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Mahindra & Mahindra Limited
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This article is about the company. For the entire conglomerate, see Mahindra Group. For other uses, see Mahindra (disambiguation).

Mahindra & Mahindra Limited


Public (BSE: 500520)


Automotive Farm Equipment




Mumbai, Maharashtra, India

Key people

Keshub Mahindra, Chairman; Anand Mahindra, Vice Chairman


31,957.83 crore (US$7.09 billion)(2010).[1]

871. The company was set up in 1945 in Ludhiana as Mahindra & Mohammed by brothers K. Mohammed emigrated to Pakistan where he became the nation's first finance minister.000+[2] Parent Mahindra Group Website Mahindra & Mahindra Limited (BSE: 500520) is the flagship company of the Mahindra Group. Mahindra and J.49 crore (US$637. [2] Employees 16.47 million)(2010). a multinational conglomerate based in Mumbai.[4] .C.Net income 2. The company changed its name to Mahindra & Mahindra in 1948.[3] After India gained independence and Pakistan was formed. Mahindra and Malik Ghulam Mohammed. India.C.

[8] . M&M has expanded into new industries and geographies. They entered into the two-wheeler segment by taking over Kinetic Motors in India. It soon expanded into manufacturing general-purpose utility vehicles. Soon established as the Jeep manufacturers of India.[7] The US based Reputation Institute recently ranked Mahindra among the top 10 Indian companies in its 'Global 200: The World's Best Corporate Reputations' list. Today. Over the past few years. M&M is the leader in the utility vehicle segment in India with its flagship UV Scorpio and enjoys a growing global market presence in both the automotive and tractor businesses. M&M later branched out into the manufacture of light commercial vehicles (LCVs) and agricultural tractors.[5] M&M also has controlling stake in REVA Electric Car Company[6] and acquired South Korea's SsangYong Motor Company in 2011.Contents [hide] 1 History 2 Automotive 3 Farm Equipment 4 Banking & Finance 5 Information Technology 6 Club Mahindra Holidays 7 Mahindra Defence 8 Mahindra Aerospace 9 Infrastructure & Real Estate 10 Agriculture Farm Components 11 Healthcare 12 Awards 13 Models 14 Notes 15 References 16 External links [edit]History Mahindra & Mahindra was set up as a steel trading company in 1945. starting with assembly under licence of the iconic Willys Jeep in India.

jpg Mahindra Scorpio Pick Up Mahindra Jeep CJ 340 Mahindra AXE .08 Marzo 30.[edit]Automotive Mahindra Scorpio First Generation File:Mahindra Bilebao.

M&M has a global presence[12] and its products are exported to several countries. and as of June 2009. Mahindra South Africa[15] and Mahindra (China) Tractor Co. M&M has partnerships with international companies like Renault SA.[20] in partnership with the Bavarian Auto Group. France[11] and International Truck and Engine Corporation. Ltd. including an entry-level SUV designed to seat five passengers and powered by a small turbodiesel engine. the Xylo has sold over 15000 units. Vehicles assembled at the plant in Bramont.. This was soon followed by assembly facilities in Brazil. USA. M&M made its entry into the passenger car segment with the Logan in April 2007 under the Mahindra Renault joint venture. LCVs and three wheelers. At the 2008 Delhi Auto Show. based in Italy.[14] Mahindra USA Inc. It formerly had a joint venture with Ford called Ford India Private Limited to build passenger cars. Mahindra commenced its first overseas CKD operations with the launch of the Mahindra Scorpio in Egypt. commercial vehicles.[18] True to their word. pickups.[19] Also in early 2008.[10] and has three assembly plants in the USA.Mahindra Pick Up (old version) Mahindra & Mahindra is a major automobile manufacturer of utility vehicles. the joint venture with International Truck. Its tractors are sold on six continents It has acquired plants in China[9] and the United Kingdom. and two wheelers. Mahindra & Mahindra launched the Mahindra Xylo in January 2009.[17] M&M's automotive division makes a wide range of vehicles including MUVs. Mahindra executives said the company is pursuing an aggressive product expansion program that would see the launch of several new platforms and vehicles over the next three years.[16] M&M will make its maiden entry into the heavy trucks segment with Mahindra Navistar. It offers over 20 models including new generation multi-utility vehicles like the Scorpio and the Bolero.[13] Its global subsidiaries include Mahindra Europe Srl. . USA. passenger cars.

