SUMMER TRAINING PROJECT REPORT

ON
“A Study on Marketing Strategy of
Mahindra & Mahindra Limited in New
Delhi”

Towards partial fulfillment of Master

of Business Administration (MBA)
(Affiliated to DR. APJAbdul Kalam Technical University, Lucknow)

Company Guide:
Mr. Sukhwinder Singh
(Sales Manager)
M&M Auto ,NEW DELHI Faculty Guide:
Mr. K. K. Pandey
(Associate Professor)
BBD NITM, Lucknow

Submitted by:
Ashish Kumar Asthana
M.B.A. 3rd Semester
Roll No. 1705470014
SESSION 2017-2019
DEPARTMENTOFMANAGEMENT

Babu Banarasi Das

National Institute of Technology & Management
Sector 1, Akhilesh Das nagar, Faizabad Road, Lucknow(U. P.), India
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 ACKNOWLEDGEMENT

In order to accomplish a task, facts, situations and persons integrate together to

form a background. “Greatness lies in being grateful and not in being great.” This

research report is a result of contribution of distinct personalities whose guidance here

made my effort a producing one, as “no task is a single man’s effort”.

I would like to express my deep sense of gratitude to the respectable guide

distinguished personalities for their precious suggestions and encouragement during the

project.

The experience which is gained by me during this project is essential for me at this

turning point of my career.

I am thankful to my project guides Mr. K. K. Pandey for kind support and

supervision under whose kind & constant guidance I had the opportunity to expand my

horizons and view the various problems from different prospective. I am also thanking

her for sparing his valuable time to listen my problems and difficulties faced by me

during the completion of this project report.

Ashish Kumar Asthana

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 PREFACE

It was a privilege for me to work in a reputed organization. This has given us an

opportunity to work in a truly professional environment where team work score over

individual effort, where there is a helpful atmosphere. A well planned, properly

executed and evaluated training helps a lot in inoculating good work culture. The project

on “A Study on Marketing Strategy of Mahindra & Mahindra in New Delhi City”

has been made to facilitate effective understanding about the marketing aspects.

The project has provided me an opportunity to gain practical experience,

which has helped me to increase my sphere of knowledge to a greater extent. I have tried

to summarize all our experience and knowledge acquired up till now, in this report. This

project is a keen effort to obtain the expected results and fulfill all the information

required.

At the end annexure and bibliography are given for effective

understanding.

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 EXECUTIVE SUMMARY

Mahindra & Mahindra (M&M), the market leader in multi-utility vehicles in India. The

company started manufacturing commercial vehicles in 1945. M&M is the leader by far

in commercial vehicle and the second largest in the passenger vehicle market. The

company is the world‘s sixth largest medium and heavy commercial vehicle

manufacturing.

Mahindra is best known for utility vehicles and tractors in India, Its automotive

division, the company's oldest unit (founded in 1945), makes jeeps and three-wheelers

(not passenger "auto rickshaws," but utilitarian delivery and flatbed incarnations).

M&M‘s farm equipment sector, formed in 1963 during India‘s green revolution,

manufactures tractors and industrial engines. M&M also produces military vehicles. The

company has facilities located throughout India.

The survey involved gathering wide information about the company, its products,

customer satisfaction and impact of various competitive firms on the company.

From the information collected, various aspects were identified where the company

needs to focus more to improve the efficiency of marketing team of Mahindra

Automotives.

The research was conducted through collection of primary and secondary data.

Secondary data was collected through visiting various web sites, automobile

magazines and other reliable sources. Primary data was collected through a

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well-framed questionnaire, of which later a detailed analysis was done using various

statistical I.T. tools like MS Word and MS Excel.

On the basis, the secondary data analysis and the extensive analysis of the

primary data, interpretations were drawn for the questions and conclusion is drawn.

Certain suggestions are also drawn from the analysis to help. Mahindra Automotives to

increase its market share in commercial passenger segment and MPVs. The main

research that followed is to know

―A Study on Marketing Strategy of Mahindra & Mahindra in New Delhi City‖, a new

SUV recently launched by Mahindra. Due to the limited resources and time constraints,

the study was conducted within the area New Delhi.

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 TABLE OF CONTENT
Certificate i
Acknowledgement ii
Preface iii
Executive summary iv
Sr. Topic Page no.
1. Introduction & Review of literature 1-32
2. Company profile 33-63
3. Objectives of the study 64-65
4. Research methodology 66-68
5. Limitations 69-70
6. Data Analysis and interpretations 71-85
7. Findings 86-88
8. Suggestions 89-90
9. Conclusions 91-93
10. Bibliography 94-96
11. Appendix 97-99

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INTRODUCTION

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 INTRODUCTION TO THE TOPIC
Marketing strategy

Marketing strategy is a process that can allow an organization to concentrate its limited

resources on the greatest opportunities to increase sales and achieve a

sustainable competitive advantage. A marketing strategy should be centered on the key

concept that customer satisfaction is the main goal. Marketing strategy is a method of

focusing an organization's energies and resources on a course of action which can lead

to increased sales and dominance of a targeted market niche. A marketing strategy

combines product development, promotion, distribution, pricing, relationship

management and other elements; identifies the firm's marketing goals, and explains how

they will be achieved, ideally within a stated timeframe. Marketing strategy determines

the choice of target market segments, positioning, marketing mix, and allocation of

resources.

"Marketing" is an instructive business domain that serves to inform and educate target

markets about the value and competitive advantage of a company and its products.

―Value‖ is worth derived by the customer from owning and using the product.

―Competitive Advantage‖ is a depiction that the company or its products are each doing

something better than their competition in a way that could benefit the customer.

Marketing is focused on the task of conveying pertinent company and product related

information to specific customers, and there are a multitude of decisions (strategies) to

be made within the marketing domain regarding what information to deliver, how much

information to deliver, to whom to deliver, how to deliver, when to deliver, and where to

deliver. Once the decisions are made, there are numerous ways (tactics) and processes

that could be employed in support of the selected strategies. As Marketing is often

misinterpreted as just advertising or sales, Chris Newton, in What is marketing?

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 (Marketing Help Online, 2008), defined marketing as every strategy and decision made

in the following twelve areas:

 Identifying and quantifying the need in the marketplace

 Identifying and quantifying the target markets

 Identifying the optimum cost effective media – online and offline - to reach the target

markets

 Reviewing the priorities of the product offering in your overall product mix ‗matrix‘

 Identifying and developing the most effective distribution channels, be they wholesaler

networks, partnering alliances, franchising, or any number of conduits to the market.

 Testing different ways of packaging the concepts or products to find their most 'easy-to-

sell' form

 Testing to find the optimum pricing strategies

 Developing effective promotional strategies and effective advertising and supporting

collateral, offers, and launch strategies

 Developing and documenting the sales process

 Finding the optimum execution of the sales process – through testing of selling scripts,

people selection, supporting collateral, skills and attitudinal training, tracking,

measuring and refining

 Ensuring that sales projections reflect realistic production capacities

 Developing nurture programs to optimise the lifetime value of the customer

The goal of marketing is to build and maintain a preference for a company and its

products within the target markets. The goal of any business is to build mutually

profitable and sustainable relationships with its customers. While all business domains

are responsible for accomplishing this goal, the marketing domain bears a significant

share of the responsibility. Within the larger scope of its definition, marketing is

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performed through the actions of three coordinated disciplines named: ―Product

Marketing‖, ―Corporate Marketing‖, and ―Marketing Communications

Sales promotion

Sales promotion is one of the five aspects of the promotional mix. (The other 4 parts of

the promotional mix are advertising, personal selling, direct marketing and

publicity/public relations.) Media and non-media marketing communication are

employed for a pre-determined, limited time to increase consumer demand, stimulate

market demand or improve product availability. Examples include contests, coupons,

freebies, loss leaders, point of purchase displays, premiums, prizes, product samples,

and rebates.

Sales promotions can be directed at either the customer, sales staff, or distribution

channel members (such as retailers). Sales promotions targeted at the consumer are

called consumer sales promotions. Sales promotions targeted at retailers and wholesale

are called trade sales promotions. Some sale promotions, particularly ones with

unusual methods, are considered gimmicks by many.

Sales promotion includes several communications activities that attempt to provide

added value or incentives to consumers, wholesalers, retailers, or other organizational

customers to stimulate immediate sales. These efforts can attempt to stimulate product

interest, trial, or purchase. Examples of devices used in sales promotion include

coupons, samples, premiums, point-of-purchase (POP) displays, contests, rebates, and

sweepstakes.

