You are on page 1of 32

Ê 

 Ê      

Ô 

ã   

 

Ô  
    

     

  

    

 ã 
Ê  Ê Ê    

Associate ofesso

chool of anagement

‘
 eclaed as a deemed to e nivesity nde sec.  of the
Act c 

anya aga oimatoe-c cc.

 Ê

c
 


his is to cetify that the oject entitled Ê!"#$%& !% %Ê!%'!()*)+ smitted

y Ê ##, ã#& )   fo the tem ape in aste of siness Administation to the

anya nivesity anya aga oimatoe  c cc is a ecod of onafide o caied ot

y him ding the peiod m

  Ê
ã        
Ê 

Administative oodinato aclty


ide

lace:

ate:

etified that the candidate as examined y s in the oject o and iva-oce xamination

held on at anya nivesity anya aga oimatoe- c cc.

m
 -
 Ê

e give all the gloy to o


  Almighty fo giding and eing ith s and helping s

complete this poject sccessflly.

e than o hancello   !. %!"!!% fo his constant paye and sppot. e also

than the ice- hancello   !.  **!,!/0and the egista   %%#Ê!0#%!%'#1fo he

sppot.

e than the iecto of the chool of anagement     !/.# ã),#*. e ae also

thanfl to o mentofo the gidance he gave fo o poject.

e ae indeted to o oject


ide and lass adviso  ã #/#%$.'!"!Ê 

Ê    fo his valale gidance and inteest thoghot this poject. 

inally e than o eloved !#%$, heatily fo thei constant sppot paye and

encoagement. e also than o #%', fo thei sppot and encoagement.


       

Type Public Company

Founded 1945

Headquarters Mumbai, India

Key people Keshub Mahindra (Chairman),

Anand Mahindra (Vice-Chairman & Managing Director)

Industry Automotive,Farm Equipment

Revenue US$ 10 billion (2009 H1).

Employees 16,000 plus

Website Mahindra.com

          is part of the Mahindra Group, an automotive, farm


equipment, financial services, trade and logistics, automotive components, after-market, IT
and infrastructure conglomerate. The company was set up in 1945 as     
 . Later, after the partition of India, Ghulam Muhammad returned to Pakistan and
became that nation's first finance minister. Hence, the name was changed from Mahindra &
Mohammed to Mahindra & Mahindra in 1948.

Initially set up to manufacture general-purpose utility vehicles, Mahindra & Mahindra


(M&M) was first known for assembly under licence of the iconic Willys 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. At present, M&M is the leader in the
utility vehicle (UV) segment in India with its flagship UV, the Scorpio (known as the
Mahindra Goa in Italy).

M&M is India's largest SUV maker.

  

Mahindra & Mahindra grew from being a maker of army vehicles to a major automobile and
tractor manufacturer. It has acquired plants in China and the United Kingdom, and has three
assembly plants in the USA. M&M has partnerships with international companies like
Renault SA, France and International Truck and Engine Corporation, USA.


M&M has a global presence[ and its products are exported to several countries. Its global
subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc., Mahindra
South Africa and Mahindra (China) Tractor Co. Ltd.

M&M is one of the leading tractor brands in the world. It is also the largest manufacturer of
tractors in India with sustained market leadership of over 25 years. It designs, develops,
manufactures and markets tractors as well as farm implements. Mahindra Tractors(China)
Co. Ltd. manufactures tractors for the growing Chinese market and is a hub for tractor
exports to the USA and other nations. M&M has a 100% subsidiary, Mahindra USA, which
assembles products for the American market.

M&M made its entry into the passenger car segment with the Logan in April 2007 under the
Mahindra Renault joint venture. M&M will make its maiden entry into the heavy trucks
segment with Mahindra Navistar, the joint venture with International Truck, USA.

M&M's automotive division makes a wide range of vehicles including MUVs, LCVs and
three wheelers. It offers over 20 models including new generation multi-utility vehicles like
the Scorpio and the Bolero.

At the 2008 Delhi Auto Show, 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, including an entry-level SUV designed to seat five
passengers and powered by a small turbodiesel engine. True to their word, Mahindra &
Mahindra launched the Mahindra Xylo in January 2009, and as of June 2009, the Xylo has
sold over 15000 models.

Also in early 2008, Mahindra commenced its first overseas CKD operations with the launch
of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group. This was
soon followed by assembly facilities in Brazil. Vehicles assembled at the plant in Bramont,
Manaus, include Scorpio Pik Ups in single and double cab pick-up body styles as well as
SUVs.

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.

Mahindra is currently gearing up to sell the Scorpio SUV and pickup starting in the Fall of
2009 in North America, through an independent distributor, Global Vehicles USA, based in
Alpharetta, Georgia. Mahindrahas announced it will import pickup trucks from India in
knockdown kit (CKD) form to circumvent the Chicken tax. CKDs are complete vehicles that
will be assembled in the U.S. from kits of parts shipped in crates.



