47588855 final project mahindra

8/2/2019 47588855 Final Project MAHINDRA

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DECLARATION

This is hereby stated that this report is very original in every sense of the term and itcarries a sense of creditability and strength and that I have taken no shortcuts and

remained both rigorous and scholarly. I have tried my best to keep this work as

watertight and squeaky clean as possible.

It may be further stated here that in the preparation of this report some aid has been

taken from a pool of professionally shared knowledge, a detailed description of which

has been mentioned in the bibliography section of this report.


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ACKNOWLEDGEMENT

First of all I would like to place my gratitude to all concerned respectable executivesof Mahindra and Mahindra limited for giving me information regarding project which

has been a pure learning experience and which have enlightened my knowledge and

skills.

I would also like to express my gratitude towards the HR manager who gave me his

precious time. I really extend thanks to him because he has given me full support,

co-operation and proper guidance during the project work

I am specially thankful to my mentors Mr. Jagmohan Singh and my project head Ms

Suchi Sehlot for guidance and co-operation during the project and infact without their

assistance it would have been very difficult as far as structuring the project is

concerned. I would be always grateful to them for their help and support.

Lastly but not the least I would like to thank to the other staff and well wishers of

Mahindra and Mahindra.


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TO WHOM SO EVER IT MAY CONCERN

This is to certify that the project work on Marketing Strategies of

Mahindra and Mahindra Automobiles done by Mr. Prateek Rana MBA (3

continent)-2nd year student of AMITY International Business School,

Noida (U.P.) is an original one and has not been submitted earlier either

to any university or institute for fulfillment of the requirement of a course

of study.

(Jagmohan Singh)

General Manager (Sales)


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CONTENTS

1. Introduction

2. Company Profile

3. Overview

4. History

4.1 Mahindra Family

4.2 K.C. Mahindra and J.C. Mahindra

4.3 Keshub Mahindra

4.4 Anand G. Mahindra

5. Heritage

6. Mahindra Scorpio Hybrid

7. Mahindra Scorpio Strategic Marketing

8. Mahindra Xylo

9. Mahindra Renault Logan

10. Mahindra Bolero

11. Limitation of the Study

12. Conclusion

13. Bibliography


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MAHINDRA AND MAHINDRA

Type Private Listed Company

Founded 1945

Headquarters Mumbai

Key people Keshub Mahindra (Chairman). Anand G. Mahindra (Vice

Chairman & Managing Director)

Industry Automotive vehicles

Products Utility , commercial, cars and tractors

Revenue US$4.5 billion (2007)

Employees 13,000

Slogan Inspired

Website http ://www.mahindra.com
http://www.mahindra/http://www.mahindra/


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INTRODUCTION

Mahindra & Mahindra Ltd. is one of the major automotive company of India. They

initially had collaboration with Willys Overland Corporation to import and assemble

jeeps in India. They are the market leaders in the utility vehicles segment. They are

also a major player in the tractor manufacturing segment as well. They are the only

sole Indian company to be a part of the top five tractor manufacturing companies in

the world .Mahindra & Mahindra's automobile chapter dates back to 1947. Then it

was only restricted to the assembling and importing of Willys Jeeps. However,

shortly after that they started manufacturing their own light commercial vehicles.

They were always very keen on working out their own indigenous technology. Their

USP is their capability to manufacture vehicles with having very little technological

help from foreign sources. They are very indigenous regarding this particular aspect.

Their first indigenously developed sports utility vehicle was the "Scorpio".

However, it was only in 1994, that a specialized automotive division was created.

This was done along with the organizational restructuring. Mahindra & Mahindra has

four manufacturing plants. Out of them three are located in Maharastra and one in

Andhra Pradesh. The three manufacturing units in Maharastra are in Mumbai, Nasik

and Igatpuri. The first two deal with multi-utility vehicles and the third one deal with

engines. The fourth plant is located in Zaheerabad in Andhra Pradesh. This one

deals with the manufacture of light commercial vehicles and three wheelers.

They also have a very strong network of dealers, sales offices, service stations etc.

Even their R&D division is equally strong. Mahindra & Mahindra has established a

very strong market base in the urban and semi-urban areas. Their multi-utility

vehicles are very popular among people there. They also export their products to

other countries as well.

Mahindra & Mahindra has entered into a joint venture with Renault, an auto

manufacturing company from France. The product is called Mahindra Renault Logan

which is being manufactured in India. They are competing with Honda, Fiat, Hyundai

and Ford in the C-segment of the Indian automobiles market.


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COMPANY PROFILE

Mahindra & Mahindra Limited (M&M) is a major automaker in India. It is the flagship

strategic business unit of the Mahindra Group. The company was set up in 1945 as

Mahindra & Mohammed. Later, after the partition of India, Mr. Ghulam Muhammad

migrated to Pakistan and became that nation's first finance minister. Hence, the

name was changed from Mahindra & Mohammed to Mahindra & Mahindra in 1948.

The company first traded steel with suppliers in England and the United States. Real

business activity of M&M began by assembling complete knock down (CKD Jeeps in

1949. the company expanded to indigenous manufacture of Jeep vehicles with a

high level of local content under license from Kaiser Jeer and later American Motors

(AMC).

M&M soon branched out into manufacturing agricultural tractors and light

commercial vehicles (LCVs). It later expanded its operations to secure a significant

presence in many more important sectors. The company has now transformed itself

into a group of business units that caters to the Indian and overseas markets with apresence in vehicles, farm equipment, information technology, trade and finance

related services, as well as infrastructure development.

M&M has strong Research & development set up. with over 300 engineers in the

automotive division. The company's technical prowess is proven by negligible import

content in our vehicle and by design and the development of totally, from upward

new contemporary SUV-Scorpio

By 2005, M&M had become the largest producer of SUVs in India. The company has

recently started a separate sector, the Mahindra Systems and Automotive

Technologies (MSAT), to focus on developing components and offering engineering

services.


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OVERVIEW

The US $6 billion Mahindra Group is among the top 10 industrial houses in India.Mahindra & Mahindra is the only Indian company among the top three tractor

manufacturers in the world. Mahindra's Farm Equipment Sector has recently won the

Japan Quality Medal, the only tractor company worldwide to be bestowed this

honour. It also holds the distinction of being the only tractor company worldwide to

win the Deming Prize. Mahindra is the market leader in multi-utility vehicles in India.

It made a milestone entry into the passenger car segment with Logan.

The Group has a leading presence in key sectors of the Indian economy, includingthe financial services, trade and logistics, automotive components, information

technology, and infrastructure development.

With over 62 years of manufacturing experience, the Mahindra Group has built a

strong base in technology, engineering, marketing and distribution which are key to

its evolution as a customer-centric organization. The Group employs over 50,000

people and has several state-of-the-art facilities in India and overseas.

The Mahindra Group has ambitious global aspirations and has a presence on five

continents. Mahindra products are today available on every continent except

Antarctica. M&M has one tractor manufacturing plant in China, three assembly plants

in the United States and one at Brisbane, Australia. It has made strategic

acquisitions across the globe including Stokes Forgings (UK), Jeco Holding AG

(Germany) and Schoneweiss & Co GmbH (Germany). Its global subsidiaries include

Mahindra Europe Sri. based in Italy. Mahindra USA Inc. and Mahindra South Africa.

M&M has entered into partnerships with international companies like Renault SA,

France, and International Truck and Engine Corporation, USA. Forbes has ranked

the Mahindra Group in its Top 200 list of the World's Most Reputable Companies

and in the Top 10 list of Most Reputable Indian companies. Mahindra has recently

been honoured with the Bombay Chamber Good Corporate Citizen Award for 2006-

07.


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Vision

The Group's vision is to 'Develop and nurture future business leaders of the

Mahindra Group'.

Mission

Mission is to achieve the best performance within the overall context of the prevalent

economic environment, so as to secure maximum benefit for all the stakeholders.

Business

The M&M is comprised of the Automotive Sector, the Farm Equipment Sector, and

the Systems & Technologies Sector. It is a leading manufacturer of Multi-Utility

Vehicles (MUV) and tractors.

The company completed 60 years of business in 2005. Originally awarded a contract

in 1942 in India from the U.S. Willys firm for military Jeep production during WWII.

