Pankaj

INTERNSHIP REPORT ON ROLE OF SALES
AND MARKETING IN MAHINDRA MOTORS
SUBMITTED TO, SUBMITTED BY-

Mr. Piyush Gupta Pankaj Singh Vikal
BBA - V Semester
Pioneer Institute of Professional Studies,
Indore
LIST OF CONTENTS
S.No. Contents Page No.
1. Introduction 4
2. Objectives of studying the organization 5
3. Overview of the organization 7
3.1 Brief history 10
3.2 Nature of the organization 15
3.3 Business volume 16
3.4 Profile of employees 19
3.5 Product lines 20
4. Organizational structure 21
4.1 Main offices 22
4.2 Marketing operations 23
5. Structure of the Marketing Department 24
6. Functions of the Marketing Department 24
6.1 Marketing strategy 25
6.2 Product planning, development & management 26
6.3 Pricing strategy 27
6.4 Distribution strategy 27
6.5 Promotional strategy 29
7. Critical analysis of the theoretical concepts relating to 31
practical experiences i.e. relate the theoretical concepts with
your practical experience during your Internship with the
Marketing Department
7.1 Success and failure of different products of the 33
organization in the market along with reasons
7.2 Major competitors of the organization 34
7.3 Future prospects of the organization 35
8. Short-falls/weaknesses of the Marketing Department 36
8.1 Critical analysis of the management patterns of the 37
organization with reference to marketing operations, weak
areas which need to be improved.
9. Conclusions & recommendations for improvement 38
10. References & Sources used 40
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1. INTRODUCTION
As part of the marketing mix, promotion includes all activities that involve
communicating with the customer about the product and its benefits and features. Once
a company has worked on the product and price elements, it is time to start a
conversation with the consumer about the product. This includes raising awareness
through different mediums to increase sales, as well as to create and foster brand
loyalty.
Information provided to the customer at this stage helps them in making purchase
decisions regarding the product. Often, there is substantial cost associated with
promotional activities. But since the result is often an increase in sales or customer
loyalty, there is thought to be long term return on this investment. There are many ends
that a company may try to reach through a promotion including but not limited to an
increase in sales, acceptance of new products, brand equity creation and brand
positioning, addressing competitor actions and rebranding
Every business organization reaches to the customers through their goods or services.
To sell the products to the customers a number of activities are being performed. This
is called marketing and it is an important function. Marketing is the performance of
business activities that directs the flow of goods and services from producer to the
customer. It is the activity that directs to satisfy the human needs through exchange
process. Marketing starts with the identification of a specific need of customers and
ends with satisfaction of that need. The customer is found in the beginning and end of
marketing process. In marketing a large number of activities are performed. For easy
understanding these activities are divided in 4 groups for products and 7 groups for
services. These elements are product, price, Promotion, placement for products and
three additional elements for services are process, people and physical evidence. These
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2. OBJECTIVES OF STUDYING THE ORGANIZATION
As part of the marketing mix, promotion includes all activities that involve
communicating with the customer about the product and its benefits and features. Once
a company has worked on the product and price elements, it is time to start a
conversation with the consumer about the product. This includes raising awareness
through different mediums to increase sales, as well as to create and foster brand
loyalty.
 Enhancing Awareness
The primary objective was to create more awareness of various products of
Mahindra in the Bus segment and also to tell them about our cutting edge
innovation in Engine through CRD engine that has direct and measurable
impact on mileage and performance of the vehicle.
 Creating Interest
The aim here is to identify a need that the product fulfils and make sure that
the customer recognizes this need as something that is unfulfilled for them.
 Providing Information
Here the aim is to give necessary information regarding the product, its
benefits, features and usage to the consumer. Unique features and benefits
have to be explained. The new feature on the existing product has been
highlighted
 Stimulate Demand
The company seeks to enhance its sales through promotion. Because of the fall
in the sales than usual, the aim here is to get them back up to target level by re-
engaging old customers and encouraging new ones to try a product out. In
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other instances, the aim may be to increase sales further at certain40 times of the
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year such as near a major holiday. Free demonstrations or special deals may be
used to reach these ends.
 Differentiate product
As the company has many competitor in the market the unique features which
Mahindra buses offer has to be explained so that the product can be
differentiated with the other brands product. The focus here remains on those
features, functionalities or benefits that may not be offered by a competitor or
may not be offered so well.
 Reinforce the Brand
One basic aim of a promotional activity is to further strengthen the brand and
its place in the market. This helps turn a first time purchases into a life time
purchaser. This can also help create advocates for the product from within the
customer base.
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3. OVERVIEW OF THE ORGANIZATION