1.‘ Bombay Chamber Good Corporate Citizen Award for 2006-07


2.‘ Businessworld FICCI-SEDF Corporate Social Responsibility Award ± 2007
3.‘ Deming Prize


4.‘ Japan Quality Medal in 2007

 

̑ Mahindra Bolero
S‘ Mahindra Bolero Camper
S‘ Mahindra Bolero Inspira
S‘ Mahindra Bolero Stinger Concept
̑ Mahindra Scorpio
S‘ Mahindra Scorpio Getaway
S‘ Mahindra Scorpio First
̑ Mahindra Xylo
̑ Mahindra Legend
̑ Mahindra MM550 XD
̑ Mahindra-Renault à  (in cooperation with Renault)
̑ Mahindra Axe
̑ Mahindra Major
S‘ Mahindra Souvenir Concept
̑ Mahindra Commander
̑ Mahindra Grand Vitara
̑ Mahindra DI
̑ Mahindra Cab Chassis

    

̑ Automotive
̑ Farm Equipment
̑ Systech
̑ Financial Services
̑ Information Technology
̑ Infrastructure Development
̑ After-Market
̑ Two-wheelers
̑ Mahindra Partners Division
̑ Specialty Services

)//.%$0%$!$2#, 

̑ Mahindra United World College of India


̑ Mahindra United, a football club based in Mumbai, Maharashtra
̑ Mahindra Foundation
̑ K. C. Mahindra Education Trust: Nanhi Kali


    Ô


The     Ô
 is an SUV manufactured by Mahindra & Mahindra Limited, the
flagship company of the $6.3 billion Mahindra Group. It was the first SUV from the company
built for the global market. The Scorpio has been successfully accepted in international
markets across the globe, and will shortly be launched in the US.

The Scorpio was conceptualized and designed by the in-house integrated design and
manufacturing (IDAM) team of M&M. The car has been the recipient of three prestigious
awards - the "Car of the Year" award from Business Standard Motoring, the "Best SUV of
the Year" by BBC World Wheels and the "Best Car of the Year" award, again, from BBC
World Wheels.

     Ô




Prior to the mid-nineties, Mahindra & Mahindra was an automobile assembly company. The
company manufactured Willys Jeeps and its minor modified versions (modifications carried
out in India). In 1996, the company planned to enter the SUV segment with a new product
which could compete globally. Since M & M didn't have the technical know-how to make a
new age product, they devised a whole new concept among Indian auto companies. Roping in
new executives such as Dr. Pawan Goenka and Alan Durante who had worked in the auto
industry in western countries, the company broke the rule that says automakers must design,
engineer and test their own vehicles (spending millions of dollars in the process). The new
Mahindra Scorpio SUV had all of its major systems designed directly by suppliers with the
only input from Mahindra being design, performance specifications and program cost. Design
and engineering of systems was done by suppliers, as was testing, validation and materials
selection. Sourcing and engineering locations were also chosen by suppliers. The parts were
later assembled in a Mahindra plant under the Mahindra Badge (as Mahindra is a well known
brand in India in the MUV segment). Using this method the company was able to build a
from scratch a new vehicle with virtually 100 percent supplier involvement from concept to
reality for $120 million, including improvements to the plant. The project took 5 years to
move from concept to final product.

In April 2006, the company launched an upgraded Scorpio ± dubbing it the 'All-New'
Scorpio. In June 2007, Mahindra launched a pick-up version in India known as the Scorpio
Getaway.Recently, M & M has launched a face lifted version of the model.


 

The Mahindra Scorpio is sold across the world in countries such as:

̑ India
̑ Italy
̑ France
̑ Spain
̑ Turkey

M
̑ Sri Lanka
̑ Nepal
̑ Bangladesh
̑ Egypt
̑ Russia
̑ Malaysia
̑ South Africa
̑ Qatar
̑ Brazil
̑ Chile: The Scorpio Pick Up is the first passenger vehicle of the Mahindra brand to be
offered in Chile, and both were presented to the press the night of July 25, 2007.

In Western Europe, so as not to confuse the vehicle with a previous Ford vehicle of the same
name, it is called the Mahindra Goa.

Ô 

A new Mahindra Pick-Up model being introduced to Australia mid-09 will have additional
safety features to the current model, such as ABS Brakes and Airbags which should elevate
its rating to a minimum of 3 stars from the current 2 star ANCAP rating.

  

Soon after the success of the Scorpio, Mahindra launched an upgraded Scorpio with plush
seats and rear centre arm rest, dual tone exterior colour and various minor changes.

At the Auto Expo 2006, Delhi, Mahindra showcased their future plans on the Scorpio model
by showcasing a Hybrid Scorpio with CRDe engine and a Scorpio based on a pick-up truck.
The Hybrid, the first such vehicle developed in India was developed by Arun Jaura, a former
Ford employee. His senior, Dr. Pawan Goenka, a former GM engineer currently heads
Mahindra's automotive division and looks after the overall Scorpio project.

In November 2007, Mahindra launched a teaser campaign for their new Scorpio Model, the
m_Hawk on their official website.

On April 14, 2008, Mahindra revealed a concept of a diesel-electric hybrid version of their
Scorpio SUV at the 2008 SAE World Congress.

21st Sep 2008 Mahindra launched their latest Scorpio with 6 speed automatic transmission
gears.

