gross cropped area, net sown area, net irrigated area and
gross irrigated area, 1950-51 to 2008-09
Gross Irrigated area as a percent of gross cropped area has increased from 34% in 1990-91 to 45% in
2008-09. However, there are wide variations in irrigation coverage across states and across crops. The
states with the lowest percentage of gross cropped area irrigated are Assam, Jharkhand, Kerala,
Maharastra and Himachal Pradesh.
Irrigation coverage by state in 2008-09 (%)
98%
100%
85%
90%
76%
80%
70%
56% 58%
60%
50%
41%
40%
27%
30%
17% 19%
20%
10%
32% 33%
35% 35%
20%
10%
4%
0%
Source: Directorate of Economics and Statistics, DAC
16
46% 48%
49%
61%
However, the main gaps in gross hectares sown vs. irrigated are found in Maharashtra, Rajasthan and
Madhya Pradesh, which represent 43% of non-irrigated cropland, followed by Karnataka, Gujarat, Andhra
Pradesh, Uttar Pradesh and Orissa which represent 31% of non-irrigated land.
State-wise irrigation gap by state in 2008-09 (‘000 hectares)
20,000
18,000
hectares ('000)
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
-
Source: Directorate of Economics and Statistics, DAC
While Punjab, Haryana, Uttar Pradesh, Bihar, Tamil Nadu and West Bengal have more than half of the
cropped area under irrigation, Odissa, Rajasthan, Madhya Pradesh, Karnataka, Chhattisgarh, Himachal
Pradesh, Maharashtra, Kerala, Jharkhand and Assam have very low acreage under irrigation.
Among crops, the most important cereals, pulses and most oilseeds are grown under rainfed conditions.
Crop-wise irrigation coverage, 2008-09 (%)
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
91% 94%
74% 75%
56% 59%
48%
1%
5%
9%
9%
16%
21%
25% 27%
34% 35%
Source: Directorate of Economics and Statistics, DAC
17
Crop-wise irrigation gap, 2008-09 (%)
Hectares ('000)
70,000
60,000
50,000
40,000
30,000
20,000
10,000
-
The predominant irrigation method in India is flood irrigation, in which the efficiency of water use is only
35% to 40% due to distribution losses. Flood irrigation is more labor intensive and results in more weeds
and higher salinity of land. Micro irrigation systems (MIS) need to be enhance, because despite
promotion, NAAS indicates that only about 0.5 million ha are currently under micro-irrigation (NAAS
2009). New micro irrigation systems include drip and trickle systems, surface and subsurface drip tapes,
micro-sprinklers, sprayers, microjets, spinners, rotors and bubblers.
MIS increases the efficiency of water use by 80% to 90% relative to conventional flood methods and can
result in yield increases of 30% to 200%. MIS increases the area that can be cultivated with the available
water, increasing output.
Comparison between conventional method of irrigation with drip irrigation
Crop
Increase in yield using Water saving using
drip irrigation (%)
drip irrigation (%)
Banana
52
45
Grapes
23
48
Pomegranate
98
46
Sugarcane
48
56
Tomato
50
39
Cotton
114
53
Lady`s Finger
16
40
Brinjal
14
53
Cabbage
90
60
Papaya
28
68
Chillis
44
62
Mango
63
32
Onion
130
23
Paddy
68
55
Pigeon Pea
180
40
18
Challenges:
Micro-irrigation systems

Financing. In accessing MIS, most state governments offer subsidies of about 50%. Drip
irrigation companies such as Jain have created bridge financing mechanisms with banks to cover
the period between getting the farmer drip and getting paid the subsidy. However, over the past
two years, the lag in receiving the subsidies has moved from an average of six months to well
over one year in several states, making it untenable for drip irrigation companies to carry the
accounts receivables on their books.

Intensive support. In providing small farmers with drip irrigation, experience demonstrates that
irrigation companies need to proactively promote the use of MIS, work closely with small farmers
in providing tailored solutions, provide training to farmers on maximizing yields in different
cropping patterns, and use lead farmers as ambassadors to show the value of drip irrigation in
increasing yields and conserving water.
Irrigation and water management

In addition to MIS, the large gap in land which lends itself to irrigation and the supply needs to be
addressed. This issue will be treated by the action group on resource management, which will
focus on water.

