DECLARATION

This is hereby stated that this report is very original in every sense of the term and it carries a sense of creditability and strength and that I have taken no shortcuts and remained both rigorous and scholarly. I have tried my best to keep this work as watertight and squeaky clean as possible. It may be further stated here that in the preparation of this report some aid has been taken from a pool of professionally shared knowledge, a detailed description of which has been mentioned in the bibliography section of this report.

ACKNOWLEDGEMENT

First of all I would like to place my gratitude to all concerned respectable executives of Mahindra and Mahindra limited for giving me information regarding project which has been a pure learning experience and which have enlightened my knowledge and skills. I would also like to express my gratitude towards the HR manager who gave me his precious time. I really extend thanks to him because he has given me full support, co-operation and proper guidance during the project work I am specially thankful to my mentors Mr. Jagmohan Singh and my project head Ms Suchi Sehlot for guidance and co-operation during the project and infact without their assistance it would have been very difficult as far as structuring the project is concerned. I would be always grateful to them for their help and support. Lastly but not the least I would like to thank to the other staff and well wishers of Mahindra and Mahindra.

TO WHOM SO EVER IT MAY CONCERN

This is to certify that the project work on Marketing Strategies of Mahindra and Mahindra Automobiles done by Mr. Prateek Rana MBA (3 continent)-2nd year student of AMITY International Business School, Noida (U.P.) is an original one and has not been submitted earlier either to any university or institute for fulfillment of the requirement of a course of study.

(Jagmohan Singh)
General Manager (Sales)

CONTENTS

1. 2. 3. 4.

Introduction Company Profile Overview History 4.1 Mahindra Family 4.2 K.C. Mahindra and J.C. Mahindra 4.3 Keshub Mahindra 4.4 Anand G. Mahindra

5. 6. 7. 8. 9. 10. 11. 12. 13.

Heritage Mahindra Scorpio Hybrid Mahindra Scorpio Strategic Marketing Mahindra Xylo Mahindra Renault Logan Mahindra Bolero Limitation of the Study Conclusion Bibliography

MAHINDRA AND MAHINDRA

Type Founded Headquarters Key people

Private Listed Company 1945 Mumbai Keshub Mahindra (Chairman). Anand G. Mahindra (Vice

Chairman & Managing Director) Industry Products Revenue Employees Slogan Website Automotive vehicles Utility , commercial, cars and tractors US$4.5 billion (2007) 13,000 Inspired http ://www.mahindra.com

INTRODUCTION
Mahindra & Mahindra Ltd. is one of the major automotive company of India. They initially had collaboration with Willys Overland Corporation to import and assemble jeeps in India. They are the market leaders in the utility vehicles segment. They are also a major player in the tractor manufacturing segment as well. They are the only sole Indian company to be a part of the top five tractor manufacturing companies in the world .Mahindra & Mahindra's automobile chapter dates back to 1947. Then it was only restricted to the assembling and importing of Willys Jeeps. However, shortly after that they started manufacturing their own light commercial vehicles. They were always very keen on working out their own indigenous technology. Their USP is their capability to manufacture vehicles with having very little technological help from foreign sources. They are very indigenous regarding this particular aspect. Their first indigenously developed sports utility vehicle was the "Scorpio". However, it was only in 1994, that a specialized automotive division was created. This was done along with the organizational restructuring. Mahindra & Mahindra has four manufacturing plants. Out of them three are located in Maharastra and one in Andhra Pradesh. The three manufacturing units in Maharastra are in Mumbai, Nasik and Igatpuri. The first two deal with multi-utility vehicles and the third one deal with engines. The fourth plant is located in Zaheerabad in Andhra Pradesh. This one deals with the manufacture of light commercial vehicles and three wheelers. They also have a very strong network of dealers, sales offices, service stations etc. Even their R&D division is equally strong. Mahindra & Mahindra has established a very strong market base in the urban and semi-urban areas. Their multi-utility vehicles are very popular among people there. They also export their products to other countries as well. Mahindra & Mahindra has entered into a joint venture with Renault, an auto manufacturing company from France. The product is called Mahindra Renault Logan which is being manufactured in India. They are competing with Honda, Fiat, Hyundai and Ford in the C-segment of the Indian automobiles market.

COMPANY PROFILE

Mahindra & Mahindra Limited (M&M) is a major automaker in India. It is the flagship strategic business unit of the Mahindra Group. The company was set up in 1945 as Mahindra & Mohammed. Later, after the partition of India, Mr. Ghulam Muhammad migrated to Pakistan and became that nation's first finance minister. Hence, the name was changed from Mahindra & Mohammed to Mahindra & Mahindra in 1948. The company first traded steel with suppliers in England and the United States. Real business activity of M&M began by assembling complete knock down (CKD Jeeps in 1949. the company expanded to indigenous manufacture of Jeep vehicles with a high level of local content under license from Kaiser Jeer and later American Motors (AMC). M&M soon branched out into manufacturing agricultural tractors and light commercial vehicles (LCVs). It later expanded its operations to secure a significant presence in many more important sectors. The company has now transformed itself into a group of business units that caters to the Indian and overseas markets with a presence in vehicles, farm equipment, information technology, trade and finance related services, as well as infrastructure development. M&M has strong Research & development set up. with over 300 engineers in the automotive division. The company's technical prowess is proven by negligible import content in our vehicle and by design and the development of totally, from upward new contemporary SUV-Scorpio By 2005, M&M had become the largest producer of SUVs in India. The company has recently started a separate sector, the Mahindra Systems and Automotive Technologies (MSAT), to focus on developing components and offering engineering services.

OVERVIEW

The US $6 billion Mahindra Group is among the top 10 industrial houses in India. Mahindra & Mahindra is the only Indian company among the top three tractor manufacturers in the world. Mahindra's Farm Equipment Sector has recently won the Japan Quality Medal, the only tractor company worldwide to be bestowed this honour. It also holds the distinction of being the only tractor company worldwide to win the Deming Prize. Mahindra is the market leader in multi-utility vehicles in India. It made a milestone entry into the passenger car segment with Logan. The Group has a leading presence in key sectors of the Indian economy, including the financial services, trade and logistics, automotive components, information technology, and infrastructure development. With over 62 years of manufacturing experience, the Mahindra Group has built a strong base in technology, engineering, marketing and distribution which are key to its evolution as a customer-centric organization. The Group employs over 50,000 people and has several state-of-the-art facilities in India and overseas. The Mahindra Group has ambitious global aspirations and has a presence on five continents. Mahindra products are today available on every continent except Antarctica. M&M has one tractor manufacturing plant in China, three assembly plants in the United States and one at Brisbane, Australia. It has made strategic acquisitions across the globe including Stokes Forgings (UK), Jeco Holding AG (Germany) and Schoneweiss & Co GmbH (Germany). Its global subsidiaries include Mahindra Europe Sri. based in Italy. Mahindra USA Inc. and Mahindra South Africa. M&M has entered into partnerships with international companies like Renault SA, France, and International Truck and Engine Corporation, USA. Forbes has ranked the Mahindra Group in its Top 200 list of the World's Most Reputable Companies and in the Top 10 list of Most Reputable Indian companies. Mahindra has recently been honoured with the Bombay Chamber Good Corporate Citizen Award for 200607.

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

Mission
Mission is to achieve the best performance within the overall context of the prevalent economic environment, so as to secure maximum benefit for all the stakeholders.

Business
The M&M is comprised of the Automotive Sector, the Farm Equipment Sector, and the Systems & Technologies Sector. It is a leading manufacturer of Multi-Utility Vehicles (MUV) and tractors. The company completed 60 years of business in 2005. Originally awarded a contract in 1942 in India from the U.S. Willys firm for military Jeep production during WWII. This evolved into manufacturing of general-purpose utility vehicles for the Indian and other world markets in 1945, M&M first became well known as the maker of one of the original U.S. designed Jeeps in India. Mahindra continued to build the original Willys designed Jeep CJ3B in India up to present day and now has some updated designs as well. Most Mahindra built Jeeps were using built using small, efficient diesel engines from various other automobile companies such a Peugeot, a French company. Mahindra & Mahindra rapidly grew from being a maker of army vehicles to a major automobile and tractor manufacturer with a growing global appetite. M&M initiated a process of product enhancement and globalization, It made strategic acquisitions of plants in China and the United Kingdom, and has three assembly plants in the USA. M&M has partnerships with international companies like Renault SA, France. Nissan and International Truck and Engine Corporation, USA.

