HISTORY OF ANAND

MAHINDRA

He was born on 1st of may 1955.
He studied at Lawrence school, lovedale
Harvard university, Harvard business
school.
He is the chairman of Mahindra group.
His net worth income is $1.55(2017)
He started his career at Mahindra group
with Mahindra ugine steel company ltd
as executive assistant to finance director.
Harvard business school

 Cont.

In 1989 he was appointed president
and deputy managing director.
He initiated the Mahindra groups
diversification into hospitality and
real estate development.
He is included by fortune magazine
among worlds 50 greatest leader.
He also featured in Asia's 25 most
powerful business people.
 Cont.

He was also noted by Forbes(India) as entrepreneur of the year for
2013.
He has represented Indian industry at several global meets including
APEC CEO Summit in 2009.
He has also contributed to books like Reimagining India published
by mckinsey and company.

 Cont.

He is a firm believer in power of
education.
He is a advocate of promoting girl child
education and in 1996 he founded
project NANHI KALI which provide
sponsor to underprivileged girls across
India including material support like
school bags, school uniform etc.
He is also the trustee of K.C. Mahindra
education trust.
He is co-founder of NAANDI
DANONE which is largest safe
drinking water provider to rural areas
catering to nearly 3 million people.
NAANDI DANONE

 PERSONAL ATTRIBUTES OF
ANAND MAHINDRA
BE ASSERTIVE:

It wasn't exactly a rosy picture back in 1991 when Anand Mahindra
had to pacify the protesting workers at Mahindra & Mahindra plant in
Mumbai. Reason? He had refused giving Diwali bonus until the workers
increased their productivity. And while the workers furiously agitated,
the 36 year old deputy managing director held his ground until the
workers calmed down.

DETERMINATION:
Being one of the pre-independence era companies, Anand Mahindra
had theHerculean taskof growing the company at a time when India had
to undergo a major change in its economy. The License Raj came to an end
in 1991 and the market opened up to foreign players. It was Mahindra's
sheer determination that helped this homegrown company to grow into
one of the largest conglomerates in the country.
 PERSONAL ATTRIBUTES OF
ANAND MAHINDRA

DREAM BIG:
Do you think it would have been possible for M&M to grow into such
a large conglomerate, had Mahindra not dreamed big? We don't think so.
The man had the courage to dream big and look where M&M is today.

EVOLVE:
Being open to new changes is extremely important for one's growth.
And no one epitomizes this more than Anand Mahindra. Even though he
belongs to the old school of corporate honchos, Mahindra is active on
social media, which means he is successfully making a connection with the
younger generation seamlessly and knows the pulse of the consumers.
 HONORS AND AWARDS

Rajiv Gandhi Award for outstanding contribution in the business field
2004
Knight of the Order of Merit by the President of the French Republic
2004
Leadership Award American India Foundation 2005
Business Leader Award for the year award CNBC Asia 2006
Harvard Business School Alumni Achievement Award 2008
Ernst & Young Entrepreneur of the Year India award 2009
Business Leader of the Year The Asian Awards 2011
JRD Tata Corporate Leadership Award All India Management
Association 2011
 HONORS AND AWARDS

Global Leadership Award US-India Business Council 2012
Business Courage Award Asia Business Leadership Forum 2012
Best Transformational Leader Award Asian Centre For Corporate
Governance & Sustainability 2012
Entrepreneur for the Year Forbes India Leadership Awards 2013
Sustainable Development Leadership Award The Energy and
Resources Institute (TERI) 2014
 FAILURES OF ANAND
MAHINDRA
FORD- MAHINDRA JOINT VENTURE:

In 1995, Mahindra & Mahindra had formed a
50:50 joint venture with Ford to diversify into the
passenger car segment. The venture made Ford
Escort cars in India.
Ford took its ownership to 72 per cent in March
1998 and later increased its holding further, even as
Mahindra & Mahindra restrained additional
investment.
The car was priced out of the reach of most buyers,
and was also marred by quality problems.
Mahindra & Mahindra gradually diluted its
holdings in Ford India over the next few years,
before completely exiting the joint venture in 2005.
 FAILURES OF ANAND
MAHINDRA
MAHINDRA-RENAULT JOINT VENTURE:

Mahindra & Mahindra's partnership with Renault
didn't last long either. The 51:49 joint venture
started selling the Logan in July 2007.
In April 2010, Mahindra bought out Renault's
stake in the venture for an undisclosed amount
and the partners parted ways as the venture didn't
bring the desired results.
Sales of Logan cars dropped because of costlier
prices, the engines were imported from France,
forcing the joint venture to price the sedan higher
than the segment leaders Maruti Suzuki and
Tata Motors.
The other reason it was priced high because of
high taxes, tax charged for Logan were 20 %.
 FAILURES OF ANAND
MAHINDRA
MAHINDRA-NAVISTAR JOINT VENTURE:

Thirty months since the first Mahindra Navistar truck rolled
out of the joint venture facility,M&M has said it intends to
purchase Navistar International Corps stake in Mahindra
Navistar Automotives Ltd (MNAL) and Mahindra Navistar
Engines Pvt Ltd (MNEPL).
M&M holds a 51 per cent stake in both the companies, with
the US-based Navistar holding the remaining 49 per cent
stake.
The American truck-maker is going through a tough period
and is prioritising business in the US and Canada. As a
result, it has frozen investments in countries such as India.
M&M would take ownership of operations and continue to
sell MNEPL and MNAL products. Navistar would continue
to source components from India, while Mahindra would
continue to provide engineering services to Navistar.
 BUSINESS JOURNEY OF
ANAND MAHINDRA

In 1981 Anand G Mahindra grandson of
J.C. Mahindra and son of Harish
Mahindra returned to India.
Mahindra honed his management skills at
Musco (Mahindra Ugine Steel), steering
the company into new business.
Soon enough the group expanded.
The 2002 launch of Scorpio its first sports
utility vehicle.
From a small steel trading enterprise in
1945, the Mahindra group
metamorphosed into a multi-billion rupee.
COMPANIES ASQUIRED BY
ANAND MAHINDRA

 BUSINESS JOURNEY OF
ANAND MAHINDRA

PUNJAB TRACTORS LTD (2007)
In july M&M buys 64.5% of Punjab tractors for about Rs 1,400 crore.

KINETICS TWO WHEELER BUSINESS (2008)

M&M buys an 80% stake in Kinetics motor two wheeler business for Rs
110 crore.

TECH MAHINDRA (2009)

Tech Mahindra which began life as aventure with British Telecom and
later became the information technology.
 BUSINESS JOURNEY OF ANAND
MAHINDRA

REVA ELECTRIC CAR COMPANY (2010)
Mahindra buys 55.2% stake in Reva Electric Car Company most of its
Revas promoter.

KOREAS SSANGYONG MOTORS (2010)

M&M acquires a 70% stake in south Korea Ssangyong Motor company.
 REASONS FOR SUCCESS

In 1989 after achieving the post of the
President and Deputy Managing
Director influenced new business idea of
real estate development and hospitality.
The Mahindra Group set international
benchmarks for success and became an
efficient and aggressive competitor in
the new liberalized economy.
The launch of Scorpio, an SUV, was a
major boost to the group in 2002 but the
stock prices dwindled in the market.
Launched Mahindra's highly
appreciated UV Bolero.
 REASONS FOR
SUCCESS

It has also made strategic acquisitions of plants in China and the
United Kingdom and has three assembly plants in the USA.
The company enjoys a superior position in various key industries such
as utility vehicles, information technology, tractors, and vacation
ownership.