Escolar Documentos
Profissional Documentos
Cultura Documentos
Submitted by:
Anand Singh Tomar
DM17B04
1
PGDM - 2
Table of Contents
Sector Information ........................................................................................................................................................3
Industry size and its contribution to the GDP of India ............................................................................................4
Historical Growth/ De-growth Pattern of the sector observed in the previous years ...........................................6
Porters Five Forces Model of Mahindra..................................................................................................................7
Company Information ...................................................................................................................................................9
SWOT Analysis of Mahindra ...................................................................................................................................12
Product/Services Profile & Target Market Product/Services offered by Mahindra ..........................................13
Competitor Analysis of Mahindra ..........................................................................................................................27
Most Recent Mahindra News:................................................................................................................................28
Marketing ....................................................................................................................................................................29
SWOT Analysis of Mahindra Scorpio......................................................................................................................29
Marketing Mix of Mahindra Scorpio ......................................................................................................................30
STP of Mahindra Scorpio ........................................................................................................................................34
Product Life Cycle of Mahindra Scorpio .................................................................................................................35
Business Finance .........................................................................................................................................................36
Statement of Profit and Loss for the year ended 31st March, 2017 .....................................................................36
Mahindra Common size and Comparative statement ..........................................................................................38
Gross Profit and Net Margin of Mahindra .............................................................................................................39
Working Capital for the year ..................................................................................................................................39
Debt/Equity ratio of Mahindra ..............................................................................................................................40
Direct and indirect costs of Mahindra ...................................................................................................................40
Fixed assets added during the year........................................................................................................................40
Human Resource Management ..................................................................................................................................41
Organization Structure ...........................................................................................................................................41
Skill sets require in Mahindra ................................................................................................................................43
JDs and Job Specifications posted by Mahindra on online-job portals ................................................................44
Recruitment Sources of Mahindra .........................................................................................................................49
Selection Process ....................................................................................................................................................50
Induction Program ..................................................................................................................................................50
Types of training provided in Mahindra ................................................................................................................51
Performance Appraisal Model of Mahindra ..........................................................................................................52
Employee Benefits provided by Mahindra ............................................................................................................55
Career Planning at Mahindra .................................................................................................................................56
Organization Culture at Mahindra (As per Employees review) ...........................................................................57
Bibliography/References ............................................................................................................................................58
2
Sector Informationi
The Indian automobile sector is one of the largest in the world. It is 3rd largest automobile industry. It has
strong market in terms of both, the domestic demand and exports. India automobile sector is the 7th largest
manufacturer of commercial vehicles. India is the only country among top seven car markets globally to
achieve double digit growth rate of 11 per cent during Jan-May 2017. India automobile exports to grow at
a CAGR of 3.05 per cent during 2016-2026. Automobile sector split into four segments, each having few
market leaders.
The automotive manufacturing industry comprises the production of:
Commercial vehicles that are light and heavy vehicles.
Passenger cars which include passenger cars, utility vehicles and multi purpose vehicles.
Three-wheelers that are passenger carriers and good carriers.
Two-wheelers which comprise of mopeds, scooters, motorcycles and electric two wheelers.
The automobile industry is one of the key drivers that boosts the economic growth of the country. Since the
de-licensing of the sector in 1991 and the subsequent opening up of 100 percent FDI through automatic
route, Indian automobile sector has come a long way. Today, almost every global auto major has set up
facilities in India. Indian automobiles sector produced 25 million automobiles in FY17.
3
The world standing for the Indian automobile sector, as per the Association of the Indian industry is as
follows:
200000
150000
93323.76 85176.22
100000 74842.38
50000 32783.39
0
Maruti Suzuki Bajaj Auto Mahindra & Hero Motor TVS Motor
Mahindra
The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the
country's Gross Domestic Product (GDP). The Two Wheelers segment with 81 per cent market share is the
leader of the Indian Automobile market owing to a growing middle class and a young population. Moreover,
the growing interest of the companies in exploring the rural markets further aided the growth of the sector.
The overall Passenger Vehicle (PV) segment has 13 per cent market share.
4
Contribution to Growth
Mature
7%
Emerging
Emerging Mature
93%
India is also a prominent auto exporter and has strong export growth expectations for the near future. In
April-March 2016, overall automobile exports grew by 1.91 per cent. PV, Commercial Vehicles (CV), and
Two Wheelers (2W) registered a growth of 5.24 per cent, 16.97 per cent, and 0.97 per cent respectively in
April-March 2016 over April-March 2015. In addition, several initiatives by the Government of India and
the major automobile players in the Indian market are expected to make India a leader in the 2W and Four
Wheeler (4W) market in the world by 2020.
15
10
0
2012 2013 2014 2015 2016 2017
5
Historical Growth/ De-growth Pattern of the sector observed in the previous years
2016-2017 7.1
2015-16 7.9
2014-15 7.2
2013-14 6.6
2012-13 5.6
0 1 2 3 4 5 6 7 8
Growth %
Indias economy grew faster in 2015-16 than earlier estimated, which could result in slower growth in the
current fiscal because of a higher base. Indias gross domestic product (GDP) grew 7.9% in 2015-16 against
an earlier estimation of 7.6%. Indias economic growth decelerated to 7.1% in 2016-17 based on the 7.6%
estimate for the previous year, chiefly because of an industrial slowdown. However, it did not take into
account the possible impact of demonetization.
