A Study On Level of Satisfaction of Customers Towards Mahindra Scorpio in Lucknow

SUMMER TRAINING PROJECT REPORT
ON
“A Study on Level of Satisfaction of Customers
towards Mahindra Scorpio in Lucknow”
Under the guidance of
Mr. Bipin Gupta

Marketing Head
Mahindra Rise
Submitted in partial fulfillment for the award of
Degree of Master of Business Administration From
Abdul Kalam Technical University, Lucknow
BY
Trapal Singh
Roll Number: 1712470165
INSTITUTE OF CO-OPERATIVE & CORPORATE

MANAGEMENT, RESEARCH AND TRAINING
21/467, RING ROAD, INDIRA NAGAR, LUCKNOW-226016
i|Page
Phone: 2716431, 2716092
Fax: (0522) 2716092
E-mail: info@iccmrt.ac.in
Website: www.iccmrt.ac.in
Institute of Co-operative & Corporate Management, Research and

Training
467, Sector-21, Ring Road, Indira Nagar, Lucknow -226 016
Date
CERTIFICATE
This is to certify that Mr. TRAPAL SINGH, a student of Master of Business
Administration (MBA) Programme Batch 2016-18 at this Institute has undergone
Summer Training in the Mahindra And Mahindra, Lucknow from 10th June 2016 to
31nd July 2017 and carried out a study titled “A study on Level of Satisfaction of
customers towards mahindra Scorpio in Lucknow”. He has prepared a report on the
study carried out by him in the organization.
The student has also made a presentation before a panel of experts at the Institute.
(Mr. Shaqaf Akhtar)

Professor/Faculty Mentor
Certified
(Prof. Zabir Ali)