Mahindra Truck and Bus Division
Type Public
Industry Automotive
Headquarters Mumbai, Maharashtra, India
Area served India, Nepal, Sri Lanka
Key people Pawan Goenka (Director)
Products Commercial Vehicles
Number of 900 approx. (Mar-2014)
employees
Parent Mahindra & Mahindra
Website www.mahindratruckandbus.com
The Mahindra Group is an Indian multinational conglomerate headquartered at
Mahindra Towers in Mumbai, India, with operations in over 100 countries around the
globe. The group has a presence in aerospace, agribusiness, aftermarket, automotive,
components, construction equipment, defense, energy, farm equipment, finance and
insurance, industrial equipment, information technology, leisure and hospitality,
logistics, real estate, retail, and two wheelers. It is considered to be one of the most
reputable Indian industrial houses with market leadership in utility vehicles as well as
tractors in India
Mahindra & Mahindra was incorporated in 1945 by the brothers J.C. Mahindra and
K.C. Mahindra and Malik Ghulam Muhammad in Ludhiana, Punjab by the name
Mahindra & Muhammad to trade steel. Following the Partition of India in 1947, Malik
Ghulam Muhammad left the company and immigrated to Pakistan. In 1948,
K.C. Mahindra changed the company's name to Mahindra & Mahindra. Building on
their expertise in the steel industry, the Mahindra brothers began trading steel with UK
suppliers. They also won a contract to manufacture Willys Jeeps in India and began
producing them in 1947. By 1956, the company was listed on the Bombay
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Stock Exchange, and by 1969 the company had entered the world market as an
exporter of utility vehicles and spare parts. Like many Indian companies, Mahindra
responded to the restrictions of the License Raj by expanding into other industries.
Mahindra & Mahindra created a tractor division in 1982 and a tech division (now Tech
Mahindra) in 1986. It has continued to diversify its operations ever since through both
joint ventures and Greenfield investments
By 1994, the Group had become so diverse that it undertook a fundamental
reorganization, dividing into six Strategic Business Units: Automotive; Farm
Equipment; Infrastructure; Trade and Financial Services; Information Technology; and
Automotive Components (known internally as Systech). The new Managing Director,
Anand Mahindra, followed this reorganization with a new logo in 2000 and the
successful launch of the Mahindra Scorpio (a wholly indigenously designed vehicle)
in 2002. Together with an overhaul in production and manufacturing methods, these
changes helped make the company more competitive, and since then the Group's
reputation and revenues have risen noticeably. Currently, Mahindra & Mahindra is one
of the 20 largest companies in India In 2009; Forbes ranked Mahindra among the top
200 most reputable companies in the world.
In January 2011, the Mahindra Group launched a new corporate brand, Mahindra Rise,
to unify Mahindra's image across industries and geographies. The brand positions
Mahindra products and services as aspiration, supporting customers' ambitions to
'Rise.'
In April 2012, the Mahindra Group showed interest in purchasing the bankrupt
automobile company Saab, and actually placed several bids for Saab, though was
outbid by Saab's new owner National Electric Vehicle Sweden.
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Major business ventures
1. Aerospace
2. Aftermarket
3. Agribusiness
4. Automotive
5. Components
6. Consulting
7. Defence
8. Education
9. Energy
10. Hospitality
11. Industrial Equipment
12. Information Technology
13. Farm Equipment
14. Financial Services
15. Logistics
16. Luxury Boats
17. Real Estate
18. Retail
19. Sports
20. Defunct
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3.1. BRIEF HISTORY

Mahindra and Mahindra Limited
(M&M)
From humble beginnings to a global
presence, M&M journey has been
more than 65 years in the making.
Mahindra and Mahindra Limited (M&M) what began in 1945 as a Willy’s
Overland Jeep assembling setup has now grown to become one of the top 10
industrial houses and most trusted names in India. Mahindra and Mahindra 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 as the 10th most trusted brand in India, by The Brand Trust Report,
India Study 2014. 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, Toyota, Hyundai, Mercedes-Benz (Merc) and others.
Mahindra & 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 immigrated to Pakistan. The company changed its name to Mahindra &
Mahindra in 1948.It eventually saw business opportunity in expanding into
manufacturing and selling larger MUVs, starting with assembly under license of the
Willys Jeep in India. Soon established as the Jeep manufacturers of India, the
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Pioneer Institute of Professional Studies, Indore
company later commenced manufacturing light commercial vehicles (LCVs) and
agricultural tractors. Today, Mahindra & Mahindra is a key player in the utility vehicle
manufacturing and branding sectors in the Indian automobile industry with its flagship
Mahindra XUV500 and uses India's growing global market presence in both the
automotive and farming industries to push its products in other countries.
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
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 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 will make 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.
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Automobile Assembly Plants
 Bangalore, Karnataka, India
 Chakan, Maharashtra, India
 Haridwar, Uttarakhand, India
MAHINDRA TRUCK AND BUS DIVISION

Mahindra Truck and Bus Division, formerly called Mahindra Navistar Mahindra
International, is an Indian commercial vehicle manufacturer formed in 2005 from a
joint-venture between Navistar International (49%) of the United States and Indian
automobile maker Mahindra & Mahindra (51%).It has been demerged into Mahindra
& Mahindra ltd and became a separate division.
Mahindra Truck and Bus has rolled out the entire spectrum of commercial vehicles
in India. Ranging from 3500 kgs to 49000 kgs GVW/GCW, these vehicles aim at
establishing new standards of reliability, efficiency and customer centrism that are
previously unheard of in the commercial vehicle industry
Mahindra’s LCV range, currently consisting of the CRX trucks and Tourister i-
buses, has a presence across India. These vehicles have diverse applications. The
CRX range is used for moving industrial and household goods, used in infrastructure
development, etc. The Tourister i- series is being used by governments and in the IT,
education and transport sectors
Addressing the varied needs of people, Mahindra has been creating a strong customer
centric brand in the LCV segment. Mahindra occupy the premier position in the
school bus segment and the company has been ranked second in customer
satisfaction (by TNS – Truck Track). While working towards this, Mahindra has
become a leader in every category in which they offer products in
Truly, through the length and breadth of India, goods, people, and their needs and
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dreams, all move with Mahindra
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Mahindra Truck and Bus aims to be a change agent by encouraging youth to join the
transport industry and thereafter, by empowering them. We intend to equip the new
generation of the transport industry with new techniques to take their family business
to newer heights. The idea is to EMPOWER them with skills to improve current
operations as well as to deliver the knowledge for transforming the industry in the
long term. To meet these objectives, we have designed and pioneered a program called
‘MPOWER’, a management development program for Youth Transport Entrepreneurs.
To make sure that they are well prepared for the competitive industry and deliver
excellence at the same time, we have formed a partnership with Knowledge Partners
who have the reputation of being the very best in their respective areas - Indian
Institute of Management, Ahmadabad (IIM-A), Indian Maritime University (IMU) and
Anantara Solutions Pvt. Ltd
Mahindra Truck and Bus Division offer three category of product range tourister
buses, truck and special vehicles
 Tourister Buses: Mahindra offer three range of buses which are
1. Tourister Cosmo & 2.Tourister Excelo
Performance
 The Tourister Cosmo is powered by the superior CRDe engine that comes
with a proven efficiency. This powerful engine offers great acceleration and
tremendous pulling power for faster and more frequent trips. Moreover, the
Cosmo will be able to scale up even the steepest of slopes with absolute
ease.
 When it comes to maintenance, the Tourister Cosmo is like your ideal
business partner - saving you time and money. It is low on maintenance and
its spare parts are easily available.