At present, the contribution of automotive industry to overall Indian GDP has only reached 7.1 percent,
instead of 10 percent set in AMP (Automotive mission plan) 2016.
6
Overall Performance of Automobile Sector in FY16
The annual production target of 4.1 million passenger vehicles was missed by 18 percent and reached only
3.4 million. The annual production target of 0.89 million commercial vehicles was missed by 12 percent
and reached only 0.78 million. The annual production target of 4.1 million passenger vehicles was missed
by 18 percent and reached only 0.78 million. The annual production target of 0.97 million three wheelers
was missed by 4 percent and reached only 0.93 million. The annual production target of 32.6 million two
wheelers was missed by 42 percent and reached only 18.8 million. At the peak, the industry was nearly
26% ahead of the projections. But the start of decline in market sentiments soon after, which continued till
the end, has made all the automakers' plans go irrational.
India is also a prominent auto exporter and has strong export growth expectations for the near future. In
April-March 2016, overall automobile exports grew by 1.91 per cent. PV, Commercial Vehicles (CV), and
Two Wheelers (2W) registered a growth of 5.24 per cent, 16.97 per cent, and 0.97 per cent respectively in
April-March 2016 over April-March 2015. In addition, several initiatives by the Government of India and
the major automobile players in the Indian market are expected to make India a leader in the 2W and Four
Wheeler (4W) market in the world by 2020.
The automotive industry globally is a multi-billion-dollar industry, though it is extremely competitive, with
many large players trying to leverage their competitive advantages to gain majority or complete market
share. Industry environmental factors play an increasingly important role and so automobile
manufacturers cannot rely on just safety and reliability to stay competitive, especially given the maturity
of this industry. Porter's Five Forces, also known as P5F, is a way of examining the attractiveness of an
industry. It does so by looking at five forces which act on that industry. These forces are determinants of
that industry's profitability.
7
1. The threat of new entrants
In most markets, the capital and expertise needed to setup an auto or parts manufacturing facility, would be
a great enough barrier to entry to prevent many new entrants from setting up. However, given India's
incredible growth forecasts, infrastructure progress (especially new and better roads), and ever-expanding
financing options to rural residents, the market is attractive.
As such, we expect the threat of new entrants to be high because of the brand equity and capital intensive
nature of the business.
2. The bargaining power of buyers/customers
Buyers in India have a wide variety of choice. In a market, like India there is lot of bargaining power
available to the customers as there are variety of products available in the same range, by different
manufacturers. There are more than 20 foreign manufacturers selling in India (including ultra-high-end
such as Rolls-Royce and Lamborghini). Of course there are also a surplus of incredibly cheap choices, like
the famous Tata Nano.
3. The threat of substitute products
India is famous for its two-wheelers (bikes and mopeds) and three-wheelers. These are very real and
obvious threats to auto manufacturers. The threat from substitute products continues to be low, with public
transportation being under developed even in cities.
It is likely that the suppliers to the manufacturers have considerable bargaining power. They are not held
ransom by one single manufacturer as they can market their products to any of the others in India.
Bargaining power of suppliers is low as most of the auto component manufacturers are specialized in some
segments related to only one client.
8
Company Informationii
Mahindra & Mahindra Ltd is an India based company. They are federation of many companies, but they
are one brand. Mahindra articulates that every day is perfect day to put yourself out there to chase the
impossible and accomplish what is great. Mahindra enables people to rise their goals, dreams, ambition,
hope, aspiration, potential & challenges. Mahindra is a global, innovation-led, federation of companies that
provides a wide range of products, services and possibilities to people everywhere.
Their story began in 1945 with two men JC and KC Mahindra on a mission.
The mission driven by the core idea that people will succeed if given an opportunity was to bring the
iconic Jeep onto Indian roads.
In the 7 decades many things happened, but they are still driven by their core idea. They have made this
idea their driving purpose to use resources innovatively, they challenge conventional thinking & to enable
people to rise. Rise gives up meaning and purpose, it instills ambition & attitude, so that they can achieve
whatever they set in their minds to be a globally admired brand.
Today they have:
200,000+ employees
$19 Billion
100+ Countries
22 Industries
11 Sectors
9
Mahindra 11 sectors are:
Agri Farm
Aerospace Aftermarket Automotive
Business Equipment
Financial Information
Hospitality Partners Real Estate
Services Technology
Two
wheelers
Construction
Clean Energy Components Consulting Defence
Equipment
Farm Financial
Food Fruit Hospitality
Equipment Services
Steel Two-Wheelers
Indias 1 UV maker
WORLDS LARGEST TRACTOR BRAND BY VOL
LARGEST NBFC IN RURAL & SEMI-URBAN INDIA
TOP 5 IT SERVICE PROVIDER FROM INDIA
INDIAS #1 VACATION OWNERSHIP COMPANY
INDIAS LARGEST PRE-OWNED CAR COMPANY
10
Mahindra innovation focus areas are:
Design
Green Solutions
Accessible innovations
Mobility
Farm technology
Smart Cities
Information Technology
Creating world class properties, Mahindra is a global group earning more than 40% revenue outside India,
selling vehicles & tractors in 90+ countries, creating business presence in 106 countries, with 34
manufacturing facilities around the world. Mahindra is growing rapidly with a growth rate of 10% through
there people, community, governance & sustainability.