Sales promotion is implemented to attract new customers, to hold present customers, to

counteract competition, and to take advantage of opportunities that are revealed by

market research. It is made up of activities, both outside and inside activities, to enhance

company sales. Outside sales promotion activities include advertising, publicity, public

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 relations activities, and special sales events. Inside sales promotion activities include

window displays, product and promotional material display and promotional programs

such as premium awards and contests.

Sale promotions often come in the form of discounts. Discounts impact the way

consumers think and behave when shopping. The type of savings and its location can

affect the way consumers view a product and affect their purchase decision. The two

most common discounts are price discounts (―on sale items‖) and bonus packs (―bulk

items‖). Price discounts are the reduction of an original sale by a certain percentage

while bonus packs are deals in which the consumer receives more for the original price.

Many companies present different forms of discounts in advertisements, hoping to

convince consumers to buy their products.

Consumer sales promotion types

Short term sales to achieve short term objectives

 Price deal: A temporary reduction in the price, such as 50% off.

 Loyal Reward Program: Consumers collect points, miles, or credits for purchases and

redeem them for rewards.

 Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage

marked on the package.

 Price-pack/Bonus packs deal: The packaging offers a consumer a certain percentage

more of the product for the same price (for example, 25 percent extra). This is another

type of deal ―in which customers are offered more of the product for the same price‖.[2]

For example, a sales company may offer their consumers a bonus pack in which they

can receive two products for the price of one. In these scenarios, this bonus pack is

framed as a gain because buyers believe that they are obtaining a free product. The

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 purchase of a bonus pack, however, is not always beneficial for the consumer.

Sometimes consumers will end up spending money on an item they would not normally

buy had it not been in a bonus pack. As a result, items bought in a bonus pack are often

wasted and is viewed as a ―loss‖ for the consumer.

 Coupons: coupons have become a standard mechanism for sales promotions.

 Loss leader: the price of a popular product is temporarily reduced below cost in order to

stimulate other profitable sales

 Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for

delivery.

 Checkout dispensers: On checkout the customer is given a coupon based on products

purchased.

 Mobile couponing: Coupons are available on a mobile phone. Consumers show the offer

on a mobile phone to a salesperson for redemption.

 Online interactive promotion game: Consumers play an interactive game associated with

the promoted product.

 Rebates: Consumers are offered money back if the receipt and barcode are mailed to the

producer.

 Contests/sweepstakes/games: The consumer is automatically entered into the event by

purchasing the product.

 Point-of-sale displays:-

o Aisle interrupter: A sign that juts into the aisle from the shelf.

o Dangler: A sign that sways when a consumer walks by it.

o Dump bin: A bin full of products dumped inside.

o Bidding portals: Getting prospects

o Glorifier: A small stage that elevates a product above other products.

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o Wobbler: A sign that jiggles.

o Lipstick Board: A board on which messages are written in crayon.

o Necker: A coupon placed on the 'neck' of a bottle.

o YES unit: "your extra salesperson" is a pull-out fact sheet.

o Electroluminescent: Solar-powered, animated light in motion.

 Kids eat free specials: Offers a discount on the total dining bill by offering 1 free kids

meal with each regular meal purchased.

 Sampling: Consumers get one sample for free, after their trial and then could decide

whether to buy or not.

Online deals vs. In-store deals

There are different types of discounts available online versus in the stores. On-shelf

couponing: Coupons are present at the shelf where the product is available. * On-line

couponing: Coupons are available online. Consumers print them out and take them to

the store. Although discounts can be found online and in stores, there is a different

thought process when shopping in each location. For example, ―online shoppers are

more price-sensitive because of the readily available low search cost and direct price

comparisons‖. Consumers can easily go to other websites and find better deals as

opposed to physically going to various stores. In addition, buyers tend to refrain from

purchasing bonus packs online because of the skepticism (of fraud and scams) that may

come with the deal. Since ―…bonus packs are more difficult than price discounts to

process online, they are more difficult and effortful for the consumer to understand‖. For

example, a buy-one-get-one-free deal on a website requires more work than the same

bonus pack offered in a store. Online, consumers have to deal with payment processing,

shipping and handling fees, and days waiting for the products‘ arrival, while in a store,

the products are available without those additional steps and delays.

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 Trade sales promotion techniques

 Trade allowances: short term incentive offered to induce a retailer to stock up on a

product.

 Dealer loader: An incentive given to induce a retailer to purchase and display a product.

 Trade contest: A contest to reward retailers that sell the most product.

 Point-of-purchase displays: Used to create the urge of "impulse" buying and selling your

product on the spot.

 Training programs: dealer employees are trained in selling the product.

 Push money: also known as "spiffs". An extra commission paid to retail employees to

push products.

Trade discounts (also called functional discounts): These are payments to distribution

channel members for performing some function

There are three types of sales promotion strategies’. Push, Pull or a combination of

the two.

A push promotional strategy makes use of*a company‘s sales force and trade promotion

activities to create consumer demand for a product. It involves convincing trade

intermediary channel members to push the product through the distribution channels to

the ultimate consumer via promotions and personal selling efforts. The company

promotes the product through a reseller who in turn promotes it to yet another reseller or

the final consumer.

In other words the producer promotes the product to wholesalers, the wholesalers

promote it to retailers, and the retailers promote it to consumers. Trade- promotion

objectives are to persuade retailors or wholesalers to carry a brand, give a brand shelf

space, promote a brand in advertising, and/or push a brand to final consumers. Typical

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tactics employed in push strategy are: allowances, buy-back guarantees, free trials,

contests, specialty advertising items, discounts, displays, and premiums.

A good example of ―push‖ selling is mobile phones, where the major handset

manufacturers such as Nokia promote their products via retailers such as Car phone

Warehouse. Personal selling and trade promotions are often the most effective

promotional tools for companies such as Nokia – for example offering subsidies on the

handsets to encourage retailers to sell higher volumes.

A pull strategy attempts to get consumers to ―pull‖ the product from the manufacturer

through the marketing channel. The company focuses its marketing communications

efforts on consumers in the hope that it stimulates interest and demand for the product at

the end-user level. A ―pull‖ selling strategy is one that requires high spending on

advertising and consumer promotion to build up consumer demand for a product.

This strategy is often employed if distributors are reluctant to carry a product because it

gets as many consumers as possible to go to retail outlets and request the product, thus

pulling it through the channel. Consumer-promotion objectives are to entice consumers

to try a new product, lure customers away from competitors‘ products, get consumers to

―load up‖ on a mature product, hold & reward loyal customers, and build consumer

relationships. If the strategy is successful, consumers will ask their retailers for the

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product, the retailers will ask the wholesalers, and the wholesalers will ask the

producers.

Typical tactics employed in pull strategy are: samples, coupons, cash refunds and

rebates, premiums, advertising specialties, loyalty programs/patronage rewards, contests,

sweepstakes, games, and point- of-purchase (POP) displays.

A good example of a pull is the heavy advertising and promotion of children‘s‘ toys –

mainly on television.

Real Life Case Scenario:

Consider the recent BBC promotional campaign for its new pre-school programme – the

Fimbles. Aimed at two to four-year-olds, 130 episodes of Fimbles have been made and

are featured everyday on digital children‘s channel CBeebies and BBC2.

As part of the promotional campaign, the BBC has agreed a deal with toy maker Fisher-

Price to market products based on the show, which it hopes will emulate the popularity

of the Tweenies. Under the terms of the deal, Fisher-Price will develop, manufacture and

distribute a range of Fimbles products including soft, plastic and electronic learning toys

for the UK and Ireland.

In 2001, BBC Worldwide (the commercial division of the BBC) achieved sales of £90m

from its children‘s brands and properties last year. The demand created from

broadcasting of the Fimbles and a major advertising campaign is likely to ―pull‖ demand

from children and encourage retailers to stock Fimbles toys in the stores for Christmas

2002.

Car dealers often provide a good example of a combination strategy. If you pay attention

to car dealers‘ advertising, you will often hear them speak of cash-back offers and dealer

incentives.

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Sales Promotion and Advertisement:

Sales promotion and advertisement are two different forms of promotion. Advertising is

an indirect approach to present a product and persuade customers to use it. On the other

hand sales promotion is a direct method, which encourages the customers to come and

buy the product. Advertisement has long- term objectives of brand building, positioning

and building up customer loyalty.

Sales promotions objective is short term and it aims at increasing the sales immediately.