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Reliability
 Tourister Cosmo is constructed using strong tubular body structure and a 20%
thicker chassis. The build quality is excellent owing to the sturdy aggregates
and high strength steel that is used for the construction. The superior axle
material ensures great durability and load carrying capacity. So when you
invest in a Tourister Cosmo, you can rest assured that you will get
outstanding performance for years to come
Comfort
 Cosmo’s spacious compartments, large windows and ergonomically designed
seats ensure maximum comfort for the passengers
Safety
 The Tourister Cosmo is constructed using a strong tubular structure that
makes it a really tough vehicle. Also the front and rear fascia are metallic,
adding to the strength of the Cosmo. These features itself makes the Cosmo
safe. However, to ensure the passengers feel absolutely secure it is also
packed with various safety features like full length foot step, anti-skid vinyl
flooring, padded hat rack, bigger windshield and two emergency exits. The 32
and 40 seater Cosmo buses are also equipped with air brakes.
Style
 Tourister Cosmo is designed to reflect the modern times. The Cosmo’s
exterior creates a great impression with its curved line design and attractive
front and rear fascia. While the bright and strikingly attractive interiors make
every journey a pleasant experience
3.Tourister Cosmo School Bus: Mahindra Cosmo school bus has the same CRD
engine which the regular Cosmo Bus has and all the specifications of the bus are
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same except the 23 RTO norms which a school bus must have, Mahindra Cosmo is
the only bus which comes installed with all the RTO norms for the school bus
from the manufacturing plant itself
3.2. NATURE OF THE ORGANIZATION
Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India and
is now a US $6.3 billion Indian multinational. It employs over 1,00,000 people across
the globe and enjoys a leadership position in utility vehicles, tractors and information
technology, with a significant and growing presence in financial services, tourism,
infrastructure development, trade and logistics. The Mahindra Group today is an
embodiment of global excellence and enjoys a strong corporate brand image.
Mahindra is the only Indian company among the top tractor brands in the world and
has made an entry in the two-wheeler segment, which will see the company emerge as
a full-range player with a presence in almost every segment of the automobile
industry.
The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the
leading global business and information technology services company, Satyam
Computer Services. The company is now known as Mahindra Satyam.
Mahindra is also one of the few Indian companies to receive an A+ GRI checked
rating for its first Sustainability Report for the year 2007-08.
Mahindra & Mahindra Limited is part of the Mahindra Group, an automotive, farm
equipment, financial services, trade and logistics, automotive components, after-
market, IT and infrastructure conglomerate The company was set up in 1945 in
Ludhiana as Mahindra & Mohammed. Later, after the partition of India, Ghulam
Muhammad returned to Pakistan and became that nation's first finance minister.
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Hence, the name was changed from Mahindra & Mohammed to Mahindra &
Mahindra in 1948.
Initially set up to manufacture general-purpose utility vehicles, Mahindra & Mahindra
(M&M) was first known for assembly under license of the iconic Willys Jeep in India.
The company later branched out into manufacture of light commercial vehicles
(LCVs) and agricultural tractors, rapidly growing from being a manufacturer of army
vehicles and tractors to an automobile major with a growing global market. At present,
M&M is the leader in the utility vehicle (UV) segment in India with its flagship UV,
the Scorpio (known as the Mahindra Goa in Italy). M&M is India's largest SUV
maker. It’s a public company and engaged in the automotive and farm equipment
industry.
Mahindra'sFarm Equipment Sector is the proud recipient of the Japan Quality Medal,
the only tractor company worldwide to be bestowed this honor. It also holds the
distinction of being the only tractor company worldwide to win the Deming Prize.
The US based Reputation Institute recently ranked Mahindra among the top 10 Indian
companies in its Global 200: The World's Best Corporate Reputations list
3.3. BUSINESS VOLUME

Mahindra & Mahindra grew from being a maker of army vehicles to a major
automobile and tractor manufacturer. It has acquired plants in China and the United
Kingdom, and has three assembly plants in the USA. M&M has partnerships with
international companies like Renault SA, France and International Truck and Engine
Corporation, USA.
M&M has a global presence and its products are exported to several countries. Its
global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc.,
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Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. 40
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M&M is one of the leading tractor brands in the world. It is also the largest
manufacturer of tractors in India with sustained market leadership of over 25 years. It
designs, develops, manufactures and markets tractors as well as farm implements.
Mahindra Tractors (China) Co. Ltd. manufactures tractors for the growing Chinese
market and is a hub for tractor exports to the USA and other nations. M&M has a
100% subsidiary, Mahindra USA, which assembles products for the American market.
M&M made its entry into the passenger car segment with the Logan in April 2007
under the Mahindra Renault joint venture. M&M will make its maiden entry into the
heavy trucks segment with Mahindra Navistar, the joint venture with International
Truck, USA.
M&M’s automotive division makes a wide range of vehicles including MUVs, LCVs
and three wheelers. It offers over 20 models including new generation multi-utility
vehicles like the Scorpio and the Bolero.
At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an
aggressive product expansion program that would see the launch of several new
platforms and vehicles over the next three years, including an entry-level SUV
designed to seat five passengers and powered by a small turbo diesel engine. True to
their word, Mahindra & Mahindra launched the Mahindra Xylo in January 2009, and
as of June 2009, the Xylo has sold over 15000 models.
Also in early 2008, Mahindra commenced its first overseas CKD operations with the
launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto
Group. This was soon followed by assembly facilities in Brazil. Vehicles assembled at
the plant in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pick-
up body styles as well as SUVs.
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3.4. PROFILE OF EMPLOYEES

