1

A
Dissertation/ Project Report
On

“MARKETING STRATEGY ON MAHINDRA”

For the Partial fulfilment of the degree of the

“ MASTERS OF BUSINESS ADMINISTRATION”

Graphic Era Hill University, Bhimtal.

SUBMITTED TO : SUBMITTED BY :
Dr Anand Verma Bharat Singh Rautela

School Of Management

Graphic Era Hill University, Bhimtal

STUDENT DECLARATION
 2

I hereby declare that the project title “MARKETING STRATEGY ON MAHINDRA the
partial fulfilment of the requirements for the award of degree of MASTERS OF BUSINESS
ADMINISTRATION is my unique work and the project has not shaped the premise for the award
previously of any degree, diploma, scholarship, fellowship, or other comparative title.

ACKNOWLEDNGEMET
 3

The success and final outcome of this project required a lot of guidance and assistance from many
people and I am extremely fortunate to have this all along the completion of my project. Whatever I
have done is only due to such guidance and assistance and I would not forget to thank them.
I respect and thank to senior officer for giving me an opportunity to do the project work in
MAHINDRA BAJRANG. Haldwani and providing me all the support and guidance which made
me complete the project on time. I am extremely grateful to him for providing such a nice support
and guidance though he had busy schedule managing the company affairs.
I would seek an opportunity to express my sincere & profound gratitude to Mr. GAURAV
AGARWAL(OWNER) for giving me support at his plant .I would also like to thank Mr. NEERAJ
JOSHI(HR head) who took keen interest on my project work and guided me till the completion of
my project work by providing all the necessary information.
At last I want to pay great respect to my parents whose effort makes me able to learn such type of
knowledge.

TABLE OF CONTENTS
Chapter I
 4

 Introduction

 Objectives

Chapter II

 Company Profile

 Automobile assembly plants

Chapter III

 Topic description

 Mahindra Supro Van Review

Chapter IV

 Research methodology

 Data collection

 Data analysis

 Findings

 Suggestions

 Questionnaire

Bibliography

CHAPTER ARRANGEMENT
CHAPTER-1
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This chapter of the project report includes the Introduction, Objectives of the study Methodology

CHAPTER-2

This part of the project report states the theoretical background that is; it includes information about
the industry as well as the company.

CHAPTER-3

This part of the project report contains data analysis on the basis of questionnaire and

findings.

CHAPTER-4

This part of the project report includes the summary of findings, suggestion made to the

company. It also includes bibliography that is number of books,websites,etc referrers

 6

PREFACE

The present report is based on my Company training in Mahindra. The summer training is to
acquaint the study with real life situation of the organization. It gives an opportunity to utilize and
integrate the practical knowledge acquired from the organization.

This training is completed in the partial fulfilment of the requirements after completion Of
MBA-II semester.

The most valuable and critical aspects of any organization is dealing with its human resource
matters.
 7

Chapter I

 Introduction

 Objectives

INTRODUCTION
 8

Marketing strategy

The distinction between “strategic” and “managerial” marketing is used to distinguish "two phases
having different goals and based on different conceptual tools. Strategic marketing concerns the
choice of policies aiming at improving the competitive position of the firm, taking account of
challenges and opportunities proposed by the competitive environment. On the other hand,
managerial marketing is focused on the implementation of specific targets. Marketing strategy is
about "lofty visions translated into less lofty and practical goals [while marketing management] is
where we start to get our hands dirty and make plans for things to happen."

Developing marketing strategy

Strategic planning begins with a scan of the business environment, both internal and external, this
includes understanding strategic constraints. An understanding of the external operating
environment, including political, economic, social and technological which includes demographic
and cultural aspects, is necessary for the identification of business opportunities and threats. This
analysis is called PEST, it stand for Political, Economic, Social and Technological. A number of
variants of the PEST analysis can be identified in literature, including: PESTLE analysis (Political,
Economic, Social, Technological, Legal and Environmental); STEEPLE (adds ethics); STEEPLED
(adds demographics) and STEER (adds regulatory).

OBJECTIVE OF STUDY
 9

 Increase sales

 Build brand awareness

 Grow market share

 Launch new products or services

 Target new customers

 Enter new markets internationally or locally

 Improve stakeholder relations

 Enhance customer relationships

 Improve internal communications

 Increase profit
 10

Chapter II

 Company Profile

 Automobile assembly plants

 11

COMPANY PROFILE

Mahindra
It is an Indian multinational car manufacturing corporation headquartered in Mumbai ,Maharashtra,
India. It is one of the largest vehicle manufacturers by production in India and the largest
manufacturer of tractors in the world. It is a part of Mahindra Group, an Indian conglomerate.
It was ranked 21st on a list of top companies in India by Fortune India 500 in 2011.
Its major competitors in the Indian market include Maruti Suzuki, Tata Motors, Ashok Leyland and
others.