Advertising supports sales by adding value to the product. It has a long-term effect in

term of brand value. Sales promotion helps sales by changing the price value equation of

the product in favour of customers for a short period. Thus advertising and sales

promotion though both are tools of promotion have very distinct role to play.

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Sales Promotion Planning:

A full plan is needed to ensure that each stage of a promotion is reached:

1. Analyse the problem task.

2. Define objectives.

3. Consider and/ or set the budget.

4. Examine the types of promotion likely to be of use.

5. Define the support activities (e.g. advertising, incentives, auxiliaries)

6. Testing (e.g. a limited store or panel test).

7. Decide measurements required.

8. Plan timetable.

9. Present details to sales force, retailers, etc.

10. Implement the promotion.

11. Evaluate the result.

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Typically a sales promotion can be run in several ways:

i. Through point of sale display materials

ii. Through innovative packaging

iii. By obtaining prime positions in retail outlets

iv. Through in-house merchandising activities, such as free samples

v. Special offers and other incentives

vi. By use of sponsorships

vii. Through exhibitions

viii. By use of sales literature and other selling aids

Sales promotion is distinct from advertising or personal selling, but these three forms of

promotion are often used together in a coordinated fashion. There are two categories of

sales promotion:

i. Trade promotion is directed to the members of the distribution channel

ii. Consumer promotion is aimed towards the consumer.

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The factors that contribute to the popularity of sales promotion are:

i. Short-term results:

Sales promotion such as couponing and trade allowances produces quicker, more

measurable sales results. However, critics of this strategy argue that these immediate

benefits come at the expense of building brand equity.

ii. Competitive pressure:

If competitors are offering the buyers price reductions, contests, or other incentives, a

firm may feel forced to retaliate with its own sales promotions.

iii. Buyers’ expectations:

Once they are offered purchase incentives, consumers and channel members get used to

them and soon begin expecting them.

iv. Low quality of retail selling:

Many retailers use inadequately trained sales clerks or have switched to self-service. For

these outlets, sales promotion devices (such as product displays and samples) often are

the only effective promotional tools available at the point of purchase.

Sales promotion is aimed for 3 types of consumers. To understand this, suppose one

Airlines Company is organising sales promotions for Kolkata-New Delhi air route. Let

us find out who could be the target customers.

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i. Users of another brand in the same category:

These include the passengers who normally travel in other company like Indian Airlines

or Jet Airways

ii. Users in other categories:

These include the passengers who use other transportation medium like railways to

travel in the same route.

iii. Frequent brand switchers:

These are the people who are least loyal to the brands they use and always look out for

experimenting with new brands.

Objectives of Sales Promotion:

Because sales promotional tools are so varied in form, no single unified objective can be

identified for them. There are three major contributions of sales promotions that have

practical influence of the objectives of promotion: (Kotler 1988)

1. Communication – promotions gain attention and usually provide information that may

lead the consumer to the product

2. Incentive – they incorporate some concession, inducement or contribution designed to

represent value to the receiver

3. Invitation – promotions include a distinct invitation to engage in the transaction now.

Sales Promotion and its Target Sami class:

With the culture of freebies and discounts spreading widely in the Indian context, brands

need to consider their implications before embarking on a discount strategy. Price

discounting not only affects the profitability of brands, it also affects their equity. For

example, when two major detergent brands cut their prices by significant levels, what

kind of perception would it create among consumers is an important implication from

the viewpoint of marketing.

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Why at all give discounts?

There are many reasons why brands offer discounted prices and sales promotion that

includes freebies. With the competition and communication clutter reaching new heights

during recent times, consumers seem to eternally shop for sales promotion buys or look

for the lowest prices. With fragmentation of retailing, profit cut to the bones and

consumers‘ involvement with prices, marketers especially associated with fast moving

consumer goods seem to have little option but to cut prices or to offer some kind of

―value addition‖ to the buying spree of consumers.

Income-wise, the lower end and middle segments look for such discounting and sales

promotion as they have tight monthly budgets. Not all of them even receive a monthly

salary. Some may be paid weekly, some daily and some even by the number of hours in

a day. Aspiration levels enhanced by the advertising blitzkriegs come into play in these

segments. They prefer branded offerings but may not always be in a position to afford

them.

Among the lower segments, using offerings from the organised sector is common and

these consumers buy branded offerings at a lesser frequency than their counterparts in

the middle segment. There may be a huge base of consumers who may be alternating

between branded offerings across product categories over a period of time.

They may try a branded tea during a week and when money is spent on a branded

fairness cream, for example, in some other week, they may balance this expenditure by

using loose tea. Hence discounting and sales promotion is likely to drive such behaviour

towards greater usage of branded offerings.

Modern retailing, though it accounts currently for only two per cent of the total

organized retailing market in India, has to draw more consumers belonging to the middle

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class or upper middle class by offering unique bundles of sales promotions. In fact, this

aspect may be a compelling reason for shoppers to visit the departmental store.

A consumer may plan for ―an unplanned impulse‖ in a departmental store known for

offering such bundled sales promotions. The consumer gets used to sales promotions at

the store and expects to take advantage of it, though she may not clearly know what is

likely to be on offer when she makes a visit. The consumer may not also find such

attractive offers in the neighbourhood kirana shop that has been servicing the area for a

long time.

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Utility of Sales Promotion:

i. Dissonance Reduction:

The housewife, who buys one brand of washing machine, may get confused when she

hears her neighbours praise a competitive brand. Sales promotions reduce this confusion

in the consumers‘ mind. For instance, Hyundai Motor India announced the extension of

warranty on all Santros it had sold. This was a promo aimed at rewarding existing

customers, for having made Santro their choice.

ii. First Move:

Use promotion now or your competitor will. As A1 Ries and Jack Trout say ―Be the first

to enter the consumer‘s mind‖. For instance, Britannia was the first to launch the now

famous promo, ―Britannia Khao, Crorepati ban Jao‖, centred on the popular TV game

show ―Kaun Banega Crorepati‖.

iii. Jump-start Effect:

Sales promotion helps in getting the brand off the ground. A well-planned promo attracts

consumers to your brand. The jump-start effect is often used in the retail context. When

the consumer enters an outlet, she is attracted by the product being promoted, and ends

up buying several other products as well. Lipton Ice tea being strategically placed

between the entrance and the food counters at Food World.

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iv. Motivation:

Promos leverage the key factors of customer motivation. They can urge trial, keep the

consumer coming back for more, or help him switch to the brand being promoted.

v. Stimulate New Product Trial:

Introductory offers with either discounts or sales promotion enable the consumer to try

out a new brand in a familiar category. A brand of new cookies can create trials through

such offers. Trial is necessary for any new brand which has the disadvantage of not

having the equity enjoyed by well established brands. Sales promotion can bring in

consumers who may have otherwise not done so to try the product. Dettol s liquid hand

wash or a trial offer from Heinz ketchup is likely to attract consumers who may not even

be regular users of these categories.

Real Life Case Scenario:

Sun-feast is a relatively new biscuit brand. Besides its strong celebrity endorsements and

distribution strengths, the brand‘s association with tennis and contests for children (with

the possibility of winners being ball boys/girls at international tennis tournaments )

creates tremendous excitement in a mundane category.

Rewarding the current owners of the company‘s brands is one of the important aspects

of a sales promotion, especially with categories of durables that have lengthy inter-

purchase and replacement cycles. Among car brands, Maruti uses this approach. It has

even extended this approach to other brand owners who would like to convert to its

Baleno model.

Akai, when it entered India, realised the potential of the TV replacement market in the

country as well as the potential for used second-hand sets in the country. It used an

exchange scheme that literally created a market for 29-inch television sets.

Some important things to remember:

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i. Compared to advertising, sales promotions yield faster and more measurable responses

in sales.

ii. Sales promotions do not tend to yield new, long-term buyers in mature markets

because they attract mainly deal-prone consumers who switch along brands as deals

become available.

iii. Loyal brand buyers tend not to change their buying patterns as a result of competitive

promotion.

iv. Advertising appears to be capable of deepening brand loyalty and hence the impact is

long term.

v. Sales promotion is also a very good option for small-share competitors because if Se

they cannot afford to match the market leaders‘ large advertising budgets nor can they

obtain shelf space without offering trade allowances or stimulate consumer trial without

offering incentives. Price competition is often used by a small brand seeking to enlarge

its share, but it is less effective for a category leader whose growth lies in expanding the

entire category.

vi. Another opinion is that Sales Promotions provide a number of benefits that are

important to manufacturers as well as consumers. Sales promotions enable

manufacturers to adjust short-term variations in supply and demand. They enable

manufacturers to test how high a list price they can charge, as they can always discount

it. They induce consumers to try new products instead of never staying form current

ones.