Mahindra has for a while had plans on exporting to the United States, possibly with a diesel-
electric hybrid. In 2006 it entered into an agreement with Global Vehicles USA to import and
distribute Mahindra vehicles. It now plans to release a modified Pick-up version of the
Scorpio (currently unnamed due to copyright issues with the Ford Scorpio) in the US by the
end of 2009. This vehicle is projected to cost in the low $20,000s.

„
   

̑ 8Scorpio to capture 22 per cent of the premium hard top market in F03 (9 months)‘
̑ Sell 12000 Scorpios in F03 (9 months) ‘
̑ Mahindra unaided brand recall score to increase by 22 pts (defined in terms of Brand
Track study scores)‘
̑ Scorpio brand recall score to achieve 50 points (in W4)‘

m    

Specifications: 120 horsepower

6-speed auto

̑ Wheelbase: 105.5 in (2,680 mm)


̑ Length: 176.9 in (4,493 mm)
̑ Width: 71.5 in (1,816 mm)
̑ Height: 77.8 in (1,976 mm)
̑ Base curb weight: 3,850 lb (1,750 kg) (CG estimate)

Ú    ‘

̑ Scorpio to capture 45 per cent of the premium hard top market


̑ Scorpio to sell 24,000 units in F04
̑ Mahindra to emerge as a true urban player

÷     Ô


 !

  Mahindra
 Scorpio
"   2.6 LX 9-seater

 SUV
#    5
Fuel Efficiency
   9.4 kmpl
$    13.9 kmpl
  
 60 litre
  
 Diesel
  %  -



  &  


  2609 cc
  94 mm
Ô  94 mm
      4-inline
" % ÷
  Pushrod

 '  18.5:1
#(÷"  8

  Turbo-charged
  Ô CRDi
$ &  115@3800 ps@rpm
   277.52@2200 Nm@rpm

Ô   Ô 
  

Ô  
 Rack and pinion, power assist
&  Ô   Yes
  Ô 
  2WD Independent, Coil Spring,Anti Roll Bar
' Ô 
  Multilink, Coil Spring

  

  4495 mm
$ 1975 mm
Ú 1817 mm
Ú   2680 mm
   180 mm

 

c
ÔÚ÷ 

Ô  

̑ India's first BS IV Car.


̑ Revolutionary Micro-Hybrid Technology.
̑ Powerful mHawk Diesel Engine.

Ú  

̑ Effortless Acceleration.
̑ Fire Retardant Upholstery.
̑ Excellent Driving Experience.

  

̑ Automatic Transmission only on Top-End Variant.

  

‡‘ Mahindra vehicles have gone on display to auto enthusiasts around the world,
participating in prestigious automobile shows in Paris, Rome, Bologna, Johannesburg
and São Paulo.

Ô& 

Ô 

A BRAND is a thought, and launching brands can be a great growth strategy for any
corporate. But, it takes two to tango. A brand founded on a good idea needs to be built with
an ever-evolving gameplan. A case in point is the launch of the sports utility vehicle (SUV),
Scorpio, by Mahindra & Mahindra (M&M).

When Scorpio hit the streets, it arrived as an SUV with a `car plus' package. Two-and-a-half
years later, it has caused a paradigm shift in its category. Equipped with a savvy marketing
strategy, the brand has not only grown the SUV market, but almost touched base with the `C'
class cars segment (Rs 5 lakh and upwards.)

According to automobile manufacturers' data, the premium utility vehicle segment grew at
approximately 14 per cent up to June 2002.

With the launch of Scorpio, the growth rate from July 2002 to March 2003 rose to about 51
per cent. Between April 2003 and March 2004, the segment grew by 33 per cent.

&  

cc
attract a lot of cross-over customers. Unlike for its competitors in the UV category, people
who wished to purchase a C class car would also consider a Scorpio," says Hormazd
Sorabjee, Editor,   .

Cut to market expansion of premium utility vehicles against `C' class cars. Out of the total
number of premium utility vehicles and `C' segment cars put together, premium UVs
accounted for about 21 per cent during the year 2000. The figure touched 49 per cent this
year.

"The Scorpio launch did play a significant role in driving the UV market up. This to me is the
ultimate measure of success - the ability of a company to drive the growth of markets,"
remarks Abraham Koshy, Professor of Marketing, Indian Institute of Management,
Ahmedabad.

Marketing gurus suggest that the positioning of Scorpio was also very bold and innovative.

Mahindra Scorpio Pick Up secures third position in T2 category of Rally dos Sertoes in
Brazil

 

The track monitors `high value' consumers, and registers those who are in the SEC A and B
categories, while 67 per cent of the sample size is from the top eight metros; the rest from the
next 50-60 towns across India.

Sales too has been zooming, says the company. According to brand-wise data, the company
claims to be matching sales of most C segment cars, even outselling some of them. In the last
six months, M&M sold 14,389 Scorpios, against a total C segment sales of 79,346, according
to company data.