Principal, ICCMRT
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DECLARATION
I, TRAPAL SINGH, a student of Master of Business Administration (MBA)
Programme at the Institute of Co- operative & Corporate Management Research and
Training, Lucknow hereby declare that all the information, facts and figures used in this
research project titled “A STUDY ON LEVEL OF SATISFACTION OF
CUSTOMERS TOWARDS MAHINDRA SCORPIO IN LUCKNOW ” have been
collected by me. I also declare that this project report has been prepared by me and the
same has never been submitted by the undersigned either in part or in full to any other
University or Institute or published earlier.
I confirm that this project report is my own original work and that I have not copied
anything from other published or unpublished work without their permission.
This information is true to the best of my knowledge and belief.
Date: TRAPAL SINGH
MBA III SEMESTER
ROLL NO:1712470165
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ACKNOWLEDGEMENT
In order to accomplish a task, facts, situations and persons integrate together to
form a background. “Greatness lies in being grateful and not in being great.” This
research report is a result of contribution of distinct personalities whose guidance here
made my effort a producing one, as “no task is a single man’s effort”.
I would like to express my deep sense of gratitude to the respectable guide
distinguished personalities for their precious suggestions and encouragement during the
project.
The experience which is gained by me during this project is essential for me at this turning
point of my career.
I am thankful to my project guides Mr. Bipin Gupta for kind support and
supervision under whose kind & constant guidance I had the opportunity to expand my
horizons and view the various problems from different prospective. I am also thanking
him for sparing his valuable time to listen my problems and difficulties faced by me
during the completion of this project report.
Trapal Singh
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PREFACE
It was a privilege for me to work in a reputed organization. This has given us an
opportunity to work in a truly professional environment where team work score over
individual effort, where there is a helpful atmosphere. A well planned, properly
executed and evaluated training helps a lot in inoculating good work culture. The project
on “A Study on Level of Satisfaction of Customers towards Mahindra Scorpio after
Sales Services in Lucknow” has been made to facilitate effective understanding about
the marketing aspects.
The project training has provided me an opportunity to gain practical
experience, which has helped me to increase my sphere of knowledge to a greater extent.
I have tried to summarize all our experience and knowledge acquired up till now, in this
report. This project is a keen effort to obtain the expected results and fulfill all the
information required.
At the end annexure and bibliography are given for effective
understanding.
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.TABLE OF CONTENT
Front Page i
Certificate by supervisor ii
Certificate by Mentor iii
Declaration iv
Acknowledgement v
Preface vi
I.
Introduction to the Topic 1-13
Company Profile 14-68
Objectives of study 69-70
Research Methodology 71-73
I.Data Interpretation & Analysis 74-86
II.
Findings 87-88
III.
Suggestion & Recommendations 89-90
IV.
Conclusion 91-93
V.
Limitations 94-95
VI.
Bibliography 96-97
Annexure 98-100
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Chapter-1
INTRODUCTION
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INTRODUCTION TO THE TOPIC
Organizations become increasingly customer focused and driven by demand, the need to
gain customer loyalty and retain their loyalty is critical. Customer satisfaction is the
most effective way to achieve customer loyalty. Customer satisfaction and customer
loyalty share many similar traits. Customer value is the customer‟s perception of the
ratio of benefits to what he or she gives to obtain those benefits. The customer Value
Triad is a framework used to understand what it is that customers want. The framework
consists of three parts: (1) perceived product quality, (2) value-based pricing, and (3)
perceived service quality.
Customers are satisfied, when value meets or exceeds expectations. If their expectations
of value are not met, there is no chance of satisfying them. Figuring out what the
customers want, however, is a difficult and complex process. To be able to create and
deliver customer value is important to understand its components. On the most basic
level, value from a customer‟s perspective is the ratio of benefits to the risks being taken
while buying the product.
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CUSTOMER SATISFACTION - AN INSIGHT
According to Harold E Edmondson “ Customer Satisfaction” seems to appear in print
more frequently than any other catch phrase used to describe a new found magic for
industrial success. Before we proceed in to the study of the dynamics of Customer
Satisfaction it is important to know about, who a customer is and what satisfaction really
means.
Actual definition of Customer
The question of defining who your customers are seems fairly easy particularly if you
have segmented your market properly and understand who you are trying to
satisfy. However subtlety that frequently goes undetected by many firms is that is that
customer set can be divided into two parts, the apparent customer and the user. The
apparent customer is the person or group of people who decide what product to buy and
basically have control over the purse strings. The user is a person or group who
physically uses the product or is the direct recipient of a service.
What does satisfaction really mean?
As in defining customer above, defining satisfaction also appears simple. However as
with customer there is a subtlety that needs addressing. Satisfaction by most definitions
simply means meeting the customer‟s requirement.
Customer satisfaction is a concept that more and more companies are putting at the heart
of their strategy, but for this to be successful they‟re needs to be clarity about, what
customer satisfaction means and what needs to happen to drive improvement. Without
this, there is a risk that customer satisfaction becomes little more than a good intention,
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with confused objectives failing to address the real issues for customers, one helpful way
to look at the problem is to rephrase the objectives: set the sights on helping the
customers meet their goals.
Customer satisfaction can be defined in many different ways. Finding the right way for a
company depends on understanding your customer and on having a clear vision of the
role that customer satisfaction is to play in the strategy. For example, a focus on
customer satisfaction can work alongside existing segmentations to support revenue
generation from high value customers or it can be a company-wide objective rooted in
the brand values. For the former, it may be sufficient to focus on improving customer
service, but for the latter a broader definition of customer satisfaction is necessary,
closer akin to corporate reputation.
Whatever the strategy for customer satisfaction, it must at least include getting the basics
right. Failing to achieve this can destroy the reputation as well as losing valuable
customers. Every customer, regardless of their economic worth to the business, has the
power to influence – positively or negatively – a company‟s reputation. Once the
objectives for the customer satisfaction strategy are defined there are a number of steps
we can take to make sure the focus on customer satisfaction is effective.
Building a company around Customer Satisfaction -
With the increase in customer‟s demands and competition it has become a lot more
important to base the entire company on customer service. When doing this one must
first realize that every member of an organization plays an active role in customer
service. This includes both external customers and internal customers within a company.
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Customer focused organizations focus both on customer satisfaction and
profit. Achieving customer satisfaction generates the profit. In these organizations top
management has frequent contacts with external customers. The top management uses
consultative, participative, and supportive management styles to get through to the
customer. The staff focuses all of its attention on satisfying the customer‟s
needs. However, the management‟s job is to provide the staff with support necessary to
achieve these goals. The other department and staff in the organization that do not have
direct contact with the external customers deal exclusively with internal customer
satisfaction.
Customer loyalty in service industries has received considerable attention in both
marketing and management theory and practice. As customer loyalty may act as a
barrier to customer switching behaviour it has an impact on the development of a
sustainable competitive edge, (Keaveney, 1995; Gremler and Brown, 1996). During past
decades, customer satisfaction has frequently been advanced to account for customer
loyalty (Newman and Werbel, 1973; Oliver and Linda, 1981; LaBarbera and Mazursky,
1983; Bearden and Teel, 1983; Bitner, 1990; Fornell, 1992; Anderson and Fornell, 1994;
Dick and Basu, 1994; Oliver, 1996). Here, an implicit theme is that positive evaluations
on the basis of expectancy disconfirmation of service providers will instigate customers
to favour them with their patronage. However, the direct relationship between customer
evaluations of services and loyalty has remained somewhat equivocal. For instance,
Bloemer and Kasper (1995) demonstrate that the satisfaction-loyalty relationship is not
simple and straightforward as the level of elaboration on the part of the customer may
act as a moderator between satisfaction and loyalty. Furthermore, Oliva et al. (1992)
argue that the relationship between service satisfaction and loyalty is non-linear,
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meaning that in case satisfaction increases above a certain level, customer loyalty will
increase rapidly. However, it is also shown that loyalty remains unaffected over a
relatively large range of satisfaction levels that fall below that certain level. In this
paper, we investigate how two factors may have a complementary impact on customer
loyalty in relation to varying levels of customer satisfaction; (1) value attainment and (2)
positive mood. Previous research in the context of work experience and turnover
intentions (George, 1991; Judge, 1993; George and Jones, 1996) suggests that
simultaneously considering value attainment, job satisfaction and moods results in a
better understanding of the phenomenological experience of work and its consequences
for employee loyalty towards the organisation. Based on the work of Heskett et al.
(1994) who propose that job satisfaction and customer satisfaction are closely related,
we attempt to test the model of George and Jones (1996) from a mirror image
perspective, i.e. we focus on the role of value attainment and positive mood in relation to
the customer satisfaction-loyalty link in the service profit chain.
Most research in services marketing has ignored the extent to which the service
experience or service process contributes to the attainment of consumer values. One
possible explanation may be that the focus has been dominated by functional contexts,
such as hotel reservations and bank transactions (Price et al., 1995). Moreover,
measurement of service quality has primarily been done from a static rather than a
dynamic perspective, as a result of which service process elements have not been
addressed widely (Boulding et al., 1993). This is, for instance, reflected in the
dimensions of the SERVQUAL instrument, which has been designed to evaluate the
quality of services from the consumer's perspective. Some of the original ten dimensions
(see Parasuraman et al., 1990) have to do with the service delivery by the provider (e.g.
credibility, security), while others are more consumer-oriented (e.g. responsiveness,
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understanding). As Oliver (1996, p. 155) observes: "all have to do with delivering the
service, none directly assesses what service delivery does for the consumer". Particularly
in services that involve a more phenomenological (i.e. Gestalt) experience with a
sustained sensory and expressive content and ritualistic processes, such as art lessons,
deep sea diving and artistic performance, consumers are motivated by the realisation of
values and in turn these values help consumers to give meaning to the service experience
and this will affect patronage decisions. In the marketing communications and consumer
behaviour literature, the use of personal and social values has been heavily emphasised
(Peter and Olson, 1996; East, 1997). However, in the literature on service evaluations
this aspect is lacking. Therefore, in this paper we attempt to extend our knowledge about
loyalty in services by including value attainment as a factor that is not reflected in the
expectancy disconfirmation paradigm. Value attainment, thus, reflects the extent to
which consumers perceive the service experience to contribute to the achievement of
instrumental goals.
A second factor that we propose to take into account when explaining customer loyalty
in services is positive mood. By considering positive mood we focus on the affective
context for consumer behaviour (Clark and Isen, 1982). This seems especially relevant
for the extended service experience in which consumers spend considerable time in
contact with the service provider and environment. As such, we view mood during the
service experience as a factor that is independent from the affective elements in the
satisfaction judgement, as mood in this sense is concerned with affective aspects that are
experienced during the service delivery process instead of the emotional component that
is directed towards the service offering itself (cf. George and Jones, 1996).
Following Oliver et al. (1992), we argue that in case of relatively high levels of
satisfaction, satisfaction will be the most important determinant of customer loyalty.
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However, especially in the case of extended service encounters it may not always be
possible to attain high levels of satisfaction, as multiple encounters take place. Extended
service encounters have the following characteristics: (1) a temporal duration; (2) an
affective or emotional content; and (3) the spatial proximity of service provider and
customer (Price et al., 1995, p. 83). In these encounters, value attainment and positive
mood may have an additional and even compensatory impact on customer loyalty
intentions, as previous research has demonstrated (George and Jones, 1996). Therefore,
we propose that the phenomenological experience of services as a "Gestalt" can be
multifarious and that a simultaneous consideration of cognition, affect and values holds
substantial promise for a better understanding of customer loyalty. This article is
structured as follows. First, we will offer a brief synthesis of the extant literature on key
conceptual and methodological issues concerning satisfaction, mood, and value
attainment. We subsequently discuss the results of a study designed to provide empirical
evidence on the triple interaction between aforementioned concepts in explaining service
loyalty. We conclude with a discussion of a number of research and managerial
implications of our results.
Conceptualizing the multifarious service experien
Satisfaction ha ces been recognised as "the central element in the marketing concept"
(Erevelles and Young, 1992, p. 104). In the abundant research literature both process
and outcome (or performance) definitions of satisfaction co-exist. With regard to the
former, several conceptualisations of satisfaction have been advanced in the literature
(Oliver and DeSarbo, 1988; Tse and Wilton, 1988; Yi, 1990). The central theme in these
definitions is the expectancy disconfirmation paradigm. According to this paradigm,
consumers form expectations, which act as a standard against which service
performance will be judged. A comparison of expectations and perceptions will result in
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either confirmation or disconfirmation. Customers' expectations are confirmed when
product or service perceptions exactly meet expectations. Disconfirmation will be the
result of a discrepancy between expectations and perceptions. Two types of
disconfirmation can be identified: positive disconfirmation occurs when product
performance exceeds prior expectations and negative disconfirmation occurs when
expectations exceed performance. Confirmation and positive disconfirmation will be
likely to result in satisfaction, whereas negative disconfirmation leads to dissatisfaction.
Process definitions of satisfaction enable fast evaluations with respect to brief service
interactions (e.g. buying a train ticket) as well as evaluations from service experiences
that involve consumption periods of considerable duration (e.g. attending an evening
class). As a result, satisfaction can be perceived in terms of a singular occurrence and as
an aggregated impression of a number of events. According to Oliver (1996), this is a
critical feature for service providers.
In addition, outcome definitions of satisfaction exist. Here, satisfaction is viewed as a
state of fulfilment that is connected to reinforcement and arousal. As an end-state,
several types of satisfaction have been discerned in the satisfaction-as-states framework
developed by Oliver (1989). On the basis of level of reinforcement and degree of arousal
the following end-states of satisfaction have been advanced: "satisfaction-as-
contentment", "satisfaction-as-pleasure", "satisfaction-as-relief", "satisfaction-as-
novelty" and "satisfaction-as-surprise". Satisfaction is thus perceived to be a post-
consumption evaluation or "a pleasurable level of consumption-related fulfillment"
(Oliver, 1996, p. 13). Particularly in a services context, the service delivery can be
designed in such a way that it exceeds expectations in terms of arousal and
reinforcement as end-states (Rust and Oliver, 1994). However, in the case of extended
services it may be very difficult to reach optimal levels of satisfaction on a continual
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basis, because there may be many factors that influence satisfaction formation which are
beyond the control of the service provider.
If we accept that consumers use certain services in order to reach fulfilment of a valued
process of consumption, then values prompt consumers to seek out services that are
value-fulfilling. Services in this sense can be viewed as enhancements, phenomena that
add to the positive value of a consumer's life (Oliver, 1996). Hence, consumer
satisfaction may not be the only contributor to service loyalty. We propose that the
attainment of consumer values should also be viewed as a determinant of service
patronage. Values are an important element of motivational analysis (Pearce, 1993).
They reflect the enduring conviction that a certain type of behaviour or state of existence
are "personally or socially preferable to an opposite or converse mode of conduct or end-
state of existence" (Rokeach, 1973, p. 5). Values change only gradually over time and
may have a continual influence on the evaluation of behaviour and/or events as they
draw attention to the product or service attributes which consumers perceive to have
goal satisfying capabilities (Mazanec, 1984; Henry, 1986; Homer and Kahle, 1988). As
such, they help consumers to give meaning to the service experience. Often a distinction
is made between instrumental and terminal values in consumer value systems.
Instrumental values are conceptualised as a means of reaching a goal. Products and
services may provide the benefits that help consumers realise their objectives. Terminal
values reflect aspects of self-actualisation, the ultimate goals that consumers desire to
reach in their lives. Services have often been related to instrumental values. For instance,
credit card companies related their services to privileges for members, to independence,
security and power. Therefore, in this paper, we conceptualise value attainment as the
extent to which consumers perceive the service experience to contribute to the
achievement of instrumental values. Examples of instrumental values are independence,
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ambition and self-control. Instrumental value attainment thus focuses on the extent to
which a service experience helps consumers in realising preferred modes of conduct or
ways of behaving.
In addition, affect has been identified as a third contributor to the service experience
(Knowles et al., 1993). Affect is conceptually different from the outcome of a cognitive
evaluation process. Affect does not only form a source of motivation but it has also a
significant impact on consumer information processing and eventually consumer choice.
Several taxonomies have been proposed to classify and describe the large number of
subjective feelings consumers may have. Mano and Oliver (1993) suggest that affect can
be described according to valence (e.g. happy vs sad) and intensity of arousal.
Furthermore, the distinction between emotions and moods is often made. Emotions are
notable and intense forms of affect attributable to a specific cause, while moods reflect
mild generalised affective states that are induced by a variety of factors (Clark and Isen,
1982; Gardner, 1985; 1987; Gardner and Hill, 1988). Moods form an affective context
for behaviour (Clark and Isen, 1982). Although moods cannot be controlled by service
providers, they can be influenced by aspects of service provider behaviour, such as, for
example, an employee's smile, an ambient service environment (Cunningham, 1979;
Hochchild, 1983). Moods reflect how consumers feel during their encounters with the
service provider.
There is increasing evidence that mood can best be characterised in terms of two
independent dimensions: positive and negative. According to Watson and Tellegen
(1985) the positive dimension refers to the extent to which an individual affirms a zest
for life. Clark and Isen (1982) suggest that people continuously strive for positive mood
and avoid negative mood states. This implies that consumers would attempt to avoid
service situations in which they experience a negative mood. Alternatively, if a
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consumer experiences positive affect, we would expect this encourages him/her to repeat
the service experience and hence become loyal to the service provider.
Satisfaction, value attainment, moods and consumer loyalty
The connection between satisfaction and loyalty has been one of much debate in the
literature. Oliva et al. (1992), for instance, propose that the relationship between service
satisfaction and service loyalty is nonlinear, resulting from the tendency to remain loyal
in spite of the pressure of switching incentives. The authors present evidence that, in
between critical satisfaction thresholds, loyalty is generally unaffected by varying
degrees of satisfaction and dissatisfaction. The absence of unequivocal support for the
relationship between satisfaction and loyalty leads us to incorporate the variables value
attainment and mood as moderators of that relationship. We argue that the parallel
consideration of satisfaction, value attainment and moods will yield a more in-depth and
comprehensive understanding of the relationship between satisfaction and loyalty in
services and more generally how the service experience may or may not lead to
consumer switching behaviour.
Values have been related to satisfaction and loyalty in the literature. For example, Oliver
(1996) suggests that values can be seen as predisposing conditions for desires and as
such determinants of consumer expectations, which in turn form a comparison standard
for satisfaction judgements. Oliver (1995) demonstrated that both disconfirmation of
expectations and value fulfilment contribute independently to the formation of
satisfaction. Furthermore, it has been demonstrated also that both positive and negative
mood have a direct influence on consumer satisfaction (Oliver, 1993).
Although we recognise the potential impact of value attainment and mood on consumer
satisfaction and this forms an interesting research aim in its own right, we propose to
view value attainment and mood as independent contributors to customer loyalty and not
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as causally prior to satisfaction. We argue that mood during the service experience is
distinguishable from the affective component of satisfaction in that mood is concerned
with the affect during the service delivery process rather than affect about or towards the
outcome of the service experience. We do not imply that mood and satisfaction during
the service experience are completely independent. Rather, we propose that mood and
satisfaction are conceptually distinct, non-overlapping constructs, following empirical
evidence available from the field of organisational psychology (Abelson et al., 1982;
George, 1989; George and Brief, 1992; George and Jones, 1996). Abelson et al. (1982)
argue that mood at work is different from the affective component of job satisfaction in
that the former is less cognitively filtered than the evaluative judgements about work.
Likewise, we suggest that value attainment should also be viewed as a construct separate
from consumer satisfaction. As Rokeach (1973, p. 158) argues "values are also
significantly related to all kinds of behaviour". Hence, our concern in this paper is with
the simultaneous effects of satisfaction, value attainment and mood on customer loyalty.
The reason is that there is some empirical evidence of an interaction effect between
mood, value attainment and consumer evaluations of the service experience (Henry,
1986; Homer and Kahle, 1988; Knowles et al., 1993; Swinyard, 1993; Alford and
Sherrell, 1996). In addition, previous research in the context of work experience and
turnover intentions (George, 1991; Judge, 1993; George and Jones, 1996) suggests that
simultaneously considering value attainment, job satisfaction and moods results in a
better understanding of the phenomenological experience of work and its consequences
for employee loyalty towards the organisation. This paper should be viewed as an
attempt to replicate these findings from the work experience context for the service
experience domain.
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Chapter-2
COMPANY
PROFILE
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COMPANY PROFILE
Mahindra Scorpio
Mahindra Scorpio.
Overview
Manufacturer Mahindra
Also called Mahindra Goa (in Europe)
Production June 2002–present
Nasik, Maharashtra, India
6th of October City, Egypt(BAG)