M&M made its entry into the passenger car segment with Logan in April 2007 under the Mahindra Renault JV. M&M will make its maiden entry into the heavy trucks segment with Mahindra International, the joint venture with International Truck, USA. M&M's Automotive Sector makes a wide rage of vehicles including MUVs, LCVs and three wheelers. M&M is the largest manufacturer of MUVs, offering over 20 models including new generation multi-utility vehicles like the Scorpio and the Bolero. The company is a market leader in the Utility Vehicle segment. M&M's products are being exported to the USA, Russia and several other countries in Africa, Asia, Europe and Latin America. Its global subsidiaries include Mahindra Europe Sri. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. However, no M&M product has yet been certified for use on public roads in the United States, due to the stringent emissions and crash standards that vehicles must meet to pass federal standards. Mahindra Farm Equipment Sector has come to be recognized as a powerful symbol of productivity and performance. M&M is the third largest tractor company in the world. It is also the largest manufacturer of tractors in India with sustained market leadership of around 24 years. It designs, develops, manufactures and markets tractors as well as farm implements. The Sector has also found significant success in the international market. Mahindra (China) Tractor Co. Ltd. manufactures tractors for the growing Chinese market and is a hub for tractor exports to the USA and other western nations. M&M has a 100% subsidiary, Mahindra USA, where it assembles products for the American market. FES received the coveted Deming Application Prize for manufacturing in 2003, for establishing Total Quality Management in all operations. M&M Ltd. is the only tractor company in the world to have achieved this honor. Formed in 2004, by M&M, Systech Sector is a response to the increasingly competitive automotive components industry. Providing an extensive range of services from design to delivery, Systech intends to create the world's most valuable and innovative auto components business by partnering with global customers to satisfy their business needs. Towards this goal. M&M has acquired three international companies in the forging space--Stokes Forgings in the UK, Jeco Holding AG, and Schoneweiss GmbH in Germany. Through these acquisitions and

by finding value wherever it mav be. Mahindra has created the fifth largest forging company in the world. In early September 2007, it has been reported that the company is 'completing due diligence' in Ford's Jaguar and Land Rover units, although the company's preference is reportedly towards the utility- car make rather than the luxury marque. However, as of December 2007, the company has reportedly pulled of the bidding, citing complexities. Mahindra anounce that they bought an Italian auto design and engineering firm to help it increase its presence in overseas markets. Financial details of the deal to acquire Turin-based G.R. Rumors of the talks between Mahindra and Chrysler, former partners in India, were reported in the Economic Times, one of India's major financial publications. The family-owned Mahindra trading group got into the auto business during World War II as a contract assembler of the Willys Jeep, and later licensed production of the CJ series. Mahindra still builds a CJ-derived model called Commander in both soft-top and hardtop versions. In recent months, Mahindra has been outbid by rival Indian automaker Tata for the right to acquire Jaguar and Land Rover from Ford. Mahindra also has withdrawn from a billion-dollar deal to assemble small cars in partnership with Renault-Nissan in Chennai. A Mahindra-Ford alliance in India was dissolved several years ago. According to the Economic Times, Mahindra and Chrysler now are discussing several options, including one scenario that would see Mahindra doing some contract engineering work in India for the U.S. automaker, as well as the possibility of the companies exchanging equity stakes. At the recent Delhi auto show, Mahindra executives said the company is pursuing an aggressive product expansion program that will see the launch of several new platforms and vehicles over the next three years, including an entry-level SUV designed to seat five passengers and powered by a small turbodiesel engine. Later in 2008, it will unveil the all-new Ingenio SUV which now is XYLO , which is joined in 2009.

In the meantime, Mahindra is gearing up to sell versions of its older Scerri: SUV and pickup next year in North -America, through an independent distributor, Global Vehicles USA. based in Alpharetta, Georgia. The distributor has said it may assemble the pickup, which will be rebranded as the Mahindra Appalachian, in Ohio from knocked-down kits to avoid a 25 percent tariff imposed on imported trucks. The company also has said it plans to offer a diesel-hybrid powertrain in 2010.

COMPANY'S CURRENT BOARD OF DIRECTORS IS AS FOLLOWS:

NAME 1. 2. Mr. Keshub Mahindra Mr. Anand G. Mahindra

DESIGNATION Chairman Vice chairman and managing Director

3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Deepak Shantilal Parekh Nadir Bujorji Godrej M.M Murugappan Bharat Narotam Doshi Arun Kumar Nanda Narayanan Vaghul Dr. Ashok Sekhar Ganguly R.K Kulkarni Anupam Pradip Puri Thomas Mathew T.

Director Director Director Executive Director Executive Director Director Director Director Director Nominee of LIC

Core Purpose
We don't have a group-wide mission statement. Our Core Purpose is what makes all of us want to get up and come to work in the morning.' - Anarsci G. Mahindra Indians are second to none in the world. The Founders of our nation and of our Company passionately believed this. We will prove them right by believing in ourselves and by making Mahindra & Mahindra Limited known world-wide for the quality of its products and services.

Core Values
Our Core Values are influenced by our past, tempered by our present, and will shape our future. They are an amalgam of what we have been, what

Good Corporate Citizenship

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

Professionalism Customer First

We exist and prosper only because of the customer. We will respond the changing needs and expectations of our customers speedily, courteously and effectively.

Quality Focus
Quality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our interactions with others. We will do it 'First Time Right'.

Dignity of the Individual

We will value individual dignity, uphold the right to express disagreement and respect the time and efforts of others. Through our actions, we will nurture fairness, trust and transparency. These values are the compass that will guide our actions, both personal and corporate.

HISTORY
Few groups can identify as closely with India's destiny and industrial progress as the Mahindra Group. In fact, Mahindra is like a microcosm of India. Both were born around the same time, had the same aspirations and both experienced the inevitable troughs and crests in the journey towards their goals. And both continue to march on the path to progress and global recognition. The birth of Mahindra & Mahindra began when K.C. Mahindra visited the United States of America as Chairman of the India Supply Mission. He met Barney Roos, inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of inspiration: wouldn't a vehicle that had proved its invincibility on the battlefields of World War II be ideal for India's rugged terrain and its kutcha rural roads? Swift action followed thought. The Mahindra brothers joined hands with a distinguished gentleman called Ghulam Mohammed. And, on October 2nd, 1945, Mahindra & Mohammed was set up as a franchise for assembling jeeps from Willys, USA. Two years later, India became an independent nation and Mahindra & Mohammed changed its name to Mahindra & Mahindra. Ghulam Mohammed migrated to Pakistan post-partition and became the first Finance Minister of Pakistan. Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved into a Group that occupies a premier position in almost all key sectors of the economy. The Group's history is studded with milestones. Each one taking the Group forward. In fact, today, its total turnover is about 6.7 billion dollars.

Mahindra is a group in a hurry, engaged in an ambitious, sustained and prolonged penetration into the global arena. Its spirit can be encapsulated in the words of the poet Robert Frost, a favourite of India's first Prime Minister, Pandit Jawaharlal Nehru: "The woods are lovely, dark and deep, But I have promises to keep, And miles to go before I sleep, And miles to go before I sleep." For Mahindra & Mahindra, this translates into many more milestones to be set up before it rests. If ever.

Mahindra family J.C. & K.C. Mahindra, the founders of the Mahindra Group, had the same ambition: to prove to themselves and the world that Indians were capable of being the best at whatever they chose to do. Accordingly, they gave up their professional careers at TISCO and Martin Burn respectively, and risked becoming entrepreneurs by setting up their own company: Mahindra & Mahindra. It was under their inspiring leadership that Mahindra & Mahindra made the first indigenous Jeep in the country in 1949. Their innovative spirit also showed during the days when the Company was the leading importer of steel in the country. J.C. & K.C. Mahindra had to persuade the Indian Government to buy French rails for the fledgling Indian Railways because they felt that the British specifications were obsolete and not the best suited. To convince government officials of the superiority of the French product, they laid down a short length of rail line with French rails and invited the government authorities for a ride. During the journey, chilled champagne was served in glasses filled to the brim. Legend has it that the train raced along, but not a single drop of champagne was spilled, so smooth were the French rails. Needless to say, they made their point.

Interestingly, J.C. & K.C. Mahindra believed in globalisation decades before it had become a buzzword. Even in the fifties, the Company had British and German engineers on its rolls, and international tie-ups with Mitsubishi, Willys, Perrine and Chrysler. Every venture they set up delivered satisfactory financial results K.C. Mahindra and their company, Mahindra & Mahindra, has grown into one of India's largest corporate groups. Even today the Group is driven by the same vision that drove them then.

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

Mr. Keshub Mahindra

Mr. Keshub Mahindra, Chairman of Mahindra & Mahindra Ltd., is a graduate from Wharton, University of Pennsylvania, USA. After joining the Company in 1947, he became the Chairman in 1963. Over five decades, his continuous involvement has enabled the Mahindra Group to reach where it is today. He is a well-known philanthropist who redefined corporate governance by effectively channelising funds into the social sector. He has contributed immensely to the cause of building ethical corporations in India and is currently a part of numerous prestigious organizations and committees. He was also appointed by the Government of India to serve on a number of Committees including the Sachar Commission on Company Law & MRTP; Central Advisory Council of Industries etc. Today, he is an icon, an inspiring business leader and a distinguished corporate citizen that everyone looks up to. Mr. Keshub Mahindra is on the Board of Directors of organisations: Chairman of Mahindra Holdings & Finance Limited, Mahindra Ugine Steel Company Limited India Vice-Chairman of Housing Development Finance Corp. Ltd. Chairman of Kema Services (International) Private Ltd. Chairman of the Board of Governors of Mahindra United World College of the following

Chairman, Tech Mahindra Foundation Chairman, Mahindra Holdings Limited Director in Bombay Burmah Trading Corporation Limited, The Bombay Dyeing & Manufacturing Co. Limited, United World Colleges (International), Ltd., UK, Rodal Investments Private Limited Pratham-India Education Initiative and Tech Mahindra Foundation.

