Summer training report on Study of

Marketing Strategy of Automobiles

AT
“MAHINDRA & MAHINDRA”
SUBMITTED IN PARTIAL FULFILLMENT FOR THE
DEGREE
OF
“MASTER OF BUSINESSADMINSTRATION”
SUBMITTED TO

UTTARAKHAND TECHNICAL UNIVERSITY

SUPERVISOR SUBMITTED BY
DR. SURUCHI SHARMA Shanaya Rajpoot
DEPARTMENT OF MANAGEMENT STUDIES MBA 2nd Year
TULA’S INSTITUTE 18012150074
DEHRADUN

TULA’S INSTITUTE
DEHRADUN
(2018-2019)
DECLARATION

I SHANAYA RAJPOOT final year student of MBA Department of MANAGEMENT, TULA’S

INSTITUTE ,DEHRADUN would like to declare that the project entitled “STUDY OF
MARKETING STRATEGY OF MAHINDRA AUTOMOBILES.”, is a bona fide work done by
the researcher in partial fulfillment of B.B.A Degree course affiliated to UTTARAKHAND
TECHNICAL UNIVERSITY. The research submitted is my original work and true to the best of my
knowledge and belief.

Date:
Sigh:
Shanaya Rajpoot
MBA 2nd YEAR
18012150074
ACKNOWLEDGEMENT

The completion of this study would have been impossible without the material and
Moral support from various people. It is my obligation therefore to extend my
gratitude to them. First of all I thank the Mr. R.D Singh for guiding me through
the entire course.
I am greatly indebted to Mr. Chandra Prakash Rai who was my supervisor for his
effective.
Supervision , dedication, availability and professional advice. I extend my
gratitude to
My project guide Mr. Anupam Nautiyal for the all the supervision and guides
though out the session of project report preparation , therefore enriching my
research with knowledge. The customers of Mahindra & Mahindra , who were
my respondents, deserve my appreciation for their support and willingness for
providing the required information during my study. My appreciation finally goes
to my classmates, with whom I weathered through the storms, giving each other
encouragement and for their positive criticism.
S.NO CONTENT PAGE
NO
1.1 INTRODUCTION 5
1.2 INDUSTRY PROFILE 6-15
1.3 OBJECTIVE OF STUDY 16
1.4 LITERATURE REVIEW 17-18
1.5 SCOPES OF STUDY 19
1.6 LIMITATIONS OF STUDY 20-22
2 23
COMPANY PROFILE
3 STUDY OF MARKETING STRATEGY 23-28
3.1 MARKETING STRATEGY RESULTING GROWTH 28
4 MANAGING PRODUCTIVITY 29
4.1 GROWTH THROUGH CREATIVITY 30-31
5 FINDINGS 31-32
6 WORKING CONDITIONS 32-34
6.1 MOTIVATION FACTORS 34-35
7 DEPARTMENTS OF COMPANY 35-37
7.1 DO’S AND DON’TS 37-39
8 GOAL CLARITY 39-40
9 BENEFITS OF TEAMWORK AT MAHINDRA 40-45
10 SUMMARY 45
11 CONCLUSION 46-48
12 SUGGESTIONS 48-49

ANNEXURES
APPENDICES
BIBLIOGRAPHY
INTRODUCTION

Mahindra & Mahindra Ltd (M&M) is an India-based company. The company operates in nine
segments: automotive segment comprises of sales of automobiles, spare parts and related
services; farm equipment segment comprises of sales of tractors, spare parts and related services;
information technology (IT) services comprises of services rendered for IT and telecom;
financial services comprise of services relating to financing, leasing and hire purchase of
automobiles and tractors; steel trading and processing comprises of trading and processing of
steel; infrastructure comprise of operating of commercial complexes, project management and
development; hospitality segment comprises of sale of timeshare; Systech segment comprises of
automotive components and other related products and services, and its others segment comprise
of logistics, after-market, two wheelers and investment.
Mahindra & Mahindra Ltd was incorporated on October 2, 1945 with the name Mahindra &
Mohammed Ltd. The company was renamed as Mahindra & Mahindra Ltd in the year 1948. The
steel trading business was commenced in association with suppliers in UK. In the year 1950, the
company commenced the first business with Mitsubishi Corporation and 5000 tons of wagon
building plates from Yawata Iron & Steel were supplied.

In the year 1953 Otis Elevator Company (India) was established. A joint venture was made with
Rubery Owen & Company Limited, UK and established a company under the name of Mahindra
Owen. The company's Machine Tools Division was commenced its operations in the year 1958.
In the year 1960, Mahindra Sintered Products Limited was established based on a joint venture
with Bir Field (GKN Group, UK). In the year 1962, Mahindra Ugine Steel Company was
established as a joint venture between the company and Ugine Kuhlmann, France. In the year
1963, International Tractor Company of India was established as a joint venture with
International Harvester Company, USA.
INDUSTRY PROFILE

Mahindra & Mahindra Ltd, Mahindra Two Wheelers and Peugeot Motorcycles complete
strategic partnership. Mahindra inaugurates its extended automotive manufacturing facility at
Zaheerabad in Telangana. During the year under review, Mahindra & Mahindra & Mitsubishi
Heavy Industries enter into Strategic Partnership in Agricultural Machinery. The company
launches all new mini-truck 'Jeeto' small commercial vehicle landscape in India. During the year,
the company has set up an Africa-focused business unit to maintain double-digit growth levels in
the continent. The company launches its tough & stylish true blue SUV - TUV 300. Mahindra &
Mahindra, Mitsubishi Agricultural Machinery and Mahindra announce Start of their Strategic
partnership. Mahindra Introduces the All New Automatic Transmission of The New Age
XUV500. Pininfarina S.p.A ('Pininfarina'), an automotive design and engineering services
company was acquired by the Mahindra group during the year under review.

On 18 December 2015, M&M announced KUV100 (pronounced as KUV 1 double Oh') as the
brand name of its compact sports utility vehicle codenamed S101. The company also unveiled an
all new, world-class engine family named mFALCON, marking its entry into the ground up
petrol space.

On 17 February 2016, M&M announced that its young sports utility vehicle KUV100 has
crossed 21,000 bookings in just a month post launch. On 8 March 2016, Ssangyong Motor
announced the launch of an upgraded version of its sport utility vehicle Tivoli under the model
name Tivoli Air in Seoul, South Korea.

On 22 March 2016, the Agri Business vertical of M&M announced the launch of its branded
milk under the Saboro brand.
On 31 March 2016, M&M announced its foray into the global combine harvester business, by
entering into a strategic partnership with Sampo Rosenlew, a combine harvester company based
in Pori, Finland. Under the transaction, M&M will acquire a 35% equity stake in Sampo
Rosenlew. The two companies will work in tandem to grow their combine harvester business
globally.

On 4 April 2016, M&M announced the launch of a new sports utility vehicle NuvoSport. On 5
April 2016, M&M announced the launch of Mahindra YUVO, a new age and superior
technology range of tractors in the 30-45 HP category. On 15 April 2016, M&M announced its
entry into the UK automotive market with the launch of the innovative e2o electric city car in
London.

On 25 April 2016, M&M announced the launch of the limited edition Scorpio Adventure variant.
On 9 May 2016, M&M announced the introduction of the Automatic Transmission (AT) in the
W6 FWD variant of its sports utility vehicle XUV500. On 12 May 2016, M&M announced the
launch of a more powerful avatar of its sports utility vehicle TUV300 with the all new
mHAWK100 engine.