Assembly
Montevideo, Uruguay (Nordex)
Body and Chassis
Class Sport utility vehicle
Body style Mid-size SUV
Related Mahindra Scorpio Getaway
Powertrain
2.1L Petrol I4 116 hp

Engine
2.6L Turbodiesel I4 115 hp
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2.2L M-Hawk Turbodiesel I4 120 hp
Transmission 5 speed man./ optional extras 4-wheel drive
Dimensions
Wheelbase 105.5 in (2,680 mm)
Length 176.9 in (4,493 mm)
Width 71.5 in (1,816 mm)
Height 77.8 in (1,976 mm)
5,534 lb (2,510 kg) (2WD)

Curb weight
5,754 lb (2,610 kg) (4WD)
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Mahindra Scorpio
The Mahindra Scorpio is a four-wheel drive SUV manufactured by Mahindra &
Mahindra Limited (M&M), the flagship company of the Indian Mahindra Group. It was
the first SUV from the company built for the global market. The Scorpio has been
successfully accepted in international markets across the globe.
The Scorpio was conceptualized and designed by the in-house integrated design and
manufacturing team of M&M. The car has been the recipient of three prestigious Indian
awards: the "Car of the Year" award from Business Standard Motoring as well as the
"Best SUV of the Year" and the "Best Car of the Year" awards, both from BBC World
Wheels.
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Mahindra & Mahindra India Limited
Mahindra Rise
Type Public
BSE: 500520
Traded as
BSE SENSEX Constituent
Industry Automotive
Founded 1945 (Ludhiana)
Headquarters Mumbai, Maharashtra, India
Area served Worldwide
Anand Mahindra (Chairman & Managing

Key people
Director)
Automobiles, commercial vehicles, two-

Products
wheelers
Revenue 72,474 crore (US$11 billion) (2015)
Operating income 8,793 crore (US$1.3 billion) (2015)
Net income 2,592 crore (US$390 million) (2015)
Total assets 61,239 crore (US$9.1 billion) (2015)
Number of 34,612 (Mar-2013)
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employees
Parent Mahindra Group
Mahindra two Wheelers limited
Subsidiaries SsangYong Motor Company
Peugeot Motorcycles (51%)
Website www.mahindra.com
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Mahindra and Mahindra Limited (M&M) is an Indian multinational
automobile manufacturing corporation headquartered in Mumbai, Maharashtra, India. It
is one of the largest vehicle manufacturers by production in India and the largest
manufacturer of tractors across the world. It is a part of Mahindra Group, an Indian
conglomerate.
It was ranked 21st in the list of top companies of India in Fortune India 500 in 2011.
Its major competitors in the Indian market include Maruti Suzuki, Tata Motors, Ashok
Leyland and others
Mahindra & Mahindra, branded on its products usually as 'Mahindra', produces SUVs,
saloon cars, pickups, commercial vehicles, and two wheeled motorcycles and tractors. It
owns assembly plants in India, Mainland China (PRC), the United Kingdom, and has
three assembly plants in the United States. Mahindra maintains business relations with
foreign companies like Renault SA, France.
M&M has a global presence and its products are exported to several countries. Its global
subsidiaries include Mahindra Europe S.r.l. based in Italy,Mahindra USA Inc., Mahindra
South Africa and Mahindra (China) Tractor Co. Ltd.
Mahindra started making passenger vehicles firstly with the Logan in April 2007
under the Mahindra Renault joint venture. M&M made its maiden entry into the heavy
trucks segment with the Mahindra Truck and Bus Division, the joint venture with
International Truck, USA.
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Mahindra produces a wide range of vehicles including MUVs, LCVs and three wheelers.
It manufactures over 20 models of cars including larger, multi-utility vehicles like the
Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India
Private Limited to build passenger cars.
At the 2008 Delhi Auto Show, Mahindra executives said the company was pursuing an
aggressive product expansion program that would see the launch of several new
platforms and vehicles over the next three years, including an entry-level SUV designed
to seat five passengers and powered by a small turbodiesel engine. True to their word,
Mahindra & Mahindra launched the Mahindra Xylo in January 2009, selling over 15,000
units in its first six months.
Also in early 2008, Mahindra commenced its first overseas CKD operations with the
launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group.
This was soon followed by assembly facilities in Brazil. Vehicles assembled at the plant
in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pick-up body
styles as well as SUVs.
Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in
North America through an independent distributor, Global Vehicles USA, based in
Alpharetta, Georgia. Mahindra announced it would import pickup trucks from India in
knockdown kit (CKD) form to circumvent the Chicken tax. CKDs are complete vehicles
that were assembled in the U.S. from kits of parts shipped in crates.On 18 October 2010,
however, it was reported that Mahindra had indefinitely delayed the launch of vehicles
into the North American market, citing legal issues between it and Global Vehicles after
Mahindra retracted its contract with Global Vehicles earlier in 2010, due to a decision to
sell the vehicles directly to consumers instead of through Global Vehicles.However, a
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November 2010 report quoted John Perez, the CEO of Global Vehicles USA, as
estimating that he expected Mahindra's small diesel pickups to go on sale in the U.S. by
spring 2011, although legal complications remained, and Perez, while hopeful, admitted
that arbitration could take more than a year. Later reports suggested that the delays may
be due to Mahindra scrapping the original model of the truck and replacing it with an
upgraded one before selling them to Americans. In June 2012, a mass tort lawsuit was
filed against Mahindra by its American dealers, alleging the company of conspiracy and
fraud.
Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric Vehicles. In
2011, it also gained a controlling stake in South Korea's SsangYong Motor Company.
Mahindra launched its relatively heavily publicised SUV, XUV500, code named as
W201 in September 2011. The new SUV by Mahindra was designed in-house and it was
developed on the first global SUV platform that could be used for developing more
SUVs. In India, the new Mahindra XUV 500 came in a price range between 1,140,000–
1,500,000. The company was expected to launch 3 products in 2015 (2 SUVs and 1 CV)
and an XUV 500 hybrid. Mahindra's two wheeler segment launched a new scooter in the
first quarter of 2015. Besides India, the company also targeted Europe, Africa, Australia
and Latin America for this model. Mahindra President Mr. Pawan Goenka stated that the
company planned to launch six new models in the year.The company launched the CNG
version of its mini truck Maxximo on 29 June 2012.A new version of the Verito in
diesel and petrol options was launched by the company on 26 July 2012 to compete with
Maruti's Dzire and Toyota Kirloskar Motor's Etios.
On 30 July 2015, Mahindra released sketches of a new compact SUV called the
TUV300 slated to be launched on 10 September 2015. The TUV300 design took cues
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from a battle tank and used a downsized version of the mHawk engine found on the
XUV500, Scorpio and some models of the Xylo. This new engine was christened as the
mHawk80.
Organization Structure:
CEO Secretary
Anand Mahindra NS
Chairman of the Board CFO

