Confidential

Updated 27th July 2012

MAHINDRA TWO WHEELERS LIMITED

TWO WHEELERS CASELET #1 of 1

BACKGROUND
The two-wheeler industry in India, the second-largest and the fastest growing market in the
world, is witnessing the impact of various external economic factors. Macro-economic events
like petrol prices, interest rates coupled with dynamic demographic and psychographic factors
is making the landscape more complex. Mahindra is a new entrant in a market dominated by
entrenched players such as Bajaj, TVS, Hero and Honda. F13 is the Year of the Motorcycle for
Mahindra Two Wheelers Limited (MTWL) which is expecting to witness not just the renaissance
of the motorcycle portfolio but also the confident launches of multiple new models. This will be
MTWLs second foray after the initial soft launch of the Stallio in 2010 with Aamir Khan as the
brand ambassador. Traditionally, growth in motorcycles has been led by the rural and semi
urban markets which have shown resilience even in times of economic slowdown. Therefore,
the importance of having a strong customer presence in the rural markets cannot be
undermined. As businesses grow, so do their appetite for natural resources. However, being a
responsible corporate citizen, MTWL realizes that unless this growth is not supported by careful
and prudent usage of natural resources, this growth will not lead to an overall win.
DELIVERABLES
In this backdrop, provide a game-plan for Mahindra Two Wheelers Limited to become an INR
20,000 crore company with a PAT of INR 2000 crore by 2020 through disruptive innovations,
covering the 5 following areas:
1. Reinventing the Product Portfolio, of not just scooters and bikes but even hybrids,
alternative fuel powered vehicles etc: What should be MTWLs product strategy to win in this
environment, such that products from the MTWL stable cause disruptive innovation in the
two wheeler space right from high end motorcycles to mopeds and Electric Vehicles? Evolve
a comprehensive product portfolio plan and product mix calendar for MTWL over the next 810 years, bearing in mind the competitive landscape and the fact that MTWL is the youngest
player in the segment.
2. Strategic and Tactical Game-plan towards the Motorcycle Portfolio including the upcoming
Launch: What should be MTWLs game plan, both at a strategic and tactical level, to create

Mahindra War Room 2012

Two Wheelers Caselet #1 of 1

Confidential

Updated 27th July 2012

disruption and win customers in the crowded commuter segment? Evolve a comprehensive
marketing strategy to leverage MTWL and M&M equity across every medium to create a
visible differentiation and sustainable USP in the segment.
3. Making inroads in the heart of rural India, particularly in motorcycles which enjoy robust
rural demand: What should be MTWLs rural strategy, right from pre-launch buzz to launch
to post sale customer care in the rural markets? Evolve a comprehensive marketing and
network strategy to leverage MTWL and M&M equity in the rural markets to create
differentiation and win.
4. Leveraging Racing DNA: How can MTWL use the MotoGP association to develop a strong
brand connect with the motorcycle target audience in India? How can we leverage our
racing association to build a strong connect for the upcoming bike launch? How do we
benchmark with other players and use our MotoGP salience in brand building to our
advantage in the domestic market, given that Mahindra is a pioneer OEM associated with
MotoGP?
5. Reaching Out Uniquely: What is the best way for MTWLs Network and Customer Care
Team? Evolve a Comprehensive network and customer care strategy that is innovative and
enables MTWL to be the first to do so in this market. Benchmark beyond auto companies
across the world and present unique ideas that can be adapted by MTWL in the Indian 2W
space. You may like to benchmark global best-in-class players like Apple and Harley Davidson
for learnings and cover possibilities such as Company owned stores, Kiosks in Malls, Rural
Outlets, authorized service centers to evolve a Linear Programmed Optimal Business Model
for Service, Cost & Delivery to realize strategic savings and enhance margins.

Please ensure that the proposal is not oblivious to what is happening in the market place where
Mahindra is a new player in a segment dominated by other players. Please contextualize your
plan to foreseeable market dynamics.

Mahindra War Room 2012

Two Wheelers Caselet #1 of 1