Name of company : Mahindra

COMPANY ADDRESS : BAJRANG MOTORS

Rampur Road, Haldwani

Uttarakhand - 263139

Headquarters : Mumbai, India

CEO : Anand Mahindra

Parent organization : Mahindra Group

Founders : Malik Ghulam Muhammad, Kailash Chandra

Mahindra, Jagdish Chandra Mahindra
SUBSIDIARIES : 8 subsidiaries
 12

HIST Mahindra was set up as a steel trading company in 1945 in Ludhiana as Mahindra &
Mohammed by brothers K.C. Mahindra and J.C. Mahindra and Malik Ghulam Mohammed. After
India gained independence and Pakistan was formed, Mohammed emigrated to Pakistan where he
became that country's first finance minister. The company changed its name to Mahindra &
Mahindra in 1948. It eventually saw a business opportunity in expanding into manufacturing and
selling larger MUVs, starting with the assembly under licence of the Willys Jeep in India. Soon
established as the Jeep manufacturers of India, the company later commenced manufacturing light
commercial vehicles (LCVs) and agricultural tractors.

Over the past few years, the company has taken interest in new industries and in foreign markets.
They entered the two-wheeler industry by taking over Kinetic Motors in India. M&M also has a
controlling stake in the REVA Electric Car Company and acquired South Korea's SsangYong Motor
Company in 2011. In 2010–11 M&M entered in micro drip irrigation with the takeover of EPC
Industries Ltd in Nashik .

Automobiles
Mahindra & Mahindra, brands its products as "Mahindra", produces SUVs , saloon cars, pickups,
commercial vehicles, and two wheeled motorcycles and tractors. It owns assembly plants
in India ,Mainland China (PRC), the United Kingdom ,and has three assembly plants in the United
States. Mahindra maintains business relations with foreign companies like Renault SA, France.
M&M has a global presence and its products are exported to several countries. Its global subsidiaries
include Mahindra Europe S .r. l . based in Italy, Mahindra USA Inc., Mahindra South Africa and
Mahindra (China) Tractor Co. Ltd.

Mahindra began assembling the Jeep CJ3 in 1954, and light commercial vehicles in 1965. In 1979
the licensed assembly of Peugeot diesel four-cylinder engines and transmissions began, and in 1982
a tie-up with Kia Motors to build their four-speed KMT90 transmission and transfer case was
announced. Mahindra started making passenger vehicles firstly with the Logan in April 2007 under
the Mahindra Renault joint venture. M&M made its maiden entry into the heavy trucks segment with
the Mahindra Truck and Bus Division, the joint venture with International Truck, USA.

Mahindra produces a wide range of vehicles, including MUVs, LCVs and three-wheelers. It
manufactures over 20 models of cars, including larger, multi-utility vehicles like the Scorpio and
the Bolero. It formerly had a joint venture with Ford called Ford India Private Limited to build
passenger cars.
 13

At the 2008 Delhi Auto Show, Mahindra executives said the company was 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, turbocharged Diesel engine. True to their word, Mahindra & Mahindra launched the Mahindra
Xylo in January 2009, selling over 15,000 units in its first six months.
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.
Mahindra planned to sell the Diesel SUVs and pickup trucks starting in late 2010 in North
America through an independent distributor, Global Vehicles USA, based in Alpharetta, Georgia.
Mahindra announced it would import pickup trucks from India in knockdown kit (CKD)form to
circumvent the Chicken tax. CKDs are complete vehicles that were assembled in the United States
from kits of parts shipped in crates. On 18 October 2010, however, it was reported that Mahindra had
indefinitely delayed the launch of vehicles into the North American market, 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. However, a November 2010 report quoted John Perez, the CEO of Global Vehicles USA,
as estimating that he expected Mahindra's small Diesel pickups to go on sale in the United States by
spring 2011, although legal complications remained, and Perez, while hopeful, admitted that
arbitration could take more than a year.
Later reports suggested that the delays may be due to Mahindra scrapping the original model of the
truck and replacing it with an upgraded one before selling them to Americans. [33] In June 2012,
a mass tort lawsuit was filed against Mahindra by its American dealers, alleging the company of
conspiracy and fraud.
Mahindra has a controlling stake in Mahindra REVA Electric Vehicles. In 2011, it also gained a
controlling stake in South Korea's SsangYong Motor Company.
Mahindra launched its relatively heavily publicised SUV, XUV500, code named as W201 in
September 2011. The new SUV by Mahindra was designed in-house and it was developed on the
first global SUV platform that could be used for developing more SUVs. In India, the new Mahindra
XUV 500 came in a price range between ₹1,140,000–1,500,000. The company was expected to
launch three products in 2015 (two SUVs and pme CV) and an XUV 500 hybrid. Mahindra's two
wheeler segment launched a new scooter in the first quarter of 2015. Besides India, the company also
targeted Europe, Africa, Australia and Latin America for this model Mahindra President Mr. Pawan
Goenka stated that the company planned to launch six new models in the year .The company
launched the CNG version of its mini truck Maxximo on 29 June 2012 . A new version of the Verito
in Diesel and petrol options was launched by the company on 26 July 2012 to compete with Maruti's
Dzire and Toyota Kirloskar Motor's Etios.
 14