Mahindra is focused on 6 key opportunities:
Mahindra
Headquarters Mumbai
11
SWOT Analysis of Mahindra
Strength of Mahindra:
Market leader in multiple automotive segments: Mahindra & Mahindra has leading market share
in a tractor as well as in the utility vehicles segment. Also, the company has strong market share in
the commercial vehicle as well as passenger vehicle segment. Strong market share provides a
competitive advantage to the company and allows the company to focus on innovation.
Strong Research & Development (R&D): M&M has a highly focused R&D department
constantly focusing on developing new products and technologies. M&M majorly focuses on Value
addition and Value engineering (VAVE) approach, designing modularity, use of alternate materials
etc.
Excellent products according to Indian road conditions: Mahindra & Mahindras SUVs are
suited perfectly to Indian road conditions especially, Mahindra Scorpio which has been an
outstanding performer for many years.
Low after sale cost: M&M has a competitive advantage on after sale cost since it is lower than the
industry average and also have high availability of spare parts to different parts of the country.
Weaknesses of Mahindra:
Geographic dependence: M&M is depended for the majority of its revenue (over 60%) from India,
which would affect its business in case of any economic slowdown or high inflation.
Overdependence on Automotive industry: M&Ms major part of revenues come from its
automotive business which makes it vulnerable to any breakthrough in the industry or slowdown
in the market.
12
Product Recalls affects brand image: M&M has had to recall many of its products in the recent
past. For instance, In February 2015, M&M recalled XUV500 manufactured before July 2014.
Such incidents affect the brand image of the company and consequently affect sales.
Opportunities of Mahindra:
Growth in Indian automotive industry: The Indian automotive industry is growing year on year
with over 12% growth from the previous 3 years. The industry is expected to grow at a CAGR of
13% in the next 4 years. This growth can be beneficial for M&M.
Increasing Demand for Hybrid Electric Vehicles: There is an increasing demand for Hybrid
Electric Vehicles (HEVs) around the world. The demand for HEVs is expected to grow at a CAGR
of 19% in the next 3 years. M&M has a strong portfolio of HCVs and is set to be benefited by the
growing demand.
Emerging nations: M&M should look forward to tapping the emerging nations around the world
which have high potential. M&M should build over its global footprint to tap the emerging markets.
Threats of Mahindra:
Competition in the automotive industry: M&M faces intense competition from various
automotive companies such as Tata Motors, Ford, Volvo and General Motors etc. This can affect
M&Ms market share and put pressure to constantly innovate on M&M.
Competition in other businesses put pressure on M&M: Mahindra group faces strong
competition in other businesses as well. For example, its IT business faces competition from IT
giants such as Infosys. This reduces market share and increases competitive pressure.
Stringent Regulations: M&M is subject to strict regulations by the government and environmental
agencies in terms of emission levels, noise levels etc. Such regulations keep changing and thus
increase compliance costs for the companies.
13
Products offered by Mahindra are:
1. Personal Vehicles:
14
e. Made for a generation for whom nothing else will do, the
Scorpio is the definitive urbane SUV, with all the luxuries of a car, and all the thrills of an
SUV. That is as comfortable on scorched earth as it is on smooth roads. That looks like it
belongs on scrubbed city ways, as well as on windy Himalayan terrain. Adaptability comes
standard on a Scorpio and youll find it in standard and pickup variants around the world
including India, Africa, Europe where its known as the Goa. Its big on size and innovation.
On good looks and features. And oh-so-easy on the eyes.
f. The legend of the Thar has been in the making for more
than sixty years. The adventurers car of choice, it is the true successor to the MM540,
Mahindras original all-terrain, come-what-may jeep. With its classic body and contemporary
features, the Thar is more than just a vehicle that can navigate deserts, rivers, and ravines. It is
an indestructible collectors item.
15
i. We made the Verito Vibe for those who want a sedans
character with a sporty personality. The Verito Vibe, a derivative of the Verito, is a compact
sedan that retains the sedans inherent strengths and adds distinctive features such as first-in-
class LED Light Streaming Tail Lamps, champagne alloy wheels, and a carbon-finished front
grille.
k. Why only drive a car when you can speak to it? The
spacious and stylish Xylo offers comfort, power, and segment-defining Voice Command
Technology, with which you can control your car with simple voiced instructions. Aided by an
intelligent Digital Information System and our legendary mHawk engine, this multi-utility
vehicle is as technologically advanced as you are.
16
m. What happens when you take the Actyon and combine it
with the characteristics of the pickup truck? The Actyon Sports comes to town. A vehicle
ready to handle any challenge you throw at it, the Actyon Sports is Koreas first multi-purpose
sports utility truck, and a car constructed to succeed in any jungle, urban or otherwise.