He is a member of the following organisations & committees: Prime Minister's Council on Trade & Industry, New Delhi Apex Advisory Council ASSOCHAM Founder Member - Indo-Hellenic Friendship League Founder Member of Governing Council, Integrated Research & Action for Development (IRADe) New Delhi President - Centre for Research in Rural & Industrial Development Society, Chandigarh Chairman, Governing Body, Centre for Research in Rural & Industrial Development, Chandigarh President Emeritus - Employers' Federation of India President of the Governing Council - University of Pennsylvania Institute for the Advanced Study of India, New Delhi Hon. Fellow - All India Management Association, New Delhi

Positions held by Mr. Keshub Mahindra: A Timeline 1966-67 President of Bombay Chamber of Commerce & Industry 1969-70 President of ASSOCHAM 1991-92 President of Indo-American Society 1978-95 President of M.V.I.R.D.C. - World Trade Centre

1975-85 Chairman of Indian Institute of Management, Ahmedabad 1971-75 Chairman of Housing & Urban Development Corporation Limited 1984-89 Member of the Foundation Board - International Management Institute, Geneva

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

1983-97 Member, International Council - Asia Society, New York 1998-2005 Chairman, India Nominating Committee 'Single Nation

Programme', Eisenhower Exchange Fellowships, USA

Spearheading social causes: Chairman - Mahindra Foundation Chairman, Board of Trustees - Population First Member, Governing Board - United Way of Mumbai Member of the International Advisory Board of University of Pennsylvania, Center for the Advanced Study of India, Philadelphia Vice President - National Society for Clean Cities Chairman and Founder Trustee - Bombay City Policy Research Foundation Member, Governing Board - Bombay First Chairman - Bombay First, Health & Environment Committee Chairman & Trustee - K.C. Mahindra Education Trust Hon. Member - Rotary Club of Bombay Member of the Governing Body of HelpAge India from 2000-2004 Member of the Board of Governors of Bharat Shiksha Kosh from 2002-2005

Recipient of the following prestigious awards: 1987 Chevalier De La Legion D'honneur 1985 Companion - British Institute of Management 1972-82 Giants International Business Leadership Award 1980 NIF-Mody Enterprises Man of the Year Award 1983 Madras Management Association Business Leadership Award 1989 Business India - Businessman of the Year, India 1990 Honorary Fellowship of All India Management Association 1992 Rotary Award for Vocational Excellence 1992 Shiromani Award 1993 Vikas Jyoti Award for Outstanding Services, Contribution &

Achievements 1994 FIE Foundation - Rashtra Bhushan Award 1994 The Sir Jehangir Ghandy Medal for Industrial

Peace - XLRI, Jamshedpur 1996 Rotary Vocational Excellence Award in the field of Industry 1998 IMC Diamond Jubilee Endowment Trust Award 2000 Motorindia Automan Award 2000 Dadabhai Naoroji International Award for Excellence & Lifetime Achievement 2003 All India Management Association Lifetime Achievement Award for Management Pride 2004 Institute of Company Secretaries of India (ICSI) Lifetime Achievement Award for Excellence in Corporate Governance 2004 Award from Overdrive for Excellence in the Indian Automotive Hall of

2005 Qimpro Platinum Standard - Statesman for Quality - Business Award 2006 Lakshya Business Visionary Award NITIE 2007 Indian Business School (IBS) Kolkata Lifetime Achievement Award presented by the Institute of Chartered Financial Analysts of India (ICFAI).

2007 Ernst & Young Entrepreneur of the Year Lifetime Achievement Award. 2008 Society of Indian Automobile Manifacturers (SIAM) Award for Lifetime Contribution to the Automotive Industry.

Mr. Anand G. Mahindra

BRIEF CAREER HISTORY OF MR. ANAND G. MAHINDRA Mr. Anand G. Mahindra, Vice Chairman and Managing Director of Mahindra & Mahindra Ltd. one of Indias largest and most respected business houses graduated from Harvard College, Cambridge, Massachusetts, Magna cum Laude. In 1981 he secured an MBA degree from the Harvard Business School, Boston, Massachusetts. He returned to India that year and joined Mahindra Ugine Steel Company Ltd (MUSCO), the countrys foremost producer of speciality steels, as Executive Assistant to the Finance Director. In 1989 he was appointed President and Deputy Managing Director of the company. During his stint at MUSCO, he initiated the Mahindra Groups diversification into the new business areas of real estate development and hospitality management. In the summer of 1991, he was appointed Deputy Managing Director of Mahindra & Mahindra Ltd., the countrys dominant producer of off-road vehicles and agricultural tractors. He has since been engaged in a comprehensive change programme in Mahindra & Mahindra Ltd. to make the company an efficient and aggressive competitor in the new liberalised economic environment in India. In April 1997, he was appointed Managing Director of Mahindra & Mahindra Ltd and in January 2003 given the additional responsibility of Vice Chairman. Mr. Mahindra was a co-promoter of Kotak Mahindra Finance Ltd., which in 2003 was converted into a bank. Kotak Mahindra Bank is one of the foremost private sector banks today.

Mr. Mahindra frequently shares his views and ideas on Indian economy and business through his writings in some of Indias leading business magazines. Mr. Mahindra is the recipient of the following awards: Knight of the Order of Merit by the President of the French Republic. Rajiv Gandhi Award 2004 for outstanding contribution in the business field 2005 Leadership Award from the American India Foundation for his, and the Mahindra Groups commitment to corporate social responsibility. Person of the Year 2005 from Auto Monitor. CNBC Asia Business Leader Award for the year 2006. The Most Inspiring Corporate Leader of the Year 2007 from NDTV Profit. Business Man of the Year 2007 from Business India. Harvard Business School Alumni Achievement Award 2008. National Statesman for Excellence in Business Practices Qimpro Platinum Standard 2008 Award by Qimpro Foundation. OTHER ACTIVITIES Mr. Mahindra is the co-founder of the Harvard Business School Association of India, an association dedicated to the promotion of professional management in India. The association has grown substantially over the years. He is Past President 2003-04 of the Confederation of Indian Industry and has also been President of the Automotive Research Association of India (ARAI). Mr. Mahindra is a Director of The National Stock Exchange of India Limited appointed under the Public Representatives category. He takes a keen interest in matters related to education and apart from being a Trustee of the K.C. Mahindra Education Trust, which provides scholarships to students. Mr. Mahindra is the Founder Chairman of the Mumbai Festival, which was launched in January 2005. The event was the first comprehensive festival to celebrate the rich

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

Mr. Mahindra also serves on the following Boards and committees: 1. Harvard Business School - AsiaPacific Advisory Board 2. Harvard Business School - Member of the Board of Deans Advisors 3. Harvard University Asia Centre - Advisory Committee 4. Asia Business Council 5. National Sports Development Fund (NSDF), Government of India Council and Executive Committee 6. The Nehru Centre, Mumbai - Executive Committee 7. National Council of Applied Economic Research 8. India Council for Sustainable Development - Member

HERITAGE

India's first Prime Minister. A passenger in the past

Another legend rode in it

Decades rolled out

Passing the parade of time

Patrolling the borders of the country

Soldiered its way

A legend set out

Mahindra Scorpio

Mahindra Scorpio Hybrid

VEHICLE SUMMARY Name: Model: Car Body Type: Segment: Top Speed: 0 to 60: 0 to 100: Fuel Consumption:
City

Scorpio Hybrid UV C+ Segment 150 5.70 0.00 8.80 kmpl. 2 years

COMFORT AND CONVENIENCE AC AC:

Power Windows: Central Locking: Remote Boot: Remote Fuel Filler: Rear Wiper: Rear Defogger: Rear Armrest: Streeing Adjustment (Rake/Reach): Driver Seat Adjustment: Music System: Leather Seats: Door Mirror: Tinted Glass: Rear AC Vent: Folding Rear Seats: Sun Roof: Buttons/Controls on Steering: Auto Viper: Auto Headlamp:

without Climate Control

Remote

With Cup Holder / Manual MP3 CD Player

Warranty:

ENGINE SPECIFICATIONS Displacement: 0 Engine Type: Electric Maximum Power: 0 Maximum Torque: 0 DIMENSIONS Length: 4495 mm Width: 1817 mm Height: 1975 mm OTHER SPECIFICATIONS Seating Capacity: 8 Tyre Size: 235/70 R16 Turning Circle: 5.60 mtrs. Steering: Power Brakes: Front Disk, Rear Drum

Both Side

NO

ACTIVE AND PASSIVE SAFETY Airbag: NO

Gears: Kerb Weight: Fuel Tank: Body Color Bumpers: Tachometer: Alloys: ORVM Indicator: Xenon Headlamps: Trip Meter: Headlamp Washer:

5 Manual 2510.00 kgs. 60.00

Parking Sensors: Fog Lamp: Traction Control: EBD:

NO NO NO 3

NO NO 3 NO

ABS: ESP: Rear Seat Belts:

Mahindra Scorpio Hybrid

Mahindra Scorpio's design has been an eye-catcher among SUVs and has bagged many an award for its styling. Designed completely in-house by Mahindra, it has been one of the major success stories in India. The hybrid Scorpio is also interesting in that it will be a diesel-electric hybrid, not a petrol eletric one as is generally the case abroad. Mahindra has announced that the hybrid Scorpio will be launched commercially in the Indian market over the next two years. The Mahindra Scorpio Hybrid will be very much similar in looks with the normal Scorpio that has been running on the roads till now. Company has also indicated that the hybrid Scorpio would not be much mroe expensive that the regular Scorpio. It will meld common rail diesel technology with an electric motor.