&Ô 

&  

̑ Taxation Policy
̑ Government Policy

Ô 

̑ Give good quality to their customers


̑ Providing offers to its retailer and customers

cm
̑ Providing life style product
̑ Change the customer attitudes and opinions

 

̑ Launch low cost car in rural areas


̑ Launch economy related brand
̑ Launch power full car in the market so customers make good image in their mind

   

̑ Provide new innovative product to their customers


̑ Provide the compete ting technology
̑ Provide new technology to their worker

 

c
 


The soft tops sales, which were Mahindra¶s strength, were stagnating. Hard top vehicles like
Sumo and Qualis were garnering market share. The urban market was showing more
potential for vehicle sales and UVs were gaining higher acceptability in urban cities. The
competition was getting tougher with international UVs entering the market. And also
operating in the urban market meant competing with cars.
The market was moving from traditional multi utility, non-luxurious vehicles to luxurious
vehicles. M&M had launched Bolero in 2000 to cater to this newly emerging segment.
However, to add to the category¶s woes, it declined at the rate of 3.1 percent in year 2001
over year 2000. UVs as a percentage of the overall passenger car market was just 16 per cent
in 2001. This simply meant that for attaining the volumes, Scorpio needed to look beyond
UVs in terms of competitive framework to decide on a marketing strategy.




The conventional UV market was too small in size. The UV market in urban markets was
even smaller a percentage. The trend was that the UVs operating in the urban market were
eating into the car share, primarily the cars which operated in the same price bracket. Qualis
was taking market away from midsize cars. With these facts in place the whole of automobile
market was studied in details.

In the arena of cars, A-segment cars, which have been the leaders in terms of volumes and
grew at the rate of 55.2 percent in the year 1999, were having a reduced growth rate of 34.2

c
percent in the year 2001. It was found that the fastest growing segment (growing at the rate of
42.9 per cent) in year 2001 was semi luxurious cars or B segment cars. And the luxurious car
segment i.e. C segment cars were also growing at a healthy rate of 14.2 percent in that year.
However, super premium cars termed as segment D and E cars, were not growing at such
healthy rates and did not offer volume in terms of number of cars sold.
It was imperative for Scorpio to look beyond UVs. Apart from appealing to a typically UV
buyer, it was also necessary to appeal to a wider target audience - prospective car buyers
belonging to 5 lakh and 5 lakh+ segment. The midsize car market (C class) which was in the
Rs. Five to Seven lakh price bracket had grown in F¶00 at 36 per cent and in F¶01 at 22 per
cent, and small luxury car segment (B class) which was up to Five lakh segment was also
showing a healthy growth.

Analysis showed that the volumes in the automobile industry were coming from B and C
segment cars. This meant that the mid size car market was the competitive arena for Scorpio
for it to attain the volume growth and market share it was looking for. It was decided that the
offer had to appeal to segment C buyer and should be aspirational for segment B buyers.
Therefore, an analysis of the offers of all the segment C cars and the relevant UVs was done.
The table below summarises the analysis:

Interpretations: All the vehicle are feature packed within a price range of Rs. 6-8 Lakhs. All
of them, including UVs, are with a proposition of luxury and comfort, with no differentiation.
Implication: With this analysis it came out clearly that the positioning of Scorpio has to be
such that it should communicate that the vehicle is better than any of these cars and is a better
buy in terms of money.

   


Having defined the competitive framework, the next task undertaken was that of analyzing
the consumer. Consumer segments of B and C category car buyers were analyzed in terms of
their expectations from a car, their perceptions about cars and their relationship. Proprietary
techniques of research, of the advertising agency Interface Communications, like Mind &
Mood, ICON and VIP were used to understand this consumer. The findings were:
Size matters-

̑ big size stands for status


̑ Consumers seek latest technology
̑ Imagery but at affordable price
̑ The sheer thrill and passion of driving an SUV
̑ Power of the vehicle makes a statement
̑ But along with the others, luxury was a very important parameter
̑ International vehicles define imagery

c
̑ SUVs like Pajero, Land Cruiser and Prado are seen as urban vehicles for the rich and
famous
̑ Consumers aspire to own these vehicles as the imagery of these vehicles has become
very desirable
The Key Consumer Insight that emerged from all the consumer analysis and which
was used for strategy development was ³Consumers want to consume premium
imagery at prices affordable to them´




The     Ô
 is an SUV manufactured by Mahindra & Mahindra Limited, the
flagship company of the $6.3 billion Mahindra Group. It was the first SUV from the company
built for the global market. The Scorpio has been successfully accepted in international
markets across the globe, and will shortly be launched in the US.

The Scorpio was conceptualized and designed by the in-house integrated design and
manufacturing (IDAM) team of M&M. The car has been the recipient of three prestigious
awards - the "Car of the Year" award from Business Standard Motoring, the "Best SUV of
the Year" by BBC World Wheels and the "Best Car of the Year" award, again, from BBC
World Wheels.

 

SUVs in India have a tough terrain to navigate given that competition means a traffic jam of
car brands on the road. It¶s in this context that a SUV brand like Scorpio deserves mention. It
had its glorious era, but it doesnt match with the new age and new look suvs of the modern
times. Tavera, Innova, Tuscan, Endeavour and to some extent Scorpio rank much better in
looks.Scoprio may loose somewhat in comfort, but safari seems overall out of context. Off
course, these are my personal views.