Board of Directors:
Mr. A K Nanda, Executive Director
Mr. A S Ganguly, Director
Mr. Alan E Durante, Executive Director
Mr. Anand G Mahindra, Managing Director
Mr. Baldev R Gupta, Nominee Director
Mr. Bharat Doshi, Executive Director
Mr. Deepak S Parekh, Director
Mr. K J Davasia, Executive Director
Mr. Keshub Mahindra, Chairman / Chair

Person
Mr. Lewis W K Booth, Director
Mr. M M Murugappan, Director
Mr. Nadir B Godrej, Director
Mr. Narayanan Vaghul, Director
Mr. Philip G Spender, Alternate Director
Mr. R K Kulkarni, Director
Mr. R K Pitamber, Director
Mr. S K Bhatnagar, Director
Mr. Sanjiv A Kerkar, Nominee Director
Mr. Sanjiv Kapoor, Nominee Director
Table No-1: Company’s Directors
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Key
Executives:
S.N. Auditor’s Name Designation
1 Mr.Narayan Shankar Co. Secretary & Compl. Officer
2 Mr.Bharat Doshi Group Chief Financial Officer
3 Mr.Anjanikumar Choudhari President
4 Mr.Hemant Luthra President
5 Mr.Ulhas N Yargop President
6 Mr.A K Nanda President
7 Mr.Pawan Goenka President
8 Mr.Rajeev Dubey President
9 Mr.Anoop Mathur President
10 Mr.Uday Y Phadke President
Table No-2: Company’s Key Executives
3.5. PRODUCT LINES

Load Passenger
Type of GVW Vehicle MTB Presesnt (Y / GVW No of MTB Presesnt
Comme Type N) Category Seats (Y/N)
rcial
Vehicle
Small Commercial < 2.0 T Mini Truck No
Vehicles 2.0-3.5T PickUp No
3.5-6.0T Rigid Vehicle DI 3200, LOAD KING < 5.0 T >12 +D T 15
Light Commercial ZOOM, LOADKING
Vehicles ZOOMTIPPER
6.0-7.5T Rigid Vehicle No 5.0-7.5T >12 +D T 25
Intermediate 7.5 - 10.0 Rigid Vehicle No 7.5 -12 T >12 +D T32, T36 &
Commercial T T40
Vehicle 10.0 - 12.0 Rigid Vehicle No
T
Medium Commercial 12.0 - 16.2 Rigid Vehicle No 12.0 - 16.2 >12 +D
T T
16.2 - 25.0 Rigid Vehicle TRUXO 25, TORRO 25 > 16.2 T >12 +D
T
> 25.0 T Rigid Vehicle TRUXO 31, TORRO 31
16.2 - 26.4 Haulage No
Heavy Commercial T Tractor
Vehicle 26.4 - 35.2 Haulage TRACO 35
T Tractor
35.2 - 40.2 Haulage TRACO 40
T Tractor
T Tractor
T Tractor
> 49.0 T Haulage No Page 20 of
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4. ORGANIZATIONAL STRUCTURE
CEO Secretary
Anand Mahindra Narayan Shankar
Chairman of the Board CFO

Keshub Mahindra Bharat Doshi
Director Automotive Sector

A.Ganguly Pawan Goenka
Director Farm Equipment Sector

R.Kulkarni Pawan Goenka
Director Finance, Legal & Financial Services

Anupam Puri Uday Phadke
Director H. R., After-Market & Corporate Services

Naraynan Vaghul Rajeeve Dubey
Director Information Technology Sector

M.Murugappan Ulhas Yargop
Director Infrastructure Development Sector

Arun Dasgupta Sudhir Nair
Director Systems & Technologies Sector

Deepak Parekh S.P. Shukla
Director Trade, Retail & Logistics Sector

Nadir Godrej K. Venkat Raman
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4.1. MAIN OFFICES
Mahindra & Mahindra Limited is part of the Mahindra Group, an automotive, farm
equipment, financial services, trade and logistics, automotive components, after-
market, IT and infrastructure conglomerate.
Head Office:
5th floor, Mahindra Towers,
G.M. Bhosale Marg,
Worli, Mumbai : 400018
Registered Office:
Mahindra & Mahindra Limited
Gateway Building,
Apollo Bunder,
Mumbai - 400 001.
Contact Information:
Phone: (022) 24975176
Fax: (022) 2490 0830
Website:
http://www.mahindra.co
m
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2. MARKETING OPERATIONS
The role of operations management was originally applied only to manufacturing
processes and systems. With the proliferation of marketing automation tools and
increased pressure from the C-Suite to prove the value of Marketing, marketing ops
management is gaining traction; for all but the smallest organizations, it is now a "must
have."
Companies were beginning to explore adding marketing ops to the marketing function
to help ensure that systems, processes, and tools were in place to support marketing
performance measurement and management.
The role of Marketing Ops now includes the following (in no particular order):
 Performance measurement and reporting
 Campaign analysis and reporting
 Technology and automation and pipeline management
 Budgeting and planning; financial governance and reporting
 Data management
 Workflow process development and documentation
 Project management
 Strategic planning
 Organization benchmarking and assessments
 Customer, market, competitive intelligence, research, and insights
 Analytics and predictive modeling
 Talent and skills development
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5. STRUCTURE OF THE MARKETING DEPARTMENT
MD (truck & Bus)

