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Complete analysis of Mahindra & Mahindra




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M&M complete analysis done in the year 2013, from july 2013-october 2013 with the help of our respective college staff. Special thanks to the Dean Prof. Bhattacharjee & visiting faculty prof. Abhay Srivastava.

M&M complete analysis done in the year 2013, from july 2013-october 2013 with the help of our respective college staff. Special thanks to the Dean Prof. Bhattacharjee & visiting faculty prof. Abhay Srivastava.


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Complete analysis of Mahindra & Mahindra

  1. 1. 7/20/2013 MAHINDRA & MAHINDRA COMPLETE STUDY ON AUTOMOBILE SECTOR [Type the document subtitle] | Monu
  3. 3. BONAFIDE CERTIFICATE Certified that this project report titled Mahindra and Mahindra complete study of Automobile Sector is the bonafide work of MR. Monu. A. Tiwari, who carried out the project under Prof. Abhay Srivastav’s supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate. Prof. Abhay Srivastava Prof.C. Bhattacharjee Fazlani Altius Business School Dean, Fazlani Altius Business School 2
  4. 4. FACULTY GUIDE CERTIFICATE Certified that the dissertation title Mahindra and Mahindra complete study of Automobile Sector is a bonafide work done Mr. Monu A. Tiwari under Prof. Abhay Srivastava guidance in partial fulfillment of Master of Business Administration programme at FAZLANI ALTIUS BUSINESS SCHOOL. The views expressed in this dissertation is only of that of the researcher and the need not be those of this institute. This project work has been corrected by me on the basis of rough draft being submitted. Prof. Abhay Srivastava Visiting Faculty FAZLANI ALTIUS BUSINESS SCHOOL Powai, Mumbai branch 3
  5. 5. DECLARATION I do hereby declare that the dissertation title A STUDY ON Mahindra and Mahindra complete study of automobile sector is a record of bonafide work done by me under the supervision of Abhay Srivastava, FAZLANI ALTIUS BUSINESS SCHOOL, Mumbai 400 072 and submitted in partial fulfilment of the requirements for the semester-4 doing degree of Master of Business Administration. Monu A. Tiwari SMM/22 Fazlani Altius Business School 4
  6. 6. ACKNOWLEDGEMENT I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals and organizations. I would like to extend our sincere thanks to all of them. I am highly indebted to Fazlani Altius Business School for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. I would like to express my gratitude towards Prof. Abhay Srivastava for his kind co-operation and encouragement which help me in completion of this project. I would like to express my special gratitude and thanks to Prof. Chittaranjan Bhattacharjee for giving me such attention and time. My thanks and appreciations also go to my colleague in developing the project and people who have willingly helped me out with their abilities. Place:Mumbai Date:20th july,2013 Monu.A.Tiwari 5
  7. 7. INDEX Sr. no Particulars Page no. 1 Bonafied certificate 2 2 Faculty guide certificate 3 3 Declaration 4 4 Acknowledgement 5 5 Objective of the report 8 6 Executive summary 9-34 7 Vision & Mission 35-36 8 Long term objective 37-49 9 Strategy management process 50-53 10 Corporate social responsibility 54-76 11 Market research 77-78 12 Environment analysis 79-85 13 Quality standards 86 14 Strategy and risk management 87-96 15 PEST analysis 97-100 16 Market environment analysis 101-110 17 Value chain analysis 111-113 18 Product mix 114-143 19 Guarantee & warrantee 144 20 Services analysis 145-148 21 Manufacturing Plant Location 149-157 22 Key People 158-160 23 Business structure 161 24 SWOT analysis 162-163 25 BCG matrix 164-165 26 Sustainable competitive advantages 166-169 27 Directors report 170-175 28 Financial statement 176-195 6
  8. 8. 29 Automobile industry in and beyond the crisis 196-198 30 Current status of Indian auto industry 199 31 Need for automotive policy 200-205 32 Case study on yuvraj 206-207 33 Conclusion 208-209 34 Webliograpgy 210 7
  9. 9. Objectives of the Reports is to know: To Study the automobile Company as well as the whole sector. To find the opportunities in the emerging Indian market. To find out the success of Mahindra and Mahindra. To design long term marketing strategy for penetration for Mahindra & Mahindra. 8