17
Innovation-rich and city-ready, it is today's path-breaking solution to tomorrow's mobility
needs. Sync it with your phone to get started!
18
b. A well renowned name in semi urban & rural last mile
connectivity, ALFA passenger is known for its strong and rugged body. It is popularly known as
'Bad shah' of three wheelers. Besides the exceptional standards of style, comfort, safety and
performance, it also offers you a best-in-class warranty of 24 months. To suit varied needs of
customers it comes in 3 variants. So sit back, relax and watch your business grow with the Mahindra
Alfa.
19
leader over a decade now, with over 600,000 customers trusting it to deliver the goods when it
matters most.
20
i. The new Mahindra Jeeto Mini Van comes with power
packed features like 16 HP kW power which helps customers cover long distances faster. It's
mileage of 26 km/l* also gives our customers more earning potential.
21
4. Heavy Commercial Vehicles are:
22
e. Assured fuel savings every time you deliver automotive.
The rugged BLAZO 35 has been designed and built for Indian roads and load conditions. It is
equipped with the extremely powerful fuel-efficient and reliable m-POWER Fuel smart engine.
23
5. Light Commercial Vehicles are:
6. Buses are:
24
Services offered by Mahindra are:
1. Customization
25
Target Market of Mahindra:
Mahindra & Mahindra has targeted different market segments with their different vehicles. XUV 500 is for
the cosmopolitan population with international quality car and advance technology and style. Bolero is
more for more price conscious, middle class consumers in smaller towns. Therefore, the pricing strategy in
the marketing mix of the automobiles is done keeping the market segment and the competitors in mind.
The automobiles in the product portfolio ranges from as low as 4.54 lakhs to 40 lakhs. Mahindra Scorpio
ranges from Rs.8.11 lakhs to Rs.15.05 lakhs. Different versions of XUV500 can be bought from Rs.12
lakhs to Rs. 17.9 lakhs. Mahindra Thar ranges from 5.22 lakhs to 8.38 lakhs. Mahindra Rexton is the
premium range SUV with superior features in the price range from 20.94 lakhs to 24.74 lakhs.
Mahindra & Mahindras commercial vehicles are very popular for their ruggedness and toughness.
Mahindra Truxo ranges from 17 lakhs to 22 lakhs. Mahindra & Mahindra follows competitive pricing as
its price range is very similar to its competitors. In fact, some commercial vehicles are priced marginally
lower than the competitors.
Mahindra & Mahindra has a distribution network spanning the length and breadth of India. Mahindra &
Mahindra has 300 dealerships spread across 240 cities. Around 1300 up-country outlets have been set up
to serve the rural and semi-urban areas in the country.
Mahindra & Mahindra has an efficient and effective warehouse and clearing and forwarding facility. SRP
group supports Mahindra in logistics and warehousing. Mahindra & Mahindra has dealerships across the
country which are equipped to handle sales and service for personal and commercial vehicles both.
Their network reaches the remotest of places like Kargil, Port Blair, Barmer and Jaisalmer to name a few.
Mahindra & Mahindra has further broadened its horizon by collaborating with ecommerce platforms giving
further boost to the sales for online customers.
Mahindra & Mahindra has a large customer base in the rural areas but due to poor infrastructure and lack
of facilities it is hard to penetrate the rural market. Therefore, Mahindra & Mahindra came up with an
innovative idea and helped in developing dealerships infrastructure in the rural areas through its
Samriddhi Centers. Through these centers farmers got valuable information on weather, crops and farm
productivity which attracted the farmers to these dealerships and turned them into loyal customers.
Mahindra target group is young executives from the upper-middle income bracket, farmers, tourists cab,
military, small traders, government employees, etc.
26
Competitor Analysis of Mahindraiv
4.7 10.7
10.8
18.3 28.39
4.9
9.4 11.71
Mahindra Maruti Suzuki Bajaj Auto Hero Moto corp TVS Motors
Tata Motors Eicher Motors Ashok Leyland Force Motors Hind Motors
27
Most Recent Mahindra News:v
Mahindra Sparks Innovation Amongst the Next Generation with Revolutionary 3D Printing
Technology.
Mahindra group links talent diversity to business strategy.
Mahindra Susten to build India's 1st battery-backed solar project in Andaman.
Global cues weak for Muhurat Trading: 10 top stocks in focus.
Mahindra launches 'Prerna' project for women farmers.
Mahindra Logistics secures Sebi's approval to float IPO.
Shapoorji Pallonji, Liberty House, M&M in race to buy ABG Shipyard.
Nifty scales a new peak, but Street watchful.
Mahindra & Mahindra showcases driverless tractor.
Mahindra Life space launches Phase 2 of its premium residential project in Bengaluru.
Mahindra Life space, IFC partner to develop multiple industrial parks in India.
Will make money from EESL e-vehicle order: N Chandrasekaran.
Mahindra USA pledges $1.5 million for hurricane Harvey relief.
Mahindra Group to double US investment in next 5 years.
