G.S.Grewal: Fostering a Future of Tech-Driven Agricultural Ecosystem in India
G.S. Grewal
Executive Director
"Many new marketing initiatives were introduced during my tenure with tafe, which continue to be benchmark in the industry even today"
He comes with 30+ years of rich experience in managerial roles with brands like Escorts Ltd., TAFE Tractors and Farm Equipment, and currently driving Kubota in terms of integrity, intellect, technical drive, emotional intelligence, financial stability, organizational culture, operational skill, customer acquisition, and retention. Starting from a humble start, Kubota India was transformed into a game-changer in the market. CEO Insights engages an exclusive conversation with Grewal to know about his journey and experience of leading a 130-year old brand in India.
Brief Us On Your Educational And Professional Background
I am an agriculture engineer and studied B.Tech from Punjab Agricultural University. Later, I pursued Senior Management Program in Business Administration from Indian Institute of Management, Calcutta. I started my career in 1990. It's been 30 years of rewarding journey, and 10+ years with Kubota is an exceptional experience.
In my initial role at Escort, I was able to understand customers and also technicalities of products. Soon, I moved to the sales department and was fortunate to gain knowledge on not only the technical side, but the sales & marketing side of the business. One key learning experience was managing the brand change in the field, when Ford was transformed to Farmtrac. Further, I worked with different companies in managerial roles. At TAFE, I worked in various markets, both strong and weak, and one of the important thing I learned was that no challenge is difficult if you have the passion. Many new marketing initiatives were introduced during my tenure with TAFE, which continue to be benchmark in the industry even today. I also got the Pan-India perspective about the dealer network when I shifted to their HO at Chennai.
What Are The Policy Structures Or Strategies You Have Implemented For The Growth Of Kubota?
Kubota India started its operations in Dec-2008. The products which were launched in the country were quite different than what was normally being sold in India. We introduced the products such as 4-wheel drive compact tractors, 4-wheel drive Light weight Tractors, Track-type Combine Harvesters and Rice-transplanters that were very new technologies for the Indian market. These products were very specialized farming requirements and had very limited market at that time. They had high specs and multiple features which were new to Indian farming. We had special purpose compact and lightweight tractors, while most tractors used in India were medium/large size heavy weight tractors. Rice-transplanters and track-type harvesters were not very much prevalent in the Indian market. Many people from the industry said that these products will not be acceptable in Indian market and Kubota may have to wind-up operations soon if they try to sell these products. This made our own team members and dealers
In My Initial Role At Escort, I Was Able To Understand Customers And Also Technicalities Of Products
In my initial role at Escort, I was able to understand customers and also technicalities of products. Soon, I moved to the sales department and was fortunate to gain knowledge on not only the technical side, but the sales & marketing side of the business. One key learning experience was managing the brand change in the field, when Ford was transformed to Farmtrac. Further, I worked with different companies in managerial roles. At TAFE, I worked in various markets, both strong and weak, and one of the important thing I learned was that no challenge is difficult if you have the passion. Many new marketing initiatives were introduced during my tenure with TAFE, which continue to be benchmark in the industry even today. I also got the Pan-India perspective about the dealer network when I shifted to their HO at Chennai.
What Are The Policy Structures Or Strategies You Have Implemented For The Growth Of Kubota?
Kubota India started its operations in Dec-2008. The products which were launched in the country were quite different than what was normally being sold in India. We introduced the products such as 4-wheel drive compact tractors, 4-wheel drive Light weight Tractors, Track-type Combine Harvesters and Rice-transplanters that were very new technologies for the Indian market. These products were very specialized farming requirements and had very limited market at that time. They had high specs and multiple features which were new to Indian farming. We had special purpose compact and lightweight tractors, while most tractors used in India were medium/large size heavy weight tractors. Rice-transplanters and track-type harvesters were not very much prevalent in the Indian market. Many people from the industry said that these products will not be acceptable in Indian market and Kubota may have to wind-up operations soon if they try to sell these products. This made our own team members and dealers
feel skeptical about Kubota's growth in Indian market. We took it as a challenge and worked on a game-changer strategy, opened-up new (blue ocean) markets for our products and expanded the niche markets that existed. This worked very well, and we had a consistent growth, and in 2019-20, the company turnover crossed Rs.1,000 crore turnover, and by 2020-21, the company turnover touched Rs.1,500 crores.
Apart from this, customer satisfaction and employee engagement are the two major factors that are thriving us towards success. We ensure to build a culture where each one is respected and feels happy to work. Kubota is an employer of choice to many achieving minds.
What Milestones And Achievements Bestowed You With Utmost Satisfaction During Your Journey With Kubota?
Kubota Japan has almost 33 subsidiaries across the world. In 2019, Kubota India was recognized as the highest sales growth company. And for the year 2020, we have been recognized as the 'Best sales company' among all the 33 subsidiaries of Kubota. As a leader, it is extremely rewarding to observe such a recognition.
Advice to the future leaders
"How can you succeed in sales if you don't drink" - I heard this statement many times when I started my career in sales. Sharing my experience, when I began my career in sales as a young professional who was a tea-totaler, people used to say 'how can you succeed in sales if you don't drink; it is essential for sales person'. However, I was strong in my opinion, and felt that I didn't need drinks to be a great sales person, and sure enough, I never required drinking to succeed in my career.
So my advice would be to listen to your subconscious and follow the path which feels right for you. Be creative and innovative, find new and better ways to do things, which probably your previous generations could not. You may face many challenges as you build your career. Take challenging situations as a test of your professional capability and learn by overcoming them with creativity and courage.
Apart from this, customer satisfaction and employee engagement are the two major factors that are thriving us towards success. We ensure to build a culture where each one is respected and feels happy to work. Kubota is an employer of choice to many achieving minds.
What Milestones And Achievements Bestowed You With Utmost Satisfaction During Your Journey With Kubota?
Kubota Japan has almost 33 subsidiaries across the world. In 2019, Kubota India was recognized as the highest sales growth company. And for the year 2020, we have been recognized as the 'Best sales company' among all the 33 subsidiaries of Kubota. As a leader, it is extremely rewarding to observe such a recognition.
Advice to the future leaders
"How can you succeed in sales if you don't drink" - I heard this statement many times when I started my career in sales. Sharing my experience, when I began my career in sales as a young professional who was a tea-totaler, people used to say 'how can you succeed in sales if you don't drink; it is essential for sales person'. However, I was strong in my opinion, and felt that I didn't need drinks to be a great sales person, and sure enough, I never required drinking to succeed in my career.
So my advice would be to listen to your subconscious and follow the path which feels right for you. Be creative and innovative, find new and better ways to do things, which probably your previous generations could not. You may face many challenges as you build your career. Take challenging situations as a test of your professional capability and learn by overcoming them with creativity and courage.