On 2 June 2016, M&M announced the launch of its innovative new eVerito - the all-electric,
zero-emissions sedan. M&M said that the vehicle can be fast charged in 1 hour 45 minutes (0-
80%) and a full charge lasts 110 kms.

On 28 July 2016, M&M announced the launch of its first custom hiring centre for farm
equipment under its TRRINGO initiative. TRRINGO, a unique and first-of-its-kind farm
equipment aggregator service allows farmers to rent tractors and other mechanized farm
equipment to complete their farming requirements without major investments.
On 8 August 2016, M&M's 100% subsidiary Mahindra Agri Solutions announced the launch of 4
new varieties of branded pulses under its NuPro brand in Mumbai.

On 11 August 2016, M&M announced that its small commercial vehicle Jeeto, the modular
range of 8 mini-trucks, has garnered a market share of 20% within just a year of its launch.

On 26 September 2016, M&M announced the introduction of DiGiSENSE, a revolutionary

connected vehicle technology solution in its small commercial vehicles Jeeto and Imperio.
DiGiSENSE technology will be available in the X7 16 (BS4) variant of Jeeto and SC VX & DC
VX variants of Imperio. M&M said that the connected vehicle technology solution will enhance
productivity of these vehicles, thereby opening up a whole new dimension to the experience of
vehicle ownership. M&M became the first OEM in India to offer a cloud-based technology
platform in the category of small commercial vehicles.

On 27 September 2016, M&M announced the introduction of its new mild hybrid technology
Intelli-Hybrid' on its sports utility vehicle Scorpio for Delhi and NCR. M&M said that the
modern technology Intelli-Hybrid reduces fuel consumption by up to 7%. On 21 October 2016,
M&M announced the national launch of its new electric CitySmart car, the e2oPlus'.

On 25 October 2016, M&M unveiled plans to refocus its two wheeler business, to target
premium niche segments. With the acquisition of Classic Legends, M&M aims to co-create a
lifestyle mobility company with exciting and relevant partners across products & services, and
enter into previously untapped segments using iconic brands like BSA and JAWA.
On 21 November 2016, M&M announced the inauguration of its state of the art spare parts
warehouse in Mahindra World City (MWC), Jaipur. As one of the largest, most modern
warehouses in the country and the company's first in northern India, it will cater to the
requirement of Mahindra customers in north and north western region of the country for both
automotive and tractor spare parts.

On 20 January 2017, M&M announced its foray into Turkey, through the acquisition of Hisarlar
Makina Sanayi ve Ticaret Anonim Sirketi (Hisarlar), a farm equipment company based in
Turkey. Under the transaction, M&M will acquire a 75.1% equity stake in Hisarlar. Hisarlar
clocked revenue of 208 million Turkish Lira in 2015.

On 10 February 2017, M&M announced that it plans to make an investment of Rs 1500 crore at
its Nasik and Igatpuri plants in Maharashtra. The project constitutes development and
manufacture of its new product codenamed U321, covering joint investment at Nasik and
Igatpuri. The investment in the Nasik plant will be towards manufacture of vehicles, while
investment in the Igatpuri plant will be for manufacture and supply of engines.

On 15 February 2017, Mahindra Truck & Bus Division (MTBD) announced the launch of Delhi-
Mumbai Service Corridor to make service available at every 60 km across the industrial corridor.

On 15 February 2017, M&M announced that it has introduced DiGiSENSE, a revolutionary

connected vehicle technology solution in its leading tractor brand Arjun Novo. This will enhance
productivity of the farmers using Arjun Novo and will also provide them with a new ownership
experience, M&M said.
On 16 February 2017, M&M announced the launch of 7 new products simultaneously under its
Supro platform. The company launched 4 new variants of its stylish and spacious passenger
carrier, namely Supro Minivan, Supro Minivan VX, Supro Minivan CNG and Supro School Van
and 3 new variants of its modern load carrier, Supro Minitruck, Supro Minitruck CNG and Supro
Cargo.

On 5 April 2017, M&M announced the launch of new age, superior technology small tractor
platform in the sub 25HP category under the brand JIVO. M&M said that JIVO is suitable for
row crop and horticulture farming.

On 19 April 2017, M&M announced the introduction of a host of innovative features in its sport
utility vehicle XUV500. The new additions include Android Auto, Connected Apps, Ecosense &
Emergency Call and are targeted towards meeting the evolving needs of a tech savvy consumer.

On 18 May 2017, M&M and DIMO group announced the launch of the new range of tractors -
Mahindra YUVO in Sri Lanka. On 24 May 2017, M&M announced a comprehensive roadmap to
invest in globally competitive electric vehicles technology called EV 2.0.

On 4 July 2017, M&M announced revised prices of its vehicles pursuant to the implementation
of a nationwide Goods and Services Tax (GST). The prices of vehicles for end-customers on
large UVs and SUVs were reduced by an average of 6.9% and those for small car segment were
reduced by an average of 1.4%. End-customer prices were reduced by an average of 1.1% for
small commercial vehicles and 0.5% for LCVs and HCVs. The prices for the end-customers of
hybrid vehicles were raised marginally.
On 13 July 2017, M&M announced the launch of the Jeeto Minivan, its stylish and comfortable
passenger carrier developed on the successful Jeeto platform. On 29 July 2017, M&M
announced its entry into two new businesses in the Kingdom of Bhutan with the debut of Truck
& Bus, and Construction Equipment businesses. The company will set up these two new
businesses in partnership with M/s Singye Agencies, its long-standing partner in Bhutan for more
than 25 years.

On 24 August 2017, M&M's wholly-owned subsidiary Mahindra Agri Solutions Limited

(MASL) announced the launch of an advanced insecticide under the brand name Tromph. The
molecule belongs to 3rd Generation technology and is a leading solution for key pests across the
world.

M&M showcased a full range of its mobility solutions - from 2 wheelers and personal vehicles to
small, medium and heavy commercial vehicles, buses and a range of construction equipment at
the 11th edition of Nepal Automobile Dealers' Association (NADA) Auto Show 2016 in
Kathmandu from 29 August 2017 to 3 September 2016.

On 8 September 2017, M&M announced the launch of the e-Alfa Mini, its zero emission, all new
electric rickshaw for passenger movement. The vehicle was priced at Rs 1.12 lacs (ex-showroom
Delhi).

On 18 September 2017, M&M and Ford Motor Company announced that they have agreed to
explore a strategic alliance designed to leverage the benefits of Ford's global reach and expertise
and M&M's scale in India and successful operating model. Mobility, electrification and product
development are key areas of potential cooperation between the two auto majors. Teams from
both companies will collaborate and work together for a period of up to three years. Any further
strategic cooperation between the two companies will be decided at the end of that period.
On 19 September 2017, M&M announced the national launch of its new electric CitySmart car,
the e2oPlus' in Nepal. On the same day, M&M's farm equipment division showcased its first ever
driverless tractor developed at Mahindra Research Valley in Chennai. At that time, M&M said it
would commercially launch driverless tractors from early 2018 in a phased manner.

On 20 September 2017, M&M announced its second foray into Turkey through the acquisition of
Erkunt Traktor Sanayii A.S. (Erkunt), the 4th largest tractor brand in Turkey. Erkunt clocked
revenue of USD 88 million for calendar year 2016 and it sold around 4,700 tractors during that
period. M&M will also acquire a foundry unit, Erkunt Sanayi A.S., which is a full service
provider, from castings to machining. The foundry unit had revenue of USD 47 million during
2016.

