Product Management

Submitted to: Submitted By: Croup 4 (B)

Prof. Ramesh Venkateswaran Apoorva M S (10009)
Ravi Kant Kumar (10037)
Abhishek (10061)
Jyoti Kumari (10081)
Sourav Dutta (10107)

eap of faith from Stallio to Mojo
ntroduction:
MD oI Mahindra Two Wheelers had the small prototypes oI all its two wheelers on his desk.
Two oI which caught his attention Stallio and Mojo.
Two Wheelers segment with a market share oI over 75 in the Indian Automobile Industry is
experiencing a double digit growth in the last one decade. In the second largest Two
Wheelers market in the world, Motorcycles as a segment have grown at a CAGR oI 17.4
during the last 16 years and the share oI motorcycles in the two-wheeler market has risen
Irom 30 to 80 during the same period.
The Mahindra Group's Ioray into the two-wheeler segment began with the acquisition oI
business assets oI Kinetic Motor Company Ltd. (KMCL) in 2008 extending Mahindra's
pedigree into the two wheeler space to exploit the growth opportunities. Their excellence and
expertise in auto components, manuIacturing, distribution, marketing, and customer service
enabled them to launch a collection oI PowerScooters in 2009.
In response to the huge market opportunities, they expanded their product portIolio Irom
PowerScooters to motorbikes. Mahindra two wheelers in its initial phase oI entering the
motorcycle segment oIIicially launched two bike models Stallio, a 110 cc bike and Mojo, a
300 cc bike - to cater altogether diIIerent customer base.
-ective:
Stallio, an entry segment bike, has been withdrawn Irom the market within Iew days oI its
launch because oI some technical problems. Mojo, a premium segment bike will cater to
altogether diIIerent segment than Stallio. Till now, Mojo hasn`t hit the market space. But the
problem with Stallio can aIIect the sales oI Mojo aIter its launch.
Also the oIIicial launch oI two diIIerent segment bikes is an ambitious move Ior Mahindra
two-wheelers when compared to its competitors who usually launch 300 cc bikes aIter the
successIul launches oI 110 cc, 125 cc, 150 cc, 200 cc, 250 cc bikes. Major players in the
Indian premium segment bike market are Bajaj and Honda. They launched premium segment
bikes aIter launching a series oI entry segment bikes, so that customers can place trust in their
high end bikes.
The question here arises is how to position Mojo in the market so that it is able to
diIIerentiate itselI Irom the products oI other well established brands. The Mahindra group
needs to take a long hard look at how to get their two-wheeler Ioray back on track, Ior their
second bike, the 300cc Mojo, scheduled Ior launch in light oI Honda having already
introduced the exciting, single-cylinder CBR250R.
utcome
Through the term paper we`ll try to Iind out the steps to be taken by Mahindra Two-wheelers
beIore the launch oI Mojo to make it a huge success and make the customer place their trust
in Mojo soon aIter the Iailure oI Stallio.
The term paper will also result in deIining:
The target segment Ior Mojo;
The positioning strategy to diIIerentiate itselI Irom its competitors;
actors that would shiIt customer preIerence Irom 200cc-250cc bike to 300 cc bike;
Service delivery and environment Ior Mojo;