This evolved into manufacturing of general-purpose utility vehicles for the Indian and

other world markets in 1945, M&M first became well known as the maker of one of

the original U.S. designed Jeeps in India. Mahindra continued to build the original

Willys designed Jeep CJ3B in India up to present day and now has some updated

designs as well. Most Mahindra built Jeeps were using built using small, efficient

diesel engines from various other automobile companies such a Peugeot, a French

company.

Mahindra & Mahindra rapidly grew from being a maker of army vehicles to a major

automobile and tractor manufacturer with a growing global appetite. M&M initiated a

process of product enhancement and globalization, It made strategic acquisitions of

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. Nissan

and International Truck and Engine Corporation, USA.


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M&M made its entry into the passenger car segment with Logan in April 2007 under

the Mahindra Renault JV. M&M will make its maiden entry into the heavy trucks

segment with Mahindra International, the joint venture with International Truck, USA.

M&M's Automotive Sector makes a wide rage of vehicles including MUVs, LCVs andthree wheelers. M&M is the largest manufacturer of MUVs, offering over 20 models

including new generation multi-utility vehicles like the Scorpio and the Bolero. The

company is a market leader in the Utility Vehicle segment.

M&M's products are being exported to the USA, Russia and several other countries

in Africa, Asia, Europe and Latin America. Its global subsidiaries include Mahindra

Europe Sri. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra

(China) Tractor Co. Ltd. However, no M&M product has yet been certified for use on

public roads in the United States, due to the stringent emissions and crash standards

that vehicles must meet to pass federal standards.

Mahindra Farm Equipment Sector has come to be recognized as a powerful symbol

of productivity and performance. M&M is the third largest tractor company in the

world. It is also the largest manufacturer of tractors in India with sustained market

leadership of around 24 years. It designs, develops, manufactures and markets

tractors as well as farm implements. The Sector has also found significant success in

the international market. Mahindra (China) Tractor Co. Ltd. manufactures tractors for

the growing Chinese market and is a hub for tractor exports to the USA and other

western nations. M&M has a 100% subsidiary, Mahindra USA, where it assembles

products for the American market. FES received the coveted Deming Application

Prize for manufacturing in 2003, for establishing Total Quality Management in all

operations. M&M Ltd. is the only tractor company in the world to have achieved this

honor.

Formed in 2004, by M&M, Systech Sector is a response to the increasingly

competitive automotive components industry. Providing an extensive range of

services from design to delivery, Systech intends to create the world's most valuable

and innovative auto components business by partnering with global customers to

satisfy their business needs. Towards this goal. M&M has acquired three

international companies in the forging space--Stokes Forgings in the UK, Jeco

Holding AG, and Schoneweiss GmbH in Germany. Through these acquisitions and


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by finding value wherever it mav be. Mahindra has created the fifth largest forging

company in the world.

In early September 2007, it has been reported that the company is 'completing due

diligence' in Ford's Jaguar and Land Rover units, although the company's preferenceis reportedly towards the utility- car make rather than the luxury marque. However, as

of December 2007, the company has reportedly pulled of the bidding, citing

complexities.

Mahindra anounce that they bought an Italian auto design and engineering firm to

help it increase its presence in overseas markets. Financial details of the deal to

acquire Turin-based G.R.

Rumors of the talks between Mahindra and Chrysler, former partners in India, were

reported in the Economic Times, one of India's major financial publications.

The family-owned Mahindra trading group got into the auto business during World

War II as a contract assembler of the Willys Jeep, and later licensed production of

the CJ series. Mahindra still builds a CJ-derived model called Commander in both

soft-top and hardtop versions.

In recent months, Mahindra has been outbid by rival Indian automaker Tata for theright to acquire Jaguar and Land Rover from Ford. Mahindra also has withdrawn

from a billion-dollar deal to assemble small cars in partnership with Renault-Nissan

in Chennai. A Mahindra-Ford alliance in India was dissolved several years ago.

According to the Economic Times, Mahindra and Chrysler now are discussing

several options, including one scenario that would see Mahindra doing some

contract engineering work in India for the U.S. automaker, as well as the possibility

of the companies exchanging equity stakes.

At the recent Delhi auto show, Mahindra executives said the company is pursuing an

aggressive product expansion program that will see the launch of several new

platforms and vehicles over the next three years, including an entry-level SUV

designed to seat five passengers and powered by a small turbodiesel engine. Later

in 2008, it will unveil the all-new Ingenio SUV which now is XYLO , which is joined in

2009.


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In the meantime, Mahindra is gearing up to sell versions of its older Scerri: SUV and

pickup next year in North -America, through an independent distributor, Global

Vehicles USA. based in Alpharetta, Georgia. The distributor has said it may

assemble the pickup, which will be rebranded as the Mahindra Appalachian, in Ohio

from knocked-down kits to avoid a 25 percent tariff imposed on imported trucks. The

company also has said it plans to offer a diesel-hybrid powertrain in 2010.

COMPANY'S CURRENT BOARD OF DIRECTORS IS AS FOLLOWS:

NAME DESIGNATION

1. Mr. Keshub Mahindra Chairman

2. Mr. Anand G. Mahindra Vice chairman and managing

Director

3. Deepak Shantilal Parekh Director

4. Nadir Bujorji Godrej Director

5. M.M Murugappan Director

6. Bharat Narotam Doshi Executive Director

7. Arun Kumar Nanda Executive Director

8. Narayanan Vaghul Director

9. Dr. Ashok Sekhar Ganguly Director

10. R.K Kulkarni Director

11. Anupam Pradip Puri Director

12. Thomas Mathew T. Nominee of LIC


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Core Purpose

We don't have a group-wide mission statement. Our Core Purpose is what makes all

of us want to get up and come to work in the morning.'

- Anarsci G. Mahindra

Indians are second to none in the world. The Founders of our nation and of our

Company passionately believed this. We will prove them right by believing in

ourselves and by making Mahindra & Mahindra Limited known world-wide for the

quality of its products and services.

Core Values

Our Core Values are influenced by our past, tempered by our present, and will shape

our future. They are an amalgam of what we have been, what

Good Corporate Citizenship

As in the past, we will continue to seek long term success, which is in alignmentwith our country's needs. We will do this without

Professionalism

Customer First

We exist and prosper only because of the customer. We will respond the changing

needs and expectations of our customers speedily, courteously and effectively.

Quality Focus

Quality is the key to delivering value for money to our customers. We will make

quality a driving value in our work, in our products and in our interactions with others.

We will do it 'First Time Right'.


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Dignity of the Individual

We will value individual dignity, uphold the right to express disagreement and

respect the time and efforts of others. Through our actions, we will nurture fairness,

trust and transparency.

These values are the compass that will guide our actions, both personal and

corporate.


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HISTORY

Few groups can identify as closely with India's

destiny and industrial progress as the MahindraGroup. In fact, Mahindra is like a microcosm of

India. Both were born around the same time,

had the same aspirations and both experienced

the inevitable troughs and crests in the journey

towards their goals. And both continue to march

on the path to progress and global recognition.

The birth of Mahindra & Mahindra began when K.C.

Mahindra visited the United States of America as

Chairman of the India Supply Mission. He met

Barney Roos, inventor of the rugged 'general

purpose vehicle' or Jeep and had a flash of

inspiration: wouldn't a vehicle that had proved its

invincibility on the battlefields of World War II be

ideal for India's rugged terrain and its kutcha rural

roads?

Swift action followed thought. The Mahindra brothers joined hands with a

distinguished gentleman called Ghulam Mohammed. And, on October 2nd, 1945,

Mahindra & Mohammed was set up as a franchise for assembling jeeps from Willys,

USA.

Two years later, India became an independent nation and Mahindra & Mohammed

changed its name to Mahindra & Mahindra. Ghulam Mohammed migrated to

Pakistan post-partition and became the first Finance Minister of Pakistan.

Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved

into a Group that occupies a premier position in almost all key sectors of the

economy. The Group's history is studded with milestones. Each one taking the

Group forward. In fact, today, its total turnover is about 6.7 billion dollars.


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Mahindra is a group in a hurry, engaged in an ambitious, sustained and prolonged

penetration into the global arena. Its spirit can be encapsulated in the words of the

poet Robert Frost, a favourite of India's first Prime Minister, Pandit Jawaharlal Nehru:

"The woods are lovely, dark and deep,But I have promises to keep,

And miles to go before I sleep,

And miles to go before I sleep."

For Mahindra & Mahindra, this translates into many more milestones to be set up

before it rests. If ever.