On 22 September 2017, M&M announced the launch of its first assembly plant in Sonargaon,
near Dhaka in Bangladesh. The company has set up its CKD (completely knocked down)
assembly plant, in partnership with Rangs Motors Ltd.

On 25 September 2017, M&M announced the launch of the luxurious high-end T10' variant of
its SUV TUV300. On 28 September 2017, M&M announced its plan to deliver 50 units of the
eSupro Passenger van to the Himachal Road Transport Corporation (HRTC). As part of HRTC's
Ride with Pride' initiative, the battery powered, all electric, zero emission Mahindra eSupro
passenger vans will be used for public transportation in the state of Himachal Pradesh.

On 3 October 2017, M&M's construction equipment division announced its foray into the road
construction segment with the launch of its first Motor Grader - the Mahindra RoadMaster G75.
On 4 October 2017, M&M announced the launch of a new W9 variant of its SUV XUV500. On
10 October 2017, M&M announced the launch of updated version of its SUV KUV100 under the
name KUV100 NXT. On 12 October 2017, M&M announced the launch of updated version of
Mahindra Pik Up vehicle in South Africa.

The Board of Directors of M&M at its meeting held on 10 November 2017 recommended issue
of bonus equity shares in proportion of 1:1.

On 14 November 2017, M&M's automotive division announced the launch of 6 variants of its
sports utility vehicle (SUV) Scorpio with higher power and torque, new 6-speed transmission,
enhanced performance, imposing styling and luxurious comfort. It was priced at Rs 9.97 lakh
(ex-showroom Delhi, for S3 variant).

On 14 November 2017, M&M announced a licencing agreement with the Dewulf group for
manufacture and marketing of potato planting equipment in India. Under the aegis of this
agreement, M&M will work with the Dewulf Group to bring its potato planting technology to the
Indian market. Dewulf is the world's foremost full-liner in potato and root crop machinery.

On 15 November 2017, M&M announced the launch of the all new automatic version of the
New Age XUV500 in Dubai in two variants, namely the W8 FWD and the W10 AWD. On 20
November 2017, M&M announced the opening of a new North American headquarters and
manufacturing operation in Metro Detroit, the first such new OEM facility in Southeast
Michigan in over 25 years. M&M will manufacture new off-highway vehicles at the new facility.
On 24 November 2017, M&M announced that it will collaborate with Uber, the global
transportation technology company, to explore the deployment of electric vehicles (EVs) on the
Uber platform in several cities across India. M&M's electric vehicles on the Uber platform will
include the e2oPlus hatch and the eVerito sedan.

On 5 December 2017, M&M announced the introduction of petrol variant of its premium SUV,
the XUV500 priced at Rs 15.49 lacs (ex-showroom Delhi). On 14 December 2017, M&M
announced that it plans to increase prices of its passenger and commercial vehicles by up to 3%
with effect from 1 January 2018. The price hike is due to increase in commodity prices, M&M
said.

On 30 January 2018, M&M's Farm Equipment unit announced the acquisition of a 26% equity
stake in M.I.T.R.A. Agro Equipments Pvt Ltd (MITRA), a Maharashtra-based AgTech company
which designs and manufactures proprietary sprayers for horticulture crops. M&M will acquire
26% equity stake in MITRA through a fresh infusion of capital into the company.

As a part of a series of initiatives under its digital transformation strategy, M&M on 31 January
2018 announced an industry first initiative in the automotive retail space with the launch of its
'Bring the Showroom Home', a portable, mobile based, interactive Virtual Reality experience.

On 2 February 2018, Mahindra First Choice Wheels (MFCWL), a diversified used vehicle
automotive services provider, announced that it has raised a new round of $15 million (Rs 100
crore). The entire investment is in the form of primary capital and will be used to fund its growth
over the next 18 months and values the company at $250 million pre money and $265 million
post money.
In the year 1965, the company entered into light commercial vehicles segment. They established
Vickers Sperry of India Ltd, a joint venture with Sperry Rand Corporation, USA. In the year
1969, the company entered the world market with export of utility vehicles and spare parts.

In the year 1977, International Tractor Company of India merged with the company and became
its Tractor Division. In the year 1982, Mahindra brand of tractors were launched and also
became the market leader in the Indian tractor market. In the year 1991, the company introduced
commander range of vehicles in the market. Also, they established Mahindra Financial Services
Ltd as a wholesale fund provider.
OBJECTIVES OF STUDY

 Selection of a Target Market

Identifying the target market may be the most important decision a company makes in the
strategic planning process. The company must first specify whom it is trying to attract based on
its own strengths and weaknesses, the intensity of the market competition and the potential costs
and gains. Businesses may treat the entire market -- called mass marketing -- or target one or
more specific segments or groups in the market -- market concentration or multi-segmentation.

 Specification
Businesses must decide which market position they want to take. The company that gains the
largest market share and dominates the competition becomes the market leader. The market
challenger is the position when a company confronts the leader of the market. The market
follower is a company that follows and copies the leader rather than attacks it. Many small
businesses choose to fill a market niche: a position that specializes in a narrow segment of a
large market.

 Creation of a Marketing Mix

After selecting the target market, specifying the position that the company wants to take and
researching the needs and preferences of customers, the company must define its marketing mix
along the "4Ps" -- product, price, promotion and place -- to achieve a competitive advantage. For
example, its product must be of higher quality, its prices must be lower, its promotion must be
more effective, and its distribution must cost less than its competitors must.

 To create a new segment.

 Finding potential customers.
 To provide an excellent value preposition to the customer.
 Increase the desire of customers to buy the product.
 To promote the product
LITERATURE REVIEW

3.1 What Is a Strategy?

There are different definitions of strategy. However, for the purpose of this
study, we must select a definition. According to Tony Proctor, a strategy is
a plan that integrates an organization’s major goals, policies, decisions and
sequences of action into a cohesive whole. It can be applied at all levels in
an organization and pertain to any of the functional areas of management.
Thus there may be production, financial, marketing, personnel and
corporate strategies, just to name a few. In marketing, there may be pricing,
product, promotion, distribution, marketing research, sales, advertising,
merchandising, etc. strategies. Strategy is concerned with effectiveness
rather than efficiency and is the process of analysing the environment and
designing the fit between the organization, its resources and objectives and
the environment.

Michael Porter states that strategy is about the means or ways (steps) of
attaining goals and not their specification. He also indicates that strategy is
one element in a four-part structure. According to Porter, those four part
structures are: (a) what are the goals to be attained? (b) How will the
resources be deployed? (c) The tactics; i.e. the ways in which resources that
have been deployed are actually used or employed and (d) are the resources
(means) themselves available and at our disposal? Both strategy and tactics
bridge the gap between goals and means. In business, as in the military,
strategy bridges the gap between policy and tactics. It is the creation of a
unique and valuable position, involving a different set of activities.
Meaning strategy is about competitive position, about differentiating
yourself in the eyes of the customer, about adding value through a mix of
activities different from those used by competitors.

Subhash C. Jain went further to highlight 5 reasons why an organization

needs strategy. He stipulated that any organization needs strategy (a) when
resources are finite, (b) when there is uncertainty about competitive
strengths and behaviour, (c) when commitment of resources is irreversible,
(d) when decisions must be coordinated between far-flung places and over
time, and (e) when there is uncertainty about control of the initiative.