[27] Later reports suggest that the delays may be due to an Manindra scrapping the original model of the truck and replacing it with an upgraded one before selling them to Americans[28] In 2010. although legal complications remain. Georgia.[21] Mahindra & Mahindra has controlling stakes in Reva electric and has submitted letter of Intent for South Korea's Ssangyong [22] Mahindra plans to sell the diesel SUVs and pickup trucks starting in late 2010 in North America[23] through an independent distributor.[25] CKDs are complete vehicles that will be assembled in the U. by spring 2011. it was reported that Mahindra had indefinitely delayed the launch of vehicles into the North American market. India's Mahindra & Mahindra Limited was named as the preferred bidder to acquire the bankruptcy-protected SsangYong Motor Company. as estimating that he expects Mahindra¶s small diesel pickups to go on sale in the U. citing legal issues between it and Global Vehicles after Mahindra retracted its contract with Global Vehicles earlier in 2010. due to a decision to sell the vehicles directly to consumers instead of through Global Vehicles. from kits of parts shipped in crates. admits that arbitration could take more than a year.[2] Mahindra is expected to gain a controlling stake in the company by March 2011 and the planned acquisition has been approved by South Korea's Free Trade Commission[29]           Mahindra Bolero Mahindra Bolero Camper Mahindra Bolero Inspira Mahindra Bolero Stinger Concept Mahindra Scorpio Mahindra Scorpio Getaway Mahindra Scorpio First Mahindra Xylo Mahindra Legend Mahindra MM550 XD .S. However.[26]. a November 2010 report quoted John Perez.S. the CEO ofGlobal vehicles USA. while hopeful. include Scorpio Pik Ups in single and double cab pick-up body styles as well as SUVs.[25] On 18 October 2010. however.Manaus. based inAlpharetta. Global Vehicles USA.[24] Mahindra announced it will import pickup trucks from India in knockdown kit (CKD) form to circumvent the Chicken tax. and Perez.

which assembles products for the American market. Mahindra USA. It designs. and markets tractors as well as farm implements. M&M has a 100% subsidiary. The Bank has its registered office at Nariman Bhavan. a non-banking financial company. Nariman Point.M. It is also the largest manufacturer of tractors in India [32] with sustained market leadership of over 25 years. [edit]Banking & Finance  Kotak Mahindra Bank The Kotak Mahindra group is a financial organization established in 1985 in India. Mahindra Tractors(China) Co.  Mahindra Financial Services Mahindra & Mahindra Financial Services Ltd (Mahindra Finance) is one of 's leading nonbanking finance companies focused on providing finance for utility vehicles. the group's flagship company was given the license to carry on banking business by the Reserve Bank of India (RBI). In February 2003. is the first company in the Indian banking history to convert to a bank. Mahindra Finance currently has the largest network . Gherda as Chairman and Uday Kotak as Executive Vice Chairman & Managing Director. Ltd. tractors and cars in the rural and semi-urban sector. manufactures tractors for the growing Chinese market and is a hub for tractor exports to the USA and other nations. Shankar Acharya is the chairman of board of Directors in the company. develops. Kotak Mahindra Finance Ltd. manufactures. Mumbai. Kotak Mahindra Finance Ltd.       Mahindra-Renault Logan (in cooperation with Renault)[30] Mahindra Axe Mahindra Major Mahindra Souvenir Concept Mahindra Commander Mahindra DI Mahindra Cab Chassis[31] [edit]Farm Equipment M&M is one of the leading tractor brands in the world by volume. It was previously known as the Kotak Mahindra Finance Limited. The bank is headed by K.