  10. 10. EXECUTIVE SUMMARY DESCRIPTION OF THE COMPANY:- Mahindra & Mahindra Limited is an Indian multinational automobile manufacturing corporation headquartered in Mumbai, Maharashtra, India. It is one of the largest vehicle manufacturers by production in the Republic of India. M & M was founded in 1945 by Mahindra brother’s i.e. KC Mahindra and JC Mahindra and Mohd. Ghulam as a steel trading company, we entered automotive manufacturing in 1947 to bring the iconic Willy’s Jeep onto Indian roads. Over the years, we’ve diversified into many new businesses in order to better meet the needs of our customers. They follow a unique business model of creating empowered companies that enjoy the best of entrepreneurial independence and Group-wide synergies. This principle has led our growth into a US $16.2 billion multinational group with more than 155,000 employees in over 100 countries across the globe. Today, our operations span 18 key industries that form the foundation of every modern economy: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services, defence, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality, logistics, real estate, retail, and two wheelers. Our federated structure enables each business to chart its own future and simultaneously leverage synergies across the entire Group’s competencies. In this way, the diversity of our expertise allows us to bring our customers the best in many fields. 9
  12. 12. KESHUB MAHINDRA (FORMER CHAIRMAN) Keshub Mahindra is a graduate from Wharton, University of Pennsylvania, USA. He joined the company in 1947 and became the chairman in 1963. During his long career he has held many key positions, served on the Board of Directors of several organizations, and been a member of many organizations and committees. He has also held many other important positions, such as Chairman of Bombay Chamber of Commerce and Industry (1966–67), President of ASSOCHAM (1969–70), Chairman of the Indian Institute of Management, Ahmedabad (1975–85); Member of the Foundation Board - International Management Institute, Geneva (1984–89); Chairman, India Nominating Committee 'Single Nation Programme', Eisenhower Exchange Fellowships, USA (1998–2005). 11
  13. 13. ANAND MAHINDRA (CHAIRMAN & M.D.) Anand Mahindra is Vice Chairman and Managing Director of Mahindra & Mahindra. He graduated magna cum laude from Harvard University and earned his MBA from Harvard Business School in 1981. He joined the Mahindra Group in 1981 as an Executive Assistant to the Finance Director of the Mahindra Ugine Steel Company. His leadership has helped make Mahindra a global company and strong competitor since India's economic liberalization in 1991. Anand is a notable public figure with a considerable following on Twitter and serves on many boards and committees. 12
  14. 14. Mahindra and Mahindra Full History:1945 - The Company was Incorporated and converted into Public Limited in 1955 at Mumbai. The Company Manufacture Jeep type vehicles, petrol industrial engines, industrial process control instruments and flow meters. Trading in steel and manufacture of professional grade electronic components. Jeeps are manufactured under a license and an agreement with Willys Motors Inc., Toledo, Ohio, U.S.A., for whom the Company also acts as exclusive distributors for the whole of India for their entire range of vehicles including utility vans, cargo/personnel carriers and pick-up. 1958 - The Company entered into an agreement with Birfield Ltd., to form Mahindra Sintered Products Private Limited for the manufacture of a wide range of selflubricating bearings. 1968 - The Instrumentation & Electronics Division came into existence as a result of merger of the wholly-owned subsidiary of Mahindra Engineering Co. Ltd., with the Company with effect from 1st April 1968. The activities of the merged company were being carried on in this division. - The Company acquired the whole paid-up capital of Mahindra Electro-Chemicals Products Ltd. Company. - With effect from 1st April, the wholly owned subsidiary Mahindra Engineering Co. Ltd., was merged with the Company. International Tractor Company of India Ltd., was merged with the Company effective from 1st November 1977. 13
  15. 15. 1970 - The name was changed from Mahindra Van Wijk & Visser Ltd. to Mahindra & Mahindra Ltd. This was merged with the Indian National Diesel Engine Co., Ltd., during 1977-78. 1977 - 74, - 700-9.3% Pref. and 12,98,202 No. of Equity share allotted without payment in cash to shareholders of International Tractor Co. Ltd., on its merger in prop 1:1 Pref. and 2:3 Equity. 12,500-7.8% Pref. shares redeemed on 1.2.1979. 1978 - The Company started negotiation with Balania K. Zacharopoulos Ltd., Athens for jointly promoting a new company in Greece for the manufacture of Jeep vehicles and trucks. Initially, it was proposed to assemble these vehicles mainly from CKD packs to be shipped from India. 1979 - 57,22,764 Bonus equity share issued in prop. 1:1. 1983 - 76,30,352 Bonus equity shares issued in prop. 2:3 in October 1984. 1984 - Mahindra Spicer Ltd. (MSL), was amalgamated with Mahindra & Mahindra Ltd. (MML) with effect from 3rd April. Pursuant to the scheme of amalgamation of MSL with MML, the shareholders of MSL were allotted 1,88,166 equity shares of MML in the ratio of 1 equity share of MML for every 6 shares held in MSL. - The Company entered into a collaboration agreement with Foramer S. A., an 14