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Mahindra family

J.C. & K.C. Mahindra, the founders of the Mahindra Group, had the same ambition:

to prove to themselves and the world that Indians were capable of being the best at

whatever they chose to do. Accordingly, they gave up their professional careers at

TISCO and Martin Burn respectively, and risked becoming entrepreneurs by setting

up their own company: Mahindra & Mahindra.

It was under their inspiring leadership that Mahindra & Mahindra made the first

indigenous Jeep in the country in 1949. Their innovative spirit also showed during

the days when the Company was the leading importer of steel in the country. J.C. &

K.C. Mahindra had to persuade the Indian Government to buy French rails for the

fledgling Indian Railways because they felt that the British specifications were

obsolete and not the best suited. To convince government officials of the superiority

of the French product, they laid down a short length of rail line with French rails and

invited the government authorities for a ride. During the journey, chilled champagne

was served in glasses filled to the brim. Legend has it that the train raced along, but

not a single drop of champagne was spilled, so smooth were the French rails.

Needless to say, they made their point.

K.C. Mahindra

Interestingly, J.C. & K.C. Mahindra believed in globalisation

decades before it had become a buzzword. Even in the fifties, the

Company had British and German engineers on its rolls, and

international tie-ups with Mitsubishi, Willys, Perrine and Chrysler.

Every venture they set up delivered satisfactory financial results

and their company, Mahindra & Mahindra, has grown into one ofIndia's largest corporate groups. Even today the Group is driven

by the same vision that drove them then.


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Mr. Keshub Mahindra- Chairman of Mahindra & Mahindra Ltd.

Mr. Keshub Mahindra

Mr. Keshub Mahindra, Chairman of Mahindra & Mahindra Ltd., is a graduate from

Wharton, University of Pennsylvania, USA. After joining the Company in 1947, he

became the Chairman in 1963. Over five decades, his continuous involvement has

enabled the Mahindra Group to reach where it is today.

He is a well-known philanthropist who redefined corporate governance by effectively

channelising funds into the social sector. He has contributed immensely to the cause

of building ethical corporations in India and is currently a part of numerous

prestigious organizations and committees. He was also appointed by the

Government of India to serve on a number of Committees including the Sachar

Commission on Company Law & MRTP; Central Advisory Council of Industries etc.

Today, he is an icon, an inspiring business leader and a distinguished corporate

citizen that everyone looks up to.

Mr. Keshub Mahindra is on the Board of Directors of the following

organisations:

Chairman of Mahindra Holdings & Finance Limited, Mahindra Ugine Steel

Company Limited

Chairman of the Board of Governors of Mahindra United World College of

India

Vice-Chairman of Housing Development Finance Corp. Ltd.

Chairman of Kema Services (International) Private Ltd.


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Chairman, Tech Mahindra Foundation

Chairman, Mahindra Holdings Limited

Director in Bombay Burmah Trading Corporation Limited, The Bombay Dyeing

& Manufacturing Co. Limited, United World Colleges (International), Ltd., UK, Rodal

Investments Private Limited Pratham-India Education Initiative and Tech Mahindra

Foundation.

He is a member of the following organisations & committees:

Prime Minister's Council on Trade & Industry, New Delhi

Apex Advisory Council ASSOCHAM

Founder Member - Indo-Hellenic Friendship League

Founder Member of Governing Council, Integrated Research & Action for

Development (IRADe) New Delhi

President - Centre for Research in Rural & Industrial Development Society,

Chandigarh

Chairman, Governing Body, Centre for Research in Rural & Industrial

Development, Chandigarh

President Emeritus - Employers' Federation of India

President of the Governing Council - University of Pennsylvania Institute for

the Advanced Study of India, New Delhi

Hon. Fellow - All India Management Association, New Delhi

Positions held by Mr. Keshub Mahindra: A Timeline

1966-67 President of Bombay Chamber of Commerce & Industry

1969-70 President of ASSOCHAM

1991-92 President of Indo-American Society

1978-95 President of M.V.I.R.D.C. - World Trade Centre


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1975-85 Chairman of Indian Institute of Management, Ahmedabad

1971-75 Chairman of Housing & Urban Development Corporation Limited

1984-89 Member of the Foundation Board - International Management

Institute, Geneva

1986-96 Hon. Member, Business Advisory Council - International Finance

Corporation, Washington

1983-97 Member, International Council - Asia Society, New York

1998-2005 Chairman, India Nominating Committee 'Single Nation

Programme', Eisenhower Exchange Fellowships, USA

Spearheading social causes:

Chairman - Mahindra Foundation

Chairman, Board of Trustees - Population First

Member, Governing Board - United Way of Mumbai

Member of the International Advisory Board of University of Pennsylvania,

Center for the Advanced Study of India, Philadelphia

Vice President - National Society for Clean Cities

Chairman and Founder Trustee - Bombay City Policy Research Foundation

Member, Governing Board - Bombay First

Chairman - Bombay First, Health & Environment Committee

Chairman & Trustee - K.C. Mahindra Education Trust

Hon. Member - Rotary Club of Bombay

Member of the Governing Body of HelpAge India from 2000-2004

Member of the Board of Governors of Bharat Shiksha Kosh from 2002-2005


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Recipient of the following prestigious awards:

1987 Chevalier De La Legion D'honneur

1985 Companion - British Institute of Management

1972-82 Giants International Business Leadership Award

1980 NIF-Mody Enterprises Man of the Year Award

1983 Madras Management Association Business Leadership Award

1989 Business India - Businessman of the Year, India

1990 Honorary Fellowship of All India Management Association

1992 Rotary Award for Vocational Excellence

1992 Shiromani Award

1993 Vikas Jyoti Award for Outstanding Services, Contribution &

Achievements

1994 FIE Foundation - Rashtra Bhushan Award

1994 The Sir Jehangir Ghandy Medal for Industrial

Peace - XLRI, Jamshedpur

1996 Rotary Vocational Excellence Award in the field of Industry

1998 IMC Diamond Jubilee Endowment Trust Award

2000 Motorindia Automan Award

2000 Dadabhai Naoroji International Award for Excellence & Lifetime

Achievement

2003 All India Management Association Lifetime Achievement Award for

Management

2004 Award from Overdrive for Excellence in the Indian Automotive Hall of

Pride

2004 Institute of Company Secretaries of India (ICSI) Lifetime Achievement

Award for Excellence in Corporate Governance


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2005 Qimpro Platinum Standard - Statesman for Quality - Business Award

2006 Lakshya Business Visionary Award NITIE

2007 Indian Business School (IBS) Kolkata Lifetime Achievement Award

presented by the Institute of Chartered Financial Analysts of India (ICFAI).

2007 Ernst & Young Entrepreneur of the Year Lifetime Achievement Award.

2008 Society of Indian Automobile Manifacturers (SIAM) Award for Lifetime

Contribution to the Automotive Industry.


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Mr. Anand G. Mahindra

BRIEF CAREER HISTORY OF MR. ANAND G. MAHINDRA

Mr. Anand G. Mahindra, Vice Chairman and Managing Director of Mahindra &

Mahindra Ltd. one of Indias largest and most respected business houses -

graduated from Harvard College, Cambridge, Massachusetts, Magna cum Laude. In

1981 he secured an MBA degree from the Harvard Business School, Boston,

Massachusetts. He returned to India that year and joined Mahindra Ugine Steel

Company Ltd (MUSCO), the countrys foremost producer of speciality steels, as

Executive Assistant to the Finance Director. In 1989 he was appointed President and

Deputy Managing Director of the company.

During his stint at MUSCO, he initiated the Mahindra Groups diversification into the

new business areas of real estate development and hospitality management.

In the summer of 1991, he was appointed Deputy Managing Director of Mahindra &

Mahindra Ltd., the countrys dominant producer of off-road vehicles and agricultural

tractors. He has since been engaged in a comprehensive change programme in

Mahindra & Mahindra Ltd. to make the company an efficient and aggressive

competitor in the new liberalised economic environment in India.

In April 1997, he was appointed Managing Director of Mahindra & Mahindra Ltd and

in January 2003 given the additional responsibility of Vice Chairman.

Mr. Mahindra was a co-promoter of Kotak Mahindra Finance Ltd., which in 2003 was

converted into a bank. Kotak Mahindra Bank is one of the foremost private sector

banks today.


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Mr. Mahindra frequently shares his views and ideas on Indian economy and

business through his writings in some of Indias leading business magazines.

Mr. Mahindra is the recipient of the following awards:

Knight of the Order of Merit by the President of the French Republic.