Keshub Mahindra Bharat Doshi
Director Automotive Sector

A.Ganguly PG
Director Farm Equipment Sector

R.Kulkarni AC
Director Finance, Legal & Financial Services

Anupam Puri UP
Director Human Resources, After-Market &

Naraynan Vaghul Corporate Services
RD
Director Information Technology Sector

M.Murugappan UY
Director Infrastructure Development Sector

Arun Dasgupta AN
Director Systems & Technologies Sector

Deepak Parekh HL
Director Trade, Retail & Logistics Sector

Nadir Godrej RM
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SWOT Analysis of Mahindra & Mahindra with USP, Competition, STP (Segmentation,
Targeting, Positioning) - Marketing Analysis
Mahindra & Mahindra
Parent Company Mahindra
Category Sedans, SUV‟s, Two-wheelers
Sector Automobiles
Tagline/ Slogan Rise; Every 2 minutes a Mahindra is born
Mahindra SUV‟s have a stronghold in the Indian
commercial taxi market which have good performance o
USP tough terrains
STP
Segment Complete automobile segment including sedans & SUV‟s
Target Group Young executives from the upper-middle income bracket
A brand which promotes new thinking, accepts no limits and
Positioning drives positive change
Product Portfolio
1. Mahindra Bolero 2. Mahindra Renault Logan
3. Mahindra Scorpio 4. Mahindra Verito
Brands 5. Mahindra Xylo
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SWOT Analysis
1. Mahindra has been one of the strongest brands in the
Indian automobile market
2. Mahindra group give employment to over 110,000
employees
3. Excellent branding and advertising, and low after sales
service cost
Strengths 4. Sturdy SUV‟s good for Indian roads and off-road terrain
1. Mahindra‟s partnership with Renault did not live up to
Weaknesses international quality standards through their brand Logan
1. Developing hybrid cars and fuel efficient cars for the
future
2.Tapping emerging markets across the world and building a
global brand
3.Fast growing automobile market
4.Growing in the market through electric car Reva
Opportunities (controlling stake) and entry into two-wheeler segments
1. Government policies for the automobile sector across the
world
2. Ever increasing fuel prices
3. Intense competition from global automobile brands
4. Substitute modes of public transport like buses, metro
Threats trains etc
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Competition
1.Honda
2.Toyota
3.Nissan Motors
4.Hyundai Motors
5.Fiat
6.Mitsubishi
7.Maruti Udyog
8.Tata Motors
9. Skoda
10. Toyota
11. Volkswagen
Competitors 12. Ford
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Mahindra & Mahindra's Scorpio was started in 1997 with a vision to continue to
dominate the Utility Vehicle (UV) market in India. Their aim was to make M&M known
world-wide for their quality, durability and reliability of its products and services.
M&M's business was largely from semi-urban and rural markets of India. Even though
M&M had a wider variety of products, it was lacking the products that can cater the
modern urban customer needs. The market of M&M was strong but stagnating. These
reasons led to thought of Sports Utility Vehicle catering the urban customers and
targeted the 'C' class cars segment (Rs. 5 Lakhs and above). The SUV was positioned as
a 'better looking SUV' with a 'Car Plus' approach. But due to change in market scenario,
competition and consumer preferences the company has started shifting its focus from
'C' segment to 'D' segment to become a luxury car. Scorpio is a product for those who
seek latest technology at affordable prices and for those who feel that big size stands for
status. The Scorpio project was very important for M&M. It was banking on Scorpio to
help it shed its image as a manufacturer of vehicles for rural use and to break into the
urban market. It targeted individual car buyers in the top-end small car segment and
mid-size car segment, who already owned cars and were ready to invest in another
vehicle.
Mahindra & Mahindra used an aggressive promotional strategy to promote the SUV. As
it targeted the urban audience, television advertisement was a must. It promoted the
Scorpio to a large scale through TV advertisements. As the product development took
off, a phased communication strategy was plotted for the brand. During the first phase,
the need to deal with issues such as lifestyle imagery was identified by the Mumbai-
based advertising agency Interface Communications.
As a result, the television commercials depicted the product and even as the print
advertisements focused on functional benefits. So one got to see copies like `Car you
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walk into, and not crawl into' across newspapers. In phase two, the television campaign
was not changed but print creative were centred on communicating new product
developments. The third phase of communication was released in July 2004 when the
automotive giant focused on the `car plus' statement. What followed was a series of
advertisements focusing on people and lifestyle rather than the product. All Scorpio
advertisements show the vehicle in urban settings driven many times by women
conveying the message of "ease of driving". Unlike competitors' advertising strategy, no
imagery of off-road settings and `wilderness' or `break-free' connotations were depicted.
Other international majors are battle scarred in other markets. All of them have
capabilities to compete with the best anywhere. But what Scorpio did was to alert all of
them that nothing but the best will do in the Indian market too. So it is very interesting
that the tag line of Scorpio TV ads says `nothing else will do'.
Moreover the company has also taken social initiatives through CSR, working towards
upliftment of education, health and disaster relief, art and culture, environmental
initiatives, sports, etc. This also is a promotional strategy by the company to attract more
and more customers for its product.
Use of Push or Pull Strategy
M&M initially used pull strategy through aggressive advertising through television
media as pull strategy of promotion involves the active engagement of the target market
through methods like advertisements or email marketing. The company also went for
making a specific web site named "mahindrascorpio.com" to promote the product to a
huge level. Moreover the car was also involved at the Rally dos Sertoes in Brazil, which
is considered to be one of the world's toughest rallies, so as to bring the product into
eyes of those who love cars and want thrill in them, as Scorpio is a car with thrills.
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Further M&M also promoted Scorpio through public relations; direct marketing through
CRM activities like satisfaction surveys, events, festive offers and rewards programs.
All these activities were the part of push strategy by the company. But as the time,
customer preferences and competition are increasing the company is now moving to
become the global niche player.
Critical appraisal of company's promotion
With such a superlative advertising and promotion, M&M Scorpio was able to position
itself as a wonderful product with smart pricing and excellent services. To those young
people who like thrill, Scorpio is for car lovers, just like Harley Davidson is for bike
lovers. The company had been able to show the product in the same manner through its
promotion strategies. The company had been able to justify its promotional activities
completely with online promotion through its web site. The basics of all communication
are there on the site. It is appealing with a simple design and well written copy. The
powerful yet stylish looks and the sheer pride of possession that this brand offers are
truly conveyed through its promotional tools. The result of the company's promotional
strategies could be seen through the customer reaction. Scorpio has won many awards in
customer satisfaction and as the best SUV. It is among those brands which has got a
huge brand recall. Recently the company is using Gaming as one of the promotional
strategy whereby the internet users can play game on the web site of M&M Scorpio.
And it brings timely changes in its television ads as and when required and it had been
able show the product very clearly and specifically through its television ads. Moreover
the focus on the target market is also very clear through the promotional activities of the
company. So we can conclude that the product delivers a promise and its promotion has
been able to create a distinct image in the consumers' mind.
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Marketing mix of Mahindra and Mahindra
India is one of the fastest growing markets for the automobile industry and the company
Mahindra and Mahindra is one such automobile company that has revolutionized the
markets. Founded in the year 1945, it is one of the leading brands for agricultural
tractors in terms of manufacturing and volume. This multinational manufacturing
organization has its headquarters in Mumbai and is a public limited company. It faces
stiff competition and its chief competitors are as follows-
 Toyota
 Tata Motors
 Honda
 Hyundai
 Maruti-Suzuki
 Ashok Leyland
Product in the Marketing mix of Mahindra and Mahindra
Mahindra and Mahindra deal with farm equipment, utility vehicles and commercial
vehicles. Its portfolio includes a wide range of products that comprises heavy trucks,
light trucks, two wheelers, SUV‟s, tractors and school buses.Mahindra has also built
military vehicles and its Willys jeep was used for transportation in World War II. The
esteemed company has also entered into partnership deal with Renault S.A and its result
was the beautiful Mahindra Renault Logan. The various Mahindra products are-
 Mahindra Scorpio
 Mahindra Scorpio Getaway
 Mahindra Bolero
 Mahindra Pick-up
 Mahindra Quanto
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 Mahindra XUV 5oo
 Mahindra Xylo
 Mahindra Thar
 Mahindra e2o
 Mahindra- Renault Verito
Place in Marketing mix of Mahindra and Mahindra Mahindra owns many assembly
plants and manufacturing plants. Its assembly plants are located in China, India, Brazil
and United Kingdom. It has a global presence and its products are sent to countries like
Italy, China, South Africa, USA and UK. It has proved its capabilities by sending strong
messages. To test the markets of China it sent tractors to one single province and
managed to sell them at 20% higher price than its local rival because of its shrewd
business sense and the superior quality of the products. This is how it captured the
markets in China with determination and ample business sense. In India, its plants are
located in Bangalore, Chakan and Nasik in Maharashtra, Haridwar in Uttarakhand.
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Its manufacturing facilities are distributed and spread over a large area of
500,000sq.meters. The company‟s infrastructure includes 30 offices for sales, 500
dealers, 600 stock points, 500 service points and all these are connected by an all-
encompassing IT structure. It has opened various showrooms all over the country that
have experienced and qualified salesperson with a distinctive market knowledge. The
offices are well-furnished and spare parts, equipment, services are available to the
customers at one go.
Price in the Marketing mix of Mahindra and Mahindra
The pricing policy of Mahindra and Mahindra is dependent upon various factors that
determine the sales price of the vehicles. The costs incurred at every stage includes
manufacturing to assembling the parts and making them a whole product and the costs to
reach the product to the consumer.The company has infiltrated in every corner of the
country with products that are reasonably priced and show quality.
The company follows the policy of both the premium pricing and the flexible pricing to
grasp the maximum consumer value. The rates of all its products are very competitive,
as it has taken a lot of market research as well as the cost factors and the competitor‟s
rates to arrive at a particular sales price. In order to cater to the whims of every section
of the masses they have launched products with different prices that are suitable for
different sections. These noticeable changes are consciously taken decisions with
appropriate prices to balance their portfolio and garner more customers.
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Promotion in the Marketing mix of Mahindra and Mahindra
Mahindra and Mahindra have taken various steps in order to promote their vehicles
throughout the world. It has decided to use the visual media and the print media fully so
that the people become aware of its potential and products. Advertisements featuring
attractive models with its products have been handled gracefully so that Mahindra and
Mahindra becomes a household name.
In 2011, Mahindra launched Kareena kapoor Khan, the famous actor, as its brand
ambassador for Mahindra two wheeler‟s advertisements where she asks the consumers
to buy a two-wheeler as INR 1500 of petrol was being supplied free with it. This highly
entertaining and engaging campaign shows a peppy and charming Kareena enjoying her
ride. Advertisements have been placed in newspapers and various magazines as well as
television and internet.
Under additional activities for sales promotion, it has organized exhibition where
catalogues are distributed and contests are held. The company has also implemented
different programs where they have rewarded the best talent in the industry in terms of
cash and job offers. These have also proved to be a good promotional and beneficial
move.
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HISTORY OF MAHINDRA & MAHINDRA AUTOMOTIVE
Mahindra & Mahindra (M&M) was established in 1945 as Mahindra & Mohammed.
Later on, after the partition of India, one of the partners - Ghulam Mohammad - returned
to Pakistan, where he became Finance Minister. As a result, the company was renamed
to Mahindra & Mahindra in 1948.
M&M started its operation as a manufacturer of general-purpose utility vehicles. It
assembled CKD jeeps in 1949. Over the passing years, the company expanded its
business and started manufacturing light commercial vehicles (LCVs) and agricultural
tractors.
Apart from agricultural tractors and LCVs, Mahindra & Mahindra also showed its
dexterity in manufacturing army vehicles. Soon, it started its operations abroad, through
its plants set up in China, the United Kingdom and the USA.
M&M partnered with companies prominent in the international market, including
Renault SA, International Truck and Engine Corporation, USA, in order to mark its
global presence. M&M also started exporting its products to several countries across the
world. Subsequently, it set up its branches including Mahindra Europe Srl (based in
Italy), Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co.
Ltd.
At the same time, M&M managed to be the largest manufacturer of tractors in India, by
holding leadership in the market of the country, for around 25 years. The company is an
old hand in designing, developing, manufacturing and marketing tractors as well as farm
implements. It made its entry to the passenger car segment in India, with the
manufacture of Logan (mid-size sedan) in April 2007, under the Mahindra Renault
collaboration.
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Soon after the considerable success of Logan, M&M started launching a wide range of
LCVs and three wheelers as well as SUVs including Scorpio and Bolero. In the present
time, Bolero has gained immense popularity in India. It is one of the most opted vehicles
in its class.
MAHINDRA BOLERO
Mahindra Bolero is one of the most successful and popular utility vehicle of the
Mahindra and Mahindra Group. The car is robust in appearance and it has been
elegantly designed, keeping in mind the conditions of the Indian roads.
Mahindra Bolero is also among the best fuel-efficient cars of India as the manufacturer
has equipped it with a 2500 cc diesel engine with5- speed transmission.
MAHINDRA SCORPIO
Mahindra & Mahindra Limited launched Mahindra Scorpio as its first Sports Utility
Vehicle in India in 2002.
This SUV has redefined the expectations for the design of SUVs with its sturdy looks
and powerful performance, the sophisticated interior design adds to the further glory to
the appearance.
MAHINDRAINGENIO
Mahindra & Mahindra is planning to launch a new multi-purpose vehicle (MPV) to take
on the Toyota Innova and the Chevrolet Tavera in both the individual buyer and taxi
segments. Mahindra has currently named the project Ingenio. The vehicle is expected to
hit the market in 2009
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MAHINDRA RENAULT LOGAN
Much awaited Mahindra-Renault Logan has been launched in India. This compact sedan
is a spacious, practical and affordable vehicle. The outlook of Logan is impressive and
the basic version is a value for money, however the top-end versions are a bit high on
price. The prominent feature of this car is its performance, interiors and economy.
MAHINDRA XYLO
Mahindra & Mahindra Limited launched their latest Multi Utility Vehicle (MUV)
“Xylo” in India on January 13, 2009. The car boasts of having all the luxurious features
that are seen in today‟s sedans, with the ample space of a utility vehicle. Xylo's muscular
stance contributes to its commanding road presence. Fully packed with the latest
features, the MUV is sure to impress Indian consumers and provide a stiff competition
to the other vehicles within its class.
Performance Of Mahindra XYLO
Under the hood of Mahindra Xylo lies a 4-cylinder turbocharged, mEagle diesel engine,
which generates a power of 112bhp @ 3800 rpm and a peak torque of 24 kgm @ 1800-
3000 rpm. The powerful engine is developed on the NEF CRDe platform and is mated to
5-gears manual transmission. The car accelerates from rest to 60 km/h in just 5.8
seconds.
MILSTONE, AWARDS AND ACCOLADES
M&M’s 61st year was studded with a number of noteworthy
achievements, prestigious prizes and glittering awards.
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DUAL HONOURS FOR CHAIRMAN MR. KESHUB MAHINDRA
Chairman, Mr. Keshub Mahindra was awarded the “Business Visionary Award 2006”
instituted by the National Institute of Industrial Engineering (NITIE), Mumbai.
Chairman, Mr. Keshub Mahindra was also awarded the prestigious IBS Kolkata
Lifetime Achievement Award for his „unparalleled contribution to industrial growth and
social and economic development of the community‟.
The Institute of Chartered Financial Analysts of India‟s (ICFAI) India Business School
(IBS) presented it, Kolkata, at the Strategy Summit 2007, held in Kolkata.
SLEW OF HONOURS FOR MR. ANAND MAHINDRA
Mr. Anand Mahindra, VC & MD, Mahindra Group, received a number of prestigious
awards in 2006-07, including:
o The prestigious CNBC Asia Business Leader of the Year Award for the Year 2006
as well as the CNBC TV India “Business Leader of the Year Award”.
o The „CEO of the Year‟ award at the India Brand Summit 2006 co-sponsored by
Business Standard and ITM Business School in association with Times Now and
DNA newspaper.
o The LMA Entrepreneur of the Year 2006 award, instituted by the Ludhiana
Management Association (LMA).
o The Most Inspiring Corporate Leader of the Year‟ Award by NDTV Profit
o The NDTV Profit – Car & Bike Award 2007 for Automobile Man of the Year.
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Mr. Anand Mahindra was also nominated as a Member of the Council of the
Executive Committee of the National Sports Development Fund (NSDF) of the Govt. of
India. He was featured in the list of 50 Most Influential Indians in Business Week‟s
edition dated August 13, 2007
HIGHEST CRISIL RATING FOR M&M
M&M has received the highest Governance & Value Creation rating, CRISIL GVC
Level - I from CRISIL for the ability to create value for all stakeholders, while adopting
sound corporate governance practices.
DUN & BRADSTREET AMERICAN EXPRESS CORPORATE
AWARDS 2006
Mahindra & Mahindra was rated as the leading Indian company in the Automobile -
Tractors sector in the „Dun & Bradstreet – American Express Corporate Awards 2006‟.
The Automobile Sector comprises of three categories – Passenger Vehicles, Commercial
Vehicles and Tractors.
These awards recognize the virtues of size and growth in the awards methodology.
M&M ranked No. 1 in these two segments in the premier Dun & Bradstreet India
publication, India‟s Top 500 Companies 2006.
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MAHINDRA RECEIVES AMITY HR EXCELLENCE AWARD
Mahindra & Mahindra was honored with the Amity HR Excellence Award at the Fourth
Amity Global HR Summit 2007 held at the Amity International Business School, Noida.
The Amity HR Excellence Award recognized Mahindra as one the most admired
companies across the global on account of its innovative strategies for Human Resources
Management and Development.
GLOBAL HR EXCELLENCE AWARD FOR M&M
Mahindra & Mahindra won the Global HR Excellence Award for Innovative HR
practices (Manufacturing Sector), in the Asia Pacific HRM Congress, held in Mumbai.
These awards recognize organizations and individuals who have embraced change,
encouraged constructive challenges and demonstrated entrepreneurial skills in the
corporate world.
M&M WINS BOMBAY CHAMBER GOOD CORPORATE CITIZEN
AWARD 2006-07
M&M was presented with the coveted Bombay Chamber Good Corporate Citizen
Award 2006-07 at a glittering ceremony held to celebrate the Chamber‟s 172nd
Foundation Day on September 21, 2007. Mr. Bharat Doshi, Executive Director, M&M
Ltd. and Mr. Rajeev Dubey, Member of the Group Management Board and Chairman,
Mahindra & Mahindra CSR Council, received the award on behalf of the company.
This Award recognizes and honors conspicuous achievement by corporate organizations
by way of service to the civic community, in addition to outstanding operational
performance. It takes into account several parameters, including Business Performance,
Corporate Interests, Employee Welfare, Customer and Stakeholder Satisfaction and
Social Investment.
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GOLDEN PEACOCK AWARD FOR EXCELLENCE IN
CORPORATE GOVERNANCE
Mahindra & Mahindra won the coveted Golden Peacock Award for Excellence in
Corporate Governance 2006. This award validates the company‟s „Best-in-Class‟
corporate governance practices and reflects its transparent and ethical dealings with
stakeholders across the entire value chain. It recognizes the Management‟s commitment
to the highest standards of corporate conduct and its commitment to Corporate Social
Responsibility as a distinct activity that helps build commendable social values and adds
to the ethical fiber of the organization.
BEST AUTOMOTIVE MANUFACTURING SUPPLY CHAIN
EXCELLENCE AWARD
Mahindra & Mahindra has been awarded as the organization with the “Best
Automotive Manufacturing Supply Chain Excellence”. The awards were presented by
India Times Mindscape (Times of India Group) along with the Business India Group
at the Express, Logistics & Supply Chain Awards held in Mumbai on September 28,
2007. A. C. Neilson is accredited with the research for the award nominees and
winners.
HIGH RANKINGS FOR MAHINDRA
M&M was ranked second in the prestigious e Most Trusted Car Company in India study
conducted by TNS. M&M scored 127 points, just seven points below the top ranking
company, according to a TNS communiqué.
 M&M was ranked 14th in The Economic Times prestigious „ET 500‟ list of top
achieving companies in India. The company has moved up four ranks from last
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year. To quote from the „ET 500‟ write-up: “M&M‟s „art-to-part‟ strategy of
diversification into the auto parts value chain and its plans for new platforms for
utility vehicles and joint venture with Renault for Logan have led to a gain in
ranks.”
 M&M was ranked 22nd in Business India‟s annual survey of the country‟s top
companies - Super 100
 M&M was ranked 31st in Business Today‟s annual survey of India‟s most
valuable companies
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MILESTONES OF MAHINDRA&MAHINDRA
YEAR ACHIEVMENTS
1947 In October, the first batch of 75 Utility Vehicles (UVs) imported in CKD
condition from Willys overland Export Corporation.
1949 Lease of 11,071 Sq. yards at Mazagaon from British India Steam
navigation. The first Willys Overland Jeep built in India at the Assembly
Plant , Mazagaon, Bombay (now Mumbai).
1954 Manufacture of Vehicles undertaken in collaboration with Kaiser Jeep