  16. 16. associate of Forasol S.A., for purchase of Ile d' Amsterdam an offshore drilling rig at a price U.S. $10.75 million. The Company arranged for a foreign currency loan through Bank of Baroda. In view of this purchase, the Company obtained a firm order from ONGC for drilling services for 2 years. 1985 - A letter of intent was obtained for the manufacture of 50,000 lines of EPABX/PAXs in collaboration with OKL Electric Co. of Japan. - The Company also signed a Memorandum of Understanding with the British Telecom p.l.c. of London under which the two companies were to jointly explore and develop opportunities in telecommunication and technical fields in India. MBT was made a subsidiary of the Company with 60% holding and the remaining 40% was subscribed by the foreign partners, the British Telecommunications p.l.c., U.K. (BT) for provision of software engineers of MBT to work on various projects of BT in the U.K. MBT also decided to issue equity capital to the extent of Rs 4 crores out of which shares worth Rs 2.40 crores were to be offered to Mahindra & Mahindra Ltd., for subscription and the balance shares worth Rs 1.60 crores were to be offered to BT. 1987 - (17 months), approval from Government was received for the manufacture of Peugeot 504 pick-up vehicles in collaboration with Automobiles Peugeot of France. - A new model M-595 tractor in the 50 H.P. range was introduced. 1988 - The Company acquired a off-shore drilling rig "Ile d' Amsterdam" from Foramer S. A., France as on 1st March. A firm letter of intent was received for one land rig for drilling operations at Jwalamukhi, Himachal Pradesh against a tender from ONGC. The Company already entered into an agreement with Forasol S.A., for 15
  17. 17. purchase of a land rig and related equipment. 1989 - During the year improved versions of CJ 500 range of jeeps and FJ range of LCVs were introduced. Also a sporty model of jeep was introduce which was well received by the target audience. - During September, the Company acquired the automotive pressing unit at Kanhe from Guest Keen Williams, Ltd. for a gross consideration of Rs 28.75 crores. The unit has an installed capacity of 10,000 tonnes per annum. 1990 - The Automotive division faced adverse market conditions resulting in a drastic reduction in production and sales of vehicles. The Automotive division introduced a direct injection diesel engine, the MDI 2500 A engine on the CJ 500 vehicles. A new fuel efficient 10 seater vehi cle having a direct injection diesel engine was introduced. - A letter of intent was obtained from ONGC for extension of the contract for a further period of one year. However, on account of certain procedural delays ONGC dehired the rig and it remained non-operational for about 160 days. However, the Company received a contract from ONGC for a much higher day rate and the rig was rendering service to ONGC with effect from 9th November. - The Company issued 48,16,012-12.5% fully convertible debentures of Rs 110 each with a provision to apply, instead, for 58,86,236 fully convertible zero interest bonds of Rs 90 each. An option was given to apply for a combination of debentures and bonds subject to an aggregate value of Rs 52,97,61,320. These debentures/bonds were offered on rights basis to the then existing equity shareholders in the ratio of one debenture for every four equity shares held. The issue was fullysubscribed. Additional bonds/debentures were issued to retain the over-subscription to the extent of 15% of the issue which is equivalent to 7,22,401 debentures of Rs 110 each. 16
  18. 18. - Through another letter of offer, two blocks consisting of 8,64,049 debentures each were offered to Mahindra Companies and International Finance Corporation, Washington, respectively with an option to apply for bonds subject to the aggregate value of Rs 9,50,45,390 for each block. The issue was fully subscribed. Additional bonds/debentures were issued to retain the over-subscription to the extent of 15% of the issue which is equivalent to 1,29,607 debentures of Rs 110 each for each block. - The employees (including Indian working directors)/workers of the Company were also offered on an equitable basis 2,40,801 debentures of Rs 110 each with a provision to apply for bonds within the aggregate limit of the issue. The issue was under subscribed. Only 16,750 debentures and 68,250 bonds were allotted. The balance debentures/bonds were allowed to lapse. - As on 1st April, 49,90,354 debentures and 26,20,371 bonds were allotted. - As on 1st May, the Company allotted on private placement basis 14% redeemable non-convertible debentures for a total value of Rs 20 crores to UTI, LIC, ICICI, Army Group Insurance Fund and GIC and its subsidiaries. These debentures are redeemable in full at a premium of 5% on 1st May 1997. 1991 - New replacement kits for the series of diesel engines, the XDP 4.90 were successfully launched in order to replace petrol engines in passenger cars and create new demands for the series of diesel engines manufactured by the Company. - During the second half of the year, the Company introduced the new range of `Commander' vehicles which were well received in the market. A new model on the anvil was a five door ten seater vehicle "Armada" with a factory built body for which dies were imported from Japan. 17