The vehicle will be using a diesel and electric hybrid and will run in four different modes. These modes are: Motor assist mode Generator mode

Regenerative braking mode Idle charging mode.

Main Features of Scorpio Hybrid are: 2.2 Liter, I-4, second generation diesel common rail engine with 85 kW and 270 Nm ratings 6-speed automatic transmission 30 kW (peak) motor with max torque of 270 Nm (peak) and a max speed 8500 rpm 288V, 8.4 Ah NiMH battery Quick cold start with e-motor assist

In the Mahindra Scorpio Hybrid motor assist mode the vehicle is powered by both the motor that runs on electricity and the combustion engine. When the vehicle runs on the Mahindra Scorpio Hybrid generator mode the power is derived from the combustion engine and the batteries get charged. The integration of the CRDI diesel engine and the electric motor will be completely seamless and transparent. The hybrid Scorpio is expected to offer greater fuel efficiency - almost 16 kilometers per liter. Scorpio's interiors look quite modern with a nicely rounded and organic-looking dashboard with large buttons and knobs. The front seats are pretty comfortable and offer the best lower back support. The Scorpio's chassis is extremely rigid and stiff and you don't get any rattles. The suspension is very supple and in city traffic or at low speeds, it glides over the road, the soft suspension working noiselessly to filter out the bumps. Even on rough or bad road, at least when driven at low speeds, the suspension copes pretty well. The steering and other controls are pretty light, which makes it o easy to drive in town. There are certain design weaknesses, especially at the rear where it looks relatively boxy, as well as the upright stance and the third row is also cramped and tall passengers are also

short on headroom. Also the small central console controls and buttons are often inaccessible while driving the car. Air con vents in between the front seats are effective cooling for rear passengers. With the Mahindra Scorpio Hybrid, Mahindra wishes to join the various other companies that are producing hybrid cars in order to curb on the expenses that are met in maintaining a car that runs ordinarily on fuel. When some one uses a hybrid car their expenses are reduced greatly and it is found that they are able to save money and also at the same time get a good performance from their hybrid cars. The Mahindra Scorpio Hybrid definitely will register great sales in the market.

Mahindra Scorpio Hybrid

Tech Packed Mahindra...

Mahindra Scorpio's design has been an eye-catcher among SUVs and has bagged many an award for its styling. Designed completely in-house by Mahindra, it has been one of the major success stories in India. Scorpio's interiors look quite modern with a nicely rounded and organic-looking dashboard with large buttons and knobs. The front seats are pretty comfortable and offer the best lower back support.

The Scorpio's chassis is extremely rigid and stiff and you don't get any rattles. The suspension is very supple and in city traffic or at low speeds, it glides over the road, the soft suspension working noiselessly to filter out the bumps. Even on rough or bad road, at least when driven at low speeds, the suspension copes pretty well. The steering and other controls are pretty light, which makes it o easy to drive in town.

Mahindra has been working on the Scorpio almost constantly and has now launched VLX model with m-Hawk engine that makes use of 2nd generation Bosch common rail injection system with solenoid injectors.

The 4 cylinder, m-Hawk features VGT develops 290 Nm of torque in a wide range of 1600-2800rpm. The VGT will help to eliminate turbo lag. It develops 120bhp and can reach 60kmph from zero in just 5.7 seconds. All this is possible because the light weight mHawk engine, with its all-aluminium cylinder heads is tuned for power.

Turbochargers feed concentrated gusts of wind into a Variable Geometry Turbine, a simple yet cunning device that partially closes to trap the air inside at high pressures. This generates tremendous torque even at low speeds.

A decrease in gross weight, coupled with a reduction in base engine friction, ensures that parasitic losses of power are seriously lowered and acceleration gets even better. The sporty bonnet scoop provides a direct passage for air to rush into the mHawks top-mounted intercooler. The intercooler, in turn, directs this air into passages to optimise engine cooling.

The reduced mass of the m-Hawk will also help in improvement of dynamics, the m-Hawk engine is built from aluminium alloy and hence it is 60kg lighter than the current 2.6L CRDe engine.

Other than the m-Hawk engine, mahindra has refreshed the interiors of the scorpio. VLX comes with ABS, Cruise control, Headlight sensor, Wiper sensor, Reverse parking sensor, Stereo controls on steering wheel, smart alloy wheels and working bonnet scoop but its surprising to see that there are no airbags !!

The advanced Intellipark system allows you to keep a look out for anything happening behind you without having to turn your head. Moreover, reversing ultrasonic sensors in the rear help you judge the distance between the vehicle and anything in its way. A sophisticated warning system allows you to judge the location of any obstacle in the rear view mirror.

There is also tyre pressure monitoring system which tells you the exact air pressure and temperature of each tyre. The sensors located in each tyre monitor pressure and temperature and any unwanted changes in either will immediately flash on the instrument cluster, ensuring a smooth and enjoyable driving experience.

There are certain design weaknesses, especially at the rear where it looks relatively boxy, as well as the upright stance and the third row is also cramped and tall passengers are also short on headroom.

Also the small central console controls and buttons are often inaccessible while driving the car. Air con vents in between the front seats are effective cooling for rear passengers. Overall, this model sounds great with path breaking technology and user-friendly, modern features; V-series is a clear validation of Mahindra's customer-centric approach to business.

SCORPIO STRATERGIC MARKETING

The Scorpio story started in 1997 with a vision - a vision to continue the domination of the Utility vehicle (UV) market in India; to be a global niche player. This vision also clarified that M&M would focus on the niche UV market and, hence, would not directly participate in the car market. Its founders passionately believed that Indians are second to none. They had a dream: to make M&M known worldwide for the quality, durability and reliability of its products and services and at the same time play an active role in the development of the nation. The current management held this dream and vision as an integral part of their existence and that led them to set themselves a challenging goal of retaining their domestic market leadership with over 50 per cent market share of the Indian utility vehicle segment and create their name in the global market.

Market Reality
The Indian automobile industry had undergone a radical change since the opening up of the its economy in 1991. By 1997, the Indian automobile market was probably one of the most open and competitive automobile markets in the world, with all major global players having a presence there. Most of the global players present in India had focused their business strategy in the passenger car segment with the exception of Toyota, whose entry strategy in the Indian market is through a Multi Utility Vehicle (MUV). Even the other global majors had realised the intensity of competition in the passenger car segment and were now eyeing the utility vehicle segment. The products they planned to launch in the Indian market were all to be positioned in the urban market, making it a highly competitive market.

Mahindra Context
Mahindra, a leader in the UV segment, was fast witnessing loss of market share. Global players were entering the auto market and aggressively launching products. The Mahindra share of business was largely from the semi urban and rural markets of India. A large contribution also came from institutional sales - army, police, paramilitary groups and other institutiional groups. Though Mahindra had a wide

product portfolio, what it was lacking was products that catered to the modern urban consumer needs. The markets where Mahindra was strong were stagnating. The urban markets where it did not have a product to offer were seeing all the growth and action. The Mahindra Image was a big barrier as well. Though it had positives as rugged, tough, reliable, economical vehicles, the brand was not seen as modern or technologically advanced. The negative parameters were - uncomfortable, rough, not easy-to-drive, rural imagery, down market, fuddy-duddy, etc.

Consumer Context
The unique thing was that while these changes had led to creating a market of highly demanding customers, the basic psyche of the Indian buyer had not changed. He still was looking for Value for Money, VFM, in terms of low unit cost, operating economics packaged with modern style and robust design.

Strategic Approach
With the above reality as a backdrop, M&M defined a two pronged strategy for the Automotive Sector: * Continue to dominate the rural and semi-urban market with a range of products catering to the needs for low cost mass transportation needs. * Develop a strong presence in the fast growing urban markets with a range of value for money products.To compete against the global players and also to meet its goal of developing a strong presence in the urban market, M&M embarked on Project Scorpio.M&M needed to work to its strengths and competencies. To find ways of side stepping the MNC competition for it did not have the deep pockets that global majors did. The implication was that the project cost had to be optimised to a fraction of what world majors would spend. The other direction was to develop a product which would provide great value and hence would be very affordable.A world class product which is also affordable is no mean task. It needs innovation and out-of-the-box thinking. The approach taken was to focus on and to prioritise what the customer values the most and to excel at it.