Mr.Nalin Mehta
Area Manager (MP)

(Mr. Arun
Agrawal)
App. by Mahindra
LCV/ SUV
DSM-Indore LCV DSM-Indore LCV

(Mr. Nigam) (Mr. R. Gaba)
App. by Sagar Auto App. by Mahindra
Mo
DSE DSE DSE DSE

DSE
(Mr.Shri Mr.Nitesh Mr. Sunil Mr. Sunil Trainees
Mr. Pankaj
kumar Mali) Gaur Verma rajput
6. FUNCTIONS OF THE MARKETING DEPARTMENT
1. Focus on the Customer
2. Monitor the Competition
3. Own the Brand.
4. Find & Direct Outside Vendors.
5. Create New Ideas.
6. Communicate Internally.
7. Manage a Budget.
8. Understand the ROI.
9. Set the Strategy, Plan the Attack, and Execute.

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6.1. MARKETING STRATEGY, SALES PROMOTION & SELLING
PROCESS CARRIED OUT BY SAGAR MOTORS:-
Before going to promotion strategy the company must take
decisions on the total promotion budget and choice of the promotional tools to be
used one of the most difficult marketing decisions facing companies is to work out
on how much to spend on promotion.
ADVERTISEMENT TOOLS:-
 Banners and Posters.
 Printing and calendars.
 Catalogue advertising.
 Window display.
 Pamphlets advertising.
 Construction of circles.
 Gift bags/ carry bags.
 Anniversary functions.
 News Papers.
 Wall Paintings.
Sales Promotion:-
 Good communication system and customer relations

service.
 Gifts to loyal customers.
 Offering gift with the product (LIVE).
 Free service coupon warranty.

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 Fuel check up camp.
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Selling Process:-
The selling process is an important aspect of ever organization.
Sales operations carried by Mahindra tractors.
 Telephonic Enquiry.
 Walk in customer.
 Sales experience.
 Showroom demonstration.
 Test drive.
 Vehicle delivery.
6.2 PRODUCT PLANNING, DEVELOPMENT & MANAGEMENT
We constantly strive to build products with a lighter environmental impact. Our R&D
teams are currently pursuing technology to enable full hybrid vehicles, micro-hybrid
models, bio fuel variants, more advanced electric cars, hydrogen combustion engines,
and the use of recyclable materials.
For example, we are the first company to introduce micro-hybrid technology in the
light commercial vehicle (LCV) segment with our Bolero Maxi-Truck. The micro
hybrid variant now accounts more than 30% of Bolero Maxi-Truck sales and
Mahindra Reva is pushing the technology of electric cars, with the largest deployed
fleet in the world.
Mahindra and Mahindra deal with farm equipment, utility vehicles and commercial
vehicles. Its portfolio includes a wide range of products that comprises heavy trucks,
light trucks, two wheelers, SUV’s, tractors and school buses. Mahindra has also built
military vehicles and its Willys jeep was used for transportation in World War II. The
esteemed company has also entered into partnership deal with Renault S.A and its
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3.PRICE IN THE MARKETING MIX OF MAHINDRA AND