Mahindra group to pump in $1 billion in US over next 5 years.
Electric vehicles profit tipping point in reach: Anand Mahindra.
Mahindra tractor sales up 22% at 16,516 units in August.
Tech Mahindra looks to automate its future earnings.
IFC to invest $125 million in Mahindra Group companies.
Demand has been picking up over the last few months: Anita Arjundas, Mahindra Group.
M&M launches e-rickshaw e-Alpha Mini at Rs 1.12 lakh.
Mahindra to sell China tractor JV stake for RMB 82 million
Mahindra, Lockheed open Hercules training center at Hindon air base.
General Motors in talks with Mahindra group to provide after-sales support to existing customers.
Mahindra Group set to invest in agricultural sector.
Mahindra & Mahindra to roll out 4 SUVs, invest Rs 5,000 crore.
From solar lamps and water jugs and even prosthetic limbs, 3D printing has the potential to drive
positive change in the lives of people everywhere. The Mahindra Group has now designed and
implemented a pilot project to bring its benefits to semi-urban and rural India.
2016 has gone down in history as Mahindra Racing's most successful Moto3 World
Championship campaign to date. Goals were achieved and surpassed, causing the bar to constantly
raise as the season progressed.
Mahindra partners with IBM to develop cloud-based Block Chain application, one of the first
projects of its kind in India outside of traditional banking.
In India, where approximately 64 percent of girls drop out of school before they complete the
secondary level, the education of millions of girls is considered a daunting task. So, in 1996, Anand
Mahindra, chairman of Mahindra & Mahindra Ltd., began Project Nanhi Kali at the K.C. Mahindra
Education Trust, with the aim of providing primary education to underprivileged girls in India.
Mahindra will soon be setting up a global start-up incubation center outside of the country to attract
Block chain start-ups that can help the group in using the tech in as many ways as possible.
28
Marketingvi
It has a very low maintenance cost with a gracefully tough masculine look.
It has an extremely smooth performance in the rural, hilly, city and highway roads.
Have a well-designed seating arrangement.
Good performance for long distances.
Powerful player in the taxi/rental segment.
Good presence in the rural and tier-2 cities segment.
Maintenance cost is low.
Excellent performance in case of covering long distance.
A very well impressed loyal brand positioning with good numbers of service centers.
Weakness of Mahindra Scorpio
Hard work of the R&D department to innovate some new attractive featured models.
Increasing the purchasing power and attraction towards heavy cars of common people.
Making the models more fuel efficient models and try to introduce CNG models.
Increasing purchasing power and growing target base
Leverage strong brand name by more advertising
Newer innovations
Threats of Mahindra Scorpio
29
Marketing Mix of Mahindra Scorpio
The soft tops sales, which were Mahindras strength, were stagnating. Hard top vehicles like Sumo and
Quails were garnering market share. The urban market was showing more potential for vehicle sales and
UVs were gaining higher acceptability in urban cities. The competition was getting tougher with
international UVs entering the market. The market was moving from traditional multi utility, non-luxurious
vehicles to luxurious vehicles. M&M had launched Bolero in 2000 to cater to this newly emerging segment.
However, to add to the categorys woes, it declined at threat of 3.1 percent in year 2001 over year 2000.
UV as a percentage of the overall passenger car market was just 16 per cent in 2001. This simply meant
that for attaining the volumes, Scorpio was launched in 2002 which was needed to look beyond UVs in
terms of competitive framework to decide on a marketing strategy.
Marketing mix of Mahindra Scorpio is as follows:
A. Product:
The M&M focused on product like Scorpio which was best design SUV available in that segment. This
led to huge demand for that product because the only competition for them in that segment was Tata
Safari which was also not updated in terms of its design.
Mahindra Scorpio
Mahindra Scorpio Getaway
Mahindra Scorpio First
30
These are the following models of Mahindra Scorpio that are:
S2
S4 Intelli-Hybrid
S4 1.99 Intelli-Hybrid
S4 Plus Intelli-Hybrid
S4 Plus 1.99 Intelli-Hybrid
S6 Plus Intelli-Hybrid
S6 Plus 1.99 Intelli-Hybrid
S4 Plus 4WD Intelli-Hybrid
S4 Plus 4WD 1.99 Intelli-Hybrid
S8 Intelli-Hybrid
S8 1.99 Intelli-Hybrid
S10 2WD Intelli-Hybrid
S10 1.99 Intelli-Hybrid
S10 4WD Intelli-Hybrid
S10 4WD 1.99 Intelli-Hybrid
B. Price:
M&M introduced their product with proper blend of innovation and price. They developed their
products on their own without taking help from third party agencies, so they could keep the prices of
the products very competitive.
31
Model Price (IN Lakh)
S2 9.7
S4 Intelli-Hybrid 10.95
S8 Intelli-Hybrid 13.54
C. Place:
M&M has 4 manufacturing plants viz. in Mumbai, Nasik, Igatpuri and one in Andhra Pradesh. All these
locations are either close to big markets like Mumbai, Pune, and Hyderabad etc. Also they can export
the cars at lesser transportation cost because of vicinity to port.