offering family lifestyle holidays in India and abroad. 21000crore since inception. though a vacation ownership product. to leading companies globally. [edit]Information Technology  Tech Mahindra Tech Mahindra specializes in solutions for communications industry is a telecom-focused system integration and IT solutions company from India.  Mahindra Defence Systems Mahindra Defence Systems belongs to the Specialty Businesses of the Mahindra Group. a consumer validated Superbrand '09. The company is a Business Superbrand '08 and its brand Club Mahindra. Mahindra Defence Systems oversees the requirements of India's defence and security forces . mahindra is generaaly a low base company it gets his roots from the asian companies [edit]Club Mahindra Holidays Mahindra Holidays commenced its operations in 1996.000 customer contracts and has disbursements of around Rs.of over 436 branches . It has entered into more than 600. including strategy and process consulting. systems implementation and business process outsourcing.  Mahindra Satyam Mahindra Satyam is a leading global business and information technology services company  Bristlecone It provides a range of services focused on the entire supply chain spectrum. Mahindra Special Services Group helps organisations retain and enhance competitive advantage through information security & de-risking strategies. [edit]Mahindra Defence  Mahindra Special Services Mahindra Special Services Group was established in 2001 as a separate division under Mahindra & Mahindra and since then has been a leading player in the field of information security.

Japan Quality Medal in 2007[36] [edit] trStrategy For Overall Overhaul At Mahindra & Mahindra . besides their are a range of other implements including Combine Harversters. [edit]Healthcare [edit]Awards 1. some of the crop specific implements introdeced by mahindra recently in Indian market are: Rice transplanter for paddy.Mahindra plans to take farm mechanization in India to all new levels by offering complete crop specific crop solution . Sickle sword and cane thumper for sugarcane. Deming Prize [35] 4.baler.dozer and back hoe.[edit]Mahindra Aerospace Main article: Mahindra Aerospace It is the first Indian private firm to make smaller civil aircraft for the Indian general aviation market.rotavators and seed drills. [edit]Agriculture Farm Components Mahindra for long has been into farm implements but recently it took its implement business to new levels by making a separate division for it named 'APPLITRAC'. Mahindra have also launched its range of construction implements which includes loader. Mahindra World City has the distinction of creating India¶s first Integrated Business City and also Corporate India¶s first operational Special Economic Zone.[33]   Gippsland Aeronautics Aerostaff Australia [edit]Infrastructure & Real Estate A pioneer of Special Economic Zones (SEZ) in India. Businessworld FICCI-SEDF Corporate Social Responsibility Award ± 2007 3. Bombay Chamber Good Corporate Citizen Award for 2006-07 [34] 2. As a matter of fact Mahindra Applitrac will be first organised farm implement manufacturer in the country.

the emphasis was development of the long term strategy and fixing clear business goals. the long term goal was to be the largest manufacturer in the world. Taking the example of tractors. there were 3970 officers in 13 grades and levels which was brought down to 3400 officers in five responsibilities namely strategic. career and succession planning have all been re-aligned to form synergy with the company¶s overall business strategy. ´Given the numbers involved the challenge was to manage expectations. For example. performance management systems. To achieve these objectives the company began a full reassessment of organisation and management structure with the help of consultants like Mckinsey¶s. External consultants as well as internal assessors ran assessment centres and each individual was then placed based on competency and role fitment. executive vice president. He said that the objective was to grow leadership positions in the UV and tractor market and developing successful businesses in relatively new business areas like IT. . In 2001. Organisational restructuring. Mahindra & Mahindra group told FE that the re-alignment was necessitated by changing dynamics in the business environment. In the last three years. The restructuring also led to the pruning of the staff. managerial and operational in 2003. Thus the process began by changing internal benchmarks of excellence to global standards. executive. organisational restructuring posed the greatest challenge keeping in mind the changing dynamics in the business especially the tractor and automotive division. Benchmarking all business processes from product development to customer care and commercial controls to JUSA (Japanese Union of Scientists and Engineers) was implemented. feeling of threat that is intrinsic to such an exercise. which encompass the entire gamut of function of the company including the HR function and similarly the automobiles business is targeting the TPM award from the Japanese Institute of Plant Management.In all businesses today. Mahindra Engineering services has recently been established by combining key engineering and design resources from the Tractors and Automotive division. aligning human resource management with business strategy has become an important element to succeed. This organisational restructuring based on business needs was later extended to smaller businesses in the group. communications and counselling. realty and infrastructure development and also service industries like Time share (Club Mahindra). Arthur Anderson and Korn Ferry. financial services. human resources & corporate services. department/unit head. HR function played an important role as it led the exercise with co-opera/tion from all line managers. Organisational Restructuring For the group.´ said Mr Choudhari. And Mahindra & Mahindra group is no different.´ explained Mr Choudhari. ³We are targeting the Deming award through these initiatives. A Choudhari. ³Keeping in mind the new business objectives the challenge was to re-orient the human resource management towards these objectives. The officers went through individual assessments of competencies against the requirement of each role.´ said Mr Choudhari. The outcome was. managing key resource requirements. clear roles and responsibilities were identified and the competency required for each role was mapped.