On 30 July 2015, Mahindra released sketches of a new compact SUV called the TUV300 slated to be
launched on 10 September 2015. The TUV300 design took cues from a battle tank and used a
downsized version of the m Hawk engine found on the XUV500, Scorpio and some models of the
Xylo.
Mahindra has also entered an app based intra-city cargo platform known as SMARTSHIFT. Smart
Shift is a first-of-its-kind load exchange platform for Small Commercial Vehicles. It enable's
businessmen who wish to transport cargo & transporters to find each other. The platform enables
contact, negotiation & sealing the deal between the two parties at just the click of a button!
 15

Automobile assembly plants

 Bangalore, Karnataka, India

 Mahindra e2o

 Chakan, Maharashtra, India

 Mahindra Maxximo

 Mahindra Supro

 Mahindra XUV500

 Mahindra TUV300

 Mahindra KUV100

 Mahindra Pik-Up

 SsangYong Rexton

 Haridwar , Uttarakhand, India

 Mahindra Bolero

 Mahindra Scorpio S2

 Mahindra alfa

 Nasik, Maharashtra, India

 Mahindra Thar

 Mahindra Xylo

 Mahindra Quanto

 Mahindra Bolero

 Mahindra Scorpio

 Mahindra Pik-Up

 Mahindra Verito
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 Zaheerabad, Telangana, India

 Mahindra Bolero Camper

 Mahindra Tourister

 Mahindra alfa auto

Military defence

Mahindra Axe

The company has built and assembled military vehicles, commencing in 1947 with the importation
of the Willys Jeep that had been widely used in World War II. Its line of military vehicles include
the Axe. It also maintains a joint venture with BAE Systems, Defence Land Systems India.

Energy

Mahindra & Mahindra entered the energy sector in 2002, in response to growing demands for
increased electric power in India.

Since then, more than 150,000 Mahindra Powerol engines and Diesel generator sets (gensets) have
been installed in India. The inverters, batteries, and gensets are manufactured at three facilities
in Pune (Maharashtra), Chennai (Tamil Nadu), and Delhi; and 160 service points across India offer
continuous support to most key markets. Powerol is present in countries across Latin America,
Africa, the Middle East, and Southeast Asia—and expanding into the United Arab Emirates,
Bangladesh, and Nepal. Mahindra Powerol's energy services consist mostly of power leasing and
telecom infrastructure management. In 2006, it became a major market leader in the telecom
segment (and in 2011, its market share passed 45 percent).
 17

Mahindra Clean tech Ltd focuses in eco-friendly, or "green" power. In response to growing
acceptance of solar power, it formed a subsidiary, Mahindra Solar, in 2010 to offer a range of solar
solutions, both off grid and on grid, alongside Engineering, Procurement, and Construction (EPC).

Mahindra EPC is the Engineering Procurement & Construction arm of the Mahindra group. A
portfolio company under the Cleantech arm of Mahindra Partners, they offer solar solutions spanning
On-Grid, EPC (Engineering, Procurement and Construction) and Off-Grid products. The company
commenced its operations in the year 2011 and has commissioned over 60 MW worth of Solar PV
projects.
Meanwhile, its off-grid products include power packs and rooftop setups for business organisations
and public institutions alongside rural electrification through lanterns and home and street lighting
systems. The company works closely with Mahindra’s farm equipment division to offer lighting
products to some of the more rural areas in India. It also works with Mahindra Powerol to offer solar
power backup to telecom sites in India. In 2011, Mahindra Solar received a CRISIL rating of SP1A
in 2011, the highest rating for any solar photovaltaic off-grid company.