32
Mahindra & Mahindra has a distribution network spanning the length and breadth of India. Mahindra
has 300 dealerships spread across 240 cities. Around 1300 up-country outlets have been set up to serve
the rural and semi-urban areas in the country.
Mahindra has an efficient and effective warehouse and clearing and forwarding facility. SRP group
supports Mahindra in logistics and warehousing. Mahindra has dealerships across the country which
are equipped to handle sales and service for personal and commercial vehicles both. Their network
reaches the remotest of places like Kargil, Port Blair, Barmer and Jaisalmer to name a few. Mahindra
& Mahindra has further broadened its horizon by collaborating with ecommerce platforms giving
further boost to the sales for online customers.
Mahindra has a large customer base in the rural areas but due to poor infrastructure and lack of facilities
it is hard to penetrate the rural market. Therefore, Mahindra came up with an innovative idea and helped
in developing dealerships infrastructure in the rural areas through its Samriddhi Centers. Through
these centers farmers got valuable information on weather, crops and farm productivity which attracted
the farmers to these dealerships and turned them into loyal customers.
D. Promotion:
M&M promoted their cars using lot of advertisements and putting their cars in car rally across the
country. Scorpio become even big hit after it was being continuously shown in various movies.
Mahindra & Mahindra advertises very smartly and adequately.
Mahindra Live young, Live free campaign became popular. Mahindra & Mahindra follows an
aggressive promotional strategy in its marketing mix. It showed Mahindras Scorpio in tough terrains
of different parts of India. Mahindra do a lot of print, digital and media advertising as well. They host
on ground events like the Mahindra adventure initiative.
Mahindra has a huge fan base on social media. Various events and contests like the Dubsmash & win
Mahindra Scorpio contest are played on the social media to create buzz and for customer engagement.
It has around 17 million fans across various brands and over 40 million views on different videos on
YouTube.
Mahindra does a lot of promotion of Scorpio through road show. It is a great platform in terms of
customer engagement and creating an extraordinary experience. Mahindra organized a multiple city
road show to promote Scorpio. It helped the audience relate to the holiday theme of the car.
33
STP of Mahindra Scorpio
34
Product Life Cycle of Mahindra Scorpioviii
MATURITY
DECLINE
INTRODUCTION
GROWTH
A
N
N
U
A
L
S
A MAHINDRA
L SCORPIO
E
S
V
O
L
U
M
E TIME
Product life-cycle of Mahindra Scorpio is simply graphic portrayal of the sales history of Mahindra Scorpio
from the time it is introduced to the time when it is withdrawn. It is a conceptual representation. It is a
product aging process. Just as human-beings have a typical life-cycle going from childhood, adolescence,
youth and old-age, so also Mahindra Scorpio follow a similar route.
1. Introduction:
Mahindra Scorpio was introduced in 2002. Scorpio captured 22 per cent of the premium hard top market
in 9 months. In its introduction stage, 12000 Scorpios were sold.
2. Growth of Mahindra Scorpio
In its growth stage, Scorpio captured 45 per cent of the premium hard market and 24000 Scorpios were
sold in 18 months. Due to Mahindra Scorpios increased sales Mahindra emerged as an urban player.
3. Maturity of Mahindra Scorpio
Scorpio is now in maturity level they have 58% SUV market share. Scorpio has few competitors like
Tata Innova, Tata Safari, Ford Eco-Sport, etc.
35
Business Financeix
36
Total Expenses 43,799.49 40,273.11
Profit before exceptional items and tax 4,639.04 4,215.72
Exceptional Items 548.46 68.74
Profit before tax 5,187.50 4,284.46
Tax Expense
Current Tax 998.26 857.65
Deferred Tax 233.59 222.24
Profit After tax 3,955.65 3,204.57
37
Mahindra Common size and Comparative statement
Particulars For the year For the year Common Common Comparative
ended March ended March Size Size Ratio
31, 2017 31, 2016 Ratio Ratio
2017 2016
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Gross Profit and Net Margin of Mahindra
Net Profit Margin = * 100
,
2017 = * 100
,.
2017 = 6.943 %
,
2016 = * 100
,.
2016 = 7.005 %
Gross Profit Margin = * 100
,
2017 = * 100
,.
2017 = 10.722 %
,
2016 = * 100
,.
2016 = 9.635 %
39
Debt/Equity ratio of Mahindra
=
.
=
.
= .
.
=
.
= .
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Human Resource Managementx
Organization Structure
Organization Hierarchy and Board of Mahindra & Mahindra:
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Organization Structure of Mahindra & Mahindra:
42
Skill sets require in Mahindra
Conflict
Self-motivation Leadership Adaptability
Resolution
Safety &
Teamwork Creativity Technical Skills
Security Skills
Growth-
Confident Patience Goal-oriented
Oriented
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JDs and Job Specifications posted by Mahindra on online-job portalsxi
44
45
B. Finance
46
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C. Marketing
Zonal Head
Territory Head
Sales Executives
Purpose of the Job 1. To achieve organizational and personal sales objectives, retain and
maintaining relationships with clients and gain prospective clients
2. Ensuring day to day functioning of the company carries on smoothly
without any hitches and executive has to oversee the administration function
of the organization.
