Professional Documents
Culture Documents
ON
“A Study on Marketing Strategy of
Mahindra & Mahindra Limited in New
Delhi”
Company Guide:
Mr. Sukhwinder Singh
(Sales Manager)
M&M Auto ,NEW DELHI Faculty Guide:
Mr. K. K. Pandey
(Associate Professor)
BBD NITM, Lucknow
Submitted by:
Sushil Pandey
M.B.A. 3rd Semester
Roll No. 1705470026
SESSION 2017-2019
DEPARTMENTOFMANAGEMENT
form a background. “Greatness lies in being grateful and not in being great.” This
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
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
her for sparing his valuable time to listen my problems and difficulties faced by me
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PREFACE
opportunity to work in a truly professional environment where team work score over
executed and evaluated training helps a lot in inoculating good work culture. The project
has been made to facilitate effective understanding about the marketing aspects.
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.
understanding.
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EXECUTIVE SUMMARY
Mahindra & Mahindra (M&M), the market leader in multi-utility vehicles in India. The
company started manufacturing commercial vehicles in 1945. M&M is the leader by far
in commercial vehicle and the second largest in the passenger vehicle market. The
company is the world‘s sixth largest medium and heavy commercial vehicle
manufacturing.
Mahindra is best known for utility vehicles and tractors in India, Its automotive
division, the company's oldest unit (founded in 1945), makes jeeps and three-wheelers
(not passenger "auto rickshaws," but utilitarian delivery and flatbed incarnations).
M&M‘s farm equipment sector, formed in 1963 during India‘s green revolution,
manufactures tractors and industrial engines. M&M also produces military vehicles. The
The survey involved gathering wide information about the company, its products,
From the information collected, various aspects were identified where the company
Automotives.
The research was conducted through collection of primary and secondary data.
Secondary data was collected through visiting various web sites, automobile
magazines and other reliable sources. Primary data was collected through a
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well-framed questionnaire, of which later a detailed analysis was done using various
On the basis, the secondary data analysis and the extensive analysis of the
primary data, interpretations were drawn for the questions and conclusion is drawn.
Certain suggestions are also drawn from the analysis to help. Mahindra Automotives to
increase its market share in commercial passenger segment and MPVs. The main
―A Study on Marketing Strategy of Mahindra & Mahindra in New Delhi City‖, a new
SUV recently launched by Mahindra. Due to the limited resources and time constraints,
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TABLE OF CONTENT
Certificate i
Acknowledgement ii
Preface iii
Executive summary iv
Sr. Topic Page no.
1. Introduction & Review of literature 1-32
2. Company profile 33-63
3. Objectives of the study 64-65
4. Research methodology 66-68
5. Limitations 69-70
6. Data Analysis and interpretations 71-85
7. Findings 86-88
8. Suggestions 89-90
9. Conclusions 91-93
10. Bibliography 94-96
11. Appendix 97-99
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INTRODUCTION
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INTRODUCTION TO THE TOPIC
Marketing strategy
Marketing strategy is a process that can allow an organization to concentrate its limited
concept that customer satisfaction is the main goal. Marketing strategy is a method of
focusing an organization's energies and resources on a course of action which can lead
management and other elements; identifies the firm's marketing goals, and explains how
they will be achieved, ideally within a stated timeframe. Marketing strategy determines
the choice of target market segments, positioning, marketing mix, and allocation of
resources.
"Marketing" is an instructive business domain that serves to inform and educate target
markets about the value and competitive advantage of a company and its products.
―Value‖ is worth derived by the customer from owning and using the product.
―Competitive Advantage‖ is a depiction that the company or its products are each doing
something better than their competition in a way that could benefit the customer.