The broad objectives of the Project Scorpio were: * * * To create a new segment and retain market domination To differentiate offering (vis-a vis MNCs)- an excellent value proposition To optimise project costs

New Product Development -to create a world class, yet Indian, product M&M developed a new product to meet the above objectives and to create a world class product. Key achievements of the product development process were as follows: * * * * * * * A unique process called IDAM Best in the world tie-ups but in-house execution Customer focus from thought to finish A cross-functional, co-located, young, lean team Lowest Project Costs Intensive Testing All new Manufacturing Set up a New Product Development Process called IDAM

Integrated Design and Manufacturing (IDAM), is a product development process, which was adopted by M&M to streamline the delivery of a world class, zero-defect, trouble-free product to the customer. It encompasses the entire value chain starting and ending with the customer. This outside-in approach ensures that the product is designed around the customer and not vice versa. Unlike the traditional department structure, the IDAM team consisted of cross-functional teams, co-located in the IDAM Centre in Mumbai. These teams had cross-functional strengths that cover every aspect of product development, from Design & Development, Testing & Validation and Manufacturing to Vendor Development and Marketing.

Global Alliances for best of the world inputs

M&M tied up with the best in the world in their respective areas of the global auto industry. Fukui, Japan for the Press shop. Fuji, Japan for the Dies. Korean company Wooshin for body shop. Fori Automation, USA for the tester line for final assembly. Durr Germany for the paint shop. Lear, USA for Seats and interiors. Visteon, USA for exteriors. Samlip, Korea for suspension and BEHR. Germany for AC. M&M tied up with Renault for petrol engines.

M&M facilitated the development of these aggregates and played the role of an integrator. The vendors set up facilities in and around the factory. The end result was a fully indigenous product with international quality at affordable price. The most heartening of it all was the fact that not only was M&M a staunch follower of the IDAM concept but even logistic support companies, vendors dealers bought into it whole heartedly. This synchronicity in commitment aided implementation and guaranteed success. Mahindra didnt compromise on international quality and at the same time ensured that the product was fully Indian.

Customer Focus- from thought to finish

The first step was to trap customer requirements and map the market potential of the various vehicle categories. For this purpose, the in-house team visited the market and met customers from various segments. As a result, key buying factors were evolved through the Quality Function Deployment process (QFD). These customer

requirements were then converted into product specifications and were taken to the design phase. At every stage, customer inputs were taken from first design to finished product.

A young lean team

Project Scorpio had just 120 people. These people worked in tandem, round the clock to develop a product unsurpassable in its design and manufacturing. The IDAM team for Scorpio was divided into 19 cross-functional design teams with people from design & development, testing & validation, marketing, manufacturing and supplier development.

Low Project Cost

A project cost of 120 million US Dollars may seem like a lot. But its only a fifth of what a world major would have spent on a similar-sized project. A typical ground up, new platform project would have costed 500 million dollars. This low cost was achieved by a series of innovative decisions.

Intensive Testing
Seventy four! That was the number of vehicles built only for testing. Then using the Simultaneous Testing & Examination Process (STEP), they were tested and retested. To check every component till only the best combination of form and function was left. Then the vehicle itself, as a whole, was put through the NOVA-C (New Overall Vehicle Audit-Customer) system to measure the overall quality of the production process itself. Thus, the Scorpio was put through some of the most grueling tests.

Manufacturing Set Up
A world class manufacturing facility spread over 120 acres with a capacity of producing 40,000 units on a 2 shift basis was set up in Nasik with an investment of USD 120 million.

Infrastructure-wise, three new, state-of-the-art lines had been set-up for Scorpio: 1. A fully automated press shop set-up with help from Fukui of Japan with Dies imported from Fuji, Japan to ensure quality output delivery. 2. The jig and fixtures in the body shop were developed with Wooshin of Korea, also on an automated line, equipped with CMM to ensure a high quality final output with excellent fit and finish. 3. A state-of-the-art Trim Chassis Final (TCF) line with a world class tester line, built in collaboration with Fori Automation USA for vigorous testing from the wheel alignment to squeak and rattle test. The paint shop was set-up in collaboration with Durr of Germany. The final assembly and testing is done on the TCF line. The programmed logistics and flexible manufacturing system can accommodate a large number of variants in the product mix. This fully conveyarised system with minimum handling and effort combined with continuous improvement training for the workers ensures a quality product at the end of the line.

Marketing Strategy: To create a market category The Marketing Objectives set for Scorpio PROJECT SCORPIO
A tale of category creation First year of launch * * Scorpio to capture 22 per cent of the premium hard top market in 9 months Sell 12000 Scorpios in 9 months

Mahindra unaided brand recall score to increase by 22 pts (defined in terms of Brand Track study scores)

Scorpio brand recall score to achieve 50 points

Within three years of launch * * * Scorpio to capture 45 per cent of the premium hard top market Scorpio to sell 24,000 units in 18 months Mahindra to emerge as a true urban player

Market Context
The soft tops sales, which were Mahindras strength, were stagnating. Hard top vehicles like Sumo and Qualis were garnering market share. The urban market was showing more potential for vehicle sales and UVs were gaining higher acceptability in urban cities. The competition was getting tougher with international UVs entering the market. And also operating in the urban market meant competing with cars.The market was moving from traditional multi utility, non-luxurious vehicles to luxurious vehicles. M&M had launched Bolero in 2000 to cater to this newly emerging segment. However, to add to the categorys woes, it declined at the rate of 3.1 percent in year 2001 over year 2000. UVs as a percentage of the overall passenger car market was just 16 per cent in 2001. This simply meant that for attaining the volumes, Scorpio needed to look beyond UVs in terms of competitive framework to decide on a marketing strategy.

Competitive Context
The conventional UV market was too small in size. The UV market in urban markets was even smaller a percentage. The trend was that the UVs operating in the urban market were eating into the car share, primarily the cars which operated in the same price bracket. Qualis was taking market away from midsize cars. With these facts in place the whole of automobile market was studied in details.In the arena of cars, Asegment cars, which have been the leaders in terms of volumes and grew at the rate of 55.2 percent in the year 1999, were having a reduced growth rate of 34.2 percent

in the year 2001. It was found that the fastest growing segment (growing at the rate of 42.9 per cent) in year 2001 was semi luxurious cars or B segment cars. And the luxurious car segment i.e. C segment cars were also growing at a healthy rate of 14.2 percent in that year. However, super premium cars termed as segment D and E cars, were not growing at such healthy rates and did not offer volume in terms of number of cars sold.It was imperative for Scorpio to look beyond UVs. Apart from appealing to a typically UV buyer, it was also necessary to appeal to a wider target audience - prospective car buyers belonging to 5 lakh and 5 lakh+ segment. The midsize car market (C class) which was in the Rs. Five to Seven lakh price bracket had grown in F00 at 36 per cent and in F01 at 22 per cent, and small luxury car segment (B class) which was up to Five lakh segment was also showing a healthy growth.Analysis showed that the volumes in the automobile industry were coming from B and C segment cars. This meant that the mid size car market was the competitive arena for Scorpio for it to attain the volume growth and market share it was looking for. It was decided that the offer had to appeal to segment C buyer and should be aspirational for segment B buyers. Therefore, an analysis of the offers of all the segment C cars and the relevant UVs was done. The table below summarises the analysis:Interpretations: All the vehicle are feature packed within a price range of Rs. 6-8 Lakhs. All of them, including UVs, are with a proposition of luxury and comfort, with no differentiation. Implication: With this analysis it came out clearly that the positioning of Scorpio has to be such that it should communicate that the vehicle is better than any of these cars and is a better buy in terms of money.

Consumer Context
Having defined the competitive framework, the next task undertaken was that of analyzing the consumer. Consumer segments of B and C category car buyers were analyzed in terms of their expectations from a car, their perceptions about cars and their relationship. Proprietary techniques of research, of the advertising agency Interface Communications, like Mind & Mood, ICON and VIP were used to understand this consumer. The findings were: * * Size matters- big size stands for status Consumers seek latest technology

* * * * *

Imagery but at affordable prices The sheer thrill and passion of driving an SUV Power of the vehicle makes a statement But along with the others, luxury was a very important parameter International vehicles define imagery SUVs like Pajero, Land Cruiser and Prado are seen as urban vehicles for the rich and famous Consumers aspire to own these vehicles as the imagery of these vehicles has become very desirable The Key Consumer Insight that emerged from all the consumer analysis and which was used for strategy development was Consumers want to consume premium imagery at prices affordable to them

Strategic Branding Approach

Identifying the need gap and occupying it There existed a gap that wasnt tapped. There was no SUV in the country that the masses could buy. To make SUVs a mass concept in India - UVs needed to be seen as comfortable, easy-for-city driving and should have imagery comparable to international brands. Therefore, as a strategy it was decided that Scorpio would not take the traditional UV imagery of tough, off-roading and 4x4. A 4x4 approach would be a very niche category and would not generate numbers. To appeal to a car buyer, the Scorpio needed to be seen as a car that offers much more. A Scorpio had to be seen as providing car-like driving pleasure and at the same time providing the edge over cars in space, power, style, fuel efficiency, luxury and comfort. In short, to provide status of a Pajero (international SUV) at the price of midsize car The Scorpio product package offered - Superior technology, Dynamic Looks, Car-like product and great value for the price Value Proposition for Scorpio to capture the identified need -gap, the value proposition of Scorpio was defined as Car plus.