Supervision Received Area Sales Manager/ Territory Head
Supervision Exercised Merchandiser, Executive Assistant, Retailer
Key Responsibilities and Duties 1. Identifying prospects and evaluating their position in the industry
2. Researching and analyzing sales options
3. Sells products by establishing contact and developing relationships with
prospects
4. Recommending solutions
5. Answering queries, offering advice and introducing new products
6. Organizing sales visits, demonstrating and presenting products
7. Developing, maintaining, and improving relationships with clients
8. Making appointments with and meeting new customers
9. Sell company's products and services
Skills Required Customer service oriented and exceptional selling skills, Problem-solving and
decision-making skills, Exceptional communication and interpersonal skills
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Recruitment Sources of Mahindra
Internal External
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Selection Process
The company conducts recruitment processes every year to select new candidates. The selection process
of the company consists of 4 rounds. These rounds are as follows:
Written Exam
Group Discussion
Job Interview
HR Interview
Induction Program
The Global Recruit Program commences with an intensive induction process at Mahindras global
headquarters in Mumbai. The Global Recruits are introduced to the top promoters at the Mahindra Group
and are given a detailed overview of each of the Groups sectors and businesses. Following this
introduction in Mumbai, the Global Recruits are taken on a tour of Mahindras offices and operations
across India, where they are exposed to businesses as varied as steel forging and vacation timeshares.
Finally, the induction process finishes with a session at Mahindras corporate retreat center, where Global
Recruits are provided with an intensive training program that prepares them to jump into a two years of
work in corporate strategy.
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YEAR ONE
In the first year of the program, Global Recruits are placed with the Group Strategy Office. The Group
Strategy Office, or GSO, is an internal consulting practice that is responsible for ensuring a robust strategy
cycle across the Group.
Here, Global Recruits are assigned to the role of an analyst on a real time project in the GSO, which can
range from researching/crafting marketing strategies for a Group company to finding synergies within the
Group to promoting corporate initiatives such as Mahindras Rise brand campaign. Global Recruits work
with a mentor, typically an MBA graduate from one of Indias top business schools, who assists on the
project and helps Global Recruits in understanding Indian corporate culture.
A Global Recruits first several months in the GSO are spent in a research capacity, in which he or she
learns about the sector to which he or she has been assigned to, its relevant Group companies, and their
markets. Thereafter, Global Recruits become part of project implementation teams, which provide them
with hands on experience on all aspects of GSO projects -- and can vary from working on sales strategies
to conducting consumer insight sessions to identifying acquisition opportunities for our Group businesses.
YEAR TWO
In the second year, Global Recruits are transferred from the GSO to one of Mahindras diverse corporate
units where they continue to work, learn, and contribute to Mahindras global business operations. At the
end of the second year, they are given an option to return back to their home countries or continue their
tenure at Mahindra for a longer period of employment.
Continuing with Mahindras culture of innovation and independent thinking, Global Recruits are always
encouraged to use their unique experiences and educational backgrounds to come up with their own
ideas on new business initiatives and ways to improve existing ones. Past recruit initiatives have not only
enabled the group to revamp and realign its corporate and operational structures, but also initiate new
business entities within the group, and even new companies.
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Performance Appraisal Model of Mahindra
BUSINESS GOALS
ORGANIZATIONS OBJECTIVES
DEPARTMENTAL / FUNCTIONAL
OBJECTIVES
The PMS process starts with setting of business goals & organizations objectives. In M&M Ltd.,
organizational goals are set in the month of March every year. After this step, departmental and individual
goals are set. Here, in M&M Ltd., Top Down approach is followed for goal setting. Departmental Goal
Setting
Balanced Score Card approach is adopted. It is derived from the Business Plan and Functional Strategies.
In 1992, Robert S. Kalpan and David P. Nortons concept of the Balanced Score Card revolutionized
conventional thinking about performance metrics.
a) Customer
b) Internal processes
c) Learning & Development
d) Financial
The balanced scorecard allows managers to look at the business from these four important perspectives.
The scorecard wasnt a replacement for financial measures; it was their complement. It provides answers
to four basic questions:
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In M&M Ltd., weightages are assigned to all four perspectives. The weightages may vary according to the
department. Balanced Score Card also depends upon business plans for the particular year.
Individual Goal Setting:
After setting Departmental goals, Individual goals are set. Following diagram shows various steps in the
process of individual goal setting:
Communic
ation
Workshop
Feedback &
KRA Setting
Counselling
Performanc
e Mid - Term
Appraisal(R Review
eview)
Communication workshop is conducted in months of May or June every year. It is compulsory for all
employees, right from operational level to strategic level. This workshop is conducted for two days.
KRA setting and How to conduct appraisal are the topics which are covered on first and second day
respectively. It is useful to both appraisers as well as appraises. It helps appraisers for KRA setting and
review meetings. It helps appraises as they get to know the whole procedure of KRA setting and the review
which is useful for them during review discussions.