They lead to more varied retail formats, such as everyday-low-price store and

promotional-pricing store. They promote greater consumer awareness of prices. They

permit manufacturers to sell more than they would normally sell at the list price. They

help the manufacturers adapt programmes to different consumer segments. Consumers

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themselves enjoy some satisfaction from being smart shoppers when they take

advantage of price specials.

Relative Importance of sales promotion:

In determining the relative importance to place on sales promotion in the overall

marketing mix, a small business should consider its marketing budget, the stage of the

product in its life cycle, the nature of competition in the market, the target of the

promotion, and the nature of the product.

For example, sales promotion and direct mail are particularly attractive alternatives

when the marketing budget is limited, as it is for many small businesses. In addition,

sales promotion can be an effective tool in a highly competitive market, when the

objective is to convince retailers to carry a product or influence consumers to select it

over those of competitors.

Similarly, sales promotion is often used in the growth and maturity stages of the product

life cycle to stimulate consumers and resellers to choose that product over the

competition—rather than in the introduction stage, when mass advertising to build

awareness might be more important. Finally, sales promotion tends to work best when it

is applied to impulse items whose features can be judged at the point of purchase, rather

than more complex, expensive items that might require hands-on demonstration.

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COMPANY

PROFILE

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 COMPANY PROFILE

Mahindra & Mahindra India Limited

Mahindra Rise

Type Public

BSE: 500520
Traded as
BSE SENSEX Constituent

Industry Automotive

Founded 1945 (Ludhiana)

Headquarters Mumbai, Maharashtra, India

Area served Worldwide

Key people Anand Mahindra (Chairman & Managing Director)

Products Automobiles, commercial vehicles, two-wheelers

Revenue 72,474 crore (US$11 billion) (2015)

Operating income 8,793 crore (US$1.3 billion) (2015)

Net income 2,592 crore (US$390 million) (2015)

Total assets 61,239 crore (US$9.1 billion) (2015)

Number of employees 34,612 (Mar-2013)

Parent Mahindra Group

Mahindra two Wheelers limited

Subsidiaries
SsangYong Motor Company

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 Peugeot Motorcycles (51%)

Website www.mahindra.com

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Mahindra and Mahindra Limited (M&M) is an Indian multinational automobile

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 across the world. It is a part of Mahindra Group, an Indian conglomerate.

It was ranked 21st in the list of top companies of India in Fortune India 500 in 2011.

Its major competitors in the Indian market include Maruti Suzuki, Tata Motors, Ashok

Leyland and others

Mahindra & Mahindra, branded on its products usually 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 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

25 | P a g e
Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India

Private Limited to build passenger cars.

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 turbodiesel 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 U.S. 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 U.S. by

26 | P a g e
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. In June 2012, a mass tort lawsuit was

filed against Mahindra by its American dealers, alleging the company of conspiracy and

fraud.

Mahindra & 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 3 products in 2015 (2 SUVs and 1 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.

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 mHawk engine found on the

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XUV500, Scorpio and some models of the Xylo. This new engine was christened as the

mHawk80.

Organization Structure:

CEO Secretary
Anand Mahindra NS

Chairman of the Board CFO

Keshub Mahindra Bharat Doshi

Director Automotive Sector

A.Ganguly PG

Director Farm Equipment Sector

R.Kulkarni AC

Director Finance, Legal & Financial Services

Anupam Puri UP

Director Human Resources, After-Market &

Naraynan Vaghul Corporate Services

Director Information Technology Sector

M.Murugappan UY

Director Infrastructure Development Sector

Arun Dasgupta AN

Director Systems & Technologies Sector

Deepak Parekh HL

Director Trade, Retail & Logistics Sector

Nadir Godrej RM

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SWOT Analysis of Mahindra & Mahindra with USP, Competition, STP (Segmentation,

Targeting, Positioning) - Marketing Analysis

Mahindra & Mahindra

Parent Company Mahindra

Category Sedans, SUV‘s, Two-wheelers

Sector Automobiles

Tagline/ Slogan Rise; Every 2 minutes a Mahindra is born

Mahindra SUV‘s have a stronghold in the Indian

commercial taxi market which have good performance o

USP tough terrains

STP

Segment Complete automobile segment including sedans & SUV‘s

Target Group Young executives from the upper-middle income bracket

A brand which promotes new thinking, accepts no limits and

Positioning drives positive change

Product Portfolio

1. Mahindra Bolero 2. Mahindra Renault Logan

3. Mahindra Scorpio 4. Mahindra Verito

Brands 5. Mahindra Xylo

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 SWOT Analysis

1. Mahindra has been one of the strongest brands in the

Indian automobile market

2. Mahindra group give employment to over 110,000

employees

3. Excellent branding and advertising, and low after sales

service cost

Strengths 4. Sturdy SUV‘s good for Indian roads and off-road terrain

1. Mahindra‘s partnership with Renault did not live up to

Weaknesses international quality standards through their brand Logan

1. Developing hybrid cars and fuel efficient cars for the

future

2. Tapping emerging markets across the world and building a

global brand

3.Fast growing automobile market

4. Growing in the market through electric car Reva

Opportunities (controlling stake) and entry into two-wheeler segments

1. Government policies for the automobile sector across the

world

2. Ever increasing fuel prices

3. Intense competition from global automobile brands

4. Substitute modes of public transport like buses, metro

Threats trains etc

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 Competition

1.Honda

2.Toyota

3.Nissan Motors

4. Hyundai Motors

5. Fiat

6.Mitsubishi

7.Maruti Udyog

8.Tata Motors

9. Skoda

10. Toyota

11. Volkswagen

Competitors 12. Ford

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HISTORY OF MAHINDRA & MAHINDRA AUTOMOTIVE

Mahindra & Mahindra (M&M) was established in 1945 as Mahindra & Mohammed.

Later on, after the partition of India, one of the partners - Ghulam Mohammad - returned

to Pakistan, where he became Finance Minister. As a result, the company was renamed

to Mahindra & Mahindra in 1948.

M&M started its operation as a manufacturer of general-purpose utility vehicles. It

assembled CKD jeeps in 1949. Over the passing years, the company expanded its

business and started manufacturing light commercial vehicles (LCVs) and agricultural

tractors.

Apart from agricultural tractors and LCVs, Mahindra & Mahindra also showed its

dexterity in manufacturing army vehicles. Soon, it started its operations abroad, through

its plants set up in China, the United Kingdom and the USA.

M&M partnered with companies prominent in the international market, including

Renault SA, International Truck and Engine Corporation, USA, in order to mark its

global presence. M&M also started exporting its products to several countries across the

world. Subsequently, it set up its branches including Mahindra Europe Srl (based in

Italy), Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co.

Ltd.

At the same time, M&M managed to be the largest manufacturer of tractors in India, by

holding leadership in the market of the country, for around 25 years. The company is an

old hand in designing, developing, manufacturing and marketing tractors as well as farm

implements. It made its entry to the passenger car segment in India, with the

manufacture of Logan (mid-size sedan) in April 2007, under the Mahindra Renault

collaboration.

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Soon after the considerable success of Logan, M&M started launching a wide range of

LCVs and three wheelers as well as SUVs including Scorpio and Bolero. In the present

time, Bolero has gained immense popularity in India. It is one of the most opted vehicles

in its class.

MAHINDRA BOLERO

Mahindra Bolero is one of the most successful and popular utility vehicle of the

Mahindra and Mahindra Group. The car is robust in appearance and it has been

elegantly designed, keeping in mind the conditions of the Indian roads.

Mahindra Bolero is also among the best fuel-efficient cars of India as the manufacturer

has equipped it with a 2500 cc diesel engine with5- speed transmission.

MAHINDRA SCORPIO

Mahindra & Mahindra Limited launched Mahindra Scorpio as its first Sports Utility

Vehicle in India in 2002.

This SUV has redefined the expectations for the design of SUVs with its sturdy looks

and powerful performance, the sophisticated interior design adds to the further glory to

the appearance.

MAHINDRAINGENIO

Mahindra & Mahindra is planning to launch a new multi-purpose vehicle (MPV) to take

on the Toyota Innova and the Chevrolet Tavera in both the individual buyer and taxi

segments. Mahindra has currently named the project Ingenio. The vehicle is expected to

hit the market in 2009

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MAHINDRA RENAULT LOGAN

Much awaited Mahindra-Renault Logan has been launched in India. This compact sedan

is a spacious, practical and affordable vehicle. The outlook of Logan is impressive and

the basic version is a value for money, however the top-end versions are a bit high on

price. The prominent feature of this car is its performance, interiors and economy.