Farm equipment

Mahindra 475 DI 2015, the most popular model in production since 1964

Mahindra began manufacturing tractors for the Indian market during the early '60s. It is the top
tractor company in the world (by volume) with annual sales totaling more than 200,000 tractors.
Since its inception, the company has sold over 2.1 million tractors. Mahindra & Mahindra’s farm
equipment division (Mahindra Tractors) has over 1,000 dealers servicing approx. 1.45 million
customers.
Mahindra tractors are available in 40 countries, including India, the United States, China, Australia,
New Zealand, Africa (Nigeria, Mali, Chad, Gambia, Angola, Sudan, Ghana, and Morocco), Latin
America (Chile, Argentina, Brazil, Venezuela, Central America, and the Caribbean), South Asia (Sri
Lanka, Bangladesh, and Nepal), the Middle East (Iran and Syria) and Eastern Europe (Serbia,
Turkey, and Macedonia. Mahindra Tractors manufactures its products at four plants in India, two
 18

in Mainland China, three in the United States, and one in Australia. It has three major subsidiaries:
Mahindra USA, Mahindra (China) Tractor Company, and Mahindra Yueda (Yancheng) Tractor
Company (a joint venture with the Jiangsu Yueda Group).

In 2003, the Farm Equipment Sector of Mahindra & Mahindra won the Deming Application
Prize and in 2007 it received the Japan Quality Medal for implementing Total Quality Management
in its entire business operations. The company has garnered the highest customer satisfaction index
(CSI) in the industry at 88 percent.] It earned a 2008 Golden Peacock Award in the Innovative
Product/Services category for its in-house development of a load car. In its 2009 survey of Asia’s
200 most admired and innovative companies, the Wall Street Journal named Mahindra & Mahindra
one of the 10 most innovative Indian companies.
In addition to tractors, Mahindra sells other farm equipment. It has expanded its product-line to
include farm-support services via Mahindra Appli Trac (farm mechanisation products), Mahindra
Shubh Labh (seeds, crop protection, and market linkages and distribution), and the Samriddhi
Initiative (farm counselling and information services).
The Mahindra Automotive and Farm Equipment Sectors (AFS), is one of the largest contributors to
the Mahindra Group revenue and includes 27 businesses, 18 subsidiaries and 9 companies.
The Automotive business accounts for about 48% of India’s utility vehicle market share and is the
number two CV player in India. The business has a presence in almost every segment of the
automobile industry with a portfolio ranging from SUVs, luxury UVs, sedans, pick-ups, light,
medium and heavy commercial vehicles to three-wheelers. Their customer base spans rural and
urban India.
The Farm Equipment department also has its presence in end-to-end agriculture value chain
providing irrigation, fertilization, seeds through varied agriculture and allied businesses.
 19

OTHER BUSINESS VENTURES

 Aerospace

 Mahindra Aerospace

 Aftermarket

 Mahindra First Choice Services

 Mahindra First Choice Wheels

 Agribusiness

 Mahindra Agribusiness Division

 EPC Mahindra

 Automotive
 20

 Mahindra & Mahindra

 Mahindra Truck & Bus

 Mahindra Reva

 SsangYong Motors

 Mahindra Two Wheelers

 Pininfarina

 Components

 Engines Engineering

 Mahindra Castings

 Mahindra Composites

 Mahindra Engineering

 Mahindra Gears and Transmissions

 Mahindra Forgings

 Mahindra Hinoday Ltd

 Mahindra Intertrade

 Mahindra Sona Ltd.

 Mahindra Steel Service Centre

 Mahindra Systech

 Mahindra Ugine Steel

 Metalcastello S.p.A

 Consulting
 21

 Mahindra Consulting Engineers

 Mahindra Logisoft

 Mahindra Special Services Group

 Defence

 Mahindra & Mahindra - Military Defence Division

 Defence Land Systems

 Education

 Mahindra United World College of India

 Mahindra École Centrale

 Energy


Mahindra & Mahindra - Energy Division

Mahindra Solar One

Mahindra EPC Services Pvt. Ltd.[11]

 Farm Equipment

 Mahindra & Mahindra - Farm Equipment Division

 Mahindra USA Inc

 Mahindra Yueda (Yancheng) Tractor Co

 Mahindra Tractors
 22

 Mahindra Gujarat

 Mahindra Swaraj

 Jiangling Tractors

 Financial Services

 Mahindra & Mahindra Financial Services Limited

 Mahindra Insurance Brokers

 Mahindra Rural Housing Finance

 Mahindra Hospitality

 Mahindra Holidays and Resorts

 Industrial Equipment

 Mahindra Conveyor Systems

 Information Technology

 Tech Mahindra

 Mahindra Comviva

 Bristlecone

 CanvasM

 Logistics
 23

 Mahindra Logistics

 Smart Shift

 Real Estate

 Mahindra Life spaces

 Mahindra World City

 Defunct

 Mahindra Satyam

 Mahindra Renault

 Mahindra United FC

 Sports

 Mahindra Racing

 Mahindra-NBA Partnership

 Mahindra-Celtic Football Club Partnership

Chapter III
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 Topic description