MAHINDRA
The pricing policy of Mahindra and Mahindra is dependent upon various factors that
determine the sales price of the vehicles. The costs incurred at every stage includes
manufacturing to assembling the parts and making them a whole product and the costs
to reach the product to the consumer. The company has infiltrated in every corner of
the country with products that are reasonably priced and show quality.
The company follows the policy of both the premium pricing and the flexible pricing
to grasp the maximum consumer value. The rates of all its products are very
competitive, as it has taken a lot of market research as well as the cost factors and the
competitor’s rates to arrive at a particular sales price. In order to cater to the whims of
every section of the masses they have launched products with different prices that are
suitable for different sections. These noticeable changes are consciously taken
decisions with appropriate prices to balance their portfolio and garner more customers.
4. DISTRIBUTION STRATEGY
In India, its plants are located in Bangalore, Chakan and Nasik in Maharashtra,
Haridwar in Uttarakhand.
Its manufacturing facilities are distributed and spread over a large area of
500,000sq.meters. The company’s infrastructure includes 30 offices for sales, 500
dealers, 600 stock points, 500 service points and all these are connected by an all-
encompassing IT structure. It has opened various showrooms all over the country that
have experienced and qualified salesperson with a distinctive market knowledge. The
offices are well-furnished and spare parts, equipment, services are available to the
customers at one go.
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Distribution Strategy - Serve less markets at a time but serve them well
Since the Scorpio was targeted at an urban clientele it needed a stronger distribution
presence in Metros and urban areas. Hence, the distribution channel had to focus on
providing an appealing experience for modern car buyers and on offering international
standards of auto retail.
Phased Launch
The Scorpio was launched in a phased manner - first in Metros Mumbai, Delhi,
Bangalore and Chennai. Twenty cities were included over a period of 4 months and
within a year 50 cities were covered. This ensured attention to main markets and to
ensure that initial production of the vehicle could match demand. Dealerships were
revamped prior to launch in a particular city.
Showroom Experience
The showroom revamp was centered around the intention to provide a uniform
customer experience at all the touch points and to provide the customer with a unique
“experience” and not just a “product”. Therefore the back office would remain outside
he customer’s line of vision because the customer would be concerned with the
product and not with the paperwork.
Infrastructure
Thirty-five showrooms across the country were redone entirely with the same look
and identity and a décor built around movement, technology and sportiness. The
theme focused on giving the customer a memorable experience.
Response - The strategy delivered
Volumes and Market Shares: Scorpio achieved its targets on market share and achieved
a volume of 12000 vehicles in the first 9 months of its launch. Image: Scorpio
advertising had a very high recall for the Mahindra brand (ExhibitPage3)28as
of well
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as for the product (Exhibit 4). Apart from this, advertising actually positioned Scorpio
as a powerful vehicle with a sporty look, solidly built with good cargo capacity
amongst the premium car consumers and sports utility vehicle consumers.
Overall response to the Scorpio was stupendous. The product was well received across
the country and got rave reviews across media. More importantly the product and the
strategy delivered in terms of the various objectives set before launch. Footfalls in the
showrooms had been massive and demand had far exceeded supply of vehicles with a
waiting period of three months.
6.5 PROMOTIONAL STRATEGY
Mahindra and Mahindra have taken various steps in order to promote their vehicles
throughout the world. It has decided to use the visual media and the print media fully
so that the people become aware of its potential and products. Advertisements
featuring attractive models with its products have been handled gracefully so that
Mahindra and Mahindra becomes a household name.
In 2011, Mahindra launched Kareena kapoor Khan, the famous actor, as its brand
ambassador for Mahindra two wheeler’s advertisements where she asks the consumers
to buy a two-wheeler as INR 1500 of petrol was being supplied free with it. This
highly entertaining and engaging campaign shows a peppy and charming Kareena
enjoying her ride. Advertisements have been placed in newspapers and various
magazines as well as television and internet.
Under additional activities for sales promotion, it has organized exhibition where
catalogues are distributed and contests are held. The company has also implemented
different programs where they have rewarded the best talent in the industry in terms of
cash and job offers. These have also proved to be a good promotional and beneficial
move. Page 29 of
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Advertising and Promotions Strategy
The creative strategy was to drive home the ‘Car Plus’ positioning forward. There was
a need to leverage on product strengths. And a need to establish car plus story. Hence
the product was to be the hero in all communications The tone and manner was to help
associate the brand with the modern and urban lifestyle. The TVCs as well as the press
still-shots were shot in Australia to provide an international city feel. This brought in
the international, premium, up-market association for the brand.
Media Strategy
Role of Media
*Dramatic and high impact launch
* High visibility
* Push brand image even by the media vehicle
Building impact through multiple-media
* PR, Mass Media, Direct Marketing, Events
Public Relations
Pre-launch excitement and buzz was created by a full blown PR program. Media
coverage on the IDAM process, the people behind the Scorpio, the obsession, the
world class technology, etc set the tone for the hyped up launch. PR was also the first
tool used for launching the Scorpio. The coverage of the launch was massive. It got
four cover stories
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Mass Media
‘While the media targets would be achieved through the right selection of the media
mix, the Scorpio media posture was to ensure that Scorpio was present on the decided
media but ‘with a difference.’ Scorpio would use media innovations to create
differentiation on the traditional media and do things in a ‘bigger and better’ manner.
Customer Relationship Management (CRM)
CRM as a tool was used to create positive word-of-mouth, to monitor customer
experiences and generate referrals. A series of CRM activities were implemented with
regular direct communication, events and customer research. The CRM plan included a
welcome Pack on filling up Scorpio Club (Top Gear) form, satisfaction surveys,
Events, Festive offers, Rewards Program, etc.
7. CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS

RELATING TO PRACTICAL EXPERIENCES I.E. RELATE THE
THEORETICAL CONCEPTS YOUR PRACTICAL
WITH EXPERIENCE DURINGINTERNSHIP WITH
MARKETING
YOUR DEPARTMENT THE
Marketing is a widely used term to describe the communication between a company
and the consumer audience that aims to increase the value of the company or its
merchandise or, at its simplest, raises the profile of the company and its products in the
public mind. The purpose of marketing is to induce behavioral change in the receptive
audience. The American Marketing Association most recently defined Marketing as
"the activity, set of institutions, and processes for creating, communicating, delivering,
and exchanging offerings that have value for customers, clients, partners, and society
at large."
The techniques used in marketing include choosing target markets through market
analysis and market segmentation, as well as understanding methods of influence on
the consumer behavior.

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From a societal point of view, marketing provides the link between a society's material
requirements and its economic patterns of response. This way marketing satisfies these
needs and wants through the development of exchange processes and the building of
long-term relationships.
Analysis:-
After World War II, the variety of products increased and hard selling no longer could
be relied upon to generate sales. With increased discretionary income, customers could
afford to be selective and buy only those products that precisely met their changing
needs, and these needs were not immediately obvious. The key questions became:
 What do customers want?
 Can we develop it while they still want it?
 How can we keep our customers satisfied?
In response to these discerning customers, firms began to adopt the marketing concept,
which involves:
 Focusing on customer needs before developing the product
 Aligning all functions of the company to focus on those needs
 Realizing a profit by successfully satisfying customer needs over the long-
term
When firms first began to adopt the marketing concept, they typically set up separate
marketing departments whose objective it was to satisfy customer needs. In order to
satisfy customers needs Mahindra is foremost company who develop its CRDe engine
since 2006.
Bharat Stage emission standards, introduced in 2000, are emission standards that have
been set up the Central government to regulate the output of air pollutants from
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internal combustion engine equipment, including motor vehicles. The different norms
are brought into force in accordance with the timeline and standards set up by the
Central Pollution Control Board which comes under the Ministry of Environment and
Forests and Climate Change.
The Bharat Stage norms are based on European regulations. In 13 major cities, Bharat
Stage IV emission standards were put in place in April 2010. BS-IV norms were
supposed to come into effect nationwide from April 2017.
Mahindra adopted social marketing concept which would be really helpful to society
to reduce pollution. So my point of view there was no different between theoretical
concept and practical experience.
7.1 SUCCESS AND FAILURE OF DIFFERENT PRODUCTS OF

