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 The birth of Mahindra and Mahindra began

when K.C. Mahindra visited the United States
of America as Chairman of the India supply
mission. There he met:-

 BARNEY ROOS – Inventor of Jeep

 Joined hands with Ghulam Mohammed.

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 On 2nd October 1945,Mahindra and
Mohammed was setup as a franchise for
assembling jeeps from Willys,U.S.A.

 After Independence renamed to Mahindra &

Mahindra.

 Total turnover of 6.7 billion dollars as of 2008.

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 Initially setup to manufacture general purpose
utility vehicles, Mahindra and Mahindra was first
known for assembly of the iconic jeep in India.

 The company later branched out into manufacture

of light commercial vehicles (LCVs) and
agricultural tractors, rapidly growing from being a
manufacturer of army vehicles and tractors to an
automobile major with a growing global market.

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 “ INDIANS are second to none in the world”

The founders of our nation and of our Company

passionately believed this. We will prove them
right by believing in ourselves and by making
Mahindra & Mahindra limited known world
wide for the quality of its products and
services.

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 “ we don’t have a group wise mission
statement. Our core purposes is what makes all
of us want to get up and come to work in the
morning.
 Our core values are influenced by our past,
tempered by our present and will shape our
future. There are an amalgam of what have
been, what we are and what we want to be.

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 TYPE : Conglomerate
 FOUNDED : 1945
 HEADQUARTERS : Mumbai, India
 KEY PEOPLE : Keshub Mahindra (chairman), Anand G Mahindra
(vice chairman and managing director)
 INDUSRTY : automotive
 REVENUE : US $ 6.7 billion (2008)
 EMPLOYEES : 65,000 plus
 WEBSITE : www.mahindra.com

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 1945: 2nd October, Mahindra and Mohammed
established.
 1949: jeep assembly commenced
 1956: shares listed on Bombay stock exchange.
 1963: international Tractor Company of India
established- a joint venture with international
Harvester Company, USA
 1965: manufacture of light commercial vehicles
commenced.

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 1969: the Company entered the World market
with export of utility vehicles and spare parts.

 1975: Mahindra Engines developed an

indigenous diesel engine for its vehicle to beat
the fuel crisis.

 1977: International Tractor Company of India

merged with Mahindra & Mahindra to become
its Tractor division.

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 1983: Mahindra & Mahindra became market
leader in the Indian Tractor market, a position
it has retained till date.
 2002: Scorpio launched, a new generation,
world class sporty utility vehicle that redefined
the market and lived up its positioning : ‘
NOTHING ELSE WILL DO’
 2004:Mahindra World Tractor (75HP)
launched in the International Market.

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 2005: acquired 51% stake in SAR
Transmission Limited, a company engaged in
manufacture of gears and transmission shafts.

 2008: project Ingenio is now Mahinrda XYLO.

 2009: launch of Mahindra XYLO.

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 The current trends of the global automobile
industry reveal that in the developed countries
the automobile industries are stagnating as a
result of drooping markets, whereas the
automobile industry in the developing nations,
have been consistently registering higher
growth rates every passing year for their
domestic flourishing domestic automobile
markets.

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 Degree of rivalry:-
Despite the high
concentration ratio seen in the automotive sector,
rivalry in the Indian auto sector is intense due to
the entry of foreign companies in the market.
 Threat of substitutes:-
The threat of substitutes
to the automotive industry is fairly mild.
Numerous other forms of transportation are
available, but none offer the utility, convenience,
independence and value offered by automobiles.

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 Barriers to entry:-
The barriers to enter automotive
industry are substantial. For a new company, the startup
capital required to establish manufacturing capacity to
achieve minimum efficient scale is prohibitive.
 Supplier’s power:-
The industry is comprised of
powerful buyers who are generally able to dictate their
terms to the suppliers.
 Buyer’s power:-
In the relationship between the
automotive industry and its ultimate consumers, the
power axis is tipped in the consumers’ favor.

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 Stars HERO Question marks
MAHINDRA
AND TVS GENERAL
MAHINRA MOTORS
BAJAJ

Cash cows Dogs

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 · India ranks 1st in the global two-wheeler market
 · India is the 4th biggest commercial vehicle market in
the world
 · India ranks 11th in the international passenger car
market
 · India ranks 5th pertaining to the number of bus and
truck sold in the world
 · India is the second largest tractor manufacturer in the
world.

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 Models
 Mahindra thar
 Mahindra bolero
a) Camper
b) Inspira
c) stinger concept

 Mahindra Scorpio
a) Gateway
b) First

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 Mahindra legend

 Mahindra Renault Logan ( in cooperation with

Renault)

 Mahindra axe

 Mahindra major
a) Souvenir concept

 Mahindra commander

 Mahindra cab chassis

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 Strengths:-
1. Over the years the company has emerged as one of the
top players in the world in terms of number of tractors
sold. This gives a clear indication that the company’s
market share is one of its biggest strengths.
2. The company’s ability to introduce new products in the
market and to generate sales.
3. Government incentives for manufacturing plants.
4. Large domestic market.