 Need and Importance of Marketing Strategy

 Mahindra Supro Van Review

Marketing strategy

It has the fundamental goal of increasing sales and achieving a sustainable competitive
advantage. Marketing strategy includes all basic, short-term, and long-term activities in the field
of marketing that deal with the analysis of the strategic initial situation of a company and the
formulation, evaluation and selection of market-oriented strategies that contribute to the goals of the
company and its marketing objectives. Marketing strategies cover everything from Pay per click,
search engine marketing, public relations (PR), Engineering with Marketing & the much more.

Developing a marketing strategy

 25

Strategic planning begins with a scan of the business environment, both internal and external, this
includes understanding strategic constraints.[5] An understanding of the external operating
environment, including political, economic, social and technological which includes demographic
and cultural aspects, is necessary for the identification of business opportunities and threats. This
analysis is called PEST, it stand for Political, Economic, Social and Technological. A number of
variants of the PEST analysis can be identified in literature, including: PESTLE analysis (Political,
Economic, Social, Technological, Legal and Environmental); STEEPLE (adds ethics); STEEPLED
(adds demographics) and STEER (adds regulatory).

PEST analysis: variables that may be considered in the environmental scan

The aim of the PEST

Analysis is to identify opportunities and threats in the wider operating environment. Firms try
to leverage opportunities while trying to buffer themselves against potential threats.
Basically, the PEST analysis guides strategic decision-making. The main elements of the
PEST analysis are:

 Political: political interventions with the potential to disrupt or enhance trading

conditions e.g. government statutes, policies, funding or subsidies, support for specific
industries, trade agreements, tax rates and fiscal policy.

 Economic: economic factors with the potential to affect profitability and the prices that
can be charged, such as, economic trends, inflation, exchange rates, seasonality and
 26

economic cycles, consumer confidence, consumer purchasing power and discretionary

incomes.

 Social: social factors that affect demand for products and services, consumer attitudes,
tastes and preferences like demographics, social influencers, role models, shopping
habits.

 Technological: Innovation, technological developments or breakthroughs that create

opportunities for new products, improved production processes or new ways of
transacting business e.g. new materials, new ingredients, new machinery, new packaging
solutions, new software and new intermediaries.

When carrying out a PEST analysis, planners and analysts may consider the operating environment
at three levels, namely the supranational; the national and subnational or local level. As businesses
become more globalized, they may need to pay greater attention to the supranational level.

SWOT ANALYSES

A SWOT analysis, with its four elements in a 2×2 matrix.

 27

In addition to the PEST analysis, firms carry out a Strengths, Weakness, Opportunities and
Threats (SWOT) analysis. A SWOT analysis identifies:

 Strengths: distinctive capabilities, competencies, skills or assets that provide a business

or project with an advantage over potential rivals; internal factors that are favourable to
achieving company objectives
 Weaknesses: internal deficiencies that place the business or project at a disadvantage
relative to rivals; or deficiencies that prevent an entity from moving in a new direction or
acting on opportunities. internal factors that are unfavourable to achieving company
objectives

 Opportunities: elements in the environment that the business or project could exploit to
its advantage

 Threats: elements in the environment that could erode the firm's market position; external
factors that prevent or hinder an entity from moving in a desired direction or achieving its
goals

After setting the goals marketing strategy or marketing plan should be developed. This is
an explanation of what specific actions will be taken over time to achieve the objectives.
Plans can be extended to cover many years, with sub-plans for each year. Although, as
the speed of change in the merchandising environment quickens, time horizons are
becoming shorter.[6] Ideally, strategies are both dynamic and interactive, partially planned
and partially unplanned. To enable a firm to react to unforeseen developments while
trying to keep focused on a specific pathway, a longer time frame is preferred. There are
simulations such as customer lifetime value models which can help marketers conduct
"what-if" analyses to forecast what might happen based on possible actions, and gauge
how specific actions might affect such variables as the revenue-per-customer and
the churn rate. Strategies often specify how to adjust the marketing mix; firms can use
tools such as Marketing Mix Modelling to help them decide how to allocate scarce
resources for different media, as well as how to allocate funds across a portfolio of
brands. In addition, firms can conduct analyses of performance, customer
 28

analysis, competitor analysis, and target market analysis. A key aspect of marketing
strategy is often to keep marketing consistent with a company's overarching mission
statement.
Marketing strategy should not be confused with a marketing objective or mission. For
example, a goal may be to become the market leader, perhaps in a specific niche; a
mission may be something along the lines of "to serve customers with honour and
dignity"; in contrast, a marketing strategy describes how a firm will achieve the stated
goal in a way which is consistent with the mission, perhaps by detailed plans for how it
might build a referral network. Strategy varies by type of market. A well-established firm
in a mature market will likely have a different strategy than a start-up. Plans usually
involve monitoring, to assess progress, and prepare for contingencies if problems arise.