  19. 19. - To meet the changing needs of the market, the Company introduced a new model 225 DI (25HP) tractor. - Another 8,64,049 zero interest fully convertible bonds of Rs 90 each for a total value of 9,50,45,390 were allotted to Peugeot India Holding, France, a subsidiary of Automobiles Peugeot, France as on 18th January. - As per the terms of the issue, a portion of Rs 55 of each debenture was converted into one equity share of Rs 10 at a premium of Rs 45 per share and a portion of Rs 45 each bond was converted into one equity share of Rs 10 at a premium of Rs 35 per share an on 1st April. - Accordingly, the Company allotted 49,90,354 equity shares on conversion of debentures and 34,84,420 equity shares on conversion of bonds. The balance amount of each bond and debenture was to be converted as per the same terms given above at the end of 18 months from the date of allotment. - In order to meet the long term working capital requirements, the Company issued in January 1991, 14% redeemable non-convertible debentures aggregating Rs 25 crores to Infrastructure Leasing and Financial Services, Ltd. on a private placement basis. The debenture are redeemable in full at premium of 5% on 8th January, 1998. 1992 - It was proposed to launch a new LCV with a much larger platform, imported driving comfort and better styling . - The Company issued 72,42,719 - 14.5% secured Non-convertible redeemable debentures of Rs 100 each with a detachable warrant attached to each debenture entitling the holder thereof to apply for 1 equity share of Rs 10 each at a premium of Rs 20 per share in the ratio 1 debenture: 5 equity shares held, on the expiry of six months and 36 months from the date of allotment of debentures. 18
  20. 20. - Another 3,62,136 non-convertible debentures with detachable warrants were also offered to employees on an equitable basis. Only 2,20,300 debentures taken up. - 76,04,855 oridinary shares of Rs 10 each at a premium of Rs 20 per share were to be issued to those exercising the rights attached to the warrants between 6 months and 36 months from the date of allotment of debentures. The debentures were to be redeemed not earlier than the end of 7th year but not later than the end of the 10th year from the date of allotment of debentures. 1993 - The Automotive division undertook to introduce a wide range of products such as mini bus, MM Deluxe, Armada deluxe, Cabking pick-up, CL-Classic & a single/double Cab pick-up etc. - Mahindra Nissan Allwyn Ltd. (MNL) was amalgamated with Mahindra & Mahindra Ltd. (MML) with effect from 1st November. Pursuant to the scheme of amalgamation, the shareholders of MNAL were allotted 9,73,200 equity shares of MML in the ratio of 1 equity share of MML for every 25 shares held in MNAL. With the merger modern automotive plant owned MNAL became a Unit of the Company's automotive division. - The Company issued 100,47,043 Global depository receipts valued at US $ 74.75 million. Each GDR was issued at a market price of US $7.44 and was supported by equal number of underlying shares. Accordingly 1,00,47,043 shares were allotted at a premium of Rs 22.50 per share. 1994 - During the year a new Company Mahindra USA Inc. had been established in Texas, U.S.A. with the objective of increasing tractor sales in U.S. 19
  21. 21. - 9,73,200 shares allotted to the erstwhile sharehodlers of MNAL 11,14,682 shares allotted against the detachable warrants. 35,85,874 shares allotted to Ford Motor Company USA, at a premium of Rs 370 per shares. 28,00,000 shares allotted to the promoter group. 1995 - A New LCV model-cabking DI 3150 - with a payload of 2.5 tonnes, a 5-speed transmission and high quality components was launched. Also, a sporty 4-wheel drive vehicle Mahindra Classic with modern fitments such as Vacuum assisted brakes, disc brakes in front, wire wheels & bull bar was launched for the domestic market. In addition, a new commander 5-Door Hard Top vehicle, primarily targeted for semi-urban and rural transportation was introduced. - Two new models - 365 DI and 585 - DI were also launched in 30-35 HP and 4550 HP segments respectively. - The Company entered into a joint venture agreement with Ford Motor Company USA (Ford) for promotion of a new Company for the manufacture and marketing of Ford range of passenger and other vehicles. The Company has an equity participation of Rs 160 crores each by Ford and the Company. - 22,71,322 No. of Equity shares allotted in conversion of warrants. 407,17,489 bonus equity shares issued in proportion 2:3. - The tractor division received the ISO 9001 certification from TUV of Germany. 1996 - The Company proposed to introduce the `Armada Grand' with XD3 diesel engine, 5 speed BA 10 transmission with air-conditioning and power steering as standard features. New models like, soft top and FRP versions of CL/MM 550 models, comfortable 8 seater Armada with Disc Brakes and an optional factory fitted air 20