Corporation and American Motors Corporation.
1962 Indigenous content of Jeep goes up to 70 per cent. To centralise

manufacturing operations, 137 acres of land purchased at Kandivli.
1965 FC 150 Petrol Trucks introduced.
1967 Two wheelers drive Utility Vehicles introduced. The 101" wheel base
and Metal Body UVs introduced. Indigenous content goes up by 97 per
cent.
1969 The start of vehicles export. Export of total 1200 UVs along with spare
parts to Yugoslavia. Exported also to Ceylon, Singapore, Philippines and
Indonesia.
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1970 The contracts to export of 3304 vehicles, mainly to Yugoslavia and
Indonesia concluded.
1971 Separate R&D section set up.
1974 Maxi miller campaign launched for the conservation of fuel. CJ 4A was
introduced with new transmission and axle ratio. Collaboration
agreement with Jeep corporation (subsidiary of AMC, Detroit).
1975 FC 260 Diesel light truck and CJ 500 D Diesel was introduced with MD
2350 Diesel Engine.
1979 The Government of India approves in principle, technical collaboration

with Peugeot (France) for the manufacture of XDP 4.90 Diesel Engine.
1981 The Nasik Trucks Assembly Plant and Peugeot Engine Assembly Plant at
Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik
Assembly Line.
1983 FJ 460 model was introduced with 4-speed gearbox. Engine plant at
Igatpuri formally inaugurated by Mr. Jean Boillot, President of
Automobiles Peugeot of France for the manufacture of 25,000 Peugeot
and Petrol engines.
1985 The New Mahindra Vehicle-MM 540 was launched in Bombay. NC 640
DP with 4 speed gearbox and Mahindra MM 440 was introduced.
1986 CJ 640 DP Vehicle introduced.
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1987 MM 540 DP metal Body Wagonette introduced.
1988 M&M signed a MoU with Hyderabad Allwyn Nissan Limited to form
Mahindra Nissan Allwyn Ltd., as its associate company with LCV
operations in Andhra Pradesh.
The CJ 340 DP model was introduced. M&M and Peugeot announced

1989 their tie up for the manufacture of Peugeot 504 pickup truck, BA 10
gearboxes and latest XD 3 diesel engines. M&M acquired automotive
pressing unit at Kanhe, from Guest Keen Williams Ltd.
1991 Introduced CJ 500 DI model with MDI 2500 A direct injection diesel
engines. M&M bags order to export 10,000 CKD kits. Commander range
of models: 650 DI, 750 DP/HT were also launched with tremendous
market response.
1993 The Mahindra Armada was launched
Mahindra Nissan Allwyn Ltd. (MNAL) was merged with M&M and
1995 Zaheerabad LCV operations becoming part of Automotive Sector. FJ
series of LCVs were shifted from Nasik to Zaheerabad. Igatpuri Engine
Plant received ISO 9002 certificate.
1996 The new LCV model Cabking DI 3150 & Mahindra Classic vehicles
were launched. New Commander 5 Door Hard Top introduced.
Commercial production of the Ford Escort commenced at Nasik Plant.

1997 License & Technical Assistance Agreement signed with Mitsubishi
Motors Corporation for Manufacture of SL Body at Zaheerabad
(Voyager with XD 3 and BA 10). Kandivli and Nasik plants received
ISO 9002 certificate from RW-TUV.
1998 Die shop Inauguration at Nasik Plant 2-8/8/97. Voyager was launched by
the Chairman at Zaheerabad Plant on 12/11/97
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PRODUCT PROFILE
PRODUCTS OF MAHINDRA AUTOMOTIVE
MAHINDRA “SCORPIO”
MAHINDRA “BOLERO”
MAHINDRA “XYLO”
MAHINDRA RENAULT “LOGAN”
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MAHINDRA “XUV 500”
BOLERO VARIANTS
Bolero SLX
Features and Specification
Make Mahindra
Model Bolero
Variant SLX
Body Type SUV
No. of Doors 5
Fuel Efficiency:
City Mileage 9.4 kmpl
Highway Mileage 15.9 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -
Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 180@1440 Nm@rpm
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Steering and Suspension
Steering Type Rack and pinion, power assist
Power Steering Yes
Front Suspension Independent with coil spring
Rear Suspension Leaf spring
Dimensions:
Length 4056 mm
Height 1880 mm
Width 1660 mm
Wheel Base 2680 mm
Clearance 200 mm
Boot -
Front Head Room Min: 60mm Max: 60mm
Front Leg Room - -
Rear Head Room Min: 60mm Max: 60mm
Rear Leg Room Min: 74mm Max: 94mm
Krebs Weight Min: 1615kg Max: 1615 kg
Gross Weight
Drive Train
Type Manual
Gears 5
Drive Line RWD
Comforts Features
AM / FM Radio Present
Except AM / FM radio there is no other comfort is provided.