Need and Importance of Marketing Strategy

 Marketing strategy provides an organization an edge over it’s competitors.

 Strategy helps in developing goods and services with best profit making potential.

 Marketing strategy helps in discovering the areas affected by organizational growth

 and thereby helps in creating an organizational plan to cater to the customer needs.
 29

 It helps in fixing the right price for organization’s goods and services based on information
collected by market research.

 Strategy ensures effective departmental co-ordination.

 It helps an organization to make optimum utilization of its resources so as to provide a sales

message to it’s target market.

 A marketing strategy helps to fix the advertising budget in advance, and it also develops a
method which determines the scope of the plan, i.e., it determines the revenue generated by
the advertising plan.

Mahindra Supro Van Review

The king of utility vehicles of India, Mahindra has launched a new product around the festive season.
Named as Supro, the machine is a van by birth and comes with excellent list of features for a
comfortable family ride every time. The launch has excited those who were wishing for a full sized
wagon with an economical approach
 30

Exterior

The Supro comes with a boxy design and elongated nose at the front. The view from the front has
been highly inspired from the Mahindra's iconic tiger claw grill. The lights are pretty aggressive and
same comes when we compare the lower fascia with others in the segment. Rear profile is quite
decent and side profile features wide windows and pane architecture. The boot accessible door opens
sideways instead of a upside opening door. The side doors being used are sliding ones. Availability
of body colored door handles provides a better visual experience to a buyer.

Interior

Mahindra has given a properly managed interior to the Supro. It gets a black, brown and beige
interior with brown as the major component. The dashboard comes all brown with a single centre
black panel housing the controls and music player space. The seats are brown with beige decoration
in the centre place. The best part comes with the rear seats facing each other, making it easy for the
full family to interact with each other. The seats are wide and spacious, providing easy long ride
experiences to the passengers.
 31

Instrument Console

Supro gets a silver finished instrument console with an excellent pattern of indications. The centre
houses a speedometer with digital odometer. On both left and right side, 5 round indicators have
been placed in a circular manner. On the extreme left is an analogue fuel gauge and on the extreme
right is the temperature gauge.

Engine & Gearbox

The engine powering the new Supro is a 909cc, DI diesel engine from Mahindra. It produces a max
of 45 HP @ 3750 rpm and 98 NM @ 1600-3000 rpm. The gearbox being used is a 5-speed manual
unit. The van gets a kerb weight of 1210 kg and comes with a 33 litre fuel tank. +The engine sound
small for an 8 seater but performs good as compared to the paper values.

Suspension & Brakes

The front uses McPherson Strut with Coil Spring as its suspension whereas the duties on the rear are
performance by Leaf Spring suspension. The front gets disc brakes whereas the rear is drum brakes
for the Supro. The tyre size is 155/80R13 for all the wheels.

Comfort & Safety

Supro gets a very comfortable ride experience with its air conditioned cabin. The steering wheel is
power assisted and it even gets a mobile charging provision at the front. The seats are spacious and
Supro even gets quite a good boot space for luggage at the back. It comes with an interior room lamp
and gets seat belts for every passenger in the car. Its chassis has been strengthened for impacts and
gets a good amount of ground clearance also.

Variants & Shades

Supro is offered in LX, VX and ZX variants, with the top spec trim loaded with all the excitement. It
comes in three shades namely Deep Warm blue, Metallic Grey and Diamond White.

Ex-showroom Price
 32

The Supro LX gets a price tag of INR 4,38,000. The middle variant VX costs INR 4,58,000 and the
topmost variant ZX comes with a tag of 4,93,000. This makes the Supro a real value for money
machine in the modern era of automobile world.

Chapter IV

 Research methodology
 33

 Data collection

 Data analysis

 Findings

 Conclusion

 Questionnaire

RESEARCH METHODOLOGY

A research process consists of stages or steps that guide the project from its conception through the
final analysis, recommendations and ultimate actions. The research process provides a systematic,
planned approach to the research project and ensures that all the aspects of the projects are consistent
with each other.

Research studies through a series of steps, each reperesnting the answer to a key question.
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INTRODUCTION

This chapter aims to understand the research methodology establishing a framework of evaluation
and revaluation of primary and secondary research. The techniques and concepts used during
primary research in order to arrive at findings. Which are also dealt with and lead to a logical
deduction towards the analysis and results.