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 Weakness:-

1. Infrastructure bottleneck
2. High interest costs and high overheads make
the production uncompetitive.

 Opportunities:-

1. Rising rural demand

2. Increase in the income level
3. Commercial vehicles : ban on overloading.

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 Threats:-

1. Rising input costs

2. Cut throat competition.

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 The company:-
The operations of Mahindra
group of companies are guided by the following
committees:-

· Remuneration/Compensation Committee
· Audit Committee
· Share Transfer and Shareholders/Investors
Grievance Committee
· Research & Development Committee
· Loans & Investment Committee
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 The suppliers:-
In Mahindra group of
companies there are a large number of suppliers. It
includes both domestic and international suppliers.
The Mahindra group has a separate committee
called Supplier Relationship Management (SRM).

 The customers:-
Mahindra group has a large
customer base. As its operation lies in different
sectors, it almost covers all type of people in the
market.

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 The competitors:-
In different area of
operation, the group faces competition from
many companies. It faces global competition.

 Publics:-
This environmental force is similar
for almost all business. It includes media etc.

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 Bombay chamber good corporate citizen award
for 2006-07

 Deming application award

 Japan quality medal in 2007

 Business world FICCI-SEDF corporate social

responsibility award 2007.

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 Automotive
 Farm equipment
 Systech
 Trade and financial service
 Information technology
 Infrastructure development

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 Mahindra united world college of India

 Mahindra united, a football club based in

Mumbai, Maharashtra.

 Mahindra foundation

 K.C. Mahindra education trust : nanhi kale.

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 Mr. Anand Mahindra features in the top 20 in the
list of 50 Most Influential Indians in Business
Week's edition dated August 13, 2007.
 Mahindra & Mahindra was ranked second in the
prestigious Most Trusted Car Company in India in
a study conducted by TNS.
 Mahindra was ranked 31st in Business Today's
annual survey of India's most valuable companies.

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 India’s First Indigenously Developed SUV
 It Was Launched In June 2002.
 M&M Started Work On Project Scorpio From
1997.
 It Was Designed To Target Urban Market To
Fulfill The Demand Of Passenger Car As Well As
SUV Fans And Having Comfort And Elegance
 The UV’s Design Fall Between Passenger Car
And SUV Called “Car Plus”

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 From the year 1992 company faced tremendous
competition specially from Telco.
The sale from 1994 to 1997 was
Tata Sumo- 100000 units and M&M UV- 26321
units

 M&M’s vehicles are more suitable for rough terrain

than on urban road, works against it
 Took benefit of the small size UV market which is 15%
of total vehicle market compared to Asian average
(40%)D

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 Made survey and collect customer preference and
perception for designee and feature .
 Introduction of Quality Function Development(QFD)
Process.
 Created a benchmark according to world class SUV’s
a) Big size
b) Latest technology
c) Affordable Price
d) Have thrill and passion in driving
e) Have Luxury
f) International vehicles define image

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• Company involve its suppliers from beginning to
end.

• Company collaborated with suppliers on product

design and development.

• Company make them partners in the scorpio project.

• The most important contact for

 Petrol Engines–With Renault Of France
 Diesel Engines -With AVL Of Austria

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 M&M only gave specification about what they
wanted from the vendors & suppliers

 Company decentralized its vendor system and

result better management resources and higher
quality .

 Company Did Not Make Its Suppliers Wait.

 Suppliers Setup Their Facility At Companies

Plant.

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• The Team Was Having 120 Members Of Average Age
27 Years Of 19 Teams.
• Apart From Traditional Approach ,They Worked Cross
functionaly.
• The Team Had Holistic View.
• Teams Were Made Responsible For Cost , Quality And
Performance.
• Cost Target Was Given To Each Team,called ‘Designed
To Cost’.

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 It Was Launched With Three Models.
 1000 Units Were Booked Within The Launch Of First Week.
 In 2003 Companies Income Rose By 22%.
 Breaking The Tradition Of UV, Scorpio Is Being Used
Primarily As Personal Vehicle.
 Survey In 2004 Shows That Scorpio Byers Were Satisfied.
 It Extensively Tested, so It Has No Run Time Defect After
Launching In Market.

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 First and foremost, they tried to provide a
status of Pajero in Scorpio at affordable price.
 Advertising, Public Relation, Mass media…
nothing was left to make brand popular.
 Scorpio adopted penetrative pricing strategy
positioned between 5-7 lakhs.

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 As they were targeting urban areas, stronger
distribution channels were needed.
 Scorpio was launched in phase manner i.e. first
in metros and then other cities were covered so
as to ensure the attention towards main market
first.

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 Revenue of Mahindra increased from Rs
1827cr. to Rs. 2511cr. with better returns to
their share holders.

 Profit also zoomed up from Rs. 102 cr. to 147

cr. in FY 03.

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