Marketing is focused on the task of conveying pertinent company and product related
be made within the marketing domain regarding what information to deliver, how much
information to deliver, to whom to deliver, how to deliver, when to deliver, and where to
deliver. Once the decisions are made, there are numerous ways (tactics) and processes
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(Marketing Help Online, 2008), defined marketing as every strategy and decision made
Identifying the optimum cost effective media – online and offline - to reach the target
markets
Reviewing the priorities of the product offering in your overall product mix ‗matrix‘
Identifying and developing the most effective distribution channels, be they wholesaler
Testing different ways of packaging the concepts or products to find their most 'easy-to-
sell' form
Finding the optimum execution of the sales process – through testing of selling scripts,
The goal of marketing is to build and maintain a preference for a company and its
products within the target markets. The goal of any business is to build mutually
profitable and sustainable relationships with its customers. While all business domains
are responsible for accomplishing this goal, the marketing domain bears a significant
share of the responsibility. Within the larger scope of its definition, marketing is
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performed through the actions of three coordinated disciplines named: ―Product
Sales promotion
Sales promotion is one of the five aspects of the promotional mix. (The other 4 parts of
the promotional mix are advertising, personal selling, direct marketing and
freebies, loss leaders, point of purchase displays, premiums, prizes, product samples,
and rebates.
Sales promotions can be directed at either the customer, sales staff, or distribution
channel members (such as retailers). Sales promotions targeted at the consumer are
called consumer sales promotions. Sales promotions targeted at retailers and wholesale
are called trade sales promotions. Some sale promotions, particularly ones with
customers to stimulate immediate sales. These efforts can attempt to stimulate product
sweepstakes.
market research. It is made up of activities, both outside and inside activities, to enhance
company sales. Outside sales promotion activities include advertising, publicity, public
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relations activities, and special sales events. Inside sales promotion activities include
window displays, product and promotional material display and promotional programs
Sale promotions often come in the form of discounts. Discounts impact the way
consumers think and behave when shopping. The type of savings and its location can
affect the way consumers view a product and affect their purchase decision. The two
most common discounts are price discounts (―on sale items‖) and bonus packs (―bulk
items‖). Price discounts are the reduction of an original sale by a certain percentage
while bonus packs are deals in which the consumer receives more for the original price.
Loyal Reward Program: Consumers collect points, miles, or credits for purchases and
Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage
more of the product for the same price (for example, 25 percent extra). This is another
type of deal ―in which customers are offered more of the product for the same price‖.[2]
For example, a sales company may offer their consumers a bonus pack in which they
can receive two products for the price of one. In these scenarios, this bonus pack is
framed as a gain because buyers believe that they are obtaining a free product. The
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purchase of a bonus pack, however, is not always beneficial for the consumer.
Sometimes consumers will end up spending money on an item they would not normally
buy had it not been in a bonus pack. As a result, items bought in a bonus pack are often
Loss leader: the price of a popular product is temporarily reduced below cost in order to
Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for
delivery.
purchased.
Mobile couponing: Coupons are available on a mobile phone. Consumers show the offer
Online interactive promotion game: Consumers play an interactive game associated with
Rebates: Consumers are offered money back if the receipt and barcode are mailed to the
producer.
Point-of-sale displays:-
o Aisle interrupter: A sign that juts into the aisle from the shelf.
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o Wobbler: A sign that jiggles.
Kids eat free specials: Offers a discount on the total dining bill by offering 1 free kids
Sampling: Consumers get one sample for free, after their trial and then could decide
There are different types of discounts available online versus in the stores. On-shelf
couponing: Coupons are present at the shelf where the product is available. * On-line
couponing: Coupons are available online. Consumers print them out and take them to
the store. Although discounts can be found online and in stores, there is a different
thought process when shopping in each location. For example, ―online shoppers are
more price-sensitive because of the readily available low search cost and direct price
comparisons‖. Consumers can easily go to other websites and find better deals as
opposed to physically going to various stores. In addition, buyers tend to refrain from
purchasing bonus packs online because of the skepticism (of fraud and scams) that may
come with the deal. Since ―…bonus packs are more difficult than price discounts to
process online, they are more difficult and effortful for the consumer to understand‖. For
example, a buy-one-get-one-free deal on a website requires more work than the same
bonus pack offered in a store. Online, consumers have to deal with payment processing,
shipping and handling fees, and days waiting for the products‘ arrival, while in a store,
the products are available without those additional steps and delays.