As have been stated above, it can be seen that strategy is vital to the success of
the business. Without it, company’s goals may not be realised as there may
be loss of focus on how to achieve those goals. Therefore, it helps to give
focus to the often scattered energy of tactics, and bring power to goals and
the larger business vision.
SCOPE OF STUDY

This study purpose is to identify how competitive marketing strategies can help firms to
succeed in the market and also to analyze the scope and importance of marketing strategies
for successful firms. The Strategic marketing is to identifying competitor is based on the
differences in firms strategic for competing in an industry. Like the business definition
approach, the concept is intuitively appealing and understandable. However, academics are
understandably surprised at reported empirical results that 85% of all promotions are losing
money to the promoters, and that only half of the advertising expenditures generate economic
benefits to the advertisers. Economic downturn is the most important fact for the present
world. Realizing this, it is necessary to extract the fact in this present situation. This paper
seeks to investigate the current debate regarding the threats and vulnerabilities of the
recession economic condition and to study some possible remedial action to defend the
threats of economic situation. This research revealed a lot of risk and way to save the
company in this recession economy. In economic crisis firm need to change their marketing
policy to makes the profit. Marketing mix strategy, product strategy, pricing strategy,
promotion strategy and distribution strategy can make successful in economic crisis. In
 marketing mix strategy firms withdraw their product and service from the weak market.
Avoid introducing new product in product strategy. Pricing strategy firm improve the product
or service quality and promotion strategy they maintain their advertising budget and open
new wholesale centers under distribution strategy. By changing their marketing strategy firm
can be successful in the recession economy. This research also showed how company can
survive by using competitive marketing strategy and also by controlling the shrinkage in the
recession economy.

Limitations of Marketing Research

 Marketing Research (MR) is not an exact science though it uses the

techniques of science. Thus, the results and conclusions drawn upon by
using MR are not very accurate.
 The results of MR are very vague as MR is carried out on consumers,
suppliers, intermediaries, etc. who are humans. Humans have a tendency to
behave artificially when they know that they are being observed. Thus, the
consumers and respondents upon whom the research is carried behave
artificially when they are aware that their attitudes, beliefs, views, etc are
being observed.
 MR is not a complete solution to any marketing issue as there are many
dominant variables between research conclusions and market response.
 MR is not free from bias. The research conclusions cannot be verified. The
reproduction of the same project on the same class of respondents give
different research results.
 Inappropriate training to researchers can lead to misapprehension of
questions to be asked for data collection.
  Many business executives and researchers have ambiguity about the research
problem and it’s objectives. They have limited experience of the notion of
the decision-making process. This leads to carelessness in research and
researchers are not able to do anything real.
 There is less interaction between the MR department and the main research
executives. The research department is in segregation. This all makes
research ineffective.
 MR faces time constraint. The firms are required to maintain a balance
between the requirement for having a broader perspective of customer needs
and the need for quick decision making so as to have competitive advantage.
 Huge cost is involved in MR as collection and processing of data can be
costly. Many firms do not have the proficiency to carry wide surveys for
collecting primary data, and might not also able to hire specialized market
experts and research agencies to collect primary data. Thus, in that case, they
go for obtaining secondary data that is cheaper to obtain.
 MR is conducted in open marketplace where numerous variables act on
research settings.
 A set of large firms pursuing a strategy of low-cost production of a full line
of standardized products through mass-market outlets
 Another set of firms whose strategy emphasized high-quality, differentiated
and products sold through speciality shops
 A group of firms which have gained strategic advantage by specializing in
serving either specific customer group or producing a very narrow range of
products.

Purpose of this study is to identify how competitive marketing strategies can help
firms to succeed in the market and also to analyze the scope and importance of
marketing strategies for successful firms. The Strategic marketing is to identifying
competitor is based on the differences in firms strategic for competing in an
industry. Recession means slowdown economic condition for the sustain period of
time. In this period customer feel insecure about their job and more sensitive about
all financial matter (Shama1978). Consumer also changes their shopping habits
and behavior for the adjustment of changing economic condition (Ang et al. 2000).
Because of consumer behavior company should take some change in their market
place by reducing costs and investment, improve their efficiency, cutting
production and re-structuring debt (Michael 1997; Beaver and Ross 1999).
Shrinkage captures the firm’s liquidity LJ Carranza et al. (2003). This study shows
company should not take only competitive strategy they also aware about the
shrinkage of the company which reduce the liquidity, so they can make profit in
the recession economy. Now the question is how firm utilizing their competitive
marketing strategy to increase the profit in recession economy and how do firm
stop their shrinkage to achieve the goal.
COMPANY PROFILE

Mahindra and Mahindra Limited is engaged in the manufacture of passenger

cars, commercial vehicles and tractors. The Company's segments include
Automotive, which is engaged in the sale of automobiles, spare parts and
related services; Farm Equipment, which is engaged in the sale tractors, spare
parts and related services; IT Services, which includes business consulting and
related support activities; Financial Services, which includes services relating to
financing, leasing and hire purchase of automobiles and tractors; Steel Trading
and Processing, which is engaged in trading and processing of steel;
Infrastructure, including operation of commercial complexes, project
management and development; Hospitality, including sale of Timeshare;
Systech, which consists of automotive components and other related products
and services; Two wheelers, which consists of sale of two wheelers, spare parts
and related services, and Others, which includes logistics, after-market and
investments.

STUDY OF MARKETING STRATEGY

Today, the Mahindra Group is a US $16.9 billion federation of companies and one of India’s top
10 business houses with more than 2, 00,000 employees in over 100 countries across the globe.
Mahindra has evolved into a socially and environmentally responsible group with a leading
presence in each sector in which it is present.

Mahindra is present across the automotive spectrum – two-wheelers, three-wheelers, commercial

vehicles, SUVs, MPVs to sedans, tractors, power boats and aircraft. In addition, the Group’s
diversified nature of business spans many frontiers – automotive components, financial services,
IT, retail, real estate, hospitality, logistics, after-market, clean energy and more.

In 2015, Mahindra & Mahindra was recognized as the Best Company for CSR in India in a study
by the Economic Times. In 2014, Mahindra featured on the Forbes Global 2000, a
comprehensive listing of the world’s largest, most powerful public companies, as measured by
revenue, profit, assets and market value. The Mahindra Group also received the Financial Times
‘Boldness in Business’ Award in the ‘Emerging Markets’ category in 2013

Marketing strategy of Mahindra

India is one of the fastest growing markets for the automobile industry and the company
Mahindra and Mahindra is one such automobile company that has revolutionized the markets.
Mahindra puts out content that is valuable or entertaining to people anywhere in the globe and in
doing so Mahindra has attracted a global audience.

Mahindra and Mahindra have taken various steps in order to promote their vehicles throughout
the world. It has decided to use the visual media, social media and the print media fully so that
the people become aware of its potential and products.

1) Social media:
Marketing on social networking sites is rapidly becoming a popular way to showcase products
and services, receive up to date customer feedback and stay abreast of latest trends.