  22. 22. conditioner, Commander 650 DI on a longer wheel base and MM 540/550 XDB models with the powerful 2.5 lines XD3 engine and the all-synchromesh 5 speed BA 10 transmission were launched during the year. - During July, the Company offered US $100,00,000-5% convertible note during July 9, 2001 came into GDRs each representing one share at a cover sum price of US $11.955 per GDR. Till date 15,73,830 shares issued. 1997 - The Zaheerabad plant and R&D division were awarded Iso 9002 and ISO 9001 certification respectively. With the technology received from Fuji Technica, Japan the company undertook to manufacture dies for vehicle bodies in the new Die Shop. During the year, 7 new models to cater to different nice markets were introduced. - New products viz. 275 DI TU upgrades B-275 model with increased power and 585-C, 585 DI model with constant mesh transmission for ease operation were introduced. - M&M is setting up an engineering and product development centre at Thane to strengthen its technology and designing capacities. - M&M is setting up a joint venture with Mondragon Corporation of Spain in the area of iron foundry. The joint venture agreement was signed in Spain by M-M at an Indo-Spain joint business council meeting organised by the Federation of Indian Chambers of Commerce and Industry and the Association of Chambers of Commerce and Industry of India. - M&M is entering into a 50:50 joint venture with the $8 billion Case of the US for manufacturing high horse power tractors. - The M&M-Sealand joint venture is considering introducing a Ro-Ro (Roll-on, 21
  23. 23. Roll-off) railway service in India. - The Mahindra group has tied up with Sega Enterprises Ltd and Mitsubishi Corporation of Japan to form a joint venture (JV) in India to develop and launch Sega branded family entertainment centres. - M&M has signed an agreement with Chemoleums Ltd under which M&M will use a special quality of Chemoleums lubricating oil, Mahindra Singlestar, for its tractors. - M&M has signed a wage agreement with its union at its automotive plant at Kandivali, evolving a Mahindra Production System (MPS) which is an amalgamation of latest work measurement techniques and Toyota Production Systems. 1998 - A joint venture company is being promoted by Mahindra and Mahindra Limited, Infrastructure Leasing and Financial Services and Tamil Nadu Industrial Development Corporation to set up an industrial park near Chennai to attract auto ancillary units and all categories of non-polluting industries. - Utility vehicle manufacturer, Mahindra and Mahindra (M&M) on May 27 signed a productivity and capacity linked wage agreement with its union (Bharatiya Kamghar Sena) at its tractor plant at Kandivali. - M&M has signed new productivity agreements with its workers at the Kandivli (Mumbai), Nashik and Zaheerabad (Andhra Pradesh) plants. - Mahindra Ford is likely to sign a MoU with the government to import auto kits. - Mercedes-Benz India Ltd and Mahindra Ford India Ltd have signed a MoU with the Directorate-General of Foreign Trade (DGFT), under the new MoU policy for car manufacturing in the country. 22
  24. 24. - Danish company Maersk, Mahindra & Mahindra and the Tamil Nadu Industrial Development Corporation (Tidco) propose to establish a joint venture to develop Colachel on western coast of south Tamil Nadu into a hub port. - Mahindra & Mahindra (M&M) is all set to float a 50:50 joint venture company with the Punjab state government for setting up a hi-tech agro-commodity exchange in the state. 1999 - M&M has set up a new company - Mahindra Auto Specialities Ltd - for bulletproofing passenger vehicles and providing specialised services. M&M has signed an MoU with Plasan Sasa of Israel for design and development of armoured (bullet proof) solutions on M&M utility vehicles for use by Indian security forces. - The Mahindra & Mahindra group and the TVS group have floated a joint venture to provide software solutions to the automobile sector. - Mahindra and Mahindra (M&M) is working towards introducing a slew of models in India from the Mitsubishi stables, including its famed Pajero brand of multiutility vehicles (MUVs) and jeeps. - Mahindra & Mahindra Ltd (M&M) has created a tier-IT structure under Mahindra Holdings & Financial Ltd whereby individual subsidiaries will tap the capital market depending upon their need for cash. - Utility vehicle major, Mahindra and Mahindra (M&M), is entering the Rs 1,000crore three-wheeler market for the first time. The company will launch its first three-wheeler a diesel-driven eight seater within 8-10 months from now. 2000 - The Company will be launching its first CNG-powered utility vehicle in Delhi. 23