Safety: There is no safety feature included in Bolero SLX including antitheft system etc.
BOLERO SLE
Feature and Specification
Make Mahindra
Model Bolero
Variant SLE
Body Type SUV
Number of Doors 5
Fuel Efficiency:
Fuel Type Diesel
Fuel Grade -
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Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Compression Ratio -
No. of Valves 8
Fuel System DI

Power Steering Yes
Rear Suspension Parabolic Leaf spring
Dimensions:
Length 4056 mm
Height 1880 mm
Width 1660 mm
Wheel Base 2680 mm
Clearance 180 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room -
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -
Drive Train
Type Manual
Gears 5
Drive Line RWD
Comfort Features
Air-Conditioning Yes
Except Air conditioning, no other comfort features are present in the Bolero SLE.
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Same as SLX no safety features are present in the Bolero SLE.
BOLERO DIZ
Make Mahindra
Model Bolero
Variant DIZ
Body Type SUV
Number of Doors 5
Fuel Efficiency:
Fuel Type Diesel
Fuel Grade -
Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Compression Ratio -
No. of Valves 8
Aspiration -
Fuel System DI
Torque 137.5@2000-2500 Nm@rpm

Power Steering Yes
Front Suspension Independent with coil spring & anti
roll bar
Rear Suspension Parabolic Leaf springs
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Dimensions:
Length 4056 mm
Height 1880 mm
Width 1815 mm
Wheel Base 2680 mm
Clearance 200 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room -
Gross weight 5.4 kg
Drive Train
Type Manual
Gears 5
Drive Line RWD
This model of Mahindra Bolero do not consist any comfort features and safety features.
BOLERO DI
Make Mahindra
Model Bolero
Variant DI
Body Type SUV
Number of Doors 5
Fuel Efficiency:
Fuel Type Diesel
Fuel Grade -
Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Compression Ratio -
No. of Valves 8
Fuel System DI
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Power Steering No
Rear Suspension Leaf springs
Dimensions:
Length 4260 mm
Height 1810 mm
Width 1815 mm
Wheel Base 2680 mm
Clearance 183 mm
Boot -
Front Head Room Min: 60mm Max: 60mm
Front Leg Room -
Rear Head Room Min: 60mm Max: 60mm
Gross weight -
Drive Train
Type Manual
Gears 5
Drive Line RWD
Comfort Features
BOLERO DI PLUS
Make Mahindra
Model Bolero
Variant Plus
Body Type SUV
Number of Doors 5
Fuel Efficiency:
Fuel Capacity 60 litre
Fuel Type Diesel
Fuel Grade -
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Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Compression Ratio -
No. of Valves 8
Fuel System Direct Injection
Torque 180@1440-1550 Nm@rpm
Power Steering No
Front Suspension Independent with coil spring &
anti roll bar
Rear Suspension Parabolic Leaf springs
Dimensions:
Length 4440 mm
Height 1977 mm
Width 1660 mm
Wheel Base 2794 mm
Clearance 195 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Gross weight -
Drive Train
Type Manual
Gears 5
Drive Line RWD
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Comfort Features
PRODUCT AVAILABLE AT UNITED AUTOMOBILES:
United Automobiles has franchise of M&M Company. M&M Company manufacturer
various types of MUVs and LCVs.
These are:
MAHINDRA “XYLO”
XYLO VARIANTS EX-SHOWROOM PRICE
D2 (BASE VERSION) 8,56,824
D4 (LOWER VERSION) 8,04,283
H4 (SPORTZ VERSION) 9,74, 973
H9 ( TOP VERSION ) 11,10,312
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MAHINDRA “SCORPIO”
SCORPIO VARIANTS EX- SHOWROOM PRICE
SCORPIO S2 8,92,873
SCORPIO S4 9,37,737
SCORPIO S4 PLUS 4WD 11,37,705
SCORPIO S10 4WD AT 14,38,638
SCORPIO Vle mHawk 10,18,427
MAHINDRA “BOLERO”
BOLERO VARIANTS EX-SHOWROOM PRICE
BOLERO DI BSIII 6,93738 (WHITE), 6,05,738 (SILVER)
BOLERO SLE BSIII 7,60,519
BOLERO SLX BSIII 7,68,820
BOLERO PICKUP 5,56,983
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MAHINDRA RENAULT “LOGAN”
LOGAN VARIANTS EX-SHOWROOM PRICE
LOGAN GLE 1.4 5,84,471
LOGAN GLX 1.4 6,09,696
LOGAN GLX 1.6 6,47,169
LOGAN GLS 1.6 6,75,727
LOGAN GLSX 1.6 6,95,292
LOGAN DLE 1.5 5,97,605
LOGAN DLX 1.5 6,40,791
LOGAN DLS 1.5 6,86,631
LOGAN DLSX 1.5 7,06,195
LOGAN GLX 1.4 EDGE 5,41,752
LOGAN GLSX 1.6 EDGE 6,27,378
LOGAN DLX 1.5 EDGE 6,72,850
LOGAN DLS 1.5 EDGE 7,20,204
LOGAN DLSX 1.5 EDGE 7,39,787
Jan,
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Marketing mix of Mahindra and Mahindra
India is one of the fastest growing markets for the automobile industry and the company
Mahindra and Mahindra is one such automobile company that has revolutionized the
markets. Founded in the year 1945, it is one of the leading brands for agricultural
tractors in terms of manufacturing and volume. This multinational manufacturing
organization has its headquarters in Mumbai and is a public limited company. It faces
stiff competition and its chief competitors are as follows-
 Toyota
 Tata Motors
 Honda
 Hyundai
 Maruti-Suzuki
 Ashok Leyland
Product in the Marketing mix of Mahindra and Mahindra
Mahindra and Mahindra deal with farm equipment, utility vehicles and commercial
vehicles. Its portfolio includes a wide range of products that comprises heavy trucks,
light trucks, two wheelers, SUV‟s, tractors and school buses.Mahindra has also built
military vehicles and its Willys jeep was used for transportation in World War II. The
esteemed company has also entered into partnership deal with Renault S.A and its result
was the beautiful Mahindra Renault Logan. The various Mahindra products are-
 Mahindra Scorpio
 Mahindra Scorpio Getaway
 Mahindra Bolero
 Mahindra Pick-up
 Mahindra Quanto
 Mahindra XUV 5oo
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 Mahindra Xylo
 Mahindra Thar
 Mahindra e2o
 Mahindra- Renault Verito
Place in Marketing mix of Mahindra and Mahindra
Mahindra owns many assembly plants and manufacturing plants. Its assembly plants are
located in China, India, Brazil and United Kingdom. It has a global presence and its
products are sent to countries like Italy, China, South Africa, USA and UK. It has
proved its capabilities by sending strong messages. To test the markets of China it sent
tractors to one single province and managed to sell them at 20% higher price than its
local rival because of its shrewd business sense and the superior quality of the products.
This is how it captured the markets in China with determination and ample business
sense. In India, its plants are located in Bangalore, Chakan and Nasik in Maharashtra,
Haridwar in Uttarakhand.
Its manufacturing facilities are distributed and spread over a large area of
500,000sq.meters. The company‟s infrastructure includes 30 offices for sales, 500
dealers, 600 stock points, 500 service points and all these are connected by an all-
encompassing IT structure. It has opened various showrooms all over the country that
have experienced and qualified salesperson with a distinctive market knowledge. The
offices are well-furnished and spare parts, equipment, services are available to the
customers at one go.
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Price in the Marketing mix of Mahindra and Mahindra
The pricing policy of Mahindra and Mahindra is dependent upon various factors that
determine the sales price of the vehicles. The costs incurred at every stage includes
manufacturing to assembling the parts and making them a whole product and the costs to
reach the product to the consumer.The company has infiltrated in every corner of the
country with products that are reasonably priced and show quality.
The company follows the policy of both the premium pricing and the flexible pricing to
grasp the maximum consumer value. The rates of all its products are very competitive,
as it has taken a lot of market research as well as the cost factors and the competitor‟s
rates to arrive at a particular sales price. In order to cater to the whims of every section
of the masses they have launched products with different prices that are suitable for
different sections. These noticeable changes are consciously taken decisions with
appropriate prices to balance their portfolio and garner more customers.
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Promotion in the Marketing mix of Mahindra and Mahindra
Mahindra and Mahindra have taken various steps in order to promote their vehicles
throughout the world. It has decided to use the visual media and the print media fully so
that the people become aware of its potential and products. Advertisements featuring
attractive models with its products have been handled gracefully so that Mahindra and
Mahindra becomes a household name.
In 2011, Mahindra launched Kareena kapoor Khan, the famous actor, as its brand
ambassador for Mahindra two wheeler‟s advertisements where she asks the consumers
to buy a two-wheeler as INR 1500 of petrol was being supplied free with it. This highly
entertaining and engaging campaign shows a peppy and charming Kareena enjoying her
ride. Advertisements have been placed in newspapers and various magazines as well as
television and internet.
Under additional activities for sales promotion, it has organized exhibition where
catalogues are distributed and contests are held. The company has also implemented
different programs where they have rewarded the best talent in the industry in terms of
cash and job offers. These have also proved to be a good promotional and beneficial
move.
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Mahindra & Mahindra's Scorpio was started in 1997 with a vision to continue to
dominate the Utility Vehicle (UV) market in India. Their aim was to make M&M known
world-wide for their quality, durability and reliability of its products and services.
M&M's business was largely from semi-urban and rural markets of India. Even though
M&M had a wider variety of products, it was lacking the products that can cater the
modern urban customer needs. The market of M&M was strong but stagnating. These
reasons led to thought of Sports Utility Vehicle catering the urban customers and
targeted the 'C' class cars segment (Rs. 5 Lakhs and above). The SUV was positioned as
a 'better looking SUV' with a 'Car Plus' approach. But due to change in market scenario,
competition and consumer preferences the company has started shifting its focus from
'C' segment to 'D' segment to become a luxury car. Scorpio is a product for those who
seek latest technology at affordable prices and for those who feel that big size stands for
status. The Scorpio project was very important for M&M. It was banking on Scorpio to
help it shed its image as a manufacturer of vehicles for rural use and to break into the
urban market. It targeted individual car buyers in the top-end small car segment and
mid-size car segment, who already owned cars and were ready to invest in another
vehicle.
Mahindra & Mahindra used an aggressive promotional strategy to promote the SUV. As
it targeted the urban audience, television advertisement was a must. It promoted the
Scorpio to a large scale through TV advertisements. As the product development took
off, a phased communication strategy was plotted for the brand. During the first phase,
the need to deal with issues such as lifestyle imagery was identified by the Mumbai-
based advertising agency Interface Communications.
As a result, the television commercials depicted the product and even as the print
advertisements focused on functional benefits. So one got to see copies like `Car you
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walk into, and not crawl into' across newspapers. In phase two, the television campaign
was not changed but print creative were centred on communicating new product
developments. The third phase of communication was released in July 2004 when the
automotive giant focused on the `car plus' statement. What followed was a series of
advertisements focusing on people and lifestyle rather than the product. All Scorpio
advertisements show the vehicle in urban settings driven many times by women
conveying the message of "ease of driving". Unlike competitors' advertising strategy, no
imagery of off-road settings and `wilderness' or `break-free' connotations were depicted.
Other international majors are battle scarred in other markets. All of them have
capabilities to compete with the best anywhere. But what Scorpio did was to alert all of
them that nothing but the best will do in the Indian market too. So it is very interesting
that the tag line of Scorpio TV ads says `nothing else will do'.
Moreover the company has also taken social initiatives through CSR, working towards
upliftment of education, health and disaster relief, art and culture, environmental
initiatives, sports, etc. This also is a promotional strategy by the company to attract more
and more customers for its product.
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Use of Push or Pull Strategy
M&M initially used pull strategy through aggressive advertising through television
media as pull strategy of promotion involves the active engagement of the target market
through methods like advertisements or email marketing. The company also went for
making a specific web site named "mahindrascorpio.com" to promote the product to a
huge level. Moreover the car was also involved at the Rally dos Sertoes in Brazil, which
is considered to be one of the world's toughest rallies, so as to bring the product into
eyes of those who love cars and want thrill in them, as Scorpio is a car with thrills.
Further M&M also promoted Scorpio through public relations; direct marketing through
CRM activities like satisfaction surveys, events, festive offers and rewards programs.
All these activities were the part of push strategy by the company. But as the time,
customer preferences and competition are increasing the company is now moving to
become the global niche player.
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Critical appraisal of company's promotion
With such a superlative advertising and promotion, M&M Scorpio was able to position
itself as a wonderful product with smart pricing and excellent services. To those young
people who like thrill, Scorpio is for car lovers, just like Harley Davidson is for bike
lovers. The company had been able to show the product in the same manner through its
promotion strategies. The company had been able to justify its promotional activities
completely with online promotion through its web site. The basics of all communication
are there on the site. It is appealing with a simple design and well written copy. The
powerful yet stylish looks and the sheer pride of possession that this brand offers are
truly conveyed through its promotional tools. The result of the company's promotional
strategies could be seen through the customer reaction. Scorpio has won many awards in
customer satisfaction and as the best SUV. It is among those brands which has got a
huge brand recall. Recently the company is using Gaming as one of the promotional
strategy whereby the internet users can play game on the web site of M&M Scorpio.
And it brings timely changes in its television ads as and when required and it had been
able show the product very clearly and specifically through its television ads. Moreover
the focus on the target market is also very clear through the promotional activities of the
company. So we can conclude that the product delivers a promise and its promotion has
been able to create a distinct image in the consumers' mind.
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SWOT Analysis of Mahindra & Mahindra Ltd.
Mahindra and Mahindra Limited is the flagship of the large Mahindra Group which is a
conglomerate of over 14 different businesses. M&M is the world‟s largest tractor
manufacturer and is one of the largest producers of commercial as well as passenger
vehicle in India.
Strength in the SWOT Analysis of Mahindra &
Mahindra Ltd.:
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 & Mahindra‟s
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.
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Weaknesses in the SWOT Analysis of Mahindra &
Mahindra Ltd. :
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&M‟s major part of revenues come from
its automotive business which makes it vulnerable to any breakthrough in the industry or
slowdown in the market.
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 in the SWOT Analysis of Mahindra &
Mahindra Ltd. :
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.
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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 in the SWOT Analysis of Mahindra &
Mahindra Ltd. :
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&M‟s 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.
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Chapter-3
Objectives of the study
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OBJECTIVE OF THE STUDY
1. To study the level of satisfaction towards after sales services of
Mahindra Motors.
2. To Study the customers requirement from the Mahindra.
3. To Study customer opinion about Mahindra‟s after sales services.
4. To Study problem faced by customers.
5. To study the factors those satisfy and delight the customer.
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Chapter-4
Methodology of
Study
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RESEARCH METHODOLOGY
Definition:
Research methodology is a process to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically. Why a
research study has been undertaken, how the research problem has been defined. In what
way and why the hypothesis has been formulated, what data have been collected and
particular method has been adopted. Why particular technique of analyzing data has
been used and a host of similar other questions are usually answered when we talk of
research methodology concerning a research problem or study.
A research design serves as a bridge between what has been established (the research
objectives) and what is to be done, in the conduct of the study. In this project research
done is of conclusive nature. Conclusive research provides information that help in
making a rational decision.
Descriptive design was choose to measure the satisfaction level of customers on the
basis of different parameters such as quality, price, features, technology, after sale
services etc.
This design ensured complete clarity and accuracy. It also ensured minimum bias in
collection of data and reduced the errors in data interpretation. Statistical method was
followed in this research because the data was of descriptive nature and it also enabled
accurate generalizations.
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SOURCES OF DATA
Primary data:
Primary data are those which are collected a fresh and for the first time, and thus happen
to be original in character. It was collected through questionnaire and personal
interviews.
Secondary data:
The secondary data are those which have already been collected by someone else and
which have already been through the statistical process. The data were collected in the
form of company profile and produce profile from the web sites and news paper. Some
of the books were referred for theoretical concepts.
Research Design – Descriptive Research Design
Data source- Primary data
Research Approach- Survey Approach
Research Instruments- Questionnaire
Sample collection- 50 customers, Lucknow
Sample Technique- Random Sample Technique
Sample Area: Lucknow
Sample Size- 50
Primary Data- Questionnaire
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Chapter-5
Data Analysis
&
Interpretation
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Data Analysis & Interpretation
Table No. 1 Satisfaction towards Mahindra Scorpio
78% 22%
Source: Questionnaire
Figure:1
Interpretation 1:
The sample drawn on probability basis shows that 78% of the customers were
satisfied with Bolero variant and only 22% were not satisfied with Bolero variant.
Observation:
Most of the respondents approached were satisfied with Mahindra Scorpio
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Table No: 2 Factors affecting customer satisfaction towards Mahindra Scorpio
Factor Percentage
Features 12%
Low Maintenance 34%
Comfort 18%
Style 16%
After Sales Service 20%
Figure:2
Factor Affecting Customer Satisfaction
12%
34%
16% Features
Style
Comfort
18%
After sales service
20%
Low maintenance cost
Interpretation 2: The sample drawn on the probability basis clearly shows that 34%
(51respondents) are the opinion that low maintenance is the satisfaction factor Mahindra
Scorpio and 20 %( 30 respondents) of them who view After Sales Service as a vital
factor for customer satisfaction. Followed by Comfort which corresponds to 18 %( 27
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respondents), Style with 16%(respondents) and only 12%(18 respondents) of them view
that feature of Mahindra Scorpio as satisfaction factor.
Observation:
Majority of the respondent are of the idea that low maintenance of the top most feature
contributing to customer satisfaction followed by after sales services comfort style and
features As such, Mahindra should focus on the aspects, which will enhance the
customer satisfaction and thus the market share
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Table No: 3 Customer opinions towards fuel consumption.
Factor Percentage
Extremely Satisfied 27%
Satisfied 49%
Neutral 17%
Dissatisfied 7%
Total 100%
Figure: 3
Consumer Opinions toward Fuel