   

Deliver value through integration, collaboration and synergy within the Mahindra group.
"We have been an advocate of technology as a pivotal pillar on our journey towards enabling
business excellence," said Mr. Arvind Tawde, Senior Vice- President and CIO, Mahindra &
Mahindra, "We cherish the continuing evolution of this long-standing relationship; together
we hope to take this relationship to newer heights of collaboration and co-innovation."

This agreement extends SAP's position as a leader in providing comprehensive enterprise


software for the automotive and manufacturing industries. The ability to rapidly integrate
new operations resulting from mergers and acquisitions, shift supplies due to changing
demand and collaborate across a business network of partners is vital to companies as they
strive for market share and greater profitability in the industry.

c
& 

Mahindra & Mahindra has emerged as a well-known tractor brand in the US. It is now
planning to launch the Scorpio in the US sports utility vehicle market.

‡‘ Mahindra Automobiles have a strong and growing presence in international markets

±‘ Yugoslavia,

±‘ Bangladesh

±‘ Sri Lanka

±‘ Australia

±‘ Uruguay

±‘ South Africa in 2004 (Mahindra South Africa)

±‘ Europe in 2005 (Mahindra Europe)

‡‘ Mahindra vehicles have gone on display to auto enthusiasts around the world,
participating in prestigious automobile shows in Paris, Rome, Bologna, Johannesburg
and São Paulo.

‡‘ In 2006 Mahindra announced that it would be the first Indian automobile


manufacturer to enter the world¶s most demanding and critical market ± USA.

& 

MODEL PRICE (in INR)**

LX 735500

M2DI 691100

SLE 834500

SLX-4WD 972100

VLX BS3 2WD 938700

VLX BS3 2WD-Air Bag 958000

cM
VLX BS3 4WD 1015100

VLX BS3 4WD-Air Bag 1034400

*Note : Any other levies or taxes if applicable are extra.

For exact prices, please contact our dealerships.

Prices are applicable within the specified city limits only.

All prices are subject to change, and Mahindra Scorpio reserves the right to modify the prices
at its discretion at any point in time.

&  

The creative strategy was to drive home the µCar Plus¶ positioning forward. There was a need
to leverage on product strengths. And a need to establish car plus story. Hence the product
was to be the hero in all communications

The tone and manner was to help associate the brand with the modern and urban lifestyle.
The TVCs as well as the press still-shots were shot in Australia to provide an international
city feel. This brought in the international, premium, up-market association for the brand.

&  

̑ Mahindra Scorpio
S‘ Mahindra Scorpio Getaway
S‘ Mahindra Scorpio First

 

̑ LX
̑ M2DI
̑ SLE
̑ SLX-4WD
̑ VLX BS3 2WD
̑ VLX BS3 2WD-Air Bag
̑ VLX BS3 4WD

VLX BS3 4WD-Air Bag

 




Ê!"#$,.//!03

The conventional SUV market was too small in size. The SUV market in urban markets was
even smaller a percentage. The trend was that the SUVs operating in the urban market were
eating into the car share, primarily the cars which operated in the same price bracket. Qualis
was taking market away from midsize cars. Mahindra vehicles have gone on display to auto
enthusiasts around the world, participating in prestigious automobile shows in Paris, Rome,
Bologna, Johannesburg and São Paulo. In 2006 Mahindra announced that it would be the first
Indian automobile manufacturer to enter the world¶s most demanding and critical market ±
USA. The tone and manner was to help associate the brand with the modern and urban
lifestyle. The TVCs as well as the press still-shots were shot in Australia to provide an
international city feel. This brought in the international, premium, up-market association for
the brand. Since the Scorpio was targeted at an urban clientele it needed a stronger
distribution presence in Metros and urban areas. Hence, the distribution channel had to focus
on providing an appealing experience for modern car buyers and on offering international
standards of auto retail.

 
 

^‘ Made survey and collect customer preference and perception for designee and feature
^‘ Introduction of quality function development (qfd) process
^‘ Create the benchmark according to word class suva¶s
̑ Big size
̑ Latest technology
̑ Affordable size
̑ Have thrill and passion in driving
̑ Have luxury
̑ International vehicles define image

 

^‘ Some companies said that Mahindra & Mahindra did not have the capacity to provide
vehicles in house
^‘ No crash testing
^‘ Mahindra & Mahindra did not re-designed its product

  

c
‡ Collapsible steering column & split intrusion beams
‡ Crash protecting crumple zones and child locks
‡ Fire resistant upholstery
‡ Voice assist system, vehicle security system & remote locking/unlocking
‡ Tubeless tyres
‡ Poly coated grand deck

Ô)

‡ Bonnet scoop
‡ Air extractor
‡ Two tone interiors
‡ Sporty decal
‡ Full wheel caps

÷÷'

‡ Tilt able steering


‡ Full fabric seats
‡ Individual armrests on 1st row seats
‡ Heating, ventilation & AC with rear vents
‡ ORVM manual remocon & swivel interior lamp

÷#"#*#

‡ Power steering
‡ Power windows
‡ Spaces for storage on centre bezel, IP & console
‡ Mobile charging facility for the front and middle row seats
‡ Intelligent front wipers
‡ Follow me home' lamps
‡ Theatre style interior illumination
‡ Illuminated key ring
‡ Side step
‡ Head lamp levelling switch
‡ Front fog lamps

Ô *#%

‡ 5 Seater

m
 Ô +&      
  


A study of international brand names was done and a classification of brand names of
midsize cars and SUVs was done into groups. International brand naming trends and
strategies were analysed. New names were generated. These brand names were researched
massively first by qualitative techniques and then by quantitative techniques.
The name that emerged as most popular, and which was also the most liked name internally
at Mahindra was SCORPIO.