Mahindra is connected with social networking sites to reach out to current and future customers.
It provides a new way to engage with customers, promote products, and analyzes customer
opinion & market trends and much more. Mahindra connects with leading social networking
sites like Facebook, Twitter, LinkedIn, YouTube and Google+.

a) Facebook:
Mahindra Facebook page has more than 807K fans. Mahindra uses Facebook as a platform
where their fans can connect with them for open discussions to share their stories, ideas,
suggestions, or comments. Through Facebook, Mahindra directly and actively connects with its
fans.

b) Twitter:
Mahindra’s Twitter feed is an engaging mix of business and pleasure, and of broadcasting and
engagement. Mahindra Twitter page has more than 67.2K followers.
CEO Anand Mahindra’s Twitter page: Anand Mahindra the auto tycoon topping an
international list of the top 5 non-tech CEOs who are highly active on the social media platform
Twitter. He has over 2.91M Twitter followers and is influential in the twitter universe because of
his wide variety of views on Twitter. His twitter handle is @anandmahindra.

c) Google plus:
Google plus has become an important means of interactions in which people create, share,
exchange and comment contents. Also, it connects the organization to customers directly for
communication. Mahindra Google plus page has more than 32K followers.
d) YouTube:
Mahindra has 2,418 people subscribing to its YouTube Channel and has 2,968,650 views.
Mahindra uses marketing videos in addition to informational videos to provide information and
make connections with their followers and viewers.

2) TV Commercial:

TVC is increasingly becoming the preferred medium of communication in the hyper-connected

world today. Advertisements featuring attractive models and actors with its products have been
handled gracefully so that Mahindra and Mahindra becomes a household name.

In 2015, Mahindra launched Prabhas, the famous actor, as its brand ambassador for Mahindra.
Mahindra TUV300 TV Ad – Tough is what tough does!
Current Scenario of Mahindra over various Social Media Platforms.

• Facebook fan following: 807K

• Twitter followers: 67.2K
• LinkedIn followers: 82K
• YouTube subscribers: 2,418
• Google+ followers: 32K

The study reveals some interesting points. They are as follows:

M&M strategy is to be the low-cost provider of utility vehicles and farm

equipment.

M&M is pursuing a global strategy.

M&M strategy is to integrate a set of global acquisitions.

M&M strategy is to provide unrivaled customer service.

M&M strategic intent is to always be the first mover in auto products.

.
M&M strategy is to move from traditional business models to innovative
business models

Marketing Strategy Resulting Growth

Mahindra & Mahindra Ltd. (M&M Ltd.), India’s leading SUV manufacturer auto sales numbers
which stood at 37,915 units during December 2015 as against 36,328 units during December
2014, representing a growth of 4%. In December 2015, the Medium and Heavy Commercial
Vehicles segment sold 528 units, registering a growth of 74%. Exports for December 2015 stood
at 3,076 units, registering a growth of 65%.

Much of Mahindra’s growth has come from acquisitions. In the last few years, the group bought
majority stakes in Korean automaker Ssangyong, IT Company Satyam Computer Services,
electric car maker Reva, two-wheeler maker Kinetic, Punjab Tractors and Australia’s Gippsland
Aeronautics.

Future plans
Mahindra also makes trucks in partnership with Navistar, two-wheelers, sedans and electric cars
with Reva. The company will Increase their share in two wheeler market in India and surpass
their competitors like Hero, Bajaj. Mahindra plans smaller petrol engines for future compact
models of cars and to make a compact SUV that would compete with small cars in pricing but
would offer the rugged capabilities that become the group’s trademark.

3.2 Managing Productivity

Rising costs put firms under great pressure to increase productivity. The problem is particularly
acute where the service is labour intensive. Productivity can be improved in several ways:

1. The providers can train current employees better, or they can hire new ones, who will work
harder or more skillfully for the same pay.

2. They can increase the quantity of their selling by increasing quality of product whatever they
are selling.
3. The provider can “industrialize the product” by adding equipment and standardizing
production, as in McDonald's production-line approach to fast food retailing. Commercial
dishwashing, jumbo jets and multiple-unit cinemas all represent the use of technological
advances to increase service output.

4. Product Developers can also increase productivity by designing more effective designs. How-
to-quit-smoking clinics and exercise recommendations may reduce the need for expensive
medical services later on.

5. Product Makers can also give customers incentives to substitute company labour with their
own labour.

6. Service providers that have to deal with fluctuating demand can increase productivity by
increasing flexibility and reshaping demand.

Growth Through Creativity

During the time of Indian independence, there was an interesting vehicle that was
making news the world over. It was the “jeep”. The history of jeep dates back to the
First World War. The US Army was looking for fast, light weight, all terrain utility
vehicles and called all the vehicle manufacturers to produce a specified vehicle within
49 days. Two companies responded to the call – The Bantam Car Company and the
Willys – Overland. With outside help, The Bantam Car Company did manage to build
the first hand-built prototype within the timeframe. But it was Willys who finally got
the army contract. Since the US Army was in need of a huge consignment of jeeps at
that point of time, Willys-Overland granted the US Government license to allow other
manufacturers to produce vehicles with Willy’s specification. The US Army had
designated this particular vehicle as GP vehicle, which later transformed into the term
“jeep”. Since the jeep vehicle played such an extraordinary and fascinating role during
the world wars, even today it is one of the most recognized brands in the world. These
vehicles were not only used by armies of different countries but at the same time, they
were also used for many other activities like laying telephone wires, as a makeshift
ambulance and as a conveyance for prime ministers and army generals, etc. Soon,
afterwards, Willy realized the potential of the jeep vehicle as a civilian carrier and so
introduced the first ever civilian jeep in 1945. It was then used by the farmers and
construction workers. Initially, the Willys had obtained the jeep trademark from the
United States Trademark Registration.
While in USA as Chairman of the India Supply Mission, K.C. Mahindra, who was
one of the founding members of the group, met with Barney Roos, inventor of the jeep.
The Mahindra brothers (K.C. Mahindra and H.C.Mahindra) envisioned that such a
vehicle would soon prove its worth in India’s rugged terrain and on its rough rural
roads. Thus, when the company was incorporated and converted into public limited
one in 1955 in Mumbai; initially, the company manufactured jeep type vehicles, petrol,
Automotive

Findings:

 Primary data shows that the 18-50 years age group shows more inclination (78.4%)
towards the all the products of mahindra compared to the other age groups.
 With respect to the primary data the users of the company in any of company’s field is
found as more then 40% of population of India..
 M&M strategy is to be the low-cost provider of utility vehicles and farm
equipment.

 M&M is pursuing a global strategy.

  M&M strategy is to integrate a set of global acquisitions.

 M&M strategy is to provide unrivaled customer service.

 M&M strategic intent is to always be the first mover in auto products.

 M&M strategy is to move from traditional business models to innovative

business models.
 The first big investment for the organization and would eventually lay the foundation of
the success of the organization. This phase was characterized by some restructuring and
the formation of new entities.

 M&M initially went through its share of learning and grew through pragmatic and,
orchestrated entrepreneurial risk. The group made a very successful transition from a
proprietorship model to a professionally managed group. It is found that rapid growth has
been possible through innovation led collaboration. The group is increasingly organizing
its innovation activities around the development of responses to specific challenges.