THE ORGANIZATION IN THE MARKET ALONG WITH
REASONS
Mahindra and Mahindra deal with farm equipment, utility vehicles and commercial
vehicles. Its portfolio includes a wide range of products that comprises heavy trucks,
light trucks, two wheelers, SUV’s, tractors and school buses. Mahindra has also built
military vehicles and its Willys jeep was used for transportation in World War II.
It’s almost all products have got success in market because Mahindra is working on
future demand of market & according to Governments rules & Regulations. That’s
why Mahindra brought CRDe (Common rail direct fuel injection Engine) in 2008 and he
started working on BS IV (Bhart Stage IV) which is going to be implemented by
government of India from April 2017.
Only school van Mahindra Maximo had got Negative Response from customer
especially from School Van which really spoil the brand Image of Mahindra. Because
when Mahindra launch World’s first mini-truck to be powered by 2-cylinder C2 CRDe
engine with DOHC technology and 4 valves per cylinder in 2010, Page
Mahindra
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was fail to explain its technology to customer properly. So customer having Maximo
still facing alots of maintenance problem & they were complaining about it and
Mahindra somehow lost the trust of customers.
7.2 MAJOR COMPETITORS OF THE ORGANIZATION
Commercial Vehicle Players in India

In the domestic market, Tata Motors sold 290,437 units in 2015 compared to
286,735 units in 2014 to post just 1.29 percent year on year growth.
Mahindra & Mahindra, as a result of its outstanding performance in the small
commercial vehicle and pick-up segment, has become the second largest player with a
market share of 24 percent in the overall CV segment. During CY2015, the company
sold a total of 158,588 units against 160,042 units in 2014.
Ashok Leyland, which sold 117,751 units in 2015 as compared to 83,834 units in
2014, recorded strong 40 percent growth. During CY15 the company has registered
tremendous double-digit growth in the Medium and Heavy commercial segment
(M&HCV).
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VE Commercial vehicle increased its sales by 18 percent, selling 40,411 units.
Clearly, the Eicher Pro Series of trucks is given a new fillip to the company's sales.
Force Motors registered 12 percent growth, selling 22,419 units against 19,990 units
in 2014.
While most CV manufacturers saw sales growth in 2015, Piaggio Motors and AMW
Motors saw their sales decline by 21 percent and 55 percent respectively. They will be
looking to re-invent their growth strategy in 2016.
7.3 FUTURE PROSPECTS OF THE ORGANIZATION
Mahindra and Mahindra have rolled out the 15,000th truck from its Pune plant. With
this, it plans to refurbish its heavy vehicle business. In addition to this, the company
also aims to invest Rs 700 crore to expand its light and intermediate commercial
vehicle segment. This will enable the automaker to become a full-range player in the
Indian auto market.
"The CV industry has seen an upturn over the last few quarters which is a good sign.
At Mahindra, we have been steadily growing and are taking aggressive steps to
become a full range player," Rajan Wadhera, president and chief executive of Truck &
power train & head of Mahindra Research Valley, Mahindra & Mahindra told The
Economic Times.
The company has also aspires to expand its network to 80 3S dealership from 66
currently, 173 authorized service centers from 93, 2516 roadside assistance service
points and a retail spares network of 2,000 outlets.
In FY-15, Mahindra & Mahindra posted a growth of over 50% by selling over 3500
units. The good performance is continuing in FY-16 as well.
The market of medium and heavy trucks has grown by 23%, wherein Mahindra
Trucks and Buses has managed to outpace the market with a growth of 32.33% in the
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first quarter by selling over 1000 units. The company's sales in the light commercial
vehicle space have, however, have declined slightly by 2% with sales 1429 units in the
first quarter.
The Indian automaker has crossed a sales milestone of 1.25 lakh units of light
commercial vehicles on Indian roads as well.
Nalin Mehta, chief executive officer & MD, Mahindra Truck and Bus Division,
Mahindra & Mahindra Ltd. told the financial daily that out of the 6,000 customers
using Mahindra's trucks in various applications across the country, 30% of them have
opted for repeat purchase.
8. SHORT-FALLS/WEAKNESSES OF THE MARKETING

DEPARTMENT
Since TATA & EICHER is the leader of Passenger Commercial Vehicle Segment &
Mahindra is new in this segment so it is struggling to gain foothold in highly
competitive market.
The marketing department of Indore district was fails to generate brand recognition of
Mahindra in Bus segment. Advertising campaign was ineffective that’s why many
customers were asking “When did the Mahindra launch the Bus?” They are not aware
about the bus segment of Mahindra.
Mahindra is working on BS IV with CRDe technology but customers are not aware or
we can say marketing department was unable to put in the mind of what is BS IV and
advantage of CRDe technology.
Mahindra is working on BS IV with CRDe technology which is comparatively costly
than normal Diesel engine and since it is an electronic engine so maintenance cost will
also comparatively high. The major problem is that the bus Mechanics available in the
market, they also not aware about CRDe technology so if any customer has any
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issue he has to wait until certified mechanic came or he has to go to service center
only.
8.1 CRITICAL ANALYSIS OF THE MANAGEMENT PATTERNS