which is extremely crucial for the company¶s growth as it moves ahead. the emphasis is on general management skills. Also in order to bring in young talent keeping in mind the long term objectives. understanding and managing technology and financial and marketing orientation. Marico. that of acceptability of young blood working initially at operational level jobs with older experienced people. ³The idea is to take the management development programme to the lowest level of the hierarchy to bring out the leadership potential.ment band. Similarly for department and unit head manage. Management Development Management development like any other company has also emerged as a special area of focus at the Mahindra group. said Mr Seqeuira. where the emphasis is on strategy. vice president. While many of the roles were filled through internal promotions and parallel moves. So. The management development have been structured to meet the needs at each responsibility band of management. leadership and change. Apart from the in house management development programme. corporate human resources and management development.Managing Key Resource Requirements The reassessment of organisational requirements brought in gaps in terms of management resources. . These include management programmes run by Harvard Business School. the group has started a formal Management Trainee Scheme through campus recruitments. the focus is on team building. To avoid the feeling of animosity and in order to build comaraderie. leadership and change. London Business School and India School of Business . Allen Seqeuira. The need to enhance internal talent and leadership potential was felt keeping in mind the changing business scenario. managerial and personal effectiveness and multi functional understanding. Hindustan lever Ltd as well as from engineering. This enabled the company to induct a talent pool with rich background which was suitable to the changing business requirements of the group.Hyderabad. The move threw up an interesting observation. which puts up vacancies on the Mahindra intranet.´ said Mr Seqeuira. Further in order to encourage existing management resources to seek internal opportunities beyond their immediate business group. where each management trainee has a senior executive who plays the role of mentor. the group also utilises selective outside programmes for high potential managers. Therefore the company began inducting senior management resources from diverse companies like Xerox. people skills. the group has put in place a Mentoring system. Mahindra & Mahindra group said that the thrust is on building leadership development at middle and senior management levels and this objective is being met through a series of initiatives at all levels including the top management. Enron. for the strategic and executive management band. The mentor reviews the progress made by the trainee every two-three months and provides guidance and counselling if the need so arises. Mr Seqeuira explained that a three tier approach is in place to develop the capabilities of the management. certain gaps like inability of the senior management to fit in the role due to the rapidly changing business environment emerged. if the emphasis in the top management is on strategy. tractor and automobile sectors. a formal internal advertisement has been established.

The objective of this function is to chart out a detailed career path of each individual at the senior most levels.Managing Succession A key HR function at Mahindra group is the career and succession planning.through our succession planning is the early identification of potential successors and both formally and informally. The career path taps both the strengths and weaknesses and aspiration of each individual executive.´ elaborated Mr Choudhari . begin to provide expanded responsibilities so that there is an onthe-job development of a larger perspective and understanding. ³What we try to do. The detailed career planning also leads to identification of incumbents as successor to a specific responsibility.

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