MAHINDRA XYLO

Mahindra & Mahindra Limited launched their latest Multi Utility Vehicle (MUV)

―Xylo‖ in India on January 13, 2009. The car boasts of having all the luxurious features

that are seen in today‘s sedans, with the ample space of a utility vehicle. Xylo's muscular

stance contributes to its commanding road presence. Fully packed with the latest

features, the MUV is sure to impress Indian consumers and provide a stiff competition

to the other vehicles within its class.

Performance Of Mahindra XYLO

Under the hood of Mahindra Xylo lies a 4-cylinder turbocharged, mEagle diesel engine,

which generates a power of 112bhp @ 3800 rpm and a peak torque of 24 kgm @ 1800-

3000 rpm. The powerful engine is developed on the NEF CRDe platform and is mated to

5-gears manual transmission. The car accelerates from rest to 60 km/h in just 5.8

seconds.

MILSTONE, AWARDS AND ACCOLADES

M&M’s 61st year was studded with a number of noteworthy

achievements, prestigious prizes and glittering awards.

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DUAL HONOURS FOR CHAIRMAN MR. KESHUB MAHINDRA

Chairman, Mr. Keshub Mahindra was awarded the ―Business Visionary Award 2006‖

instituted by the National Institute of Industrial Engineering (NITIE), Mumbai.

Chairman, Mr. Keshub Mahindra was also awarded the prestigious IBS Kolkata

Lifetime Achievement Award for his ‗unparalleled contribution to industrial growth and

social and economic development of the community‘.

The Institute of Chartered Financial Analysts of India‘s (ICFAI) India Business School

(IBS) presented it, Kolkata, at the Strategy Summit 2007, held in Kolkata.

SLEW OF HONOURS FOR MR. ANAND MAHINDRA

Mr. Anand Mahindra, VC & MD, Mahindra Group, received a number of prestigious

awards in 2006-07, including:

o The prestigious CNBC Asia Business Leader of the Year Award for the Year 2006

as well as the CNBC TV India ―Business Leader of the Year Award‖.

o The ‗CEO of the Year‘ award at the India Brand Summit 2006 co-sponsored by

Business Standard and ITM Business School in association with Times Now and

DNA newspaper.

o The LMA Entrepreneur of the Year 2006 award, instituted by the Ludhiana

Management Association (LMA).

o The Most Inspiring Corporate Leader of the Year‘ Award by NDTV Profit

o The NDTV Profit – Car & Bike Award 2007 for Automobile Man of the Year.

35 | P a g e
Mr. Anand Mahindra was also nominated as a Member of the Council of the

Executive Committee of the National Sports Development Fund (NSDF) of the Govt. of

India. He was featured in the list of 50 Most Influential Indians in Business Week‘s

edition dated August 13, 2007

HIGHEST CRISIL RATING FOR M&M

M&M has received the highest Governance & Value Creation rating, CRISIL GVC

Level - I from CRISIL for the ability to create value for all stakeholders, while adopting

sound corporate governance practices.

DUN & BRADSTREET AMERICAN EXPRESS CORPORATE

AWARDS 2006

Mahindra & Mahindra was rated as the leading Indian company in the Automobile -

Tractors sector in the ‗Dun & Bradstreet – American Express Corporate Awards 2006‘.

The Automobile Sector comprises of three categories – Passenger Vehicles, Commercial

Vehicles and Tractors.

These awards recognize the virtues of size and growth in the awards methodology.

M&M ranked No. 1 in these two segments in the premier Dun & Bradstreet India

publication, India‘s Top 500 Companies 2006.

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MAHINDRA RECEIVES AMITY HR EXCELLENCE AWARD

Mahindra & Mahindra was honored with the Amity HR Excellence Award at the Fourth

Amity Global HR Summit 2007 held at the Amity International Business School, Noida.

The Amity HR Excellence Award recognized Mahindra as one the most admired

companies across the global on account of its innovative strategies for Human Resources

Management and Development.

GLOBAL HR EXCELLENCE AWARD FOR M&M

Mahindra & Mahindra won the Global HR Excellence Award for Innovative HR

practices (Manufacturing Sector), in the Asia Pacific HRM Congress, held in Mumbai.

These awards recognize organizations and individuals who have embraced change,

encouraged constructive challenges and demonstrated entrepreneurial skills in the

corporate world.

M&M WINS BOMBAY CHAMBER GOOD CORPORATE CITIZEN

AWARD 2006-07

M&M was presented with the coveted Bombay Chamber Good Corporate Citizen

Award 2006-07 at a glittering ceremony held to celebrate the Chamber‘s 172nd

Foundation Day on September 21, 2007. Mr. Bharat Doshi, Executive Director, M&M

Ltd. and Mr. Rajeev Dubey, Member of the Group Management Board and Chairman,

Mahindra & Mahindra CSR Council, received the award on behalf of the company.

This Award recognizes and honors conspicuous achievement by corporate organizations

by way of service to the civic community, in addition to outstanding operational

performance. It takes into account several parameters, including Business Performance,

Corporate Interests, Employee Welfare, Customer and Stakeholder Satisfaction and

Social Investment.

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GOLDEN PEACOCK AWARD FOR EXCELLENCE IN

CORPORATE GOVERNANCE

Mahindra & Mahindra won the coveted Golden Peacock Award for Excellence in

Corporate Governance 2006. This award validates the company‘s ‗Best-in-Class‘

corporate governance practices and reflects its transparent and ethical dealings with

stakeholders across the entire value chain. It recognizes the Management‘s commitment

to the highest standards of corporate conduct and its commitment to Corporate Social

Responsibility as a distinct activity that helps build commendable social values and adds

to the ethical fiber of the organization.

BEST AUTOMOTIVE MANUFACTURING SUPPLY CHAIN

EXCELLENCE AWARD

Mahindra & Mahindra has been awarded as the organization with the ―Best

Automotive Manufacturing Supply Chain Excellence‖. The awards were presented by

India Times Mindscape (Times of India Group) along with the Business India Group

at the Express, Logistics & Supply Chain Awards held in Mumbai on September 28,

2007. A. C. Neilson is accredited with the research for the award nominees and

winners.

HIGH RANKINGS FOR MAHINDRA

M&M was ranked second in the prestigious e Most Trusted Car Company in India study

conducted by TNS. M&M scored 127 points, just seven points below the top ranking

company, according to a TNS communiqué.

 M&M was ranked 14th in The Economic Times prestigious ‗ET 500‘ list of top

achieving companies in India. The company has moved up four ranks from last

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 year. To quote from the ‗ET 500‘ write-up: ―M&M‘s ‗art-to-part‘ strategy of

diversification into the auto parts value chain and its plans for new platforms for

utility vehicles and joint venture with Renault for Logan have led to a gain in

ranks.‖

 M&M was ranked 22nd in Business India‘s annual survey of the country‘s top

companies - Super 100

 M&M was ranked 31st in Business Today‘s annual survey of India‘s most

valuable companies

MILESTONES OF MAHINDRA&MAHINDRA

YEAR ACHIEVMENTS

1947 In October, the first batch of 75 Utility Vehicles (UVs) imported in CKD
condition from Willys overland Export Corporation.

1949 Lease of 11,071 Sq. yards at Mazagaon from British India Steam
navigation. The first Willys Overland Jeep built in India at the Assembly
Plant , Mazagaon, Bombay (now Mumbai).

1954 Manufacture of Vehicles undertaken in collaboration with Kaiser Jeep

Corporation and American Motors Corporation.

1962 Indigenous content of Jeep goes up to 70 per cent. To centralise

manufacturing operations, 137 acres of land purchased at Kandivli.

39 | P a g e
 1965 FC 150 Petrol Trucks introduced.

1967 Two wheelers drive Utility Vehicles introduced. The 101" wheel base
and Metal Body UVs introduced. Indigenous content goes up by 97 per
cent.

1969 The start of vehicles export. Export of total 1200 UVs along with spare
parts to Yugoslavia. Exported also to Ceylon, Singapore, Philippines and
Indonesia.

1970 The contracts to export of 3304 vehicles, mainly to Yugoslavia and

Indonesia concluded.