  25. 25. - The Company consequent to disciplinary action taken by the Management against certain workmen and Union representative, the workmen of Kandivli Plant of Tractor Division of the company initially stopped work and thereafter resorted to illegal strike on 11th January. - The Company proposes to make a call for redeeming Bonds of value US $25.378 million out of current outstanding of US $27.866 million. - The Company tie-up with Citibank for a channel financing agreement for their dealers. - Mahindra & Mahindra launched its eight seater Marshal DI Deluxe 2000 in Western Maharashtra. - Mahindra Auto Specialisites Ltd, a wholly-owned subsidiary of the company delivery of the first "Neticle" (net-vehicle) - brand named Quadro - in India. - The Company has launched its new generation tractors Arjun 605 DI at the Kandivali plant. - The Company and French car maker Renault have signed an agreement to explore the possibility of using Renault petrol engines for M&M's planned Scorpio utility vehicle. - The Company has launched a fresh voluntary scheme for employees in its tractor division. The Scheme will open on June 8 and will continue till July 31. - The Company is set to launch its 2.5-litre multi-utility vehicle, Bolero. - The Company launched the 39 HP and 40 HP models of its `Bhoomi Putra' range of tractors. 24
  26. 26. - The Company has entered into a technical alliance with Austrian engine manufacturer AVL list GmbH for production of light commercial vehicles of 3.5 tonne capacity. - M&M will launch the LCV under the `Loadking' name in January next year. - M&M has launched its first 60 HP class tractor Arjun 605 DI here, will from now roll out a new mode very six months. - The Company the utility vehicle market leader, launch of its latest UV, the Bolero GLX. - The Company will launch Scorpio, its urban utility vehicle, by the end of the year. - The Company has launched the first of its new series of "Horizin Tractors", the Mahindra "Arjun 605 DI" in Andhra Pradesh. - The Company launched diesel version of Bolero in a short time. - Mahindra & Mahindra is to go for a expansion, keeping pace with its plans for the introduction of new models, including the Scorpio. - Mahindra & Mahindra is likely to introduce agricultural related implement and equipment in the near fugure. - Mahindra and Mahindra Limited (M&M) launched yet another range of new generation tractors to grab a large share of an emerging mature market. - The Company has launched its fourth portal business with an investment of $1 million. - Mahindra Intertrade, subsidiary of Mahindra & Mahindra, has launched a steel trading portal, steelmartindia.com. 25
  27. 27. - Fitch Ratings India has assigned `Ind AAA' rating to the proposed five-year Rs 100-crore non-convertible debenture programme of the company. - The Board has approved an ESOS and decided to allot 55,24,219 No. of equity shares to the Mahindra & Mahindra Employee Stock Option Trust. 2001 - The Company has set up a farm extension services division called Mahindra Shubh Labh, which will pioneer the building of a chain of one-stop shops offering a comprehensive range of farm-gate services. - Mahindra Intertrade, the largest non-automotive company of the Mahindra & Mahindra group, has entered into a distribution alliance with Lego. - Mr. Anand G. Mahindra has been appointed as Vice-Chairman and Managing Director. - Mahindra & Mahindra is set to launch three new variants of its utility vehicle Bolero to boost its presence in the urban segment. - The strike at the company's Nashik automotive plant which began on March 4, has been called off with effect from 8th March. - Credit Rating and Information Services of India Ltd. has revised the rating assigned to the company's long-term debentures to `AA+' to `AAA'. - Mahindra & Mahindra has tied up with French auto giant Renault for sourcing petrol engines for its premium utility vehicle Scorpio which would be launched later this year. -The price of Mahindra & Mahindra Ltd (M&M) shares hit a 92-month low on the 26
  28. 28. Bombay Stock Exchange (BSE) on june 14 fuelled by market apprehensions of a steep fall in the company’s sales in May 2001 - Mahindra & Mahindra launched the premium version of its 7 seater multi-utility vehicle, Bolero GLX. 2002 -Mahindra & Mahindra Ltd has informed BSE that ICICI Bank Ltd has withdrawn the nomination of Mr Inder Chand Jain as their Nominee Director from the Board of M& M with immediate effect.Consequently Mr Inder Chand Jain ceases to be a Director of Mahindra & Mahindra Ltd with immediate effect. -Mahindra & Mahindra Ltd has informed BSE that Mr. David Friedman (currently the Alternate Director to Mr.Lewis W. K. Booth) has been appointed as a Director of the Company w.e.f. October 30, 2002 in the vacancy caused by the cessation of Directorship of Mr. Lewis W.K. Booth. Mr. V.K. Chanana has been appointed as a Nominee Director of UTI w.e.f. October 30, 2002 in place of Mr. Sanjiv Kapoor whose nomination has since been withdrawn by UTI. 2003 -Unleashes MaXX Pik Up utility vehicle - Signed an agreement with Canara Bank . Where in, Canara Bank will provide loan to those farmers who are willing to buy Mahindra's tractors and other farm implements. - Mahindra and Mahindra Ltd on December 24th showcased its new products, Bolero XL and Bolero XLS, for prospective customers in Karnataka. 2004 27