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Trade sales promotion techniques
product.
Dealer loader: An incentive given to induce a retailer to purchase and display a product.
Trade contest: A contest to reward retailers that sell the most product.
Point-of-purchase displays: Used to create the urge of "impulse" buying and selling your
Push money: also known as "spiffs". An extra commission paid to retail employees to
push products.
Trade discounts (also called functional discounts): These are payments to distribution
There are three types of sales promotion strategies’. Push, Pull or a combination of
the two.
A push promotional strategy makes use of*a company‘s sales force and trade promotion
intermediary channel members to push the product through the distribution channels to
the ultimate consumer via promotions and personal selling efforts. The company
promotes the product through a reseller who in turn promotes it to yet another reseller or
In other words the producer promotes the product to wholesalers, the wholesalers
objectives are to persuade retailors or wholesalers to carry a brand, give a brand shelf
space, promote a brand in advertising, and/or push a brand to final consumers. Typical
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tactics employed in push strategy are: allowances, buy-back guarantees, free trials,
A good example of ―push‖ selling is mobile phones, where the major handset
manufacturers such as Nokia promote their products via retailers such as Car phone
Warehouse. Personal selling and trade promotions are often the most effective
promotional tools for companies such as Nokia – for example offering subsidies on the
A pull strategy attempts to get consumers to ―pull‖ the product from the manufacturer
through the marketing channel. The company focuses its marketing communications
efforts on consumers in the hope that it stimulates interest and demand for the product at
the end-user level. A ―pull‖ selling strategy is one that requires high spending on
This strategy is often employed if distributors are reluctant to carry a product because it
gets as many consumers as possible to go to retail outlets and request the product, thus
to try a new product, lure customers away from competitors‘ products, get consumers to
―load up‖ on a mature product, hold & reward loyal customers, and build consumer
relationships. If the strategy is successful, consumers will ask their retailers for the
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product, the retailers will ask the wholesalers, and the wholesalers will ask the
producers.
Typical tactics employed in pull strategy are: samples, coupons, cash refunds and
A good example of a pull is the heavy advertising and promotion of children‘s‘ toys –
mainly on television.
Consider the recent BBC promotional campaign for its new pre-school programme – the
Fimbles. Aimed at two to four-year-olds, 130 episodes of Fimbles have been made and
As part of the promotional campaign, the BBC has agreed a deal with toy maker Fisher-
Price to market products based on the show, which it hopes will emulate the popularity
of the Tweenies. Under the terms of the deal, Fisher-Price will develop, manufacture and
distribute a range of Fimbles products including soft, plastic and electronic learning toys
In 2001, BBC Worldwide (the commercial division of the BBC) achieved sales of £90m
from its children‘s brands and properties last year. The demand created from
broadcasting of the Fimbles and a major advertising campaign is likely to ―pull‖ demand
from children and encourage retailers to stock Fimbles toys in the stores for Christmas
2002.
Car dealers often provide a good example of a combination strategy. If you pay attention
to car dealers‘ advertising, you will often hear them speak of cash-back offers and dealer
incentives.
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Sales Promotion and Advertisement:
Sales promotion and advertisement are two different forms of promotion. Advertising is
an indirect approach to present a product and persuade customers to use it. On the other
hand sales promotion is a direct method, which encourages the customers to come and
buy the product. Advertisement has long- term objectives of brand building, positioning
Sales promotions objective is short term and it aims at increasing the sales immediately.
Advertising supports sales by adding value to the product. It has a long-term effect in
term of brand value. Sales promotion helps sales by changing the price value equation of
the product in favour of customers for a short period. Thus advertising and sales
promotion though both are tools of promotion have very distinct role to play.