1971 Separate R&D section set up.

1974 Maxi miller campaign launched for the conservation of fuel. CJ 4A was
introduced with new transmission and axle ratio. Collaboration
agreement with Jeep corporation (subsidiary of AMC, Detroit).

1975 FC 260 Diesel light truck and CJ 500 D Diesel was introduced with MD
2350 Diesel Engine.

1979 The Government of India approves in principle, technical collaboration

with Peugeot (France) for the manufacture of XDP 4.90 Diesel Engine.

1981 The Nasik Trucks Assembly Plant and Peugeot Engine Assembly Plant at
Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik
Assembly Line.

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1983 FJ 460 model was introduced with 4-speed gearbox. Engine plant at
Igatpuri formally inaugurated by Mr. Jean Boillot, President of
Automobiles Peugeot of France for the manufacture of 25,000 Peugeot
and Petrol engines.

1985 The New Mahindra Vehicle-MM 540 was launched in Bombay. NC 640
DP with 4 speed gearbox and Mahindra MM 440 was introduced.

1986 CJ 640 DP Vehicle introduced.

1987 MM 540 DP metal Body Wagonette introduced.

1988 M&M signed a MoU with Hyderabad Allwyn Nissan Limited to form
Mahindra Nissan Allwyn Ltd., as its associate company with LCV
operations in Andhra Pradesh.

The CJ 340 DP model was introduced. M&M and Peugeot announced

1989 their tie up for the manufacture of Peugeot 504 pickup truck, BA 10
gearboxes and latest XD 3 diesel engines. M&M acquired automotive
pressing unit at Kanhe, from Guest Keen Williams Ltd.

1991 Introduced CJ 500 DI model with MDI 2500 A direct injection diesel
engines. M&M bags order to export 10,000 CKD kits. Commander range
of models: 650 DI, 750 DP/HT were also launched with tremendous
market response.

1993 The Mahindra Armada was launched

41 | P a g e
 Mahindra Nissan Allwyn Ltd. (MNAL) was merged with M&M and
1995 Zaheerabad LCV operations becoming part of Automotive Sector. FJ
series of LCVs were shifted from Nasik to Zaheerabad. Igatpuri Engine
Plant received ISO 9002 certificate.

1996 The new LCV model Cabking DI 3150 & Mahindra Classic vehicles
were launched. New Commander 5 Door Hard Top introduced.

Commercial production of the Ford Escort commenced at Nasik Plant.

1997 License & Technical Assistance Agreement signed with Mitsubishi
Motors Corporation for Manufacture of SL Body at Zaheerabad
(Voyager with XD 3 and BA 10). Kandivli and Nasik plants received
ISO 9002 certificate from RW-TUV.

1998 Die shop Inauguration at Nasik Plant 2-8/8/97. Voyager was launched by
the Chairman at Zaheerabad Plant on 12/11/97

42 | P a g e
 PRODUCT PROFILE

PRODUCTS OF MAHINDRA AUTOMOTIVE

MAHINDRA

“SCORPIO”

MAHINDRA “BOLERO”

MAHINDRA “XYLO”

MAHINDRA RENAULT “LOGAN”

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MAHINDRA “MARSHAL”

MAHINDRA “MAXX”

BOLERO VARIANTS
Bolero SLX
Features and Specification
Make Mahindra
Model Bolero
Variant SLX
Body Type SUV
No. of Doors 5

Fuel Efficiency:
City Mileage 9.4 kmpl
Highway Mileage 15.9 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -

Engine Parameters:

Displacement 2523cc
Bore -
Stroke -

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 Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 180@1440 Nm@rpm

Steering and Suspension

Steering Type Rack and pinion, power assist
Power Steering Yes
Front Suspension Independent with coil spring
Rear Suspension Leaf spring

Dimensions:

Length 4056 mm
Height 1880 mm
Width 1660 mm
Wheel Base 2680 mm
Clearance 200 mm
Boot -
Front Head Room Min: 60mm Max: 60mm
Front Leg Room - -
Rear Head Room Min: 60mm Max: 60mm
Rear Leg Room Min: 74mm Max: 94mm
Krebs Weight Min: 1615kg Max: 1615 kg
Gross Weight

Drive Train

Type Manual
Gears 5
Drive Line RWD

Comforts Features
AM / FM Radio Present

Except AM / FM radio there is no other comfort is provided.

Safety: There is no safety feature included in Bolero SLX including antitheft system etc.

45 | P a g e
 BOLERO SLE
Feature and Specification
Make Mahindra
Model Bolero
Variant SLE
Body Type SUV
Number of Doors 5

Fuel Efficiency:
City Mileage 9.5 kmpl
Highway Mileage 13.2 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -

Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 180@1440 Nm@rpm

Steering and Suspension

Steering Type Rack and pinion, power assist
Power Steering Yes
Front Suspension Independent with coil spring
Rear Suspension Parabolic Leaf spring

Dimensions:

Length 4056 mm
Height 1880 mm
Width 1660 mm
Wheel Base 2680 mm
Clearance 180 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -

46 | P a g e
 Rear Leg Room -
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -

Drive Train

Type Manual
Gears 5
Drive Line RWD

Comfort Features

Air-Conditioning Yes

Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.

BOLERO DIZ
Feature and Specification
Make Mahindra
Model Bolero
Variant DIZ
Body Type SUV
Number of Doors 5

Fuel Efficiency:
City Mileage 9.5 kmpl
Highway Mileage 13.2 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -

Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration -
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 137.5@2000-2500 Nm@rpm

47 | P a g e
Steering and Suspension
Steering Type Rack and pinion, power assist
Power Steering Yes
Front Suspension Independent with coil spring & anti
roll bar
Rear Suspension Parabolic Leaf springs

Dimensions:
Length 4056 mm
Height 1880 mm
Width 1815 mm
Wheel Base 2680 mm
Clearance 200 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room -
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight 5.4 kg

Drive Train
Type Manual
Gears 5
Drive Line RWD

This model of Mahindra Bolero do not consist any comfort features and safety features.
BOLERO DI
Feature and Specification
Make Mahindra
Model Bolero
Variant DI
Body Type SUV
Number of Doors 5

Fuel Efficiency:
City Mileage 10.7 kmpl
Highway Mileage 15.9 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -

Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline

48 | P a g e
 Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.08@3200 ps@rpm
Torque 180@1440 Nm@rpm

Steering and Suspension

Steering Type Rack and pinion, power assist
Power Steering No
Front Suspension Independent with coil spring
Rear Suspension Leaf springs

Dimensions:
Length 4260 mm
Height 1810 mm
Width 1815 mm
Wheel Base 2680 mm
Clearance 183 mm
Boot -
Front Head Room Min: 60mm Max: 60mm
Front Leg Room -
Rear Head Room Min: 60mm Max: 60mm
Rear Leg Room Min: 74mm Max: 94mm
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -

Drive Train
Type Manual
Gears 5
Drive Line RWD

Comfort Features

Air-Conditioning Yes

Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.
BOLERO DI PLUS
Feature and Specification
Make Mahindra
Model Bolero
Variant Plus
Body Type SUV
Number of Doors 5

49 | P a g e
Fuel Efficiency:
City Mileage 9.4 kmpl
Highway Mileage 15.1 kmpl
Fuel Capacity 60 litre
Fuel Type Diesel
Fuel Grade -

Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System Direct Injection
Horse Power 63.08@3200 ps@rpm
Torque 180@1440-1550 Nm@rpm
Steering and Suspension
Steering Type Rack and pinion, power assist
Power Steering No
Front Suspension Independent with coil spring &
anti roll bar
Rear Suspension Parabolic Leaf springs
Dimensions:

Length 4440 mm
Height 1977 mm
Width 1660 mm
Wheel Base 2794 mm
Clearance 195 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room Min: 74mm Max: 94mm
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -

Drive Train
Type Manual
Gears 5
Drive Line RWD

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Comfort Features

Air-Conditioning Yes

Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.

PRODUCT AVAILABLE AT UNITED AUTOMOBILES:

United Automobiles has franchise of M&M Company. M&M Company manufacturer

various types of MUVs and LCVs.