Measurable goals for every individual, linked with the business goals are set before the beginning of the
financial year. Each individual has 3 to 5 KRAs. Each KRA set has a weightage and the total of weightages
is 100%.
All the targets i.e. KRAs are set after discussion between superior i.e. appraiser and subordinate i.e.
appraise. Performance with respect of KRAs forms a basis for the calculation of Performance payout
amount for an individual.
There is a particular format in which KRAs are set (Annexure E). Level of Performance (LOP) and Measure
of Performance (MOP) are decided at the time of setting KRAs.
MOP means a measurable parameter which will indicate progress of GOAL set. E.g. Goal - cost reduction
has MOP - reduction in Variable Cost / Vehicle - 5%
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LOP i.e. Level of performance is method to set targets for MOPs to indicate good, superior and excellent
performance.
Level 3 - 5%
Level 4 - 10%
Level 5 - 15%
Normally, KRAs for the next year are set before the final review. Signatures of both i.e. appraiser as well
as appraise are taken on the KRA sheet. The KRA sheets are sent to Corporate HR Department.
Mid term reviews are conducted in the month of October. Mid term reviews are done with a view to
know how much goals the appraise has achieved. If the appraise has failed to achieve the targeted level,
then the superior can have a discussion with the appraise regarding this and the reason for not achieving
the desired level of performance is found out.
Performance appraisal or reviews are done in the month of May. Appraises are reviewed on the basis of
achievement of KRAs, assessment of significant tasks other than KRAs, if any, leadership competencies
(M&M Ltd has adopted 7 leadership competencies) and strengths of the appraise.
Employee & Superior together fill up the appraisal form based on which the assessment is carried out.
Performance appraisal is a one to one discussion between the appraiser & the appraise about
At the end of the appraisal process employees comment on the process of appraisal feedback is recorded,
to validate transparency & fairness of the appraisal process.
Discussion is held between appraiser & reviewer to jointly arrive at overall rating of the employee. There
is validation & moderation by Corporate HR. Distribution of letters to all employees is carried out on 1st
August.
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b. Overall Rating Performance Pay Rating
For the performance pay calculation, the overall performance is divided into two parts:
Business Performance
Individual Performance
As an employee goes higher on hierarchy, the share of business performance increases and that of the
individual performance starts reducing. The following table shows hierarchy wise (band wise)
performance pay distribution
In M&M Ltd., superior gives the feedback to the subordinate immediately after the final performance
appraisal. Following points explain the very purpose of Performance Dialogue:
The appraiser and the appraise together review overall performance of an individual against
agreed targets.
Helps in identifying Areas for Improvement.
Provides development opportunities for the growth of people.
Agree / Generate Data for actions relating to Increments, Promotions, etc.
The next step that the Corporate HR department takes after collecting all performance appraisals is
checking whether all the performance appraisals are normally distributed. If they are normally distributed,
then Corporate HR department contacts the relevant departments and then after discussion, final letters
are sent to the employees on 1st August every year.
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Career Planning at Mahindra
A key HR function at Mahindra group is the career and succession planning. The objective of this function
is to chart out a detailed career path of each individual at the senior most levels. The career path taps
both the strengths and weaknesses and aspiration of each individual executive. The detailed career
planning also leads to identification of incumbents as successor to a specific responsibility. What they try
to do, through their succession planning is the early identification of potential successors and both
formally and informally, begin to provide expanded responsibilities so that there is an on-the-job
development of a larger perspective and understanding.
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Organization Culture at Mahindra (As per Employees review)
Organization culture at Mahindra as per overall employee review is excellent. Mahindra provides a good
work life balance to their employees and attrition rate is less. Employees work under good work culture
in the organization. The compensation given to Mahindra employee is good and is more than its
competitors according to the review of employees. Mahindra compensation policy is good for their
employees. The company provides good incentives and benefits to its employees.
Job Security of Mahindra is medium, that is if you are performing well in the company your job will
appraise on monthly and quarterly basis as per the employees review. The management of Mahindra is
tremendous; they manage the organization very well. They perform their task very well and they always
take care of their employees. Its a very good professional and competitive place to work. Pay is good and
learning and training is for the hard working. The culture of Mahindra is that they focus more on the
growth of their employees.
The slogan of Mahindra is Rise which is a call to action. To challenge the status quo. To think
alternatively. To always drive positive change. It's also our purpose. To see how we live our purpose.
Anand Mahindra says, if you are only tasting success, it is pertinent to ask whether you are taking enough
risks.
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Bibliography/References
i
https://www.ibef.org/industry/india-automobiles.aspx
ii
http://www.mahindra.com/
iii
http://www.mahindra.com/business/automotive
iv
http://www.moneycontrol.com/india/stockpricequote/auto-cars-jeeps/mahindramahindra/MM
v
http://www.mahindra.com/news-room
vi
https://managementhelp.org/marketing/
vii
http://www.mbaskool.com
viii
http://productlifecyclestages.com/
ix
http://www.moneycontrol.com/financials/mahindramahindra/balance-sheetVI/MM#MM
x
https://managementhelp.org/humanresources
xi
https://www.naukri.com/
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