For arid and semi-arid areas, the solutions include watershed management systems, community
water capture solutions and other means. These issues will be treated by the action group on
resource management.
Key measures to build shared value
Company initiatives
Key action measures for the platform to create shared value include:
Initiatives by irrigation companies to extend the reach of MIS to small farmers, particularly in geographies
in which a large gap exists in potential and actual areas under MIS. Objective: 50 million hectares under
drip irrigation by 2020.
Collaborations
Expand distribution systems of MIS companies, and customize distribution systems of farm machinery
and input supply companies to respond to the needs of small farmers in drip irrigation, inputs, advice,
crop/weather insurance and financing
Irrigation companies working with value chain companies to provide MIS, inputs, advice and procurement.
Policy change and government actions
Get the delays in the state subsidy disbursement system corrected, or remove subsidies for MIS.
Build solutions to power shortages to increase the area in which MIS can be used.
Encourage PPPs for area development with watershed management, community water collection, and
integrated input, advice and value chain solutions.
High impact company initiatives

Jain Irrigation’s products and services provide benefits to over 2.5 million farmers. Government
subsidizes 50% of the cost of the micro-irrigation system, Jain organizes bridge financing from
banks. Jain Irrigation trains about 60,000 farmers per year.

Netafim. The micro irrigation project in Adra Pradesh covers 434,352ha, reaching 187,000
farmers as of March 2008 with plots of less than 1ha cultivating fruits, vegetables, spices, field
19
crops. The total cost of the project is $249 million, and has governmental support through
subsidies of 50% to 70% on the irrigation systems.
High impact collaborations—existing and proposed
Jain irrigation working with Coca Cola in Unnati project. The Project encourages sustainable, modern
agricultural practices and helps double mango yields, thereby increasing the income of farmers through
the adoption of Ultra-High Density Plantation (UHDP) practice. UHDP is a farming practice that leads to
mango orchards attaining their full potential in 3-4 years and also allows nearly 600 trees to be planted in
an acre instead of the conventional method of planting 40 trees in an acre. About 50,000 farmers are
participating in the project.
Netafim India is working with Bharti Wal-Mart in its Direct Farm Program. Bharti Wal-Mart is training
farmers to source high quality differentiated fresh produce. Netafim provides training and assistance
regarding irrigation, water solutions and greenhouses to 50,000 farmers.
Key existing and proposed public sector actions and policies to address constraints
Micro Irrigation subsidies. Procurement of drip and sprinkler irrigation system is limited to 5 hectare/
farmer, except in Gujarat. The subsidy covers 50% of the cost for general category farmers and 60% for
small and marginal farmers.
Main private sector players in this space and their present roles
India’s irrigation market totals US$550 million.
In 2011, Jain Irrigation had 53% market share and Netafim 20%.
In 2011, Mahindra purchased a 38% share in a small irrigation company, EPC, which realized US$10
million in sales in FY2011. EPC had a 1.8% market share.
Main potential objectives of action group by end 2015
Extend the reach of MIS, micro-irrigation systems, to small farmers, particularly in geographies in which
a large gap exists in potential and actual areas under MIS. Objective: 10 million additional hectares
under drip irrigation by 2020.
Expand distribution systems of MIS companies, and customize distribution systems of farm machinery
and input supply companies to respond to the needs of small farmers in drip irrigation, inputs, advice,
crop/weather insurance and financing.
Irrigation companies working with value chain companies to provide MIS, inputs, advice and
procurement.
Build solutions to power shortages to increase the area in which MIS can be used.
Build area development PPPs with watershed management, community water collection, and integrated
input, advice and value chain solutions.
Company initiatives
Initiatives by irrigation companies to extend the reach of MIS to small farmers, particularly in geographies
in which a large gap exists in potential and actual areas under MIS. Objective: 50 million hectares under
drip irrigation by 2020, 20 million by 2015 .
Expand distribution systems of MIS companies, including TA, training, R&D
Collaborations
Customize distribution systems of farm machinery and input supply companies to respond to the needs of
small farmers in drip irrigation, inputs, advice, crop/weather insurance and financing
Irrigation companies working with value chain companies to provide MIS, inputs, advice and procurement.
20
Policy change and government actions
Reduce delays in the state subsidy disbursement system to 60 days, or remove subsidies for MIS.
Build PPPs for area development with private sector delivery of watershed management, community
water collection, and integrated input, advice and value chain solutions.
Potential measure of success by year and by participating company: New hectares under MIS