These are:
MAHINDRA “XYLO”

XYLO VARIANTS EX-SHOWROOM PRICE

D2 (BASE VERSION) 8,56,824

D4 (LOWER VERSION) 8,04,283

H4 (SPORTZ VERSION) 9,74, 973

H9 ( TOP VERSION ) 11,10,312

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MAHINDRA “SCORPIO”

SCORPIO VARIANTS EX- SHOWROOM PRICE

SCORPIO S2 8,92,873

SCORPIO S4 9,37,737

SCORPIO S4 PLUS 4WD 11,37,705

SCORPIO S10 4WD AT 14,38,638

SCORPIO Vle mHawk 10,18,427

MAHINDRA “BOLERO”

BOLERO VARIANTS EX-SHOWROOM PRICE

BOLERO DI BSIII 6,93738 (WHITE), 6,05,738 (SILVER)

BOLERO SLE BSIII 7,60,519

BOLERO SLX BSIII 7,68,820

BOLERO PICKUP 5,56,983

MAHINDRA RENAULT “LOGAN”

LOGAN VARIANTS EX-SHOWROOM PRICE

LOGAN GLE 1.4 5,84,471

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LOGAN GLX 1.4 6,09,696

LOGAN GLX 1.6 6,47,169

LOGAN GLS 1.6 6,75,727

LOGAN GLSX 1.6 6,95,292

LOGAN DLE 1.5 5,97,605

LOGAN DLX 1.5 6,40,791

LOGAN DLS 1.5 6,86,631

LOGAN DLSX 1.5 7,06,195

LOGAN GLX 1.4 EDGE 5,41,752

LOGAN GLSX 1.6 EDGE 6,27,378

LOGAN DLX 1.5 EDGE 6,72,850

LOGAN DLS 1.5 EDGE 7,20,204

LOGAN DLSX 1.5 EDGE 7,39,787

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Research
Objectives

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 OBJECTIVE OF THE STUDY

1. To study the level of satisfaction towards after sales services of Mahindra Motors

2. To study the factors those satisfy and delight the customer.

3. To analyse customer opinion about Mahindra‘s after sales services.

4. To find out the customers requirement from the Mahindra.

5. To find out the problems faced by customers.

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 Research
Methodology

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 RESEARCH METHODOLOGY

Definition:

Research methodology is a process to systematically solve the research problem. It may

be understood as a science of studying how research is done scientifically. Why a

research study has been undertaken, how the research problem has been defined. In what

way and why the hypothesis has been formulated, what data have been collected and

particular method has been adopted. Why particular technique of analyzing data has

been used and a host of similar other questions are usually answered when we talk of

research methodology concerning a research problem or study.

A research design serves as a bridge between what has been established (the research

objectives) and what is to be done, in the conduct of the study. In this project research

done is of conclusive nature. Conclusive research provides information that help in

making a rational decision.

Descriptive design was choose to measure the satisfaction level of customers on the

basis of different parameters such as quality, price, features, technology, after sale

services etc.

This design ensured complete clarity and accuracy. It also ensured minimum bias in

collection of data and reduced the errors in data interpretation. Statistical method was

followed in this research because the data was of descriptive nature and it also enabled

accurate generalizations.

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SOURCES OF DATA

Primary data:

Primary data are those which are collected a fresh and for the first time, and thus happen
to be original in character. It was collected through questionnaire and personal
interviews.

Secondary data:

The secondary data are those which have already been collected by someone else and
which have already been through the statistical process. The data were collected in the
form of company profile and produce profile from the web sites and news paper. Some
of the books were referred for theoretical concepts.

Research Design – Descriptive Research Design

Data source- Primary data

Research Approach- Survey Approach

Research Instruments- Questionnaire

Sample collection- 50 customers, New Delhi

Sample Technique- Random Sample Technique

Sample Area: New Delhi

Sample Size- 50

Primary Data- Questionnaire

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Limitations

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 Limitations of the study

 The scope of study is limited to the respondents are selected from in and around

New Delhi, U.P

 Measurement of customer satisfaction is complex subjects, which uses non-

objectives method, which is not reliable.

 The sample unit was also 50 respondents.

 There may be some biased response from the respondents.

 Some respondents did not provide the full data.

 However, Mahindra and Mahindra Automobile showrooms are located in other

places i.e. locally and even in the neighboring states. Only opinion of

respondents of New Delhi city was consider for finding out the opinions of

respondents. The project is valid for the predefined area of work New Delhi

(Uttar Pradesh).

60 | P a g e
Data Analysis

61 | P a g e
 Data Analysis
Table No. 1 Satisfaction towards Mahindra & Mahindra

78% 22%

Source: Questionnaire

Figure:1

Interpretation 1:

The sample drawn on probability basis shows that 78% of the customers were

satisfied with Bolero variant and only 22% were not satisfied with Bolero variant.

Observation:

Most of the respondents approached were satisfied with Mahindra & Mahindra

62 | P a g e
Table No: 2 Factors affecting customer satisfaction towards Mahindra &

Mahindra

Factor Percentage

Features 12%

Low Maintenance 34%

Comfort 18%

Style 16%

After Sales Service 20%

Source: Questionnaire

Figure:2

Factor Affecting Customer Satisfaction

12%
34%
16% Features
Style
Comfort
18%
After sales service
20%
Low maintenance cost

Interpretation 2: The sample drawn on the probability basis clearly shows that 34%

(51respondents) are the opinion that low maintenance is the satisfaction factor Mahindra

& Mahindra and 20 %( 30 respondents) of them who view After Sales Service as a vital

factor for customer satisfaction. Followed by Comfort which corresponds to 18 %( 27

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respondents), Style with 16%(respondents) and only 12%(18 respondents) of them view

that feature of Mahindra & Mahindra as satisfaction factor.

Observation:

Majority of the respondent are of the idea that low maintenance of the top most feature

contributing to customer satisfaction followed by after sales services comfort style and

features As such, Mahindra should focus on the aspects, which will enhance the

customer satisfaction and thus the market share

64 | P a g e
Table No: 3 Customer opinions towards fuel consumption.

Factor Percentage

Extremely Satisfied 27%

Satisfied 49%

Neutral 17%

Dissatisfied 7%

Total 100%

Source: Questionnaire

Figure: 3

Consumer Opinions toward Fuel

Consumption

7%
17% 27%

More Satisfied
Satisfied
Not Satisfied & Dissatisfied
49% Dissatisfied

Interpretation 3: 100% of the respondents 49% of the respondents approached were

satisfied with the fuel consumption of the Bolero. Followed by 27% was extremely

satisfied, 17% are neutral and rest of the 7% is more dissatisfied with fuel consumption

of Mahindra & Mahindra.

65 | P a g e
Observation: As majority of the respondents are satisfied with the fuel consumption of

Mahindra & Mahindra, the company should maintain the same standard and it is

suggested to come up with suitable measure to reduce the negative opinion among the

consumer who are of the opinion that the fuel consumption is a dissatisfying factor.

66 | P a g e
Table No: 4 Customer opinions toward Safety and Comfort.

Factor Percentage

Extremely Satisfied 23%

Satisfied 47%

Neither Satisfied & Dissatisfied 20%

Dissatisfied 10%

Total 100%

Source: Questionnaire

Figure: 4

Customer Opinions toward

Safety and Comfort

10%
23%
20%
Extremely Satisfied
Satisfied
Neutral

47% Dissatisfied

Interpretation 4: 100% of the respondents 47% of the respondents approached were

satisfied with the safety and comfort feature of the Bolero. Followed by 27% was

extremely satisfied, 17% are neutral and rest of the 7% was dissatisfied with safety and

comfort feature of Mahindra & Mahindra.

67 | P a g e
Observation: As majority of the respondents are satisfied with the safety and comfort

feature of Mahindra & Mahindra, the company should maintain the same standard and it

is suggested to come up with suitable measure to reduce the negative opinion among the

consumer who are of the opinion that the fuel consumption is a dissatisfying factor.

68 | P a g e
Table No: 5 Customer opinions toward Design.

Factor Percentage

Extremely Satisfied 20%

Satisfied 40%

Neutral 27%

Dissatisfied 13%

Total 100%

Source: Questionnaire

Figure: 5

Customer Opinions Toward Design

13% 20%

Extremely Satisfied
27%
Satisfied
Neutral
40% Dissatisfied

Interpretation 5: 100% of respondents 40% of the respondents approached were

satisfied with the Design of the Bolero. 20% were more satisfied, 27% of them neutral

and 13% are dissatisfied with the design of the Mahindra & Mahindra.

Observation: As majority of the respondents are satisfied with the design of Mahindra

& Mahindra, the company should maintain the same standard and it is suggested to

come up with suitable measure to reduce the negative opinion among the consumer who

are of the opinion that the fuel consumption is a dissatisfying factor.

69 | P a g e
Table No: 6 Customer opinions toward space availability in Mahindra &

Mahindra.