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Sales Promotion Planning:
2. Define objectives.
8. Plan timetable.
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Typically a sales promotion can be run in several ways:
Sales promotion is distinct from advertising or personal selling, but these three forms of
promotion are often used together in a coordinated fashion. There are two categories of
sales promotion:
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The factors that contribute to the popularity of sales promotion are:
i. Short-term results:
Sales promotion such as couponing and trade allowances produces quicker, more
measurable sales results. However, critics of this strategy argue that these immediate
If competitors are offering the buyers price reductions, contests, or other incentives, a
firm may feel forced to retaliate with its own sales promotions.
Once they are offered purchase incentives, consumers and channel members get used to
Many retailers use inadequately trained sales clerks or have switched to self-service. For
these outlets, sales promotion devices (such as product displays and samples) often are
Sales promotion is aimed for 3 types of consumers. To understand this, suppose one
Airlines Company is organising sales promotions for Kolkata-New Delhi air route. Let
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i. Users of another brand in the same category:
These include the passengers who normally travel in other company like Indian Airlines
or Jet Airways
These include the passengers who use other transportation medium like railways to
These are the people who are least loyal to the brands they use and always look out for
Because sales promotional tools are so varied in form, no single unified objective can be
identified for them. There are three major contributions of sales promotions that have
1. Communication – promotions gain attention and usually provide information that may
With the culture of freebies and discounts spreading widely in the Indian context, brands
discounting not only affects the profitability of brands, it also affects their equity. For
example, when two major detergent brands cut their prices by significant levels, what
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Why at all give discounts?
There are many reasons why brands offer discounted prices and sales promotion that
includes freebies. With the competition and communication clutter reaching new heights
during recent times, consumers seem to eternally shop for sales promotion buys or look
for the lowest prices. With fragmentation of retailing, profit cut to the bones and
consumers‘ involvement with prices, marketers especially associated with fast moving
consumer goods seem to have little option but to cut prices or to offer some kind of
Income-wise, the lower end and middle segments look for such discounting and sales
promotion as they have tight monthly budgets. Not all of them even receive a monthly
salary. Some may be paid weekly, some daily and some even by the number of hours in
a day. Aspiration levels enhanced by the advertising blitzkriegs come into play in these
segments. They prefer branded offerings but may not always be in a position to afford
them.
Among the lower segments, using offerings from the organised sector is common and
these consumers buy branded offerings at a lesser frequency than their counterparts in
the middle segment. There may be a huge base of consumers who may be alternating
They may try a branded tea during a week and when money is spent on a branded
fairness cream, for example, in some other week, they may balance this expenditure by
using loose tea. Hence discounting and sales promotion is likely to drive such behaviour
Modern retailing, though it accounts currently for only two per cent of the total
organized retailing market in India, has to draw more consumers belonging to the middle
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class or upper middle class by offering unique bundles of sales promotions. In fact, this
aspect may be a compelling reason for shoppers to visit the departmental store.
A consumer may plan for ―an unplanned impulse‖ in a departmental store known for
offering such bundled sales promotions. The consumer gets used to sales promotions at
the store and expects to take advantage of it, though she may not clearly know what is
likely to be on offer when she makes a visit. The consumer may not also find such
attractive offers in the neighbourhood kirana shop that has been servicing the area for a
long time.
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Utility of Sales Promotion:
i. Dissonance Reduction:
The housewife, who buys one brand of washing machine, may get confused when she
hears her neighbours praise a competitive brand. Sales promotions reduce this confusion
in the consumers‘ mind. For instance, Hyundai Motor India announced the extension of
warranty on all Santros it had sold. This was a promo aimed at rewarding existing
Use promotion now or your competitor will. As A1 Ries and Jack Trout say ―Be the first
to enter the consumer‘s mind‖. For instance, Britannia was the first to launch the now
famous promo, ―Britannia Khao, Crorepati ban Jao‖, centred on the popular TV game
Sales promotion helps in getting the brand off the ground. A well-planned promo attracts
consumers to your brand. The jump-start effect is often used in the retail context. When
the consumer enters an outlet, she is attracted by the product being promoted, and ends
up buying several other products as well. Lipton Ice tea being strategically placed
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iv. Motivation:
Promos leverage the key factors of customer motivation. They can urge trial, keep the
consumer coming back for more, or help him switch to the brand being promoted.