Rajiv Gandhi Award 2004 for outstanding contribution in the business field

2005 Leadership Award from the American India Foundation for his, and the

Mahindra Groups commitment to corporate social responsibility.

Person of the Year 2005 from Auto Monitor.

CNBC Asia Business Leader Award for the year 2006.

The Most Inspiring Corporate Leader of the Year 2007 from NDTV Profit.

Business Man of the Year 2007 from Business India.

Harvard Business School Alumni Achievement Award 2008.

National Statesman for Excellence in Business Practices Qimpro Platinum

Standard 2008 Award by Qimpro Foundation.

OTHER ACTIVITIES

Mr. Mahindra is the co-founder of the Harvard Business School Association of India,

an association dedicated to the promotion of professional management in India. The

association has grown substantially over the years.

He is Past President 2003-04 of the Confederation of Indian Industry and has also

been President of the Automotive Research Association of India (ARAI).

Mr. Mahindra is a Director of The National Stock Exchange of India Limited

appointed under the Public Representatives category.

He takes a keen interest in matters related to education and apart from being a

Trustee of the K.C. Mahindra Education Trust, which provides scholarships to

students.

Mr. Mahindra is the Founder Chairman of the Mumbai Festival, which was launched

in January 2005. The event was the first comprehensive festival to celebrate the rich


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cultural diversity of the city.

He is the Co-Chairman of the International Council of the Asia Society, New York.

Mr. Mahindra also serves on the following Boards and committees:

1. Harvard Business School - AsiaPacific Advisory Board

2. Harvard Business School - Member of the Board of Deans Advisors

3. Harvard University Asia Centre - Advisory Committee

4. Asia Business Council

5. National Sports Development Fund (NSDF), Government of India Council and

Executive Committee

6. The Nehru Centre, Mumbai - Executive Committee

7. National Council of Applied Economic Research

8. India Council for Sustainable Development - Member

HERITAGE


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India's first Prime

Minister. A passenger in

the past

Another legend

rode in it

Decades rolled

out

Passing the

parade of time

Patrolling the borders of the country Soldiered its way A legend set out
http://www.mahindra.com/Heritage/Gallery.htmlhttp://www.mahindra.com/Heritage/Gallery.htmlhttp://www.mahindra.com/Heritage/Gallery.htmlhttp://www.mahindra.com/Heritage/Gallery.htmlhttp://www.mahindra.com/Heritage/Gallery.htmlhttp://www.mahindra.com/Heritage/Gallery.htmlhttp://www.mahindra.com/Heritage/Gallery.html


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Mahindra Scorpio

Mahindra Scorpio Hybrid

VEHICLE SUMMARY

Name: Scorpio

Model: Hybrid

Car Body Type: UV

Segment: C+ Segment

Top Speed: 150

0 to 60: 5.70

0 to 100: 0.00

Fuel Consumption:City

8.80 kmpl.

Warranty: 2 years

ENGINE SPECIFICATIONS

Displacement: 0

Engine Type: Electric

Maximum Power: 0Maximum Torque: 0

DIMENSIONS

Length: 4495 mm

Width: 1817 mm

Height: 1975 mm

OTHER SPECIFICATIONS

Seating Capacity: 8

Tyre Size: 235/70 R16

Turning Circle: 5.60 mtrs.

Steering: Power

Brakes: Front Disk, Rear Drum

COMFORT AND CONVENIENCE

AC: ACwithout Climate Control

Power Windows:

Central Locking: RemoteRemote Boot:

Remote Fuel Filler:

Rear Wiper:

Rear Defogger:

Rear Armrest: With Cup Holder

Streeing Adjustment(Rake/Reach): /

Driver Seat Adjustment: Manual

Music System: MP3 CD Player

Leather Seats:

Door Mirror: Both Side

Tinted Glass:

Rear AC Vent:

Folding Rear Seats:

Sun Roof: NO

Buttons/Controlson Steering:

Auto Viper:

Auto Headlamp:

ACTIVE AND PASSIVE SAFETYAirbag: NO


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Gears: 5 Manual

Kerb Weight: 2510.00 kgs.

Fuel Tank: 60.00

Body Color Bumpers:

Tachometer:

Alloys:ORVM Indicator: NO

Xenon Headlamps: NO

Trip Meter: 3

Headlamp Washer: NO

Parking Sensors:

Fog Lamp:

Traction Control: NO

EBD:NO

ABS:ESP: NO

Rear Seat Belts: 3



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Mahindra Scorpio's design has been an eye-catcher among SUVs and has bagged many an

award for its styling. Designed completely in-house by Mahindra, it has been one of the

major success stories in India.

The hybrid Scorpio is also interesting in that it will be a diesel-electric hybrid, not a petrol

eletric one as is generally the case abroad. Mahindra has announced that the hybrid Scorpio

will be launched commercially in the Indian market over the next two years.

The Mahindra Scorpio Hybrid will be very much similar in looks with the normal Scorpio that

has been running on the roads till now. Company has also indicated that the hybrid Scorpio

would not be much mroe expensive that the regular Scorpio. It will meld common rail diesel

technology with an electric motor.

The vehicle will be using a diesel and electric hybrid and will run in four different

modes. These modes are:

Motor assist mode

Generator mode


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Regenerative braking mode

Idle charging mode.

Main Features of Scorpio Hybrid are:

2.2 Liter, I-4, second generation diesel common rail engine with 85 kW and 270 Nm

ratings

6-speed automatic transmission

30 kW (peak) motor with max torque of 270 Nm (peak) and a max speed 8500 rpm

288V, 8.4 Ah NiMH battery

Quick cold start with e-motor assist

In the Mahindra Scorpio Hybrid motor assist mode the vehicle is powered by both the motor

that runs on electricity and the combustion engine. When the vehicle runs on the Mahindra

Scorpio Hybrid generator mode the power is derived from the combustion engine and the

batteries get charged.

The integration of the CRDI diesel engine and the electric motor will be completely seamless

and transparent. The hybrid Scorpio is expected to offer greater fuel efficiency - almost 16

kilometers per liter.

Scorpio's interiors look quite modern with a nicely rounded and organic-looking dashboard

with large buttons and knobs. The front seats are pretty comfortable and offer the best lower

back support.

The Scorpio's chassis is extremely rigid and stiff and you don't get any rattles. The

suspension is very supple and in city traffic or at low speeds, it glides over the road, the soft

suspension working noiselessly to filter out the bumps.

Even on rough or bad road, at least when driven at low speeds, the suspension copes pretty

well. The steering and other controls are pretty light, which makes it o easy to drive in town.

There are certain design weaknesses, especially at the rear where it looks relatively boxy,

as well as the upright stance and the third row is also cramped and tall passengers are also


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short on headroom.

Also the small central console controls and buttons are often inaccessible while driving the

car. Air con vents in between the front seats are effective cooling for rear passengers.

With the Mahindra Scorpio Hybrid, Mahindra wishes to join the various other companies that

are producing hybrid cars in order to curb on the expenses that are met in maintaining a car

that runs ordinarily on fuel.

When some one uses a hybrid car their expenses are reduced greatly and it is found that

they are able to save money and also at the same time get a good performance from their

hybrid cars. The Mahindra Scorpio Hybrid definitely will register great sales in the market.

http://images.maxabout.com/images/imgid1916423/scorpio_hybridhttp://images.maxabout.com/images/imgid1916424/scorpio_hybridhttp://images.maxabout.com/images/imgid1916425/scorpio_hybridhttp://images.maxabout.com/images/imgid1916426/scorpio_hybridhttp://images.maxabout.com/images/imgid1916427/scorpio_hybridhttp://images.maxabout.com/images/imgid1916428/scorpio_hybrid


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Tech Packed Mahindra...

Mahindra Scorpio's design has been an eye-catcher among SUVs and has

bagged many an award for its styling. Designed completely in-house by

Mahindra, it has been one of the major success stories in India. Scorpio's

interiors look quite modern with a nicely rounded and organic-looking

dashboard with large buttons and knobs. The front seats are pretty

comfortable and offer the best lower back support.

The Scorpio's chassis is extremely rigid and stiff and you don't get any rattles.

The suspension is very supple and in city traffic or at low speeds, it glides

over the road, the soft suspension working noiselessly to filter out the bumps.

Even on rough or bad road, at least when driven at low speeds, the

suspension copes pretty well. The steering and other controls are pretty light,

which makes it o easy to drive in town.