Factor Percentage

More Satisfied 27%

Satisfied 53%

Neither Satisfied & Dissatisfied 17%

Dissatisfied 3%

Total 100%

Source: Questionnaire

Figure: 6

Customer Opinions Toward Space Availability

3%

17% 27%
Extremely Satisfied
Satisfied
Neutral
53%
Dissatisfied

Interpretation 6: The sample drawn on the probability basis shows that out of 100% of

respondents 53% of the respondents approached were satisfied with the space

availability of the Bolero. 27% were more satisfied, 17% of neither satisfied and

dissatisfied and 3% are dissatisfied with the space availability of the Mahindra &

Mahindra.

Observation: As 80% of the respondents are happy with the space availability of the

Mahindra & Mahindra vehicle, it can be conducted that the company has undertaken

proper R&D in this aspect.

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The 20% of the respondents who have answered negatively may be comparing with the

vehicle in the same category launched very recently.

Table No: 7 Customer satisfactions toward Maintenance of Mahindra & Mahindra

Factor Percentage

Extremely Satisfied 23%

Satisfied 51%

Neutral 21%

Dissatisfied 5%

Total 100%

Source: Questionnaire

Figure:7

Customer Opinions Toward Maintenance

5%
23%
21%
Extremely Satisfied
Satisfied
Neutral
51% Dissatisfied

Interpretation 7: The sample drawn on the probability basis shows that out of 100% of

respondents 51% of the respondents approached were satisfied with the maintenance of

the Mahindra & Mahindra. 23% were extremely satisfied, 21% of neutral and 5% are

dissatisfied with the maintenance.

Observation: Though majority of the customer are satisfied that the maintenance cost of

Mahindra & Mahindrais less, around 20% are not satisfied which may be because of

71 | P a g e
comparison of Mahindra & Mahindra with the newly launched competing brands

coming with even lower maintenance cost.

Table No: 8 Customer awareness about power steering.

Option No. Of Respondents (%)

Aware 80%

Unaware 20%

Total 100%

Source: Questionnaire

Figure: 8

Customer Awareness About Power Steering

20%

Aware

80% Unaware

Interpretation 8: Out of 100% of respondents, 80% of the respondents approached

were aware of the power steering present in some variant of Mahindra & Mahindra and

20% were not aware of the power steering present in some variant of Mahindra &

Mahindra.

72 | P a g e
Observation: Most of the respondents approached were aware of power steering system

introduced in some variants of Mahindra & Mahindra.

Table No: 9 Customer perceptions about Mahindra & Mahindra

Very Good Good Average Bad Very Bad

20% 47% 21% 12% -

Source: Questionnaire

Figure: 9

Customer Perception About Mahindra

Scorpio

12%
20%
21%
Very Good
Good
47%
Average
Bad

Interpretation 9: The sample drawn on the probability basis shows that out of 100%

of respondents 47% of the respondents gave Good response to Mahindra & Mahindra.

20% gave Very Good response, 21% gave Average response and 12% gave bad

response to Mahindra & Mahindra.

Observation: As 67% of the respondents are satisfied that they are happy with

Mahindra & Mahindra, it satisfies that the customer satisfaction levels are very high. If

73 | P a g e
the company were to identify the pitfalls in their product and undertake remedial

measure, thus it will lead to more good word of mouth publicity.

Findings

74 | P a g e
 Findings

Based on the data gathered by administrating schedules to customers the following

observations are made.

1. Mahindra & Mahindra has excellent percentage of customer satisfaction

according to the data shown in table 1 of the data analysis and Interpretation

topic.

2. Most of the people are satisfied with its low maintenance cost and after sales

service provided by Mahindra & Mahindra.

3. Based on the fuel consumption, most of the people are satisfied with it.

4. Based on Safety and Comfort, Design, Space, Maintenance most of the people

are satisfied with it.

5. Large numbers of Mahindra & Mahindra user are aware of its power steering.

6. If we took the satisfaction level of people toward Mahindra & Mahindra, it

becomes good.

7. Its features and style satisfy most of the people.

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RECOMMENDATION

76 | P a g e
 RECOMMENDATION

 Mahindra Company has to implement good customer relationship management

strategy that enhances customer satisfaction level.

 The company can undertake R&D to improve the existing feature which helps to

increase the customer satisfaction.

 The company should promote about the entire features offered by it. As majority

of the customer give opinion that they are satisfied by the factor, services and

design of the product, the company should not only maintain the existing

standard but also enhance them.

 As majority of the respondents are satisfied with the safety and comfort feature

of Mahindra SUV, the company should maintain the same standard and it is

suggested to come up with suitable measure to reduce the negative opinion

among the consumer who are of the opinion that the fuel consumption is a

dissatisfying factor.

 As such, Mahindra should focus on the aspects, which will enhance the customer

satisfaction and thus the market share.

77 | P a g e
CONCLUSION

78 | P a g e
 CONCLUSION

1. Mahindra & Mahindra has a very good market share in the state of New Delhi.

for the SUV segment.

2. The company is offering good services, which is reflected on the satisfaction of

the customer.

3. Majority of the customer are satisfied with the design of the vehicle.

4. Mahindra and Mahindra Motors have a very good market share in the state of

New Delhi for the SUV segment.

5. The company is offering good services, which is reflected on the satisfaction of

the customer.

6. Majority of the customer are satisfied with the design of the vehicle.

7. Mahindra & Mahindra motors are providing better facilities compare with other

brand.

8. As 67% of the respondents are satisfied that they are happy with Bolero, it

satisfies that the customer satisfaction levels are very high. If the company were

to identify the pitfalls in their product and undertake remedial measure, thus it

will lead to more good word of mouth publicity.

9. Though majority of the customer are satisfied that the maintenance cost of

Mahindra & Mahindra is less, around 20% are not satisfied which may be

because of comparison of Mahindra & Mahindra with the newly launched

competing brands coming with even lower maintenance cost.

As 80% of the respondents are happy with the space availability of the Mahindra

& Mahindra vehicle, it can be conducted that the company has undertaken proper

R&D in this aspect.

79 | P a g e
10. The 20% of the respondents who have answered negatively may be comparing

with the vehicle in the same category launched very recently.

Mahindra and Mahindra Co. is a Good automobile company in India. They also

provide good features vehicles every year for their customer for increase the

satisfaction level of customer they always launched the motors according to

customer demand but in heavy competition market. Mahindra Company must

need to focus on updated features in vehicles and design.

80 | P a g e
Bibliography

81 | P a g e
 BIBLIOGRAPHY

Books :
Kothari. C.R (2004): Research Methodology Methods & Techniques‟, New Age
International Publishers, New Delhi, 2nd Edition.

Richard I. Levin, David S. Rubin (2004): „Statistics for Management‟, Prentice Hall of India
Private Limited, New Delhi, 7th Edition.

Jayaram, N. and Sandhog, R.S. (1998), Housing in India - Problems, Policy

andperspectives, B.R. Publishing Corporation, Delhi.

Jeffrey Gitomer (1998), Customer satisfaction is worthless: Customer loyalty is

priceless: How to make customers love you, keep them coming back and tell everyone
they know, Austin TX: Board Press.
Websites:
 http://www.mbaskool.com/brandguide/automobiles/1298-mahindra-a-

mahindra.html

 http://www.mahindra.com/business/automotive

 http://www.mahindra.com/about-us

82 | P a g e
ANNEXURE

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 QUESTIONNAIRE
1) Customer profile
a) Name b) Occupation
c) Age d) Income
e) Address:-

1) Are you a satisfied with Mahindra & Mahindra?

a. Yes
b. No

2) If “Yes” Which factor you consider is satisfies you most?

a. Feature
b. Low Maintenance
c. Looks
d. After Sales Service

3) Are you satisfy with the fuel consumption of Mahindra & Mahindra?
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied

4) Are you satisfied with the Safety and Comfort of Mahindra & Mahindra?
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied

5) Are you satisfied with the Design?

a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied

84 | P a g e
6) Are you satisfied with space available in Mahindra & Mahindra?
a. Extremely Satisfied
b. Satisfied
c. Nor Satisfied & Dissatisfied
d. Dissatisfied

7) Are you satisfied with Maintenance cost?

a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied

8) Are you aware about power steering present in Mahindra & Mahindra?
a. Yes
b. No

9) Your general perception about Mahindra & Mahindra.

a. Very Good
b. Good
c. Average
d. Bad

10) Do you want to give any suggestion about any change in the Mahindra &
Mahindra?

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