    Ô 


The relation between Scorpio and the mother brand Mahindra was also deliberated upon. The
strategy chosen for Brand Endorsement was - Scorpio from Mahindra - shadow endorsement,
one which does not shout ³Mahindra.´
The Mahindra brand image was not modern and young. There was a need to create a strong
distinct modern brand. Hence Mahindra as a Masterbrand could not contribute towards
enhancing the Value Proposition. Yet Mahindra had to provide source reassurance. Also the
distribution would be through Mahindra dealerships. Hence it became a shadow endorser.

   &  Ô 


The creative strategy was to drive home the µCar Plus¶ positioning forward. There was a need
to leverage on product strengths. And a need to establish car plus story. Hence the product
was to be the hero in all communications

The tone and manner was to help associate the brand with the modern and urban lifestyle.
The TVCs as well as the press still-shots were shot in Australia to provide an international
city feel. This brought in the international, premium, up-market association for the brand.

 Ô 

̑ Role of Media
̑ Dramatic and high impact launch
̑ High visibility
̑ Push brand image even by the media vehicle

 

mc
   
   
+ 

̑ PR, Mass Media, Direct Marketing, Events

&  '  


Pre-launch excitement and buzz was created by a full blown PR program. Media coverage on
the IDAM process, the people behind the Scorpio, the obsession, the world class technology,
etc set the tone for the hyped up launch. PR was also the first tool used for launching the
Scorpio. The coverage of the launch was massive. It got four cover stories

  


µWhile the media targets would be achieved through the right selection of the media mix, the
Scorpio media posture was to ensure that Scorpio was present on the decided media but µwith
a difference.¶ Scorpio would use media innovations to create differentiation on the traditional
media and do things in a µbigger and better¶ manner.

  '  


  ,'-


CRM as a tool was used to create positive word-of-mouth, to monitor customer experiences
and generate referrals. A series of CRM activities were implemented with regular direct
communication, events and customer research. The CRM plan included a welcome Pack on
filling up Scorpio Club (Top Gear) form, satisfaction surveys, Events, Festive offers,
Rewards Program, etc.

&  Ô ! 


       

 


Scorpio was to compete with the midsize cars like Hyundai Accent, Ford Ikon, Opel Corsa,
Maruti Suzuki Esteem on the one side and UVs like Toyota Qualis, Tata Safari and the Tata
Sumo on the other. Scorpio adopted the penetrative pricing strategy positioned in the
psychological price barrier of Rs. 5 -7 Lakhs.

   Ô +Ô         

Since the Scorpio was targetted at an urban clientele it needed a stronger ditribution presence
in Metros and urban areas. Hence, the distribution channel had to focus on providing an
appealing experience for modern car buyers and on offering international standards of auto
retail.

mm
Ô   

 .

*   


 
  

There existed a gap that wasn¶t tapped. There was no SUV in the country that the masses
could buy. To make SUVs a mass concept in India - UVs needed to be seen as comfortable,
easy-for-city driving and should have imagery comparable to international brands.
Therefore, as a strategy it was decided that Scorpio would not take the traditional UV
imagery of tough, off-roading and 4x4. A 4x4 approach would be a very niche category and
would not generate numbers. To appeal to a car buyer, the Scorpio needed to be seen as a car
that offers much more.

A Scorpio had to be seen as providing car-like driving pleasure and at the same time
providing the edge over cars in space, power, style, fuel efficiency, luxury and comfort. In
short, to provide status of a Pajero (international SUV) at the price of midsize car
The Scorpio product package offered - Superior technology, Dynamic Looks, Car-like
product and great value for the price Value Proposition for Scorpio:

To capture the identified need -gap, the value proposition of Scorpio was defined as -

µ 
/


Rational benefits: World class vehicle, good looks, car like comfort, great value
Emotional benefits: Ownership experience of thrill, excitement and power
Relational benefits: Young modern, premium, city companion / extension of lifestyle.
Brand Promise: µLuxury of a car. Thrill of an SUV¶
This brand positioning addresses the key consumer Insight and the product delivers the
promise. The position is also a unique proposition, which will help the brand have a distinct
image in the consumers¶ mind.

   +0#  Ú 1

The baseline captures the essence of the brand, which is superiority and uncompromising
attitude. It also summarises the spirit behind the making of the Scorpio.