Consumption
7%
17% 27%
More Satisfied
Satisfied
Not Satisfied & Dissatisfied
49% Dissatisfied
Interpretation 3: 100% of the respondents 49% of the respondents approached were
satisfied with the fuel consumption of the Bolero. Followed by 27% was extremely
satisfied, 17% are neutral and rest of the 7% is more dissatisfied with fuel consumption
of Mahindra Scorpio.
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Observation: As majority of the respondents are satisfied with the fuel consumption of
Mahindra Scorpio, the company should maintain the same standard and it is suggested to
come up with suitable measure to reduce the negative opinion among the consumer who
are of the opinion that the fuel consumption is a dissatisfying factor.
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Table No: 4 Customer opinions toward Safety and Comfort.
Factor Percentage
Satisfied 47%
Neither Satisfied & Dissatisfied 20%
Dissatisfied 10%
Total 100%
Figure: 4
Customer Opinions toward

Safety and Comfort
10%
23%
20%
Extremely Satisfied
Satisfied
Neutral
47% Dissatisfied
Interpretation 4: 100% of the respondents 47% of the respondents approached were
satisfied with the safety and comfort feature of the Bolero. Followed by 27% was
extremely satisfied, 17% are neutral and rest of the 7% was dissatisfied with safety and
comfort feature of Mahindra Scorpio.
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Observation: As majority of the respondents are satisfied with the safety and comfort
feature of Mahindra Scorpio, the company should maintain the same standard and it is
suggested to come up with suitable measure to reduce the negative opinion among the
consumer who are of the opinion that the fuel consumption is a dissatisfying factor.
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Table No: 5 Customer opinions toward Design.
Factor Percentage
Satisfied 40%
Neutral 27%
Dissatisfied 13%
Total 100%
Figure: 5
Customer Opinions Toward Design
13% 20%
Extremely Satisfied
27%
Satisfied
Neutral
40% Dissatisfied
Interpretation 5: 100% of respondents 40% of the respondents approached were
satisfied with the Design of the Bolero. 20% were more satisfied, 27% of them neutral
and 13% are dissatisfied with the design of the Mahindra Scorpio.
Observation: As majority of the respondents are satisfied with the design of Mahindra
Scorpio, the company should maintain the same standard and it is suggested to come up
with suitable measure to reduce the negative opinion among the consumer who are of
the opinion that the fuel consumption is a dissatisfying factor.
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Table No: 6 Customer opinions toward space availability in Mahindra Scorpio.
Factor Percentage
More Satisfied 27%
Satisfied 53%
Neither Satisfied & Dissatisfied 17%
Dissatisfied 3%
Total 100%
Figure: 6
Customer Opinions Toward Space Availability