Rational benefits:
World class vehicle, good looks, car like comfort, great valueEmotional benefits: Ownership experience of thrill, excitement and powerRelational benefits: Young

modern, premium, city companion / extension of lifestyle.Brand Promise: Luxury of a car. Thrill of an SUVThis brand positioning addresses the key consumer Insight and the product delivers the promise. The position is also a unique proposition, which will help the brand have a distinct image in the consumers mind.

Baseline - Nothing Else Will do

The baseline captures the essence of the brand, which is superiority and uncompromising attitude. It also summarises the spirit behind the making of the Scorpio.

Brand Strategy - Parent brand relationshipdefining

A study of international brand names was done and a classification of brand names of midsize cars and SUVs was done into groups. International brand naming trends and strategies were analysed. New names were generated. These brand names were researched massively first by qualitative techniques and then by quantitative techniques. The name that emerged as most popular, and which was also the most liked name internally at Mahindra was SCORPIO.

Brand Endorsement Strategy

The relation between Scorpio and the mother brand Mahindra was also deliberated upon. The strategy chosen for Brand Endorsement was - Scorpio from Mahindra shadow endorsement, one which does not shout Mahindra.The Mahindra brand image was not modern and young. There was a need to create a strong distinct modern brand. Hence Mahindra as a Masterbrand could not contribute towards enhancing the Value Proposition. Yet Mahindra had to provide source reassurance. Also the distribution would be through Mahindra dealerships. Hence it became a shadow endorser.

Advertising and Promotions Strategy

The creative strategy was to drive home the Car Plus positioning forward. There was a need to leverage on product strengths. And a need to establish car plus story. Hence the product was to be the hero in all communicationsThe tone and manner was to help associate the brand with the modern and urban lifestyle. The TVCs as well as the press still-shots were shot in Australia to provide an international city feel. This brought in the international, premium, up-market association for the brand.

Media Strategy
Role of Media * * * * * Dramatic and high impact launch High visibility Push brand image even by the media vehicle Building impact through multiple-media PR, Mass Media, Direct Marketing, Events

Public Relations
Pre-launch excitement and buzz was created by a full blown PR program. Media coverage on the IDAM process, the people behind the Scorpio, the obsession, the world class technology, etc set the tone for the hyped up launch. PR was also the first tool used for launching the Scorpio. The coverage of the launch was massive. It got four cover stories

Mass Media
While the media targets would be achieved through the right selection of the media mix, the Scorpio media posture was to ensure that Scorpio was present on the decided media but with a difference. Scorpio would use media innovations to create differentiation on the traditional media and do things in a bigger and better manner.

Customer Relationship Management (CRM)

CRM as a tool was used to create positive word-of-mouth, to monitor customer experiences and generate referrals. A series of CRM activities were implemented with regular direct communication, events and customer research. The CRM plan included a welcome Pack on filling up Scorpio Club (Top Gear) form, satisfaction surveys, Events, Festive offers, Rewards Program, etc.

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

Scorpio was to compete with the midsize cars like Hyundai Accent, Ford Ikon, Opel Corsa, Maruti Suzuki Esteem on the one side and UVs like Toyota Qualis, Tata Safari and the Tata Sumo on the other. Scorpio adopted the penetrative pricing strategy positioned in the psychological price barrier of Rs. 5 -7 Lakhs.

Distribution Strategy - Serve less markets at a time but serve them well
Since the Scorpio was targetted at an urban clientele it needed a stronger ditribution presence in Metros and urban areas. Hence, the distribution channel had to focus on providing an appealing experience for modern car buyers and on offering international standards of auto retail.

Phased Launch
The Scorpio was launched in a phased manner - first in Metros Mumbai, Delhi, Bangalore, Chennai. Twenty cities were included over a period of 4 months and within a year 50 cities were covered. This ensured attention to main markets and to ensure that initial production of the vehicle could match demand. Dealerships were revamped prior to launch in a particular city.

Showroom Experience
The showroom revamp was centred around the intention to provide a uniform customer experience at all the touch points and to provide the customer with a unique experience and not just a product. Therefore the back office would remain

outside the customers line of vision because the customer would be concerned with the product and not with the paperwork.

Infrastructure
Thirty-five showrooms across the country were redone entirely with the same look and identity and a dcor built around movement, technology and sportiness. The theme focussed on giving the customer a memorable experience.

Response - The strategy delivered

Volumes and Market Shares: Scorpio achieved its targets on market share and achieved a volume of 12000 vehicles in the first 9 months of its launch.Image: Scorpio advertising had a very high recall for the Mahindra brand (Exhibit 3) as well as for the product (Exhibit 4). Apart from this, advertising actually positioned Scorpio as a powerful vehicle with a sporty look, solidly built with good cargo capacity amongst the premium car consumers and sports utility vehicle consumers. Overall response to the Scorpio was stupendous. The product was well received across the country and got rave reviews across media. More importantly the product and the strategy delivered in terms of the various objectives set before launch. Footfalls in the showrooms had been massive and demand had far exceeded supply of vehicles with a waiting period of three months.

Impact on Mahindra Image:

The saliency of Mahindra increased considerably. Mahindra enjoyed stronger recall as a manufacturer of personal vehicles and stronger customer perceptions on the following attributes * * * * Well-respected manufacturers Technologically advanced Suitable for city driving Great to drive

* * *

Makes VFM vehicles Proud to own Makes good quality vehicles

Scorpio Brand Recall

In the SUV/MUV segment, Scorpio has the second-largest awareness and has emerged as a strong brand in the C & sub-C car segment, however as compared to Qualis, it needed higher recall. Scorpio advertising had been able to create a good impression on appearance and styling of the vehicle.

Scorpio buyer profile

Scorpio managed to pull out customers from the C segment of vehicles. The product communication and the retail experience of the Scorpio passed the stringent test of luxury car buyers and the buyer profile was exactly as per the target profile. The strategy delivered with more and more small and midsize car buyers choosing the Scorpio over the others.

Awards
The Scorpio was awarded various awards from various bodiesMahindra achieved the objectives it set out to achieve. M&M has more than 39 per cent of market share in hard tops, sold 11800 Scorpio in first nine months of operation and due to this campaign, Mahindra image improved.

Scorpio Impact on M&M

Scorpio was launched on June 19, 2002. At that time Mahindra was losing market share and the share prices were also at an all time low at around Rs. 100. The Mahindra share of business was largely from the semi-urban and rural market of India and the markets where Mahindra was strong were stagnating. With the launch of Scorpio, things started looking up for Mahindra. There was an improvement in the

bottom line as well as the return to the shareholder. The revenue for M&M Auto Sector increased from Rs. 1827 Cr. in 2002 to Rs. 2511 Cr. in 2003, a growth of 37 per cent. .As regards Mahindra image in the customers mind, the post launch study conducted gave the following improvements (Brand track Study - Nov 2002 - IMRB): * The overall positive opinion about Mahindra also moved up by 18 per cent among MUV/ SUV owners and by 11 per cent among all car owners. * Mahindra Scorpio has fared excellently in overall opinion as against its key competitors.

Future Directions - World class product goes global

Having done well in the domestic market, Mahindra and Mahindra is now moving forward on its path to become a global niche player. i.e, it is stretching its activities in foreign markets. The company is in the process of negotiating joint ventures in markets like Spain, Italy, South Africa, Indonesia, Russia, Equador for marketing of Scorpio.

Mahindra Xylo
THE WAY FORWARD
To build a car that has everything the customer wants, it is essential to understand what he wants first. This has been the basic principle behind the Xylo. We started with the customer. To this end we spent time with car users, across the country, observing their interaction with cars. We watched how they entered vehicles, what they did inside, what they looked for. We noted down complaints and identified need gaps. And then we started building the Xylo. From the inside out. This is the first time in India where the passenger compartment was designed well before the exteriors of the car. Every single learning was incorporated on a wooden buck (a mock car interior with instrument panel, steering wheel and seats). This was then tested with car customers for further feedback. And only after integrating every desired feature into the interior did we start with the exterior. The result was a car that was fluent in form and function. A car that was truly world class. And a car that was in sync with your requirements.