Mahindra has been working on the Scorpio almost constantly and has now

launched VLX model with m-Hawk engine that makes use of 2nd generationBosch common rail injection system with solenoid injectors.

The 4 cylinder, m-Hawk features VGT develops 290 Nm of torque in a wide

range of 1600-2800rpm. The VGT will help to eliminate turbo lag. It develops

120bhp and can reach 60kmph from zero in just 5.7 seconds. All this is

possible because the light weight mHawk engine, with its all-aluminium

cylinder heads is tuned for power.

Turbochargers feed concentrated gusts of wind into a Variable Geometry

Turbine, a simple yet cunning device that partially closes to trap the air inside

at high pressures. This generates tremendous torque even at low speeds.

A decrease in gross weight, coupled with a reduction in base engine friction,

ensures that parasitic losses of power are seriously lowered and acceleration

gets even better. The sporty bonnet scoop provides a direct passage for air to

rush into the mHawks top-mounted intercooler. The intercooler, in turn,

directs this air into passages to optimise engine cooling.


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The reduced mass of the m-Hawk will also help in improvement of dynamics,

the m-Hawk engine is built from aluminium alloy and hence it is 60kg lighter

than the current 2.6L CRDe engine.

Other than the m-Hawk engine, mahindra has refreshed the interiors of the

scorpio. VLX comes with ABS, Cruise control, Headlight sensor, Wiper

sensor, Reverse parking sensor, Stereo controls on steering wheel, smart

alloy wheels and working bonnet scoop but its surprising to see that there are

no airbags !!

The advanced Intellipark system allows you to keep a look out for anything

happening behind you without having to turn your head. Moreover, reversing

ultrasonic sensors in the rear help you judge the distance between the vehicle

and anything in its way. A sophisticated warning system allows you to judge

the location of any obstacle in the rear view mirror.

There is also tyre pressure monitoring system which tells you the exact air

pressure and temperature of each tyre. The sensors located in each tyre

monitor pressure and temperature and any unwanted changes in either will

immediately flash on the instrument cluster, ensuring a smooth and enjoyable

driving experience.

There are certain design weaknesses, especially at the rear where it looks

relatively boxy, as well as the upright stance and the third row is also cramped

and tall passengers are also short on headroom.

Also the small central console controls and buttons are often inaccessible

while driving the car. Air con vents in between the front seats are effective

cooling for rear passengers. Overall, this model sounds great with pathbreaking technology and user-friendly, modern features; V-series is a clear

validation of Mahindra's customer-centric approach to business.


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SCORPIO STRATERGIC MARKETING

The Scorpio story started in 1997 with a vision - a vision to continue the domination

of the Utility vehicle (UV) market in India; to be a global niche player. This vision also

clarified that M&M would focus on the niche UV market and, hence, would not

directly participate in the car market. Its founders passionately believed that Indians

are second to none. They had a dream: to make M&M known worldwide for the

quality, durability and reliability of its products and services and at the same time

play an active role in the development of the nation. The current management held

this dream and vision as an integral part of their existence and that led them to set

themselves a challenging goal of retaining their domestic market leadership with

over 50 per cent market share of the Indian utility vehicle segment and create their

name in the global market.

Market Reality

The Indian automobile industry had undergone a radical change since the opening

up of the its economy in 1991. By 1997, the Indian automobile market was probably

one of the most open and competitive automobile markets in the world, with all major

global players having a presence there. Most of the global players present in India

had focused their business strategy in the passenger car segment with the exception

of Toyota, whose entry strategy in the Indian market is through a Multi Utility Vehicle

(MUV). Even the other global majors had realised the intensity of competition in the

passenger car segment and were now eyeing the utility vehicle segment. The

products they planned to launch in the Indian market were all to be positioned in the

urban market, making it a highly competitive market.

Mahindra Context

Mahindra, a leader in the UV segment, was fast witnessing loss of market share.

Global players were entering the auto market and aggressively launching products.

The Mahindra share of business was largely from the semi urban and rural markets

of India. A large contribution also came from institutional sales - army, police,paramilitary groups and other institutiional groups. Though Mahindra had a wide


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product portfolio, what it was lacking was products that catered to the modern urban

consumer needs. The markets where Mahindra was strong were stagnating. The

urban markets where it did not have a product to offer were seeing all the growth and

action. The Mahindra Image was a big barrier as well. Though it had positives as

rugged, tough, reliable, economical vehicles, the brand was not seen as modern or

technologically advanced. The negative parameters were - uncomfortable, rough, not

easy-to-drive, rural imagery, down market, fuddy-duddy, etc.

Consumer Context

The unique thing was that while these changes had led to creating a market of highly

demanding customers, the basic psyche of the Indian buyer had not changed. He

still was looking for Value for Money, VFM, in terms of low unit cost, operating

economics packaged with modern style and robust design.

Strategic Approach

With the above reality as a backdrop, M&M defined a two pronged strategy for the

Automotive Sector:

* Continue to dominate the rural and semi-urban market with a range of

products catering to the needs for low cost mass transportation needs.

* Develop a strong presence in the fast growing urban markets with a range of

value for money products.To compete against the global players and also to

meet its goal of developing a strong presence in the urban market, M&M

embarked on Project Scorpio.M&M needed to work to its strengths andcompetencies. To find ways of side stepping the MNC competition for it did

not have the deep pockets that global majors did. The implication was that the

project cost had to be optimised to a fraction of what world majors would

spend. The other direction was to develop a product which would provide

great value and hence would be very affordable.A world class product which

is also affordable is no mean task. It needs innovation and out-of-the-box

thinking. The approach taken was to focus on and to prioritise what the

customer values the most and to excel at it.


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The broad objectives of the Project Scorpio were:

* To create a new segment and retain market domination

* To differentiate offering (vis-a vis MNCs)- an excellent value proposition

* To optimise project costs

New Product Development -to create a world class, yet Indian, product

M&M developed a new product to meet the above objectives and to create a world

class product.

Key achievements of the product development process were as follows:

* A unique process called IDAM

* Best in the world tie-ups but in-house execution

* Customer focus from thought to finish

* A cross-functional, co-located, young, lean team

* Lowest Project Costs

* Intensive Testing

* All new Manufacturing Set up a New Product Development Process called

IDAM

Integrated Design and Manufacturing (IDAM), is a product development process,

which was adopted by M&M to streamline the delivery of a world class, zero-defect,

trouble-free product to the customer. It encompasses the entire value chain startingand ending with the customer. This outside-in approach ensures that the product is

designed around the customer and not vice versa. Unlike the traditional department

structure, the IDAM team consisted of cross-functional teams, co-located in the

IDAM Centre in Mumbai. These teams had cross-functional strengths that cover

every aspect of product development, from Design & Development, Testing &

Validation and Manufacturing to Vendor Development and Marketing.


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Global Alliances for best of the world inputs

M&M tied up with the best in the world in their respective areas of the global auto

industry.

Fukui, Japan for the Press shop.

Fuji, Japan for the Dies.

Korean company Wooshin for body shop.

Fori Automation, USA for the tester line for final assembly.

Durr Germany for the paint shop.

Lear, USA for Seats and interiors.

Visteon, USA for exteriors.

Samlip, Korea for suspension and BEHR.

Germany for AC.

M&M tied up with Renault for petrol engines.

M&M facilitated the development of these aggregates and played the role of an

integrator. The vendors set up facilities in and around the factory. The end result was

a fully indigenous product with international quality at affordable price. The most

heartening of it all was the fact that not only was M&M a staunch follower of the

IDAM concept but even logistic support companies, vendors dealers bought into it

whole heartedly. This synchronicity in commitment aided implementation and

guaranteed success. Mahindra didnt compromise on international quality and at thesame time ensured that the product was fully Indian.

Customer Focus- from thought to finish

The first step was to trap customer requirements and map the market potential of the

various vehicle categories. For this purpose, the in-house team visited the market

and met customers from various segments. As a result, key buying factors wereevolved through the Quality Function Deployment process (QFD). These customer


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requirements were then converted into product specifications and were taken to the

design phase. At every stage, customer inputs were taken from first design to

finished product.

A young lean team

Project Scorpio had just 120 people. These people worked in tandem, round the

clock to develop a product unsurpassable in its design and manufacturing. The IDAM

team for Scorpio was divided into 19 cross-functional design teams with people from

design & development, testing & validation, marketing, manufacturing and supplier

development.