&  


The Scorpio was launched in a phased manner - first in Metros Mumbai, Delhi, Bangalore,
Chennai. Twenty cities were included over a period of 4 months and within a year 50 cities
were covered. This ensured attention to main markets and to ensure that initial production of

m
the vehicle could match demand. Dealerships were revamped prior to launch in a particular
city.

Ô 
  


The showroom revamp was centred around the intention to provide a uniform customer
experience at all the touch points and to provide the customer with a unique ³experience´ and
not just a ³product´. Therefore the back office would remain outside the customer¶s line of
vision because the customer would be concerned with the product and not with the
paperwork.

*    


Thirty-five showrooms across the country were redone entirely with the same look and
identity and a décor built around movement, technology and sportiness. The theme focussed
on giving the customer a memorable experience.

'
 +   


Volumes and Market Shares: Scorpio achieved its targets on market share and achieved a
volume of 12000 vehicles in the first 9 months of its launch.
Image: Scorpio advertising had a very high recall for the Mahindra brand (Exhibit 3) as well
as for the product (Exhibit 4). Apart from this, advertising actually positioned Scorpio as a
powerful vehicle with a sporty look, solidly built with good cargo capacity amongst the
premium car consumers and sports utility vehicle consumers.
Overall response to the Scorpio was stupendous. The product was well received across the
country and got rave reviews across media. More importantly the product and the strategy
delivered in terms of the various objectives set before launch. Footfalls in the showrooms had
been massive and demand had far exceeded supply of vehicles with a waiting period of three
months.

*
    * !

The saliency of Mahindra increased considerably. Mahindra enjoyed stronger recall as a


manufacturer of personal vehicles and stronger customer perceptions on the following
attributes ±

̑ Well-respected manufacturers
̑ Technologically advanced
̑ Suitable for city driving
̑ Great to drive
̑ Makes VFM vehicles
̑ Proud to own
m
̑ Makes good quality vehicles

Ô
 ' 


In the SUV/MUV segment, Scorpio has the second-largest awareness and has emerged as a
strong brand in the C & sub-C car segment, however as compared to Qualis, it needed higher
recall. Scorpio advertising had been able to create a good impression on appearance and
styling of the vehicle.

Ô
  
 


Scorpio managed to pull out customers from the C segment of vehicles. The product,
communication and the retail experience of the Scorpio passed the stringent test of luxury car
buyers and the buyer profile was exactly as per the target profile. The strategy delivered with
more and more small and midsize car buyers choosing the Scorpio over the others.




The Scorpio was awarded various awards from various bodies
Mahindra achieved the objectives it set out to achieve. M&M has more than 39 per cent of
market share in hard tops, sold 11800 Scorpio in first nine months of operation and due to
this campaign, Mahindra image improved.

Ô
*
 


Scorpio was launched on June 19, 2002. At that time Mahindra was losing market share and
the share prices were also at an all time low at around Rs. 100. The Mahindra share of
business was largely from the semi-urban and rural market of India and the markets where
Mahindra was strong were stagnating.
With the launch of Scorpio, things started looking up for Mahindra. There was an
improvement in the bottom line as well as the return to the shareholder. The revenue for
M&M Auto Sector increased from Rs. 1827 Cr. in F 02 to Rs. 2511 Cr. in F 03, a growth of
37 per cent. The profits before Interest and Tax (PBIT) too zoomed up from Rs. 102 Cr. in F
02 to Rs. 147 Cr. in F 03, an increase of 43 per cent. In F04 the scenario has further
improved. The half-yearly results show a growth of 54 per cent in revenue and 218 per cent
increase in PBIT. The share prices have outperformed the Sensex and Share prices have
zoomed from Rs. 100 to Rs. 400 by December µ03.
As regards Mahindra image in the customers mind, the post launch study conducted gave the
following improvements (Brand track Study - Nov 2002 - IMRB):

̑ The Mahindra saliency scores improved by 27 points among MUV/ SUV owners and
by 29 points among all car-owners.

m
̑ The overall positive opinion about Mahindra also moved up by 18per cent among
MUV/ SUV owners and by 11per cent among all car owners.
̑ Mahindra Scorpio has fared excellently in overall opinion as against its key
competitors.

    +Ú  


   


Having done well in the domestic market, Mahindra and Mahindra is now moving forward on
its path to become a global niche player. i.e, it is stretching its activities in foreign markets.
The company is in the process of negotiating joint ventures in markets like Spain, Italy, South
Africa, Indonesia, Russia, Equador for marketing of Scorpio.

   2Ô
/

Activity: Banners, Shoshkele & Direct Mailer

Objective: To generate test drive leads and Branding

Est. Spends: Rs. 15 + lacs

   Ô
 

Ô
0m ‘  1
  
    &
 

m
      

Ô
Ô   3+45+46 Ô
 3  7 

mM
    *  

Ô
 ÷   


   *   

÷ +)  ' !