RESEARCH DESIGN

I propose to first conduct a intensive secondary research to understand the full impact and
implications of the industry, to review and critique the industry norms and reports, on which certain
issues shall be selected , which I feel remain unanswered or liable to change, this shall be further
taken up in the next stage of exploratory research. This stage shall help me to restrict and select only
the important question and issue, which inhabit growth and segmentation in the industry.

The various task I have undertaken in the research design process are;

Defining the information need

Design the exploratory, descriptive and causal research .

RESEARCH PROCESS
The research process has 4 distinct yet interrelated steps for research analysis. It has a logical and
hierarchical ordering;

Determination of information research problem.

Development of appropriate research design.

Execution of research design.

Communication of results.

Each step is viewed as a separate process that includes a combination of task, step and specific
procedure. The steps undertaken are logical, objective, systematic, reliable, valid, impersonal and on
going.
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EXPLORATRY RESEARCH

The method I used for exploratory research was

Primary data

Secondary data

Methods of data collection:-

PRIMARY DATA

New data gathered to help solve the problem at hand. As compared to secondary data which is
previously gathered data. An example is information gathered by a questionnaire. Qualitative
quantitative data that are newly collected in the course of research, Consists of origin information
that comes from people and includes information gathered from surveys, focus groups, independent
observations and test results. Data gathered by the researcher in the act of conducting research. This
is contrasted to secondary data, which entails the use of data gathered by someone other than the
researcher information that is obtained directly from first hand resources by means of survey,
observation or experimentation.

Primary data is basically collected by getting questionnaire filled by the respondents.

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SECONDARY DATA

Information that already exists somewhere, having been collected for another purpose. Sources
include census reports, trade publications, and subscription services. There are 2 types of secondary
data; internal and external secondary data. Information compiled inside or outside the organization
for some purpose other than the current investigation.

Secondary source of data used consists of books and websites.

My proposal is to first conduct a intensive secondary research to undertake the full impact and
implications of the industry, to review and critique the industry norms and reports, on which certain
issues shall be selected, which I feel remain unanswered or liable to change.

DATA ANALYSIS
STOCK-

YEAR AMOUNT OF STOCK

2006 274

2007 582

2008 1858

2009 2031

2010 1768
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Interpretation:

The above graph shows the amount of stock . In 2006 the cost of material is RS 274 increased in this
year and in 2007-2008.It is more increased to RS 1858 and in 2009 it is
increased to RS 2031 and in 2010 it is decreased to 1768.

SALES-

YEAR SALES

2006 2704

2007 6717

2008 15019

2009 16880

2011 7443
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Interpretation:

The above graph shows the amount of SALE . In 2006 the cost of material is
RS 2704 .It is increased to RS 6717 in the year 2007..It is increased in the year 2008-09 the
cost of goods is RS 1,6880 and in the year 2010 it is decreased

Mahindra & Mahindra vs TATA MOTORS - Comparison Result

Mahindra & Mahindra (M&M) is engaged in the manufacture of UVs, tractors, light commercial
vehicles (LCVs) and three-wheelers. While automotive division comprising UVs, LCVs and three-
wheelers contributed to 58.5% of FY12 standalone revenues, farm eq... More

TATA MOTORS Change

Tata Motors is India's largest CV manufacturer, with an overall domestic market share of 59.4% in
FY12 and the second largest producer of passenger vehicles (13.1% in FY12).
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BALANCE SHEET DATA

Parameter MAR'17 MAR'16 YoY

(₹ Cr.) (₹ Cr.) %Change

EQUITY AND LIABILITIES

Share Capital 296.81 296.32 0.17%

Share Warrants & Outstanding

Total Reserves 25,155.92 21,989.35 14.40%

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Shareholder's Funds 25,669.56 22,423.17 14.48%

Long-Term Borrowings 0.00 0.00 0.00%

Secured Loans 0.00 0.00 0.00%

Unsecured Loans 2,233.99 1,495.42 49.39%

Deferred Tax Assets / Liabilities 694.86 460.08 51.03%

Other Long Term Liabilities 578.71 617.09 -6.22%

Long Term Trade Payables 1.79 3.25 -44.92%

Long Term Provisions 700.45 656.24 6.74%

Total Non-Current Liabilities 4,209.80 3,232.08 30.25%

Current Liabilities

Trade Payables 7,156.26 6,674.71 7.21%

Other Current Liabilities 1,139.87 2,223.10 -48.73%

Short Term Borrowings 503.44 348.13 44.61%

Short Term Provisions 659.38 598.38 10.19%

Total Current Liabilities 9,458.95 9,844.32 -3.91%

Total Liabilities 39,338.31 35,499.57 10.81%

ASSETS

Non-Current Assets 0.00 0.00 0.00%

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Gross Block 14,937.57 13,798.59 8.25%