Number of farmers with new hectares under MIS
Number of farmers under value chain solutions with MIS companies
Increased productivity and earnings by participating farmers.
Profitability of these ventures
Time to get subsidies for MIS, by state
21
Annex A. Main seed suppliers in India by annual sales (seeds) in FY 2011
Annual Sales
(Seeds) USD FY2011
Company
Type of business
National Seed
corporation
Breeder, producer
and distributor
USD 117,789,000
Nuziveedu
Hybrid seed
producer
USD 110,000,000
Rasi Seeds
R&D and hybrid
seed breeding
USD 80,500,000
Cotton, rice, millet, wheat
Ganga Kaveri
Hybrid seed
producer
USD 66,600,000
Corn, sunflower, cotton seeds,
pearl millet, grain sorghum, rice,
tomatoes, okra, chillies and
watermelon
USD 66,200,000
Maize hybrids
USD 61,838,800
Corn, Mustard, Pearl millet, Rice,
Sunflowers
USD 59,500,600
Hybrid Rice, Cotton, Pearl Millet,
Corn, Grain Sorghum as well as
composite varieties of Mustard
USD 54,366,900
Cereals, Pulses, Oilseeds, Fiber
crops and vegetable
Monsanto India Limited
(Dekalb)
Pioneer-PHI Seeds
(Dupont)
Bayer Bioscience
(Bayer CropScience)
National State Farm
Corporation of India
Syngenta (Seeds
division)
Namdhari and
Namdhari Fresh
Mahyco
Hybrid seed and
agbiotech R&D
sales
R&D and sales of
hybrid seeds
Hybrid seed R&D,
seed coating
chemicals, seeds
biotech
Production of
foundation and
certified (hybrid)
seeds
R&D
Breeder, producer
and distributor
Cotton technology
sales to seed
companies
USD 54,151,400
USD 40,000,000
USD 30,000,000
Advanta (UPL)
Hybrid R&D
USD 23,000,000
Metahelix (Rallis)
Hybrid R&D
USD 14,389,000
Bioseed Genetics
(DSCL)
Hybrid R&D
USD 6,678,590
22
Focus Crops
600 varieties of 60 crops and
hybrids of cereals, millets, pulses,
oilseeds, fodder, fibers and
vegetables.
Cotton, rice paddy, maize, bajra,
jowar, sunflower, wheat, mustard
and vegetable seeds
Corn, oilseeds, sunflower, hybrid
rice, and flowers, as well as
vegetables, including tomatoes,
hot pepper, cucumbers, cabbage,
cauliflower, sweet corns, beans,
and watermelons
500 hybrid and 20 varieties of
vegetable seeds
Cotton
Sorghum, millet and corn, fruits
and vegetables such as mustard,
tomatoes, chilies and okra, as
well as cotton.
Hybrid maize, cotton and rice
paddy
Corn, rice, millet, cotton,
sorghum, sunflower, pigeon pea,
tomato, okra, pepper, and other
F&G
Annex B. Leading Crop Protection Chemical suppliers
60%
50%
11%
Bayer Crop Science
40%
Rallis
10%
30%
20%
10%
0%
Syngenta
9%
Dharti
7%
UPL
Dow Agro
6%
CP
5%
5%
Crop Protection Market Share
23
Annex C. ICT Applications for Agriculture (Source: ACDI/VOCA 2010)
Sources
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24
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25
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http://seednet.gov.in/Material/Structure.pdf
http://seednet.gov.in/material/IndianSeedSector.htm#Seed Production System In India
Sharma, Vijay Paul and Hrima Thaker. „Fertilizer Subsidy in India: Who are the Beneficiaries?“ W.P. No.
2009-07-01, July 2009, IIMA. http://www.iimahd.ernet.in/publications/data/2009-07-01Sharma.pdf
Spielman, D., D. Kolady, A. Cavalieri, N. Chandrasekhara Rao. “The Seed and Agricultural Biotechnology
Industries in India, An Analysis of Industry structure, Competition and Policy Actions,” IFPRI Discussion
Paper 01103, July 2011.
http://www.ifpri.org/sites/default/files/publications/ifpridp01103.pdf
State of Indian Agriculture 2011-12 Report
Syngenta India Annual Report
http://annualreport2010.syngenta.com/en/downloads/PDFs/Syngenta_AnnualReview2010.pdf
Syngenta India Revenues 2010-11
http://www.indiainfoline.com/Markets/Company/Fundamentals/Management-Discussions/Syngenta-IndiaLtd/532409
Tata Chemicals
Annual Report 2010-11.
http://www.tatachemicals.com/investors/downloads/annual_reports/annual_report2010-11.pdf
United Phosphorus Limited
Audited financials. http://www.uplonline.com/investors/UPLMarQtrResults.pdf
Annual Report 2010-11. http://www.uplonline.com/investors/annualrep2010-2011.pdf
Income by segment. http://www.uplonline.com/investors/UPLSegmentMar11.pdf
UPL Unimarts. http://www.business-standard.com/india/news/upl-aims-to-double-its-agro-chemical-bizin-india-in-next-3-yrs/428913/
Zhenwei Qiang, Christine, Siou Chew Kuek*, Andrew Dymond and Steve Esselaar. “Mobile Applications
for Agriculture and Rural Development.” ICT Sector Unit World Bank December 2011.
Zuari Industries Ltd.
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http://zuari.in/Reports/ZIL%20-%20Financial%20Results%202011-12.PDF
Useful sources for farm mechanization:
S.D. Kulakarni. Mechanization of Agriculture - Indian Scenario, Central Institute of Agricultural
Engineering (CIAE)
Italian Trade Commission, Agricultural Mechanization in India Profile 2010.
ICRA, Indian Tractor Industry. Cyclical moderation in growth ahead. Update February 2012
Report of the Sub-Group on Agricultural Implements and Machinery for Formulation of 9th Five Year
Plan, Government of India
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