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

Mahindra Xylo E2

AVAILABLE MODELS - Xylo E2

Xylo E4 Xylo E6 Xylo E8 Xylo Automatic Xylo 4WD Xylo E8 ABS

VEHICLE SUMMARY Name: Xylo Model: E2 Car Body Type: UV Segment: C+ Segment OUR RATINGS Appearance: Comfort: Features: Performance: Value for money: ENGINE SPECIFICATIONS Displacement: 2498cc, CRDe, M-Eagle Engine Type: Diesel Maximum Power: 112 Bhp @ 3800 rpm Maximum Torque: 240 Nm @ 1800 rpm DIMENSIONS Length: 4520 mm Width: 1850 mm Height: 1895 mm OTHER SPECIFICATIONS Seating Capacity: 8 Tyre Size: 215/75 R15 Independent Coil Springs, Multi Suspension: Link Coil Springs Turning Circle: 5.40 mtrs. Steering: Power Brakes: Front Disk, Rear Drum

COMFORT AND CONVENIENCE AC AC:

Power Windows: Central Locking: Remote Boot: Remote Fuel Filler: Rear Wiper: Rear Defogger: Rear Armrest: Streeing Adjustment (Rake/Reach): Driver Seat Adjustment: Music System: Leather Seats: Door Mirror: Tinted Glass: Rear AC Vent: Folding Rear Seats: Sun Roof: Buttons/Controls on Steering: Auto Viper: Auto Headlamp:

without Climate Control

Manual NO NO NO NO / Manual Optional NO Both Side Manual NO NO NO NO NO NO

ACTIVE AND PASSIVE SAFETY Airbag: NO Parking Sensors: NO Fog Lamp: NO Traction Control: NO

Gears: Ground Clearance: Kerb Weight: Fuel Tank: Body Color Bumpers: Tachometer: Alloys: ORVM Indicator: Xenon Headlamps: Trip Meter:

5 Manual 186.00 mm 1830.00 kgs. 55.00 YES NO NO NO 2

EBD: ABS: ESP: Rear Seat Belts:

NO NO NO 3

Exterior

Interior

OVERVIEW
Mahindra has finally come up with its first true MUV - The Xylo. Code-named Ingenio, it had been officially named as 'Xylo' - this new platform project costed Rs. 550 crore for the utility vehicles market leader. Mahindra has tried its best to improve the overall build quality, fit & finish of its products with the launch of Xylo. Xylo has been priced very competitively as compared to the Chevrolet Tavera & Toyota Innova. Though the quality of Innova is still much better than the Xylo but Xylo's finish is the best in comparison to other Mahindra products - Scorpio & Bolero.

Design
Xylo's aggressive radiator grille - with chrome slats looks very cool and familiar like Scorpio and Bolero with chrome centre. The tops models comes body colored bumper & integrated fog lamps. The sloping bonnet adorn the muscular front end of Xylo. The features further enhancing the imposing stance of the vehicle are its twincolored outside rear view mirrors and wrap-around taillights. The exteriors of are well complemented by roomy interiors, which get a number of storage spaces tactfully located within the cabin. Close attention to the finer details is what makes the XYLO a winner. The cars doors are fitted with puddle lamps, giving passengers visibility while alighting from the car at night. When viewed from side it looks ordinary like other Multi Utility Vehicles. The rear looks very proportionate and smart with trendy wrap-around tail lamp cluster. Mahindra is also offering dual shade paint option for the high end models.

Engine
Xylo is powered by the same engine used in recently launched Bolero Storm CRDe but it has been fine tuned further to give more power and has been named M-Eagle CRDe. It generates maximum power of 112 Bhp at 3800 rpm with maximum torque of 240 Nm at 1800-3000 rpm. The engine is meshed with a five-speed manual gearbox and has been built on the Scorpio NEF CRDe engine family with relevant technological advancements. When a burst of power is needed, the top mounted intercooler delivers. Dual pilot injection increases the XYLOs drivability scores, while advanced engine damping, hydraulic lash adjustor technology and auto tensioner ensure minimum service frequency and a pleasurable drive. On a long drive, you can zip down the straights with the long wheelbase and multilink suspension keeping the XYLO composed and rock steady. The vehicle also tackles sharp bends effortlessly and skirts bumps with ease.

Interiors
Completely created from the inside out, the Xylo keeps all the needs and wants of the would-be passenger in mind. This translates into surprising legroom, both in the second and third row. Theatre style seating ensures that none of the passengers feel left out of the conversation, even if they are seated in the back row. Independent AC vents ensure that the Surround Cool Dual AC cools all corners of this spacious car with individual controls for each passenger. Xylo is also the only car to offer flatbed front seats, just like in the business class of a world-class airline. Additional unique features include foldable flight trays behind the front seats, individual reading lamps for each passenger and conveniently placed laptop and mobile charging points. The doors are fitted with puddle lamps, giving passengers visibility while alighting from the car at night. Cabin lights shut gradually after a few minutes, giving passengers enough time to settle inside the car. A wide arm rest in the front row

provides the driver and co-passenger with comfort, while an integrated foot rest allows easy entry and exit. One of the most revolutionary features of the Xylo is the tech-savvy Digital Drive Assist System (DDAS). An alphanumeric display in the centre panel, the DDAS has features such as an onboard computer to calculate mileage and distance permissible. The system is easy to read and provides useful data at a quick glance. Standard information available includes date, time, inside and outside temperature and relative humidity. It also lets you know exactly which direction your Mahindra Xylo is headed in. Press a button and you are informed of your gear position and speed. The DDAS will even tell you how long your fuel will last and share information on your average speed and the instant mileage clocked by you. All of which ensures that you derive optimum mileage from your Mahindra Xylo. The DDAS also has an inbuilt warning system which will prompt you to put on your seat belts in case you forget or if you attempt to drive with the handbrake engaged, for instance. The Intellipark Reverse Assist has a visual prompt in the rear view mirror which shows you the distance between the rear bumper and any object behind your car. The 2 Din Entertainment System is also feature packed. It enables playback from MP3s and CDs, SD cards and USB devices, giving you a superlative acoustic experience on the road. The drivers seat is ergonomically designed with height adjustment control to maximise comfort on long drives. Lumbar support can also be adjusted to three positions while the unique tiltable steering wheel gives you the perfect driving position. An illuminated keyhole ring allows you to conveniently locate the keyhole even in pitch dark conditions. Utility spaces abound in the Mahindra Xylo with a well defined Centre Console housing space for CDs, magazines, etc.

Variants, Shades & Price

It is available in four variants - E2, E4, E6 & E8. The base model E2 comes with single AC, Power Windows, Power Steering. The top model E8 comes fully loaded with following features:

Surround cool dual AC's with Roof mounted vents Body coloured bumpers Electrically adjustable rear view mirrors Front & Rear Fog Lamps Alloy Wheels Body Coloured Side Cladding Digital Drive Assist System (DDAS) Mobile charging points Foldable flight trays Intellipark reverse assist System Power window express up/down (driver side) with anti-pinch Double DIN Music system

Mahindra has recently introduced a new variant of Xylo - the Xylo E8 ABS. It comes with ABS in addition to the features available in E8 variant. The price of new variant is Rs. 18000.00 more the E8 variant which comes to Rs. 778000.00 Mahindra Xylo is available in eight attractive colours - Fiery black, Toreador red, Java brown, Mint green, Lucky lilac, Gold shimmer, Rocky beige and Mist silver. It is also available is dual tone shades - Black with Silver & Mint green with Rocky Biege. Price of Mahindra Xylo:

E2 - 624000.00 E4 - 670000.00 E6 - 732000.00 E8 - 770000.00 E8 ABS - 788000.00

Safety
Mahindra Xylo is fully packed with safety features, offering a high-level of protection to its occupants. Apart from the standard safety features like seatbelts and tilt steering column, the car has been equipped with special crumple zones as well. The recently added ABS option has made xylo more competitive n safe in comparison to the Innova. The vehicles engine immobilizer is designed to prevent theft. When an inappropriate key is used to start the car, the immobilizer cuts off the fuel supply to the engine. This way, it protects the car from an unauthorized entry. Overall Xylo is a feature rich & reasonably priced MUV which will sure set the sales charts on fire. Now we have to see how Tata reacts to this and comes with a better deal with its upcoming Indicruz Xover.

Mahindra Renault Logan

Price :Rs. 472000.00
*

AVAILABLE MODELS Collection Logan 1.4 GL

Collection Logan 1.4 GLE Collection Logan 1.4 GLX Collection Logan 1.6 GLS Collection Logan 1.5 DLE Collection Logan 1.5 DLX Collection Logan 1.5 DLS Collection Logan 1.6 GLX Collection Logan 1.6 GLSx Collection Logan 1.5 DLSx

VEHICLE SUMMARY Name: Collection Logan Model: 1.4 GL Car Body Type: Sedan Segment: C Segment VERDICT Very spacious Car seat three on rear seat very comfortably FOR Has refined Renault engine Solid built quality Great ride and handling Boxy looks AGAINST Lacks proper ergonomics OUR RATINGS Appearance: Comfort: Features: Performance: Value for money: ENGINE SPECIFICATIONS

COMFORT AND CONVENIENCE AC AC:

without Climate Control

Power Windows: Central Locking: Remote Boot: Remote Fuel Filler: Rear Wiper: Rear Defogger: Rear Armrest: Streeing Adjustment / (Rake/Reach): Driver Seat Adjustment: Manual Music System: No Leather Seats: Door Mirror: Both Side Remote