WORKING CONDITIONS

Business no longer has an infinite life. To keep large companies running, with a high numbers of
employees, involvement of the employees (both blue and white collar) and their ownership is
necessary. We have seen a number of examples where companies cease to exist as they are
unable to take this crucial step into consideration for their growth. We need to train our
employees and make sure they have the right skills for the job. Every employer needs to ensure
the safety and security of their employees and does not necessarily need government or union
interventions for the same. As an organization, taking into account the thoughts and ideas of
employees is as important as their technical skills. We need to develop an environment where the
employee not just focuses on his work but also contributes to the growth of the company and
hones his/her own skills. To this end, engagement of the workforce is of prime importance and
we run a number of programs to bring it to life. Few of them are enumerated hereunder:

Employee Satisfaction Survey

We conduct employee engagement surveys at the management level as well as the workmen
level, to assess the employee morale and to bring to light any issue that he/she might be facing.
For work-men the frequency of survey is once in two years. These surveys are conducted on an
online system, set up by corporate team, where all levels of employees input their preferences on
a 70 question long survey. The results not only helps us gauge the satisfaction level of the
employees, but also work as a performance report for leadership effectiveness. Over the last few
years, we have managed to get a consistent 4 star rating (on a 5 pointer scale) which translates
into almost 80 percent employee satisfaction. Not only this, we wish to work on improving this
number year-on-year, with an action plan being made every quarter based on the feedback
received.

Young Mahindra Program

Our workforce consists of 50 to 60 percent of Gen X and Y. Hence, keeping the Millennials
engaged is of prime importance. Young Mahindra Program is the forum where youngsters
participate to form a parallel governing council. Here, they debate on company issues and come
up with solutions, while also participating in cultural programs and conduct initiatives. Their
recommendations are communicated through various programs that we run and are duly noted by
senior management.

Rise i4 Ideation Program

Mahindra has a Rise i4 ideation program where teams and workmen are encouraged to give ideas
on improvement under the parameters of PQDSM (P-Productivity, Q-Quality, D-Delivery, S-
Safety and M-Moral). Every week, two hours are especially allotted for ideation for all teams
where they can brainstorm and discuss about how to bring about better productivity, reduce cost,
increase safety at their stage and sustainable operations. Points are given on the basis of these
parameters and there is a central competition for the best ideas given. There is a visible
projection of the participants in front of the entire sector which serves as a great recognition
 platform. There is also an encouraging rewards and recognition program for the workmen inside
Mahindra Group, where they are awarded on the basis of their ideas by Sr. Management.

Man of the Month & Man of the year

On a monthly, quarterly, 6-monthly and yearly basis, each product unit has a ‘Man of the Month’
which is an employee that stands out. The achievements of this individual are highlighted with
the team and his/her family is invited to join in the celebra-tion. This recognition is not just
limited at plant level but also at the sector level where we ensure to felicitate his/her spouse too
for their success. Hence this doubles up not only as a recognition platform but also as a family
engagement opportunity for Mahindra.

Mahindra Skill Competition

Every year, across the world there is a World Skill Competition wherein Mahindra has been
participat-ing regularly. Last year one of our employees got selected and he travelled to Germany
to participate at the international level and this year too we have another who would be
participating at the competi-tion being held at Brazil. We as a company have also started the
Mahindra Skill Excellence Program. We have identified the five core skills for our business and
hold competitions at 2 stages every year.

MOTIVATION FACTOR
Consumers do not buy products. They buy motive satisfaction or problem solutions. A person
does not buy a sofa set but he buys comfort. A person does not buy cosmetics but he buys hope
for looking good. Marketers therefore try to find the motives for buying, and build their products
and marketing mixes around these motives. A person may buy a product for a number of
motives. One of them could be rewarded for oneself or to self-indulge in them or for a
gift.Multiple motives are involved in consumption. Therefore, a marketer tries to find out:

 the motive for buying,

 how to formulate a strategy to fulfil these motives, and how to reduce conflict between
motives.

Motivation in Marketing

How to Discover Motives

This is found out by asking questions from the respondent. Some motives are disclosed by the
respondent, others are not divulged or are hidden. For instance, you ask a lady why she wears
designer jeans. She can say that:
 They are in style.
 They fit well.
 They are worn by her friends. These motives are disclosed. Latent motives may not be
disclosed.
 They show that I have money.
 They make one look sexy and desirable.
 They show I am young.
 They project my slimness, etc.
Manifest and Latent Motives
Another important method to find out the motives may be by “Motivational Research” where
indirect questions are asked to elicit the information from the respondents. This is done by
unstructured disguised interviews or questionnaires.
Once the motives have been known, the marketing strategy is designed around the appropriate
set of motives. While designing the strategy, the target market has to be decided and the
communication has to be chosen for the said target market. Since there is more than one motive,
more than one benefit should be communicated by advertising and other methods of motivation.

DEPARTMENTS OF THE COMPANY:

There are many departments in the company described below..
1. CQA (Central Quality Assurance)
2. R&D (Research & Development).
3. Logistics Dept.
4. Production Dept.
5. IT Dept.
6. PD&C (Product Development & Control) Dept.7
CQA (Central Quality Assurance)

The general objective of quality assurance department is to enhancement of product and service
quality and an increase of customer satisfaction. To achieve this objective, CQA should reach the
following goals. Continuous and consistent development, implementation and maintenance of
quality assurance management system Staff training and compliance with the requirements of the
quality assurance management Quality control over provided products and services in
accordance with The rules and Standards of the company Developing and making arrangements
for enhancing the quality of provided products and services Organizing and conducting internal
audit of the quality assurance management system Organizing and controlling corrective and
preventing actions of quality management Control over equipment and production process
control over product output Investigation of customer claims.

R&D (Research & Development) Dept.:

The phrase
Research and Development also known as R and D
or, more often.
According to the Organization for Economic Co-operation and Development, refers to "creative
work undertaken on a systematic basis in order to increase the stock of knowledge including
knowledge of man, culture and society, and the use of this stock of knowledge to devise new
applications" New product design and development is more often than not a crucial factor in the
survival of a company. In an industry that is fast changing, firms must continually revise their
design and range of products. This is necessary due to continuous technology change and
development as well as other competitors and the changing preference of customers.

Logistics Dept.
The work of logistics department is to provide the inventory to the company. It ensures the
demand of a company and provide sufficient inventory to the company when required.
Production Dept.:
The work of production department is to ensure the market demand and
to produce the product according to it. So the measure concern of production department is the
quantity of the product that is demanded in market.

IT Dept.
The work of IT department is to ensure the connectivity of server to the computers and to check
the data of all computers with an audit. The audit takes after a constant period or suddenly to
check unused data.
PD&C (Product Development & Control) Dept.:
The phrase product development & control, according to the Organization for Economic Co-
operation and Development, refers to "creative work undertaken on a systematic basis in order to
increase the stock of knowledge, including knowledge of man, culture and society, and the use of
this stock of knowledge to devise new applications" New product design and development is
more often than not a crucial factor in the survival of a company. In an industry that is fast
changing, firms must continually revise their design and range of products. This is necessary due
to continuous technology change and development as well as other competitors and the changing
preference of customers.

Maintenance Dept.
The maintenance department ensures the working condition of machines in the company. Means
maintenance department work on the maintenance of machines used in production. It also
ensures the timing of plant of whole assembly line.

Do’s and Don’ts in the Organization:

Do’s and Don’ts means what should be done and what should not be done in the organization.
Do’s-

 Punctuality (timeliness),

 Maintaining healthy and cordial relationship with the people in organization.

 Understanding the work culture.

 Obeying direct orders from the seniors.

 Showing a sense of belonging with the organization.

 Maintaining proper Line and Staff Relationship with the seniors and subordinates (If
Any).

Don’ts-

 Do not take the training lightly and casually.

 Do not give an impression that you are doing the training just for the sake of it. Put your
heart and soul.