  29. 29. -Mahindra & Mahindra delisting of shares from DSE -M&M launches two variants of Bolero utility vehicle in TN -The former managing director of Rallis India, Mr Rajeev Dubey, is joining Mahindra & Mahindra Ltd (M&M) as Executive Vice-President (Human Resources & Corporate Services). Mr Dubey has previously held senior positions at Tata Steel and was the managing director of Tata Metaliks. -Auto giant Mahindra and Mahindra has launched its latest variants of Bolero XL range here on January 19, 2004, thus heralding its launch across the State. -M&M enters into agreement for acquiring majority stake in US based Bristlecone Inc -Mahindra & Mahindra Ltd has informed that the equity shares of the Company have been delisted from Pune Stock Exchange Ltd w.e.f. January 16, 2004. -M&M unveils innovation matrix to enhance performance -Mahindra Special becomes M&M's new IT unit -Equity shares delisted from Madras Stock Exchange - Tied up with an Iran-based company Barchinkar for localising M&M tractors in the Iran market - Mahindra Tractors in accord with Castrol -M&M rolls out India's first turbo tractor -Mahindra & Mahindra Ltd has informed that HSBC Global Investment Fund has acquired 3,99,825 equity shares of the company through market on May 17 28
  30. 30. -- Andhra Bank has announced that it has joined hands with Mahindra Tractors for financing the distribution of tractors through the bank branches across the country -Mahindra & Mahindra (M&M) has forayed into the Latin American markets through the opening of an assembly line in Uruguay -Mahindra & Mahindra Ltd (M&M) on announced its foray into the South African automobile market -Hemant Luthra to head M&M's new MSAT Sector -Dena Bank inks MoU with M&M for tractor loans 2005 - Mahindra & Mahindra tractors' top dealer in the US has become the largest tractor dealer in the US, muscling past dealers of John Deer, New Holland and Kubota. -M&M forays into Australian tractor market on February 14, 2005. -Mahindra & Mahindra Ltd (M&M) launches its Common Rail Diesel Engine (CRDEe) fitted-Scorpio, which conforms to BS III emission norms on February 22, 2005, -Mahindra & Mahindra executes JV Agreement with Renault -Scorpio unveiled in Malaysia on May 4, 2005 -M&M, Renault ink MoU to set up Rs 550 crore car manufacturing plant in Nasik -M&M introduces new pick-up vehicle on July 6, 2005 29
  31. 31. -Mahindra unveils 3-wheeler cargo carrier Champion Alfa model -Mahindra & Mahindra inks a JV with International Truck & Engine Corporation, USA -Mahindra & Mahindra enters into agreement with Plexion Technologies, Mauritius -M&M has signed a memorandum of understanding with the Saigal family of Pakistan for exporting tractors to that country.. -Mahindra & Mahindra has given the Bonus in the Ratio of 1:1 2006 -M&M unleashes Scorpio Pik-Up in South Africa -M&M unveils three-wheeler car -M&M Hingna unit enters into new new wage agreement - Mahindra & Mahindra Ltd on Oct 11,2006 signed a agreement with ITMCo (Iran Tractor Manufacturing Co) to sell tractors in Iran. The agreement was signed in Tehran. -Mahindra & Mahindra (M&M) and French automaker Renault have joined hands yet again to establish a greenfield passenger car manufacturing plant in India within five years. - Mahindra & Mahindra inks deal with Global Vehicles USA Inc 30
  32. 32. 2007 - Mahindra & Mahindra acquires a leading German Forging Company Schoneweiss & Co. GmbH. - Mahindra unveils new Bolero in Gujarat. -Mahindra and Mahindra (M&M) has launched the line of sports utility vehicles (SUV) and pick up trucks that it plans to begin selling in the United States starting from 2009. - M&M unveils Mahindra Pik-Up in Australia. -The latest product from Mahindra Defence Systems, the Axe FAV is an extreme offroading multi terrain defence purpose vehicle. 2008 -Mahindra & Mahindra acquires renowned Italian design house, GRD Italy. 2009 - Mahindra & Mahindra unveiled its fourth generation Scorpio at an unbeatable price. - Mahindra & Mahindra (M&M) signed a memorandum of understanding with the State Bank of Bikaner and Jaipur (SBBJ) for vehicle finance. - Mahindra launches luxury sedan XYLO - M&M enters retail space with Mom & Me - Mahindra sold 1,788 XYLOs in two weeks 31
  33. 33. - M&M signs pact with State Bank of Bikaner - Mahindra gets order for 15,000 Xylo in three months 2010 - Mahindra & Mahindra has hiked prices of its products by up to Rs 18,000 due to the in excise duty announced in the Budget. - Anand Mahindra, vice-chairman and managing director, M&M, is keen on attaining companies that boost M&M’s global aspirations. This can be done by giving a combination of facilities, technology and dealer network. Meanwhile, M&M came out as the ideal bidder for getting hold of a majority stake in Ssangyong Motor Company (SMC). - Mahindra & Mahindra announced its entry into the heavy commercial vehicle segment in partnership with Navistar Inc of the U.S. - M&M launched new mini-truck Maxximo - Mahindra & Mahindra and Mitsubishi Agricultural Machinery tie-up to deliver FarmTech prosperity - Mahindra & Mahindra (M&M) announced that Mahindra Tractors has sold onelakh tractors in 2010. - Mahindra & Mahindra Finance Services Limited (MMFSL) launched its new loan against gold product in Kerala, which has been specifically designed in order to provide liquidity against gold ornaments without selling them. - Mahindra FirstChoice, TVS group in tie up 32