65.6%


Ô! www.mahindra.com

m
!!%(#,##$ 

  48  49   4:   46  43



Ô  
Owner's fund
Equity share capital 272.62 239.07 238.03 233.40 116.01
Share application money - - - - -
Preference share capital - - - - -
Reserves & surplus 4,959.26 4,098.53 3,302.01 2,662.14 1,881.93
  
Secured loans 981.00 617.26 106.65 216.68 336.82
Unsecured loans 3,071.76 1,969.80 1,529.35 666.71 715.80
Total 9,284.64 6,924.66 5,176.05 3,778.92 3,050.56
 
Fixed assets
Gross block 4,893.89 3,552.64 3,180.57 2,859.25 2,676.51
Less : revaluation reserve 12.09 12.47 12.86 13.33 14.32
Less : accumulated depreciation 2,326.29 1,841.68 1,639.12 1,510.27 1,335.56
Net block 2,555.51 1,698.49 1,528.59 1,335.65 1,326.63
Capital work-in-progress 646.73 649.94 329.72 205.46 133.93
Investments 5,786.41 4,215.06 2,237.46 1,669.09 1,189.79
#   
Current assets, loans & advances 5,081.20 3,816.41 3,916.94 2,805.04 2,356.41
Less : current liabilities & provisions 4,797.76 3,468.77 2,854.20 2,254.37 1,980.58
Total net current assets 283.44 347.64 1,062.74 550.66 375.83
Miscellaneous expenses not written 12.55 13.53 17.55 18.05 24.38
Total 9,284.64 6,924.66 5,176.05 3,778.92 3,050.56
#!
Book value of unquoted investments 4,305.50 1,429.16 1,515.23 1,419.01 1,047.67
Market value of quoted investments 3,218.81 7,669.90 10,285.25 2,030.85 240.83
Contingent liabilities 1,220.39 985.35 1,008.27 946.36 758.14
Number of equity sharesoutstanding (Lacs) 2726.16 2390.73 2380.33 2334.00 1116.48

&    

  48   49   4:  46  43



* 
Operating income 13,125.98 11,310.37 9,921.34 8,136.59 6,594.69


  48   49   4:  46  43


 
Material consumed 9,365.00 7,814.71 6,930.76 5,782.01 4,655.24
Manufacturing expenses 174.05 164.68 134.00 111.90 100.65
Personnel expenses 1,024.61 853.65 666.15 551.78 464.25
Selling expenses 575.34 804.51 635.10 458.32 369.72
Adminstrative expenses 937.56 561.66 466.22 387.57 317.79
Expenses capitalised -42.83 -46.49 -47.10 -26.53 -31.84
Cost of sales 12,033.73 10,152.72 8,785.12 7,265.04 5,875.81
Operating profit 1,092.25 1,157.65 1,136.22 871.54 718.88
Other recurring income 305.98 364.05 404.87 195.82 186.46
Adjusted PBDIT 1,398.23 1,521.70 1,541.09 1,067.36 905.34
Financial expenses 134.12 87.59 19.80 26.96 30.24
Depreciation 291.51 238.66 209.59 200.01 184.05
Other write offs - 0.59 0.33 0.28 0.15
Adjusted PBT 972.60 1,194.86 1,311.37 840.12 690.89
Tax charges 199.69 303.40 350.10 242.40 201.50
Adjusted PAT 772.91 891.46 961.28 597.72 489.39
Non recurring items 63.87 211.91 126.30 259.38 23.28
Other non cash adjustments 4.07 - -19.19 - -
Reported net profit 840.85 1,103.37 1,068.39 857.10 512.67
Earnigs before appropriation 3,807.00 3,228.45 2,544.13 1,853.50 1,255.52
Equity dividend 278.83 282.61 282.23 243.97 150.81
Preference dividend - - - - -
Dividend tax 33.23 38.48 42.50 34.22 21.15
Retained earnings 3,494.94 2,907.36 2,219.40 1,575.31 1,083.55

   Ô  

   48   49  4:  46  43


Profit before tax 1,026.20 1,241.57 1,315.69 889.49 700.62
Net cashflow-operating activity 1,631.30 825.83 1,168.95 686.90 379.21
Net cash used in investing activity -1,941.00 -2,075.08 -950.39 -502.66 -174.30
Netcash used in fin. Activity 696.91 811.34 418.08 -89.78 192.45
Net inc/dec in cash and equivlnt 387.21 -437.91 636.64 94.47 397.36
Cash and equivalnt begin of year 1,174.62 1,361.79 725.15 630.69 233.33
Cash and equivalnt end of year 1,561.83 923.88 1,361.79 725.15 630.69

c


   !

Thus µScorpio¶ has proved as a Milestone for Mahindra & Mahindra and the Indian
Automobile Industry. It has given a unique place to Mahindra & Mahindra in Indian market
because; it was innovated with High quality, Reliability, Flexibility, Style, Driving Comfort...
etc. In short it offered a customized product. Hence, again Operation¶s components: Time,
quality& technology made a success story.

'  !

1. http://.slideshae.net/ivehama/scopio-fom-mahinda

2. http://economictimes.indiatimes.com/eates/and-ity/hat-maes-s-copio-as-
highest-selling- -and/aticlesho/ „„ .cms

3. http://log.gaadi.com/log-m-ahindacopioAevie

4. http://.mothsht.com/evie/ahindacopio-„mcm-c.html

5. http://atos.maxaot.com/cvid M/mahindascopiomham.aspx

m