Displacement: 1390 cc, 4 cyl, 8 Valve Engine Type: Petrol Maximum Power: 75 Bhp @ 5500 rpm Maximum 110 Nm @ 3000 rpm Torque: DIMENSIONS Length: 4247 mm Width: 1740 mm Height: 1534 mm OTHER SPECIFICATIONS Turning Circle: 5.25 mtrs. Boot Space: 510.00 ltrs. Steering: No Power Steering Brakes: Front Disk, Rear Drum Gears: 5 Manual Ground 172.00 mm Clearance: Kerb Weight: 1080.00 kgs. Fuel Tank: 50.00 Body Color Bumpers: Tachometer: Alloys: X ORVM Indicator: X Xenon X Headlamps: Headlamp X Washer:

Tinted Glass: X Rear AC Vent: X Folding Rear Seats: X Sun Roof: X Buttons/Controls X on Steering: Auto Viper: X Auto Headlamp: X ACTIVE AND PASSIVE SAFETY Airbag: X Parking Sensors: X Fog Lamp: X Traction Control: X EBD: X ABS: X ESP: X

Feature Rich & Affordable Sedan

Colors

Dashboard

Exterior

Interior

Mahindra Renault Logan is first car from Mahindra and Renault in India. Fit and finish of the car is very good and it is the widest car in its segment. It's wider than a Toyota Corolla and headroom is massive as well. All three rear passengers also get headrests, to prove the point that three are comfortable at the back but it's good from a standpoint of safety as well. The front seats are wide and seat travel is good, but the seats are a touch flat. The Logan is contemporary when it comes to crashworthiness. And the company has offered driver-side airbags as standard fitment for the top-end models. The power train felt indestructible too in a way traditional engines did. The gear ratios are suited for commuting and getting in and out of the car is easy and seats are good for three-hour stints. The body structure is extremely stiff for good ride and handling and the use of a current platform also means crash survivability is of the highest order. It has single-piece; square-shaped dashboard is functional at best. The glove box isn't as big as it looks but there's a very useful cubbyhole above it in place of the front passenger airbag. The switchgear and circular air-con vents feel quite solid and operate well but the quality of plastics is not up to the mark. The fivespeed gearbox fitted contributes to driving pleasure a fair bit. The action is light, it slots into gear easily and it is almost impossible to miss a shift. It is powered by common-rail diesel engine which displaces 1461cc to develop 65 bhp at 4000 rpm and 16 kgm of torque at 2000 rpm. The Logan cruises well, but needs to be whipped to get moving at appreciable velocities. The diesel variant takes around 6.7 seconds for a 60 kph and 18.7 seconds for 100 kph. The engine is good for economy and the gearbox for ratios but in terms of refinement and power delivery the power train does not excel. Mahindra Renault claims 26 kpl on the highway and around 16kpl in city. Logan offers airbag for driver as a standard fitment in top models and with honeycomb dashboard it protects you in case of front impact and cross member at the rear protects you in case of rear impact. The top models of Logan come with all the bells and whistles like power steering, power windows, remote central locking and remote fuel lid opener. But the absence of an internal boot release is extremely impractical and annoying too.

The ergonomics too seem to have been compromised. The side mirrors are too small and the left-side one is partially obstructed by the A-pillar cladding. The lowplaced switches on the centre console, which taper away from the driver, are not within easy line of sight. It is available in six colors, namely Toreador Red, Fiery Black, Sahara Beige, Mist Silver, Turf Green and Diamond White. Overall it is a good car which is technically sound and has a solid built quality but when it comes to design, styling and features; it is far behind than its rivals like Ford Fiesta and Hyundai Verna. Update: Mahindra Renault has recently launched the Logan Edge, a special edition version of its mid-size sedan Logan priced between 5 Lakh to 7.15 Lakh rupees. The car sports a lot of new features along with a special Mystique Purple shade and comes in both petrol and diesel variants.

New Features in Logan Edge:

1) 2) 3) 4) 5) 6) 7) ABS (Antilock Braking System) + EBD (Electronic Brake Force Distribution). Special Edition Mystique Purple Color and Racy Body Graphics. New Chrome Muffler Cutter. Parking Sensors. Wood finish central Console with Beige Leather Upholstery. Rear Centre Arm Rest. Kenvood Music system with USB input and iPOD compatibility.

The new Logan Edge is available in Mystique Purple, a sophisticated shade, adorned with stylish body graphics that add a touch of refinement, making the vehicle a delight to watch on the roads. It also features beige leather seat covers, a wood-finish centre console and a high-end Kenwood music system with remote control and USB / iPod connectivity. The Logan Edge is also equipped with 'intelligent features' such as reverse parking sensors and a sensitive and safe anti-lock braking system with electronic brake distribution system (ABS & EBD).

Mahindra Bolero

Mahindra Bolero VLX

VEHICLE SUMMARY Name: Bolero Model: VLX Car Body Type: UV Segment: C Segment Top Speed: 125 Fuel Consumption: 14.00 kmpl.
Highway

COMFORT AND CONVENIENCE AC AC: without Climate

Control

Power Windows: Central Locking: Remote Boot: Remote Fuel Filler: Rear Wiper:

Manual NO NO NO NO NO NO Manual MP3 CD Player NO Both Side NO NO NO NO NO NO NO

Fuel Consumption: 10.00 kmpl.

City

ENGINE SPECIFICATIONS Displacement: 2498cc CRDe Engine Type: Diesel Maximum Power: 97bhp@3800rpm Maximum Torque: 255Nm@1800-2200rpm DIMENSIONS Length: 4260 mm Width: 1815 mm Height: 1810 mm OTHER SPECIFICATIONS Seating Capacity: 5 Tyre Size: 215/75 R 15 IFS Coil Spring, Rigid Leaf Suspension: Springs Steering: Power Brakes: Front Disk, Rear Drum Gears: 5 Manual Ground Clearance: 200.00 mm Kerb Weight: 1615.00 kgs. Fuel Tank: 60.00 Body Color

Rear Defogger: Rear Armrest; Streeing Adjustment

(Rake/Reach):

Driver Seat Adjustment: Music System: Leather Seats: Door Mirror: Tinted Glass: Rear AC Vent: Folding Rear Seats: Sun Roof: Buttons/Controls on Steering: Auto Viper: Auto Headlamp:

ACTIVE AND PASSIVE SAFETY Airbag: NO Parking Sensors: NO Fog Lamp: Traction Control: NO EBD: NO ABS: NO ESP: NO

Bumpers: Tachometer: Alloys: ORVM Indicator:

Rear Seat Belts: NO NO NO

Xenon Headlamps: NO Trip Meter: 2 Headlamp NO Washer:

LIMITATIONS OF THE STUDY

1.

Time pressure on senior executives which hindered their ability to devote much time for discussion.

2.

As full database was not given scope of the project was restricted to only that data which was available.

3.

Another limitation of the study was limited time period due to which detailed study could not be made.

CONCLUSION
M&M has strong Research & development set up. with over 300 engineers in the automotive division. The company's technical prowess is proven by negligible import content in our vehicle and by design and the development of totally, from upward new contemporary SUV-Scorpio By 2005, M&M had become the largest producer of SUVs in India. The company has recently started a separate sector, the Mahindra Systems and Automotive Technologies (MSAT), to focus on developing components and offering engineering services. Mahindra & Mahindra rapidly grew from being a maker of army vehicles to a major automobile and tractor manufacturer with a growing global appetite. M&M initiated a process of product enhancement and globalization, It made strategic acquisitions of plants in China and the United Kingdom, and has three assembly plants in the USA. M&M has partnerships with international companies like Renault SA, France. Nissan and International Truck and Engine Corporation, USA. M&M made its entry into the passenger car segment with Logan in April 2007 under the Mahindra Renault JV. M&M will make its maiden entry into the heavy trucks segment with Mahindra International, the joint venture with International Truck, USA. M&M's Automotive Sector makes a wide rage of vehicles including MUVs, LCVs and three wheelers. M&M is the largest manufacturer of MUVs, offering over 20 models including new generation multi-utility vehicles like the Scorpio and the Bolero. The company is a market leader in the Utility Vehicle segment. M&M's products are being exported to the USA, Russia and several other countries in Africa, Asia, Europe and Latin America. Its global subsidiaries include Mahindra Europe Sri. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. However, no M&M product has yet been certified for use on public roads in the United States, due to the stringent emissions and crash standards that vehicles must meet to pass federal standards. Mahindra Farm Equipment Sector has come to be recognized as a powerful symbol of productivity and performance. M&M is the third largest tractor company in the

world. It is also the largest manufacturer of tractors in India with sustained market leadership of around 24 years. It designs, develops, manufactures and markets tractors as well as farm implements. The Sector has also found significant success in the international market. Mahindra (China) Tractor Co. Ltd. manufactures tractors for the growing Chinese market and is a hub for tractor exports to the USA and other western nations. M&M has a 100% subsidiary, Mahindra USA, where it assembles products for the American market. FES received the coveted Deming Application Prize for manufacturing in 2003, for establishing Total Quality Management in all operations. M&M Ltd. is the only tractor company in the world to have achieved this honor. Mahindra & Mahindra progressed as one of the largest manufacturers in the Automobile Sector.

Bibliography

The information has been collected from magazines like:Auto Car Auto India What Car Car World

From various sites like www.mahindra.com , www.google.com , www.carwale.com