Less: Accumulated Depreciation 7,302.93 6,202.60 17.74%

Less: Impairment of Assets 0.00 0.00 0.00%

Net Block 7,634.64 7,595.99 0.51%

Lease Adjustment A/c 0.00 0.00 0.00%

Capital Work in Progress 409.45 231.53 76.85%

Intangible assets under development 1,628.49 1,330.62 22.39%

Pre-operative Expenses pending 0.00 0.00 0.00%

Assets in transit 0.00 0.00 0.00%

Non Current Investments 14,295.47 11,161.42 28.08%

Long Term Loans & Advances 2,702.30 3,504.87 -22.90%

Other Non Current Assets 211.97 39.46 437.18%

Total Non-Current Assets 26,882.32 23,863.89 12.65%

Current Assets Loans & Advances

Currents Investments 3,606.70 2,385.98 51.16%

Inventories 2,715.60 2,687.93 1.03%

Sundry Debtors 2,918.45 2,511.64 16.20%

Cash and Bank 1,687.00 2,287.03 -26.24%

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Other Current Assets 548.91 533.35 2.92%

Short Term Loans and Advances 979.33 1,229.75 -20.36%

Total Current Assets 12,455.99 11,635.68 7.05%

Net Current Assets (Including Current 2,997.04 1,791.36 67.31%

Investments)

Total Current Assets Excluding Current 8,849.29 9,249.70 -4.33%

Investments

Miscellaneous Expenses not written off 0.00 0.00 0.00%

Total Assets 39,338.31 35,499.57 10.81%

Contingent Liabilities 4,211.34 3,551.15 18.59%

Total Debt 2,815.64 2,916.92 -3.47%

Book Value (in ₹) 428.77 376.04 14.02%

Adjusted Book Value (in ₹) 428.77 376.04 14.02%

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FINDING
1 -With the help of the employees of Mahindra automobile, I came to know about the marketing
strategies are very effective to increase the sales of the product. With the help of marketing strategies
companies segment their product according to the customer and due to advertisement and other
communicational tools they can position the product in the mind of the customer so we can say that
marketing strategies can help to increase the sales of the product.

2 -They have to face much problems when they are marketing strategies because of competition and
technology. As we all know that day by day the competition is increasing and new technologies are
coming everyday so every company will try to be the best .If any company want to be highlight in
the market then they have to make different marketing strategies.

3- Due t the employees of the Mahindra automobile, I knew about how and why they segment the
products. To segment the market there are so many basis of the market segmentation like
geographical, demographic, psychological, and behaviour segmentation . There are so many reasons
to segment the market like better matching of customer needs and to enhance the profits, to retain
more customers and to position their product in the better way.

4 -Based on the safety and comfort , Design, maintenance most of the schools were satisfied with it.

5- Its feature and style satisfy most of the school principals.

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6- With GPRS technology supro is first in the market in comparison to other school vehicles.

CONCLUSIONS
1 They should produce middle segment cars because they are producing only high
segment cars except one or two

2 They should make better programmes to capture market

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QUESTIONNARIE

Q.1 What do you think marketing strategies can help to increase the sales of the product?

Yes( ) NO( ) Can’t say( )

Q.2 Why market segmentation is important?

Matching customer needs( ) Enhance profits( ) Retain customers( )

Q.3 What problems you have to face when making marketing strategies?

Competition( ) Brand image( ) Technology( )

Q.4 Should marketing strategies be differ for each other?

Yes( ) No( ) Can’t say( )

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Q.5 Do you think that you are strong in making strategies than other’s?

Yes( ) No( ) Can’t say( )

Q.6 How will you segment the cars?

Acc. To community( ) Brand image( ) indirect mark( ).

Q.7 DO you think that advertisement is necessary to increase the sales of the product?

Yes( ) No( ) Can’t say( )

Q.8 What type of strategies are using by the Mahindra automobiles?

Direct marketing( ) Public relation( ) indirect mark( )

Q.9 Can competition and technology be helpful in making marketing strategies? If yes than how
much?

10-35%( ) 35-70%( ) 70-100%( )

Q.10 Who people should be involved when you are making marketing strategies?

Top management( ) Bottom management( )

Lower management( ) Consumer( )

Q.11 Do you think that brand extension is necessary for the company?

Yes( ) No( ) Can’t say( )

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BIBLIOGRAPHY

 Philip Kotler 12th edition Marketing management.

 www.mahindra.co.in

 www.automobile.com

 www.moneycontrol.com