3%
17% 27%
Extremely Satisfied
Satisfied
Neutral
53%
Dissatisfied
Interpretation 6: The sample drawn on the probability basis shows that out of 100% of
respondents 53% of the respondents approached were satisfied with the space
availability of the Bolero. 27% were more satisfied, 17% of neither satisfied and
dissatisfied and 3% are dissatisfied with the space availability of the Mahindra Scorpio.
Observation: As 80% of the respondents are happy with the space availability of the
Mahindra Scorpio vehicle, it can be conducted that the company has undertaken proper
R&D in this aspect.
The 20% of the respondents who have answered negatively may be comparing with the
vehicle in the same category launched very recently.
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Table No: 7 Customer satisfactions toward Maintenance of Mahindra Scorpio
Factor Percentage
Satisfied 51%
Neutral 21%
Dissatisfied 5%
Total 100%
Figure:7
Customer Opinions Toward Maintenance
5%
23%
21%
Extremely Satisfied
Satisfied
Neutral
51% Dissatisfied
Interpretation 7: The sample drawn on the probability basis shows that out of 100% of
respondents 51% of the respondents approached were satisfied with the maintenance of
the Mahindra Scorpio. 23% were extremely satisfied, 21% of neutral and 5% are
dissatisfied with the maintenance.
Observation: Though majority of the customer are satisfied that the maintenance cost of
Mahindra Scorpiois less, around 20% are not satisfied which may be because of
comparison of Mahindra Scorpio with the newly launched competing brands coming
with even lower maintenance cost.
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Table No: 8 Customer awareness about power steering.
Option No. Of Respondents (%)
Aware 80%
Unaware 20%
Total 100%
Figure: 8
Customer Awareness About Power Steering
20%
Aware
80% Unaware
Interpretation 8: Out of 100% of respondents, 80% of the respondents approached
were aware of the power steering present in some variant of Mahindra Scorpio and 20%
were not aware of the power steering present in some variant of Mahindra Scorpio.
Observation: Most of the respondents approached were aware of power steering system
introduced in some variants of Mahindra Scorpio.
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Table No: 9 Customer perceptions about Mahindra Scorpio
Very Good Good Average Bad Very Bad
20% 47% 21% 12% -
Figure: 9
Customer Perception About Mahindra

Scorpio
12%
20%
21%
Very Good
Good
47%
Average
Bad
Interpretation 9: The sample drawn on the probability basis shows that out of 100%
of respondents 47% of the respondents gave Good response to Mahindra Scorpio. 20%
gave Very Good response, 21% gave Average response and 12% gave bad response to
Mahindra Scorpio.
Observation: As 67% of the respondents are satisfied that they are happy with
Mahindra Scorpio, it satisfies that the customer satisfaction levels are very high. If the
company were to identify the pitfalls in their product and undertake remedial measure,
thus it will lead to more good word of mouth publicity.
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Chapter-6
Findings
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Findings
Based on the data gathered by administrating schedules to customers the following
observations are made.
1. Mahindra Scorpio has excellent percentage of customer satisfaction according to
the data shown in table 1 of the data analysis and Interpretation topic.
2. Most of the people are satisfied with its low maintenance cost and after sales
service provided by Mahindra Scorpio.
3. Based on the fuel consumption, most of the people are satisfied with it.
4. Based on Safety and Comfort, Design, Space, Maintenance most of the people
are satisfied with it.
5. Large numbers of Mahindra Scorpio user are aware of its power steering.
6. If we took the satisfaction level of people toward Mahindra Scorpio, it becomes
good.
7. Its features and style satisfy most of the people.
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Chapter-7
RECOMMENDATION
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RECOMMENDATION
 Mahindra Company has to implement good customer relationship management
strategy that enhances customer satisfaction level.
 The company can undertake R&D to improve the existing feature which helps to
increase the customer satisfaction.
 The company should promote about the entire features offered by it. As majority
of the customer give opinion that they are satisfied by the factor, services and
design of the product, the company should not only maintain the existing
standard but also enhance them.
 As majority of the respondents are satisfied with the safety and comfort feature
of Mahindra SUV, the company should maintain the same standard and it is
suggested to come up with suitable measure to reduce the negative opinion
among the consumer who are of the opinion that the fuel consumption is a
dissatisfying factor.
 As such, Mahindra should focus on the aspects, which will enhance the customer
satisfaction and thus the market share.
90 | P a g e
Chapter-8
CONCLUSION
91 | P a g e
CONCLUSION
1. Mahindra Scorpio has a very good market share in the state of U.P. for the SUV
segment.
2. The company is offering good services, which is reflected on the satisfaction of
the customer.
3. Majority of the customer are satisfied with the design of the vehicle.
4. Mahindra and Mahindra Motors have a very good market share in the state of
Uttar Pradesh (Lucknow) for the SUV segment.
5. The company is offering good services, which is reflected on the satisfaction of
the customer.
6. Majority of the customer are satisfied with the design of the vehicle.
7. Mahindra & Mahindra motors are providing better facilities compare with other
brand.
8. As 67% of the respondents are satisfied that they are happy with Bolero, it
satisfies that the customer satisfaction levels are very high. If the company were
to identify the pitfalls in their product and undertake remedial measure, thus it
will lead to more good word of mouth publicity.
9. Though majority of the customer are satisfied that the maintenance cost of
Mahindra Scorpio is less, around 20% are not satisfied which may be because of
comparison of Mahindra Scorpio with the newly launched competing brands
coming with even lower maintenance cost.
As 80% of the respondents are happy with the space availability of the Mahindra
Scorpio vehicle, it can be conducted that the company has undertaken proper
R&D in this aspect.
92 | P a g e
10. The 20% of the respondents who have answered negatively may be comparing
with the vehicle in the same category launched very recently.
Mahindra and Mahindra Co. is a Good automobile company in India. They also
provide good features vehicles every year for their customer for increase the
satisfaction level of customer they always launched the motors according to
customer demand but in heavy competition market. Mahindra Company must
need to focus on updated features in vehicles and design.
93 | P a g e
Chapter-9
LIMITATIONS
94 | P a g e
LIMITATIONS OF THE STUDY
 The scope of study is limited to the respondents are selected from in and around
Lucknow, U.P
The project is carried out for the period of 45 days only.
 Measurement of customer satisfaction is complex subjects, which uses non-
objectives method, which is not reliable.
 The sample unit was also 50 respondents.
 There may be some biased response from the respondents.
 Some respondents did not provide the full data.
 However, Mahindra and Mahindra Automobile showrooms are located in other
places i.e. locally and even in the neighboring states. Only opinion of
respondents of Lucknow city was consider for finding out the opinions of
respondents. The project is valid for the predefined area of work Lucknow (Uttar
Pradesh).
95 | P a g e
BIBLIOGRAPHY
96 | P a g e
BIBLIOGRAPHY
Books :
 Kothari. C.R (2004): Research Methodology Methods & Techniques‟, New Age
International Publishers, New Delhi, 2nd Edition.
 Richard I. Levin, David S. Rubin (2004): „Statistics for Management‟, Prentice Hall of India
Private Limited, New Delhi, 7th Edition.
 Jayaram, N. and Sandhog, R.S. (1998), Housing in India - Problems, Policy

andperspectives, B.R. Publishing Corporation, Delhi.
 Jeffrey Gitomer (1998), Customer satisfaction is worthless: Customer loyalty is

priceless: How to make customers love you, keep them coming back and tell everyone
they know, Austin TX: Board Press.
Websites:
 http://www.mbaskool.com/brandguide/automobiles/1298-mahindra-a-
mahindra.html
 https://en.wikipedia.org/wiki/Mahindra_%26_Mahindra
 https://en.wikipedia.org/wiki/Mahindra
 http://www.mahindra.com/business/automotive
 http://www.mahindra.com/about-us
97 | P a g e
ANNEXURE
98 | P a g e
QUESTIONNAIRE
1) Customer profile
a) Name b) Occupation
c) Age d) Income
e) Address:-
1) Are you a satisfied with Mahindra Scorpio?

a. Yes
b. No
2) If “Yes” Which factor you consider is satisfies you most?

a. Feature
b. Low Maintenance
c. Looks
d. After Sales Service
3) Are you satisfy with the fuel consumption of Mahindra Scorpio?

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

b. Satisfied
c. Neutral
d. Dissatisfied
99 | P a g e
6) Are you satisfied with space available in Mahindra Scorpio?
b. Satisfied
c. Nor Satisfied & Dissatisfied
d. Dissatisfied
7) Are you satisfied with Maintenance cost?

b. Satisfied
c. Neutral
d. Dissatisfied
8) Are you aware about power steering present in Mahindra Scorpio?

a. Yes
b. No
9) Your general perception about Mahindra Scorpio.

a. Very Good
b. Good
c. Average
d. Bad
10) Do you want to give any suggestion about any change in the Mahindra Scorpio?
100 | P a g e

A Study On Level of Satisfaction of Customers Towards Mahindra Scorpio in Lucknow

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SUMMER TRAINING PROJECT REPORT

Under the guidance of

Mr. Bipin Gupta

INSTITUTE OF CO-OPERATIVE & CORPORATE

Institute of Co-operative & Corporate Management, Research and

This is to certify that Mr. TRAPAL SINGH, a student of Master of Business

Administration (MBA) Programme Batch 2016-18 at this Institute has undergone

customers towards mahindra Scorpio in Lucknow”. He has prepared a report on the

study carried out by him in the organization.

(Mr. Shaqaf Akhtar)

(Prof. Zabir Ali)

I, TRAPAL SINGH, a student of Master of Business Administration (MBA)

research project titled “A STUDY ON LEVEL OF SATISFACTION OF

CUSTOMERS TOWARDS MAHINDRA SCORPIO IN LUCKNOW ” have been

University or Institute or published earlier.

anything from other published or unpublished work without their permission.

This information is true to the best of my knowledge and belief.

Date: TRAPAL SINGH

MBA III SEMESTER

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

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

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

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

during the completion of this project report.

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

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

on “A Study on Level of Satisfaction of Customers towards Mahindra Scorpio after

the marketing aspects.

The project training has provided me an opportunity to gain practical

experience, which has helped me to increase my sphere of knowledge to a greater extent.

At the end annexure and bibliography are given for effective

Certificate by Mentor iii

Company Profile 14-68

Objectives of study 69-70

Research Methodology 71-73

I.Data Interpretation & Analysis 74-86

perceived service quality.

while buying the product.

According to Harold E Edmondson “ Customer Satisfaction” seems to appear in print

industrial success. Before we proceed in to the study of the dynamics of Customer

Actual definition of Customer

physically uses the product or is the direct recipient of a service.

What does satisfaction really mean?

As in defining customer above, defining satisfaction also appears simple. However as

simply means meeting the customer‟s requirement.

customers meet their goals.

customer satisfaction can work alongside existing segmentations to support revenue

generation from high value customers or it can be a company-wide objective rooted in

closer akin to corporate reputation.

power to influence – positively or negatively – a company‟s reputation. Once the

we can take to make sure the focus on customer satisfaction is effective.

Building a company around Customer Satisfaction -

consultative, participative, and supportive management styles to get through to the

Customer loyalty in service industries has received considerable attention in both

barrier to customer switching behaviour it has an impact on the development of a

on the basis of expectancy disconfirmation of service providers will instigate customers

simultaneously considering value attainment, job satisfaction and moods results in a

better understanding of the phenomenological experience of work and its consequences

the customer satisfaction-loyalty link in the service profit chain.

experience or service process contributes to the attainment of consumer values. One

credibility, security), while others are more consumer-oriented (e.g. responsiveness,

in services that involve a more phenomenological (i.e. Gestalt) experience with a

expectancy disconfirmation paradigm. Value attainment, thus, reflects the extent to