Low Project Cost

A project cost of 120 million US Dollars may seem like a lot. But its only a fifth of

what a world major would have spent on a similar-sized project. A typical ground up,

new platform project would have costed 500 million dollars. This low cost was

achieved by a series of innovative decisions.

Intensive Testing

Seventy four! That was the number of vehicles built only for testing. Then using the

Simultaneous Testing & Examination Process (STEP), they were tested and re-

tested. To check every component till only the best combination of form and function

was left. Then the vehicle itself, as a whole, was put through the NOVA-C (New

Overall Vehicle Audit-Customer) system to measure the overall quality of the

production process itself. Thus, the Scorpio was put through some of the most

grueling tests.


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Manufacturing Set Up

A world class manufacturing facility spread over 120 acres with a capacity of

producing 40,000 units on a 2 shift basis was set up in Nasik with an investment of

USD 120 million.

Infrastructure-wise, three new, state-of-the-art lines had been set-up for

Scorpio:

1. A fully automated press shop set-up with help from Fukui of Japan with Dies

imported from Fuji, Japan to ensure quality output delivery.

2. The jig and fixtures in the body shop were developed with Wooshin of Korea,

also on an automated line, equipped with CMM to ensure a high quality final

output with excellent fit and finish.

3. A state-of-the-art Trim Chassis Final (TCF) line with a world class tester line,

built in collaboration with Fori Automation USA for vigorous testing from the

wheel alignment to squeak and rattle test. The paint shop was set-up in

collaboration with Durr of Germany. The final assembly and testing is done on

the TCF line. The programmed logistics and flexible manufacturing system

can accommodate a large number of variants in the product mix. This fully

conveyarised system with minimum handling and effort combined with

continuous improvement training for the workers ensures a quality product at

the end of the line.

Marketing Strategy: To create a market category

The Marketing Objectives set for Scorpio

PROJECT SCORPIO

A tale of category creation First year of launch

* Scorpio to capture 22 per cent of the premium hard top market in 9 months

* Sell 12000 Scorpios in 9 months


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* Mahindra unaided brand recall score to increase by 22 pts (defined in terms of

Brand Track study scores)

* Scorpio brand recall score to achieve 50 points

Within three years of launch

* Scorpio to capture 45 per cent of the premium hard top market

* Scorpio to sell 24,000 units in 18 months

* Mahindra to emerge as a true urban player

Market Context

The soft tops sales, which were Mahindras strength, were stagnating. Hard top

vehicles like Sumo and Qualis 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. And also operating in the urban market meant competing with cars.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 the rate of 3.1

percent in year 2001 over year 2000. UVs 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 needed to look beyond UVs in terms of competitive framework to

decide on a marketing strategy.

Competitive Context

The conventional UV market was too small in size. The UV market in urban markets

was even smaller a percentage. The trend was that the UVs operating in the urban

market were eating into the car share, primarily the cars which operated in the same

price bracket. Qualis was taking market away from midsize cars. With these facts in

place the whole of automobile market was studied in details.In the arena of cars, A-

segment cars, which have been the leaders in terms of volumes and grew at the rate

of 55.2 percent in the year 1999, were having a reduced growth rate of 34.2 percent


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in the year 2001. It was found that the fastest growing segment (growing at the rate

of 42.9 per cent) in year 2001 was semi luxurious cars or B segment cars. And the

luxurious car segment i.e. C segment cars were also growing at a healthy rate of

14.2 percent in that year. However, super premium cars termed as segment D and E

cars, were not growing at such healthy rates and did not offer volume in terms of

number of cars sold.It was imperative for Scorpio to look beyond UVs. Apart from

appealing to a typically UV buyer, it was also necessary to appeal to a wider target

audience - prospective car buyers belonging to 5 lakh and 5 lakh+ segment. The

midsize car market (C class) which was in the Rs. Five to Seven lakh price bracket

had grown in F00 at 36 per cent and in F01 at 22 per cent, and small luxury car

segment (B class) which was up to Five lakh segment was also showing a healthy

growth.Analysis showed that the volumes in the automobile industry were coming

from B and C segment cars. This meant that the mid size car market was the

competitive arena for Scorpio for it to attain the volume growth and market share it

was looking for. It was decided that the offer had to appeal to segment C buyer and

should be aspirational for segment B buyers. Therefore, an analysis of the offers of

all the segment C cars and the relevant UVs was done. The table below summarises

the analysis:Interpretations: All the vehicle are feature packed within a price range of

Rs. 6-8 Lakhs. All of them, including UVs, are with a proposition of luxury and

comfort, with no differentiation. Implication: With this analysis it came out clearly that

the positioning of Scorpio has to be such that it should communicate that the vehicle

is better than any of these cars and is a better buy in terms of money.

Consumer Context

Having defined the competitive framework, the next task undertaken was that ofanalyzing the consumer. Consumer segments of B and C category car buyers were

analyzed in terms of their expectations from a car, their perceptions about cars and

their relationship. Proprietary techniques of research, of the advertising agency

Interface Communications, like Mind & Mood, ICON and VIP were used to

understand this consumer. The findings were:

* Size matters- big size stands for status

* Consumers seek latest technology


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* Imagery but at affordable prices

* The sheer thrill and passion of driving an SUV

* Power of the vehicle makes a statement

* But along with the others, luxury was a very important parameter

* International vehicles define imagery SUVs like Pajero, Land Cruiser and

Prado are seen as urban vehicles for the rich and famous Consumers aspire

to own these vehicles as the imagery of these vehicles has become very

desirable The Key Consumer Insight that emerged from all the consumer

analysis and which was used for strategy development was Consumers want

to consume premium imagery at prices affordable to them

Strategic Branding Approach

Identifying the need gap and occupying it

There existed a gap that wasnt tapped. There was no SUV in the country that the

masses could buy. To make SUVs a mass concept in India - UVs needed to be seen

as comfortable, easy-for-city driving and should have imagery comparable tointernational brands. Therefore, as a strategy it was decided that Scorpio would not

take the traditional UV imagery of tough, off-roading and 4x4. A 4x4 approach would

be a very niche category and would not generate numbers. To appeal to a car buyer,

the Scorpio needed to be seen as a car that offers much more. A Scorpio had to be

seen as providing car-like driving pleasure and at the same time providing the edge

over cars in space, power, style, fuel efficiency, luxury and comfort. In short, to

provide status of a Pajero (international SUV) at the price of midsize car The Scorpio

product package offered - Superior technology, Dynamic Looks, Car-like product and

great value for the price Value Proposition for Scorpio to capture the identified need

-gap, the value proposition of Scorpio was defined as Car plus.

Rational benefits:

World class vehicle, good looks, car like comfort, great valueEmotional benefits:

Ownership experience of thrill, excitement and powerRelational benefits: Young


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modern, premium, city companion / extension of lifestyle.Brand Promise: Luxury of a

car. Thrill of an SUVThis brand positioning addresses the key consumer Insight and

the product delivers the promise. The position is also a unique proposition, which will

help the brand have a distinct image in the consumers mind.

Baseline - Nothing Else Will do

The baseline captures the essence of the brand, which is superiority and

uncompromising attitude. It also summarises the spirit behind the making of the

Scorpio.

Brand Strategy - Parent brand relationshipdefining

A study of international brand names was done and a classification of brand names

of midsize cars and SUVs was done into groups. International brand naming trends

and strategies were analysed. New names were generated. These brand names

were researched massively first by qualitative techniques and then by quantitative

techniques.

The name that emerged as most popular, and which was also the most liked name

internally at Mahindra was SCORPIO.

Brand Endorsement Strategy

The relation between Scorpio and the mother brand Mahindra was also deliberated

upon. The strategy chosen for Brand Endorsement was - Scorpio from Mahindra -

shadow endorsement, one which does not shout Mahindra.The Mahindra brand

image was not modern and young. There was a need to create a strong distinct

modern brand. Hence Mahindra as a Masterbrand could not contribute towards

enhancing the Value Proposition. Yet Mahindra had to provide source reassurance.

Also the distribution would be through Mahindra dealerships. Hence it became a

shadow endorser.


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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 communicationsThe 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

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.


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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.

Pricing Strategy: to be a premium brand yet having universal appeal

Scorpio was to compete with the midsize cars like Hyundai Accent, Ford Ikon, Opel

Corsa, Maruti Suzuki Esteem on the one side and UVs like Toyota Qualis, TataSafari and the Tata Sumo on the other. Scorpio adopted the penetrative pricing

strategy positioned in the psychological price barrier of Rs. 5 -7 Lakhs.