Introductory offers with either discounts or sales promotion enable the consumer to try
out a new brand in a familiar category. A brand of new cookies can create trials through
such offers. Trial is necessary for any new brand which has the disadvantage of not
having the equity enjoyed by well established brands. Sales promotion can bring in
consumers who may have otherwise not done so to try the product. Dettol s liquid hand
wash or a trial offer from Heinz ketchup is likely to attract consumers who may not even
Sun-feast is a relatively new biscuit brand. Besides its strong celebrity endorsements and
distribution strengths, the brand‘s association with tennis and contests for children (with
Rewarding the current owners of the company‘s brands is one of the important aspects
of a sales promotion, especially with categories of durables that have lengthy inter-
purchase and replacement cycles. Among car brands, Maruti uses this approach. It has
even extended this approach to other brand owners who would like to convert to its
Baleno model.
Akai, when it entered India, realised the potential of the TV replacement market in the
country as well as the potential for used second-hand sets in the country. It used an
exchange scheme that literally created a market for 29-inch television sets.
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i. Compared to advertising, sales promotions yield faster and more measurable responses
in sales.
ii. Sales promotions do not tend to yield new, long-term buyers in mature markets
because they attract mainly deal-prone consumers who switch along brands as deals
become available.
iii. Loyal brand buyers tend not to change their buying patterns as a result of competitive
promotion.
iv. Advertising appears to be capable of deepening brand loyalty and hence the impact is
long term.
v. Sales promotion is also a very good option for small-share competitors because if Se
they cannot afford to match the market leaders‘ large advertising budgets nor can they
obtain shelf space without offering trade allowances or stimulate consumer trial without
offering incentives. Price competition is often used by a small brand seeking to enlarge
its share, but it is less effective for a category leader whose growth lies in expanding the
entire category.
vi. Another opinion is that Sales Promotions provide a number of benefits that are
manufacturers to test how high a list price they can charge, as they can always discount
it. They induce consumers to try new products instead of never staying form current
ones.
They lead to more varied retail formats, such as everyday-low-price store and
permit manufacturers to sell more than they would normally sell at the list price. They
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themselves enjoy some satisfaction from being smart shoppers when they take
marketing mix, a small business should consider its marketing budget, the stage of the
product in its life cycle, the nature of competition in the market, the target of the
For example, sales promotion and direct mail are particularly attractive alternatives
when the marketing budget is limited, as it is for many small businesses. In addition,
sales promotion can be an effective tool in a highly competitive market, when the
Similarly, sales promotion is often used in the growth and maturity stages of the product
life cycle to stimulate consumers and resellers to choose that product over the
awareness might be more important. Finally, sales promotion tends to work best when it
is applied to impulse items whose features can be judged at the point of purchase, rather
than more complex, expensive items that might require hands-on demonstration.
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COMPANY
PROFILE
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COMPANY PROFILE
Mahindra Rise
Type Public
BSE: 500520
Traded as
BSE SENSEX Constituent
Industry Automotive
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Peugeot Motorcycles (51%)
Website www.mahindra.com
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Mahindra and Mahindra Limited (M&M) is an Indian multinational automobile
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
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
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
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.
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
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Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India
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
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
Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 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
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
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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
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
from a battle tank and used a downsized version of the mHawk engine found on the
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XUV500, Scorpio and some models of the Xylo. This new engine was christened as the
mHawk80.
Organization Structure:
CEO Secretary
Anand Mahindra NS
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SWOT Analysis of Mahindra & Mahindra with USP, Competition, STP (Segmentation,
Sector Automobiles
STP
Product Portfolio
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SWOT Analysis
employees
service cost
Strengths 4. Sturdy SUV‘s good for Indian roads and off-road terrain
future
global brand
world
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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
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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
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.
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
Mahindra Bolero is also among the best fuel-efficient cars of India as the manufacturer
MAHINDRA SCORPIO
Mahindra & Mahindra Limited launched Mahindra Scorpio as its first Sports Utility
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
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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
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.