 Do not involve in internal politics.

 Do not reveal you weaknesses.

 Do not lie to your seniors.

 Do not waste your time.

  Do not copy any material. Be original.

 Do not go for leave unless it is indispensable.

 Do not ask for favors.

GOAL CLARITY

In general terms, the process of setting goals helps you choose where you want to go. By
knowing precisely what you want to achieve directionally, you know where you have to
concentrate your efforts and hopefully you will also quickly spot the distractions that would
otherwise lure you from your course.

To be able to even begin the journey of working towards a goal, we first need to ensure that we
have complete clarity. Goal clarity can be simply described as your ability to set a clear and
specific objective that all affected parties understand and can work towards achieving. The
important part of this definition is the word “specific.” A very broad or general goal won’t help
drive you or anyone else to succeed. If your goal is simply to “shape up,” that is not a well-
defined goal. It may be broadly accurate but is not helpful to describe what actually has to be
done and to give others a clear guide as to what is expected.

All goals need to be clear, concise and action-oriented and be expressed in such a way that there
can be little doubt about the specific outcome that is being sought. Unfortunately, we are less
likely to consistently set such specific goals. People generally tend to stick to the safe and secure
status quo and often fail to either get out of their comfort zone or convert loose language into
meaningful action-centered words. In others words, people can be lazy and express goals in
vague and ambiguous ways and think that they have told people what they need. These are often
called “soft” goals.

Soft goals stands for: S – Some, O – Other, F – Future, T – Time. In other words, on occasions
our goals are for show only or to achieve at a time in the future. In actual fact, ‘soft’ goals
usually mean that the person setting this goal may not be committed to getting a real result
or doesn’t really want to achieve any change or be held accountable for moving forward to a new
position or situation. It is therefore critical for any person who is going to be responsible for
making a change to clarify exactly what is expected and ensure that there is a clear mutual
understanding about what is to be done, by who and by when.
In Mahindra & Mahindra there is specified goal clarity for each and every employee. This
culture of setting some goals also helps in keeping the existing employees motivated.

BENEFITS OF TEAMWORK AT MAHINDRA

The study set off findings’ presentation by illustrating the benefits of employee team work at
MAHINDRA as the first objective. Under this, reasons for use of team work were explored;
knowledge if respondents understood the term team work also looked at presented in following
paragraphs.
Showing responses on if respondents knew of the term employee team work.

Knew the term employee team work Frequency Percentage

Yes 94 94
No 06 06
Total 100 100

The study sought of respondents to indicate if they knew the term employee team work. To this,
a close ended yes or no response question was administered. Findings revealed that all the study
participants conquered with having knowledge of the term employee team work and from table ,
94 %( 94) of them scored against a yes response as prior administered.

It should be re called that no single respondent was in objection to the statement hence a no
response had zero scores. Respondents threw more light on the term to justify their knowledge
by citing that team work is simply cooperation at the work place, others believed it is working in
groups that have same skill while some respondents argued it is working together to achieve the
common goal, some explained assisting each other by correcting errors enabling a colleague
prevent occurrence of errors in his department or area of specialty. Therefore following such
justifications the study realized respondents had some insight on the term team work thus were in
a good position to tell its relationship with performance of organizations.
Showing responses on if MAHINDRA’S employees work as a team.

Responses Frequency Percentage

Yes 88 88
No 12 12
Total 100 100

The study went ahead to administer to respondents if MAHINDRA branch employees work as a
team. Results were interesting as presented in table, Accordingly majority of respondents
acknowledged that MAHINDRA branch employees work as a team and as indicated, 88% (88)
of respondents supported the statement. The response was backed by pointing out that when a
staff has many clients to attend to a colleague often lends a hand if he/she has fewer clients.

Also team work is displayed in things like taking ones for a client when they are not in position
to attend that day or when they sign out for lunch another colleague is there to attend on their
behalf hence they work as a team. On contrary 12%(12) signed against no response citing that
they do not figure out any team work taking place.

Showing responses on if MAHINDRA’S employees work as a team,

Yes
No
Showing reasons for employee working as a team

Reasons Frequency Percentage

To reduce on the costs 26 26
To encourage efficiency and effectiveness 10 10
To reduce on employee’s mistakes 22 22
To act as advertising 14 14
For easy communication 16 16
To promote productivity 08 8
Others(employee motivation, training) 04 4
Total 100 100

The study examined the reasons why employees work as a team. As presented in table 8,
respondents cited reasons like, reducing costs, encouraging efficiency and effectiveness, reduce
on employee mistakes, act as advertising, easy communication and promoting productivity as
well as others as reasons.

Findings reveal that 26 %( 26) respondents cited reducing on the cost as a reason for team work.
It was explained that costs of operation lower down when work is handled by many people and
the task is accomplished in shortest possible time. The study got informed that at MAHINDRA
failure to use team work could increase cost the organization. Accordingly when a team is at
work, clients are served and they get retained by the organization.

It is indicated also that 10 %( 10) of respondents pointed out efficiency and effectiveness as
reason for team work. It should be noted that efficiency is doing things right while effectiveness
is doing the right thing. Under team work things are done right and the right things are done due
to combining of skill and efforts. For instance when there is a technical problem with a staff’s
computer but has to serve the clients, another colleague staff can lend to put it right hence
customers are served.
Also highlighted were reducing employee mistakes. Table 8 shows that 22%(22) respondents
argued that teams help in training staff most especially new recruits. Such training ensures that
preventive techniques to likely mistakes are imparted in the new employee and when a signed
full responsibility, occurrence of mistakes is minimized. Similarly when employees work as a
team, a colleague easily alerts the other if a mistake is suspected to occur in nearby future, this
enables company to avoid costs.

According to 14%( 14) respondents, team work helps in advertising the company. It helps in
winning more clients when they hear about the togetherness in accomplishing tasks as well as the
precision in handling customer queries is concerned. It was added this practice enables the
company to sell its name hence being advertised in the public.

Team work according to 16%(16) respondents is applied due to reason of easy communication in
the organization. Where there is team work, “says the manager of MAHINDRA”, there is easy
flow of instructions where by information is passed on to only a team member and the
information flows to others freely.

Generally team work enables productivity at work place and ensures satisfaction to clients. Team
work enhances division of labour, tasks get accomplished with zeal in short time, large volume
of work is handled and according to 8%(08) respondents productivity is high. Other reasons for
working as a team were cited. Table 8 shows that 04% (04) of respondents cited employee
motivation when they back up, training of new skills where a colleague discover a skill, shares it
with other members hence leading to a multi-skilled staff to the organization. Relationship
between employee team work and performance of MAHINDRA.

The study in abid to exhaust the research objectives fully, a ascertained the relationship between
employee team work and performance of MAHINDRA. Under this it was sought of respondents
if employee team work has influence on the profit level, further the kind of relationship if any
was established, trend of sales performance examined as well as relationship between team work
and performance of MAHINDRA.
Showing responses on if employee team work has influence on the profit level

Responses Frequency Percentage

Yes 85 85
No 15 15
Total 100 100

According to table, a yes or no close ended response question was administered to respondents to
know if employee team work has an influence on the profit level. Findings, revealed that
employee team work has an influence on profit levels, basing on table, 85%(85) of study
participants conquer with the view. In addition the respondents went a head to justify by
identifying the kind of influence they were meaning. In table, respondents cited a positive and
negative influence

Showing if there is a relationship between employee team work and performance of

MAHINDRA.