Distribution Strategy -Serve less markets at a time but serve them well

Since the Scorpio was targetted at an urban clientele it needed a stronger ditribution

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, 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 centred 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


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outside the customers 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 dcor built around movement, technology and sportiness. The

theme focussed 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 (Exhibit 3) as well

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.

Impact on Mahindra Image:

The saliency of Mahindra increased considerably. Mahindra enjoyed stronger recall

as a manufacturer of personal vehicles and stronger customer perceptions on the

following attributes

* Well-respected manufacturers

* Technologically advanced

* Suitable for city driving

* Great to drive


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* Makes VFM vehicles

* Proud to own

* Makes good quality vehicles

Scorpio Brand Recall

In the SUV/MUV segment, Scorpio has the second-largest awareness and has

emerged as a strong brand in the C & sub-C car segment, however as compared to

Qualis, it needed higher recall. Scorpio advertising had been able to create a good

impression on appearance and styling of the vehicle.

Scorpio buyer profile

Scorpio managed to pull out customers from the C segment of vehicles. The product

communication and the retail experience of the Scorpio passed the stringent test of

luxury car buyers and the buyer profile was exactly as per the target profile. The

strategy delivered with more and more small and midsize car buyers choosing the

Scorpio over the others.

Awards

The Scorpio was awarded various awards from various bodiesMahindra achieved

the objectives it set out to achieve. M&M has more than 39 per cent of market share

in hard tops, sold 11800 Scorpio in first nine months of operation and due to this

campaign, Mahindra image improved.

Scorpio Impact on M&M

Scorpio was launched on June 19, 2002. At that time Mahindra was losing market

share and the share prices were also at an all time low at around Rs. 100. The

Mahindra share of business was largely from the semi-urban and rural market of

India and the markets where Mahindra was strong were stagnating. With the launch

of Scorpio, things started looking up for Mahindra. There was an improvement in the


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bottom line as well as the return to the shareholder. The revenue for M&M Auto

Sector increased from Rs. 1827 Cr. in 2002 to Rs. 2511 Cr. in 2003, a growth of 37

per cent. .As regards Mahindra image in the customers mind, the post launch study

conducted gave the following improvements (Brand track Study - Nov 2002 - IMRB):

* The overall positive opinion about Mahindra also moved up by 18 per cent

among MUV/ SUV owners and by 11 per cent among all car owners.

* Mahindra Scorpio has fared excellently in overall opinion as against its key

competitors.

Future Directions - World class product goes global

Having done well in the domestic market, Mahindra and Mahindra is now moving

forward on its path to become a global niche player. i.e, it is stretching its activities in

foreign markets. The company is in the process of negotiating joint ventures in

markets like Spain, Italy, South Africa, Indonesia, Russia, Equador for marketing of

Scorpio.


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Mahindra Xylo

THE WAY FORWARD

To build a car that has everything the customer wants, it is essential to understandwhat he wants first. This has been the basic principle behind the Xylo. We started

with the customer. To this end we spent time with car users, across the country,

observing their interaction with cars. We watched how they entered vehicles, what

they did inside, what they looked for. We noted down complaints and identified need

gaps.

And then we started building the Xylo. From the inside out. This is the first time in

India where the passenger compartment was designed well before the exteriors ofthe car. Every single learning was incorporated on a wooden buck (a mock car

interior with instrument panel, steering wheel and seats). This was then tested with

car customers for further feedback. And only after integrating every desired feature

into the interior did we start with the exterior.

The result was a car that was fluent in form and function. A car that was truly world

class. And a car that was in sync with your requirements.


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Mahindra Xylo

Mahindra Xylo E2

AVAILABLE MODELS - Xylo E2

Xylo E4

Xylo E6

Xylo E8

Xylo Automatic

Xylo 4WD

Xylo E8 ABS

Price:Rs. 612,000* Mumbai. May vary.

VEHICLE SUMMARY

Name: Xylo

Model: E2

Car Body Type: UV

Segment: C+ Segment

OUR RATINGS

Appearance:Comfort:

Features:

Performance:

Value for money:


Displacement: 2498cc, CRDe, M-Eagle

Engine Type: Diesel

Maximum Power: 112 Bhp @ 3800 rpm

Maximum Torque: 240 Nm @ 1800 rpm

DIMENSIONSLength: 4520 mm

Width: 1850 mm

Height: 1895 mm

OTHER SPECIFICATIONS

Seating Capacity: 8

Tyre Size: 215/75 R15

Suspension:Independent Coil Springs, MultiLink Coil Springs

Turning Circle: 5.40 mtrs.

Steering: Power

Brakes: Front Disk, Rear Drum



Power Windows:

Central Locking: Manual

Remote Boot: NO

Remote Fuel Filler:

Rear Wiper: NO

Rear Defogger: NO

Rear Armrest: NO



Music System: Optional

Leather Seats: NO

Door Mirror: Both Side Manual

Tinted Glass: NO

Rear AC Vent: NOFolding Rear Seats:

Sun Roof: NO

Buttons/Controlson Steering:

NO

Auto Viper: NO

Auto Headlamp: NO

ACTIVE AND PASSIVE SAFETY

Airbag: NO

Parking Sensors: NO

Fog Lamp: NOTraction Control: NO
http://autos.maxabout.com/cvid0000623/mahindra_ingenio_crde.aspxhttp://autos.maxabout.com/cvid0000624/mahindra-ingenio-m-hawk.aspxhttp://autos.maxabout.com/cvid0000844/mahindra-xylo-vlx.aspxhttp://autos.maxabout.com/cvid1188/mahindra-xylo-e8http://autos.maxabout.com/cvid1221/mahindra-xylo-automatichttp://autos.maxabout.com/cvid1222/mahindra-xylo-4wdhttp://autos.maxabout.com/cvid1411/mahindra-xylo-e8-abshttp://autos.maxabout.com/cvid0000623/mahindra_ingenio_crde.aspxhttp://autos.maxabout.com/cvid0000624/mahindra-ingenio-m-hawk.aspxhttp://autos.maxabout.com/cvid0000844/mahindra-xylo-vlx.aspxhttp://autos.maxabout.com/cvid1188/mahindra-xylo-e8http://autos.maxabout.com/cvid1221/mahindra-xylo-automatichttp://autos.maxabout.com/cvid1222/mahindra-xylo-4wdhttp://autos.maxabout.com/cvid1411/mahindra-xylo-e8-abs


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Gears: 5 Manual

GroundClearance:

186.00 mm

Kerb Weight: 1830.00 kgs.

Fuel Tank: 55.00

Body ColorBumpers:

YES

Tachometer:

Alloys: NO

ORVM Indicator: NO

XenonHeadlamps:

NO

Trip Meter: 2

EBD: NO

ABS: NO

ESP: NO

Rear Seat Belts: 3

Exterior
http://ic1.maxabout.com/autos/cars_india/mahindra/xylo/xylo-2009-4-18.jpghttp://ic1.maxabout.com/autos/cars_india/mahindra/xylo/xylo-2009-4-18-1.jpghttp://ic1.maxabout.com/autos/cars_india/mahindra/xylo/xylo-2009-1-20-6.jpghttp://ic1.maxabout.com/autos/cars_india/autos/cars_india/mahindraxylo-2009-4-20.jpg


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Interior
http://ic1.maxabout.com/autos/cars_india/mahindra/xylo/xylo-2009-4-18-8.jpghttp://ic1.maxabout.com/autos/cars_india/mahindra/xylo/xylo-2009-4-18-7.jpg


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OVERVIEW

Mahindra has finally come up with its first true MUV - The Xylo. Code-named

Ingenio, it had been officially named as 'Xylo' - this new platform project costed Rs.

550 crore for the utility vehicles market leader. Mahindra has tried its best to improve

the overall build quality, fit & finish of its products with the launch of Xylo.

Xylo has been priced very competitively as compared to the Chevrolet Tavera &

Toyota Innova. Though the quality of Innova is still much better than the Xylo but

Xylo's finish is the best in comparison to other Mahindra products - Scorpio & Bolero.

Design

Xylo's aggressive radiator grille - with chrome slats looks very cool and familiar like

Scorpio and Bolero with chrome centre. The tops models comes body colored

bumper & integrated fog lamps. The sloping bonnet adorn the muscular front end of

Xylo.