OF THE ORGANIZATION WITH REFERENCE TO MARKETING
OPERATIONS, WEAK AREAS WHICH NEED TO BE
IMPROVED.
There are three segments in Mahindra SUV, LCV & Tipper and there is separate
Marketing Team for each segment. Since there is incentive on each sale of vehicle to
the person who generate the inquiry of requirement. This practice Motivate the
employees for larger sell but there is problem in this type of motivation; Like the
person of Truck & Bus division got information that one customer requires VAN, he
thinks that VAN is not come under his segment & he will not beneficial for the
incentives so he didn’t pass the information to concern segment. So this area should be
improved. Company should use integrated marketing system.
Strategic planning should be made to aware the people about Brand’s product line,
Pricing, technology, Government rules & Regulations which are going to implement in
future because I saw in SIP that many customer was not aware about the Mahindra
buses, advantages of CRDe technology and government norm (BS IV) which is going
to be applicable from April 2017.
Promotion Campaign should be organized and analyzed carefully to know its
effectiveness.
Mahindra should organize the Campaign to provide technical training about CRDe to
local Vehicle Mechanic so that Customers could get instant service when they needed
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9. CONCLUSIONS & RECOMMENDATIONS FOR
IMPROVEMENT
The attempt at changing mind-sets was divided up into two challenges. The first to
move negative perceptions to neutral and the second to move neutral perceptions to
positive. An integrated press and public relations plan was devised and rolled out to
address the first challenge and communicate the changed company and product to the
audience. Factory visits, meetings and interviews with designers and engineers, motor
shows, sponsorships, displays at public arenas and well planned advertisement
campaigns were part of this strategy. These efforts helped reduce the strong negative
image and create the basis for further shift towards a positive image.
In attempting to address the second challenge, the company needed to encourage
consumers to think about buying the product. This is not possible only through
advertising for example, but needs a focus on building up the brand and what it stands
for. This was done by emphasizing Mahindra’s brand values through cars that were
practical, reliable, functional and robust. This was also reiterated through a focus on
quality and value for money for the customer among other things.
Mahindra should withdraw Maximo Van from Market or should provide economic
replacement with new modified Maximo so that existing customer of Mahindra
product could be satisfied. These efforts helped reduce the strong negative image of
Mahindra and create the basis for further shift towards a positive image.
Mahindra Company has to implement good customer relationship management
strategy that enhances customer satisfaction level. The company can for the undertake
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R&D to improve the existing feature which field help increase in the customer
satisfaction. The company should promote about the entire feature offered by it.
As majority of the respondents are satisfied with the safety and comfort feature of
Mahindra Cosmo, 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.
As such, Mahindra should focus on the aspects, which will enhance the customer
satisfaction and thus the market share.
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REFERENCES & SOURCES USED

 Company’s Manual
 R.M.Lala, The Romance of ,
 John Bramham, Manpower Planning,
 Bernard Ungerson, Recruiting & Selecting Personnel,
 M Pearn& R Kandola, Job Analysis,
 www.Mahindra Truck And Bus Division.com
 business.outlookindia.com
 Marketing Management by Philip Kotler
 www.autocarpro.in/analysis.../india-sales-analysis-cy2015-
commercial-vehicles-10313.
 http://www.marketingprofs.com/articles/2014/25875/marketing-ops-
is-now-a-must-have-the-six-as-of-marketing-performance-
management#ixzz49y2gaC00
 http://www.businessinsider.in/Mahindra-and-Mahindra-plans-to-
expand-its-vehicle-market/articleshow/48684287.cms
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INTERNSHIP REPORT ON ROLE OF SALES

AND MARKETING IN MAHINDRA MOTORS

SUBMITTED TO, SUBMITTED BY-

positioning, addressing competitor actions and rebranding

is called marketing and it is an important function. Marketing is the performance of

2. OBJECTIVES OF STUDYING THE ORGANIZATION

The primary objective was to create more awareness of various products of

impact on mileage and performance of the vehicle.

used to reach these ends.

Mahindra buses offer has to be explained so that the product can be

features, functionalities or benefits that may not be offered by a competitor or

may not be offered so well.

 Reinforce the Brand

3. OVERVIEW OF THE ORGANIZATION

globe. The group has a presence in aerospace, agribusiness, aftermarket, automotive,

components, construction equipment, defense, energy, farm equipment, finance and

insurance, industrial equipment, information technology, leisure and hospitality,

Ghulam Muhammad left the company and immigrated to Pakistan. In 1948,

joint ventures and Greenfield investments

By 1994, the Group had become so diverse that it undertook a fundamental

reorganization, dividing into six Strategic Business Units: Automotive; Farm

Equipment; Infrastructure; Trade and Financial Services; Information Technology; and

Automotive Components (known internally as Systech). The new Managing Director,

successful launch of the Mahindra Scorpio (a wholly indigenously designed vehicle)

in 2002. Together with an overhaul in production and manufacturing methods, these

200 most reputable companies in the world.

Mahindra products and services as aspiration, supporting customers' ambitions to

outbid by Saab's new owner National Electric Vehicle Sweden.

Major business ventures

11. Industrial Equipment

12. Information Technology

13. Farm Equipment

14. Financial Services

16. Luxury Boats

17. Real Estate

3.1. BRIEF HISTORY

From humble beginnings to a global

presence, M&M journey has been

more than 65 years in the making.

Mahindra and Mahindra Limited (M&M) what began in 1945 as a Willy’s

Indian multinational automobile manufacturing corporation headquartered in Mumbai,

Maharashtra, India. It is one of the largest vehicle manufacturers by production in

Group, an Indian conglomerate.

India 500 in 2011.

Leyland, Toyota, Hyundai, Mercedes-Benz (Merc) and others.

Mahindra in 1948.It eventually saw business opportunity in expanding into

company later commenced manufacturing light commercial vehicles (LCVs) and

automotive and farming industries to push its products in other countries.

with foreign companies like Renault SA, France.

Mahindra South Africa and Mahindra (China) Tractor Co. Ltd.

with International Truck, USA.

wheelers. It manufactures over 20 models of cars including larger, multi-utility

called Ford India Private Limited to build passenger cars.

Automobile Assembly Plants

 Bangalore, Karnataka, India

 Chakan, Maharashtra, India

 Haridwar, Uttarakhand, India

MAHINDRA TRUCK AND BUS DIVISION

International, is an Indian commercial vehicle manufacturer formed in 2005 from a

& Mahindra ltd and became a separate division.

previously unheard of in the commercial vehicle industry

education and transport sectors

become a leader in every category in which they offer products in