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DUAL HONOURS FOR CHAIRMAN MR. KESHUB MAHINDRA
Chairman, Mr. Keshub Mahindra was awarded the ―Business Visionary Award 2006‖
Chairman, Mr. Keshub Mahindra was also awarded the prestigious IBS Kolkata
Lifetime Achievement Award for his ‗unparalleled contribution to industrial growth and
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.
Mr. Anand Mahindra, VC & MD, Mahindra Group, received a number of prestigious
o The prestigious CNBC Asia Business Leader of the Year Award for the Year 2006
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
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
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
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‘.
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
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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
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,
corporate world.
AWARD 2006-07
M&M was presented with the coveted Bombay Chamber Good Corporate Citizen
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.
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 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
EXCELLENCE AWARD
Mahindra & Mahindra has been awarded as the organization with the ―Best
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.
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
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
M&M was ranked 31st in Business Today‘s annual survey of India‘s most
valuable companies
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).
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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.
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.
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.
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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.
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.
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.
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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.
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
MAHINDRA
“SCORPIO”
MAHINDRA “BOLERO”
MAHINDRA “XYLO”
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MAHINDRA “MARSHAL”
MAHINDRA “MAXX”
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 -
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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
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
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BOLERO SLE
Feature and Specification
Make Mahindra
Model Bolero
Variant SLE
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 9.5 kmpl
Highway Mileage 13.2 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
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 -
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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.
Same as SLX no safety features are present in the Bolero SLE.
BOLERO DIZ
Feature and Specification
Make Mahindra
Model Bolero
Variant DIZ
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 9.5 kmpl
Highway Mileage 13.2 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 -
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 137.5@2000-2500 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 & anti
roll bar
Rear Suspension Parabolic Leaf springs
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 -
Krebs weight Min: 1615kg Max: 1615 kg
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
Feature and Specification
Make Mahindra
Model Bolero
Variant DI
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 10.7 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
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Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.08@3200 ps@rpm
Torque 180@1440 Nm@rpm
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
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
Comfort Features
Air-Conditioning Yes
Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.
BOLERO DI PLUS
Feature and Specification
Make Mahindra
Model Bolero
Variant Plus
Body Type SUV
Number of Doors 5
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Fuel Efficiency:
City Mileage 9.4 kmpl
Highway Mileage 15.1 kmpl
Fuel Capacity 60 litre
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 Direct Injection
Horse Power 63.08@3200 ps@rpm
Torque 180@1440-1550 Nm@rpm
Steering and Suspension
Steering Type Rack and pinion, power assist
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 -
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
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Comfort Features
Air-Conditioning Yes
Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.
These are:
MAHINDRA “XYLO”
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MAHINDRA “SCORPIO”
SCORPIO S2 8,92,873
SCORPIO S4 9,37,737
MAHINDRA “BOLERO”
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LOGAN GLX 1.4 6,09,696
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Research
Objectives
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OBJECTIVE OF THE STUDY
1. To study the level of satisfaction towards after sales services of Mahindra Motors
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Research
Methodology
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RESEARCH METHODOLOGY
Definition:
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
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
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.
Sample Size- 50
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Limitations
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Limitations of the study
The scope of study is limited to the respondents are selected from in and around
places i.e. locally and even in the neighboring states. Only opinion of
respondents of New Delhi city was consider for finding out the opinions of
respondents. The project is valid for the predefined area of work New Delhi
(Uttar Pradesh).
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Data Analysis
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Data Analysis
Table No. 1 Satisfaction towards Mahindra & Mahindra
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 & Mahindra
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Table No: 2 Factors affecting customer satisfaction towards Mahindra &
Mahindra
Factor Percentage
Features 12%
Comfort 18%
Style 16%
Source: Questionnaire
Figure:2
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
& Mahindra and 20 %( 30 respondents) of them who view After Sales Service as a vital
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respondents), Style with 16%(respondents) and only 12%(18 respondents) of them view
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
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Table No: 3 Customer opinions towards fuel consumption.