There is a relationship Frequency Percentage

I agree with the statement 90 90
I disagree with the statement 10 10
Total 100 100
The study went a head to establish if there is a relationship between employee team work and
performance of MAHINDRA POWEROL. The responses were rated as agree or disagree.
Therefore according to table, 90% (90) respondents agreed with the statement that there is a
relationship between employee team work and performance of MAHINDRA POWEROL hence
no single person disagreed with the statement. It was argued that team work enhances efficiency
leading to performance of mahindra; also that it leads to high productivity of employees given
the errors prevention techniques hence increasing the performance of MAHINDRA POWEROL.
Also that team work has lead to increase in numbers of customers given the satisfaction they
derive from the services offered hence performance of the organization ensured.

SUMMARY OF STUDY AND FINDINGS

Mahindra & Mahindra Ltd,” critically examines “Operational Challenges in Logistics”. This has
helped to understand the process of Logistics management and challenges faced by the company.
The study tries to identify the problems and challenges faced by the company and still getting
profit and shining like a bright star. The study provides suggestions to the company to address
the challenges and appeal to the company that they shall try to maintain good customer service
and quality service. From this study it is clear that Mahindra & Mahindra has well experienced
dealers’ wing, which care their customers very efficiently. In some areas they are facing some
issues which can be easily solved through necessary steps. Apart from The study conducted at
Mahindra & Mahindra Ltd on the topic “MARKETING STRATEGY of these, Mahindra &
Mahindra is excellent rated.

 Mahindra and Mahindra is maintaining strong business relations which has promoted
dealers’ loyalty, retention and more collaboration between businesses in the supply chain.

 All of the Mahindra dealers are satisfied and have trust in Mahindra’s concern about the
business. This is one of the reasons behind Mahindra keeping their market leadership in
this dynamic market.

 Most of the dealers are happy with the service quality rendered by M&M. It is clear that
the company is maintaining a constant relationship with its dealers.
  80% of the dealers prefer customers are satisfied with the services provided my Mahindra
and Mahindra.

 80% of the dealers are happy with the usage of present mode of transportation in various
fields of mahindras and the company is able to meet the dealers’ demand on time.

 M&M collects no extra charges from their dealers to meet their necessary demands even
if it is without prior notification. The company is more focused on retaining its customers
by meeting their demand and thereby making them loyal rather than making extra profit.

 The company is more focused on maintaining quality, be responsible and flexible to the
customer they deal with.

 About 60% of the dealers have rated excellent the way M & M are handling their
complaints.

 Most of the customers are satisfied with the service provided by the company.

 About 75% of the customers find M&M as exceptionally performing well and is different
in every way when compared to the competitors.

CONCLUSION

What did I learn?

Summer training is an integral part of any BBA curriculum in the country. It serves as the only
direct exposure to an organization and its ways of functioning during the entire curriculum. The
summer training in any technology course is very important for the students and it will help in
future when a student goes to company.
This program is the most effective aid in enabling the students to relate theory to practice, and in
making an informed career choice."
Courses are intended to provide a cross-functional orientation in basic marketing concepts,
quantitative methods and analytical skills. Since immediacy of application is not stressed at this
stage, the person can take his own time to reflect on the subjects and internalize the concepts.
Once this conceptual framework is in place, it needs to be tested under real life conditions. The
technical institutes cannot simulate the real life conditions of an engineer. Although innovative
tools like case studies do attempt to address these limitations, they fail to capture the reality.
Therefore, we need some mechanism by which transfer of skills takes place from the classroom
to the workplace. Summer training beautifully fills this gap. It gives me a chance to experiment
because mistakes are not penalized while hard work is definitely rewarded. Not only does a
student get an opportunity to implement the concepts, but skill learning is faster because of the
constant and immediate feedback from his peers and managers. Students, especially those with
little or no work experience, are slightly confused about the discipline in which they want to
specialize and pursue their career. Summer training gives them an opportunity to closely interact
with the organization and help identify the pros and cons of various career choices. Armed with
this knowledge and understanding, they can take an informed decision about the portfolio
elective courses in which they want to specialize
Prof. K. Unnikrishnan Nair says:
“The student should not rigidly confine himself to the narrow boundaries of the project which he
is currently undertaking”. He should also observe the processes, interactions and the human
relations in the organization. Just observing people at their work could be a tremendous learning
experience. During his summer training, which is for a period of one/two months, the trainee gets
to see the culture of the organization, how the organization copes with crises and how the
managers handle stress under varied situations. When he goes back to the institute, he can share
his experiences with his fellow classmates and learn from their individual experiences. This will
help him in not only mentally preparing himself about the lifestyle and pressures of a engineer
but also evolving a distinct way of dealing with diverse business situations.
How will this experience help me in the future?
The meaning of Training is to learn a skill. Training is the act of increasing the knowledge and
skill of a person for doing a particular job. Training enables to acquire latest skills, thus increase
versatility for qualification for busting carrier. It provides better safety, remuneration and
security. It also enables to drive greater satisfaction and utilize the full skills and capacity. Proper
training teaches proper operation and changes the wrong attitude and also tells the safe points.

The study done by me tries to find the latest tricks, and ideas to generate the profit for company.
How the pressure is managed in certain circumstances like, how to increase sales at any cost
when asked. I have learned how the customer is satisfied because of various efforts of various
people who are working 24x7 to make M&M better in all the possible ways.

M&M had seen radical change for the better not only in its functions but also in its results.

SUGGESTIONS

 During the survey I found this by organizing information and there are some suggestions
listed below.

 M&M company needs additional sales promotional activities like organizing exhibitions,
fairs issuing catalogues and broaches, display and demonstration etc.

 Company should give advertisements in magazines and newspapers to make customers

aware and to attract them as well at the same time, and this is not so high in expenditure.

 Dealer of any product or service must attract consumers by giving them special attention,
reduction in prices at the time of festivals.

 If we talk about automobiles, Mahindra tractors are restricted only to red color, company
need to change, especially metallic color.
  Dealer/Sales manager requires conducting meetings conventions and conferences, and
they should train their sales force by giving them some sales target in every field.

 Employees need to stay motivated in terms of incentives and fixed bonus as well.

 Dealer should personally take care of consumers as it is noticed that there are many
unsatisfied consumers just because of response given by the service personnel at the time
general checkup.

 Sales service and after sales service should increase to excellent level which will add the
company’s brand image.

QUESTIONNAIRE

Name - …………………... Age - …………………...

Contact - …………………... Occupation- …………………...

E-Mail - …………………...

1. What type of car do you prefer?

Sedan Hatchback SUV

2. Your perception about Mahindra & Mahindra product?

Very Good Good
Average Bad
 3. Ifou are going to be a customer of M&M cars in future, what will beyour
expectation?
Improved Quality of cars Better aftersales Services
More variety of cars More value for money

4. What about price of Mahindra automobiles?

High Moderate Low

5. Do you think that cars and bikes of Mahindra can attract today’s

generations?
Yes No

6. Who is the biggest competitor of Mahindra according to you?

Tata Motors Hyundai
Maruti Suzuki Ford

7. Best thing in Mahindra automobiles?

Quality Design
Service Price

8. New technologies such as Bluetooth, DIS, Reverse parking sensor are given
in the new Logan- is it good & going to make you feel comfortable while
driving?
Excellent Very Good
Good Average
Bad
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