The features further enhancing the imposing stance of the vehicle are its twin-

colored outside rear view mirrors and wrap-around taillights. The exteriors of are well

complemented by roomy interiors, which get a number of storage spaces tactfully

located within the cabin.

Close attention to the finer details is what makes the XYLO a winner. The cars doors

are fitted with puddle lamps, giving passengers visibility while alighting from the car

at night.

When viewed from side it looks ordinary like other Multi Utility Vehicles. The rearlooks very proportionate and smart with trendy wrap-around tail lamp cluster.

Mahindra is also offering dual shade paint option for the high end models.


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Engine

Xylo is powered by the same engine used in recently launched Bolero Storm CRDe

but it has been fine tuned further to give more power and has been named M-Eagle

CRDe. It generates maximum power of 112 Bhp at 3800 rpm with maximum torque

of 240 Nm at 1800-3000 rpm.

The engine is meshed with a five-speed manual gearbox and has been built on the

Scorpio NEF CRDe engine family with relevant technological advancements. When

a burst of power is needed, the top mounted intercooler delivers.

Dual pilot injection increases the XYLOs drivability scores, while advanced engine

damping, hydraulic lash adjustor technology and auto tensioner ensure minimumservice frequency and a pleasurable drive.

On a long drive, you can zip down the straights with the long wheelbase and multi-

link suspension keeping the XYLO composed and rock steady. The vehicle also

tackles sharp bends effortlessly and skirts bumps with ease.

Interiors

Completely created from the inside out, the Xylo keeps all the needs and wants of

the would-be passenger in mind. This translates into surprising legroom, both in the

second and third row. Theatre style seating ensures that none of the passengers feel

left out of the conversation, even if they are seated in the back row. Independent AC

vents ensure that the Surround Cool Dual AC cools all corners of this spacious car

with individual controls for each passenger.

Xylo is also the only car to offer flatbed front seats, just like in the business class of a

world-class airline. Additional unique features include foldable flight trays behind the

front seats, individual reading lamps for each passenger and conveniently placed

laptop and mobile charging points.

The doors are fitted with puddle lamps, giving passengers visibility while alighting

from the car at night. Cabin lights shut gradually after a few minutes, giving

passengers enough time to settle inside the car. A wide arm rest in the front row


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provides the driver and co-passenger with comfort, while an integrated foot rest

allows easy entry and exit.

One of the most revolutionary features of the Xylo is the tech-savvy Digital Drive

Assist System (DDAS). An alphanumeric display in the centre panel, the DDAS hasfeatures such as an onboard computer to calculate mileage and distance

permissible. The system is easy to read and provides useful data at a quick glance.

Standard information available includes date, time, inside and outside temperature

and relative humidity.

It also lets you know exactly which direction your Mahindra Xylo is headed in. Press

a button and you are informed of your gear position and speed. The DDAS will even

tell you how long your fuel will last and share information on your average speed and

the instant mileage clocked by you. All of which ensures that you derive optimum

mileage from your Mahindra Xylo.

The DDAS also has an inbuilt warning system which will prompt you to put on your

seat belts in case you forget or if you attempt to drive with the handbrake engaged,

for instance.

The Intellipark Reverse Assist has a visual prompt in the rear view mirror which

shows you the distance between the rear bumper and any object behind your car.

The 2 Din Entertainment System is also feature packed. It enables playback from

MP3s and CDs, SD cards and USB devices, giving you a superlative acoustic

experience on the road.

The drivers seat is ergonomically designed with height adjustment control to

maximise comfort on long drives. Lumbar support can also be adjusted to three

positions while the unique tiltable steering wheel gives you the perfect driving

position.

An illuminated keyhole ring allows you to conveniently locate the keyhole even in

pitch dark conditions. Utility spaces abound in the Mahindra Xylo with a well defined

Centre Console housing space for CDs, magazines, etc.


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Variants, Shades & Price

It is available in four variants - E2, E4, E6 & E8. The base model E2 comes with

single AC, Power Windows, Power Steering.

The top model E8 comes fully loaded with following features:

Surround cool dual AC's with Roof mounted vents

Body coloured bumpers

Electrically adjustable rear view mirrors

Front & Rear Fog Lamps

Alloy Wheels

Body Coloured Side Cladding

Digital Drive Assist System (DDAS)

Mobile charging points

Foldable flight trays

Intellipark reverse assist System

Power window express up/down (driver side) with anti-pinch

Double DIN Music system

Mahindra has recently introduced a new variant of Xylo - the Xylo E8 ABS. It comes

with ABS in addition to the features available in E8 variant. The price of new variant

is Rs. 18000.00 more the E8 variant which comes to Rs. 778000.00

Mahindra Xylo is available in eight attractive colours - Fiery black, Toreador red,

Java brown, Mint green, Lucky lilac, Gold shimmer, Rocky beige and Mist silver. It isalso available is dual tone shades - Black with Silver & Mint green with Rocky Biege.

Price of Mahindra Xylo:

E2 - 624000.00

E4 - 670000.00

E6 - 732000.00

E8 - 770000.00 E8 ABS - 788000.00


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Safety

Mahindra Xylo is fully packed with safety features, offering a high-level of protection

to its occupants. Apart from the standard safety features like seatbelts and tilt

steering column, the car has been equipped with special crumple zones as well. The

recently added ABS option has made xylo more competitive n safe in comparison to

the Innova.

The vehicles engine immobilizer is designed to prevent theft. When an inappropriate

key is used to start the car, the immobilizer cuts off the fuel supply to the engine.

This way, it protects the car from an unauthorized entry.

Overall Xylo is a feature rich & reasonably priced MUV which will sure set the sales

charts on fire. Now we have to see how Tata reacts to this and comes with a better

deal with its upcoming Indicruz Xover.


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Mahindra Renault Logan

AVAILABLE MODELSCollection Logan 1.4 GL

Collection Logan 1.4 GLE

Collection Logan 1.4 GLX

Collection Logan 1.6 GLS

Collection Logan 1.5 DLE

Collection Logan 1.5 DLX

Collection Logan 1.5 DLS

Collection Logan 1.6 GLX

Collection Logan 1.6 GLSx

Collection Logan 1.5 DLSx

Price :Rs.472000.00*

VEHICLE SUMMARY

Name: Collection Logan

Model: 1.4 GL

Car Body Type: Sedan

Segment: C Segment

VERDICT

FOR

Very spaciousCar seat three on rear seatvery comfortablyHas refined Renault engine

Solid built qualityGreat ride and handling

AGAINSTBoxy looksLacks proper ergonomics

OUR RATINGS

Appearance:

Comfort:

Features:

Performance:

Value for money:




Power Windows:

Central Locking: Remote

Remote Boot:

Remote Fuel Filler:

Rear Wiper:

Rear Defogger:

Rear Armrest:



Music System: No

Leather Seats:

Door Mirror: Both Side
http://autos.maxabout.com/cvid0000382/mahindra_renault_logan.aspxhttp://autos.maxabout.com/0000507/mahindrarenault_logangle.aspxhttp://autos.maxabout.com/cvid0000508/mahindra_renault_logan_glx.aspxhttp://autos.maxabout.com/cvid0000509/mahindra-renault-logan-gls.aspxhttp://autos.maxabout.com/cvid0000510/mahindra_renault_logan_dle.aspxhttp://autos.maxabout.com/cvid0000511/mahindra_renault_logan_dlx.aspxhttp://autos.maxabout.com/cvid0000749/mahindra-renault-logan-dls.aspxhttp://autos.maxabout.com/cvid0000894/mahindra-renault-logan-16-glx.aspxhttp://autos.maxabout.com/cvid0000895/mahindra-renault-logan-16-glsx.aspxhttp://autos.maxabout.com/cvid0000896/mahindra-renault-logan-15-dlsx.aspxhttp://autos.maxabout.com/cvid0000382/mahindra_renault_logan.aspxhttp://autos.maxabout.com/0000507/mahindrarenault_logangle.aspxhttp://autos.maxabout.com/cvid0000508/mahindra_renault_logan_glx.aspxhttp://autos.maxabout.com/cvid0000509/mahindra-renault-logan-gls.aspxhttp://autos.maxabout.com/cvid0000510/mahindra_renault_logan_dle.aspxhttp://autos.maxabout.com/cvid0000511/mahindra_renault_logan_dlx.aspxhttp://autos.ma

47588855 final project mahindra

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