Factor Percentage
Satisfied 49%
Neutral 17%
Dissatisfied 7%
Total 100%
Source: Questionnaire
Figure: 3
7%
17% 27%
More Satisfied
Satisfied
Not Satisfied & Dissatisfied
49% Dissatisfied
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
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Observation: As majority of the respondents are satisfied with the fuel consumption of
Mahindra & Mahindra, 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%
Dissatisfied 10%
Total 100%
Source: Questionnaire
Figure: 4
10%
23%
20%
Extremely Satisfied
Satisfied
Neutral
47% Dissatisfied
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
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Observation: As majority of the respondents are satisfied with the safety and comfort
feature of Mahindra & Mahindra, 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%
Source: Questionnaire
Figure: 5
13% 20%
Extremely Satisfied
27%
Satisfied
Neutral
40% Dissatisfied
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 & Mahindra.
Observation: As majority of the respondents are satisfied with the design of Mahindra
& Mahindra, 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
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Table No: 6 Customer opinions toward space availability in Mahindra &
Mahindra.
Factor Percentage
Satisfied 53%
Dissatisfied 3%
Total 100%
Source: Questionnaire
Figure: 6
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 &
Mahindra.
Observation: As 80% of the respondents are happy with the space availability of the
Mahindra & Mahindra vehicle, it can be conducted that the company has undertaken
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The 20% of the respondents who have answered negatively may be comparing with the
Factor Percentage
Satisfied 51%
Neutral 21%
Dissatisfied 5%
Total 100%
Source: Questionnaire
Figure:7
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 & Mahindra. 23% were extremely satisfied, 21% of neutral and 5% are
Observation: Though majority of the customer are satisfied that the maintenance cost of
Mahindra & Mahindrais less, around 20% are not satisfied which may be because of
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comparison of Mahindra & Mahindra with the newly launched competing brands
Aware 80%
Unaware 20%
Total 100%
Source: Questionnaire
Figure: 8
20%
Aware
80% Unaware
were aware of the power steering present in some variant of Mahindra & Mahindra and
20% were not aware of the power steering present in some variant of Mahindra &
Mahindra.
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Observation: Most of the respondents approached were aware of power steering system
Source: Questionnaire
Figure: 9
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 & Mahindra.
20% gave Very Good response, 21% gave Average response and 12% gave bad
Observation: As 67% of the respondents are satisfied that they are happy with
Mahindra & Mahindra, it satisfies that the customer satisfaction levels are very high. If
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the company were to identify the pitfalls in their product and undertake remedial
Findings
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Findings
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
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
5. Large numbers of Mahindra & Mahindra user are aware of its power steering.
becomes good.
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RECOMMENDATION
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RECOMMENDATION
The company can undertake R&D to improve the existing feature which helps to
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
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
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
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CONCLUSION
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CONCLUSION
1. Mahindra & Mahindra has a very good market share in the state of New Delhi.
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
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
9. Though majority of the customer are satisfied that the maintenance cost of
Mahindra & Mahindra is less, around 20% are not satisfied which may be
As 80% of the respondents are happy with the space availability of the Mahindra
& Mahindra vehicle, it can be conducted that the company has undertaken proper
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10. The 20% of the respondents who have answered negatively may be comparing
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
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Bibliography
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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.
mahindra.html
http://www.mahindra.com/business/automotive
http://www.mahindra.com/about-us
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ANNEXURE
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QUESTIONNAIRE
1) Customer profile
a) Name b) Occupation
c) Age d) Income
e) Address:-
3) Are you satisfy with the fuel consumption of Mahindra & Mahindra?
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
4) Are you satisfied with the Safety and Comfort of Mahindra & Mahindra?
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
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6) Are you satisfied with space available in Mahindra & Mahindra?
a. Extremely Satisfied
b. Satisfied
c. Nor Satisfied & Dissatisfied
d. Dissatisfied
8) Are you aware about power steering present in Mahindra & Mahindra?
a. Yes
b. No
10) Do you want to give any suggestion about any change in the Mahindra &
Mahindra?
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