  34. 34. -Company has splits its Face value of Shares from Rs 10 to Rs 5 2011 - Mahindra & Mahindra - Mahindra launched ‘Genio' - India's Next Generation Pick Up - Mahindra & Mahindra - Mahindra announces entry into Micro Irrigation Business - Mahindra Satyam signs ERP contract with Omran - Mahindra Group signs strategic alliance with Cisco Systems - Mahindra & Mahindra - India Mahindra & Mahindra Ltd. completes acquisition of a majority stake in SsangYong Motor Company - Dr. Pawan Goenka appointed Chairman of SsangYong Motor Company. - Mahindra & Mahindra - Mahindra launches 'Verito' the Logan with Mahindra badge - Mahindra & Mahindra - Mahindra launches the ‘New Bolero SUV' - Mahindra & Mahindra - Mahindra launches a New SUV - XUV500 2012 - Mahindra and Mahindra had acquired Ssangyong Motor Company, a South Korean SUV maker, almost a year ago and are now planning to set up a assembly plant and invest Rs 800 crore over next 3-4 years - Mahindra and Mahindra wins arbitration award and class action suit against global vehicles 33
  35. 35. - Mahindra & Mahindra has entered the Kenyan passenger vehicles market with the launch of their utility vehicles, XUV500 and Scorpio. Other vehicles include pickup range, Genio and Maxximo mini-truck - Mahindra & Mahindra Ltd said that the company has signed an agreement with Telephonics Corporation to form a joint venture, named as Mahindra-Telephonics Integrated Systems Limited. - Mahindra Ugine inked joint venture with Sanyo Special Steel & Mitsui & Co. Ltd. names new venture as Mahindra Sanyo Special Steel Pvt Ltd. 2013 - Auto major Mahindra and Mahindra has inked partnership with online shopping portal, Snapdeal.com to sell its two-wheeles on the site. - Mahindra launches new visual identity reflecting modernity and dynamism - Mahindra & Mahindra Ltd - Mahindra launches the Verito Executive edition 34
  36. 36. Mission Statement:- To create India's largest automobile and automobile-related products distribution network by providing dealers and customers with the largest choice of unique world-class products and services. “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” -ANAND MAHINDRA Vision Statement: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 M&M Ltd. known worldwide for the quality of its product and services. Mahindra wants to be among the top 10 automotive brands in the world. "The lifecycle of automotive products is reducing very fast," he says. "The customer is very demanding and his needs are changing rapidly. For driving growth in business, we need a new product pipeline." Increasingly, Mahindra is positioning itself to engineer those products by itself. It is even feeling emboldened to take calculated risks, as it did with the XUV500's infotainment system, which also faced some teething troubles. "We got too aggressive in bringing a very advanced entertainment system to India," says Goenka. "We could have taken a safe route of bringing something that's triedand-tested and stayed a generation behind." When the issues with the XUV500 came to light, a cross-functional team of 15-20 members, led by senior officials from R&D, purchase, servicing and quality worked with a German consultant to 35
  37. 37. address them. "It was important to understand customer issues for future vehicle programmes," says Mahesh Babu, part of the XUV 500 team. "Sometimes, it was quality, design or just a freak application outside the design boundaries." He adds that the company's response time to customers has reduced considerably. Most of Mahindra's R&D spends in 2012 went into launching new product and engine refreshes, including Quanto and E20. It also included expenses on its integration efforts with Ssangyong. "Ssangyong is jointly developing fuelefficient smaller engines with Mahindra, but M&M still has a long way to go," says Mahantesh Sabarad, analyst at Fortune Financials. "Currently, its six engines in the range of 1 to 1.6 litre, including petrol and diesel, are being developed with Ssangyong to power some of the proposed new launches." Auto sourcing is a lot about deriving economies of scale. If Mahindra was to work on the six-engine platform on its own, it would be able to do volumes of up to 80,000 annually. With Ssangyong as partner, and suppliers from Korea and India, Mahindra can produce about 300,000 engines per year. "It will not be enough," says Ramakrishnan of Frost and Sullivan India, adding that improving quality should be the company's first priority. Pravin Shah, CEO, automotive, M&M, calls quality a 'relative term’. “We make value-for-money products," he says. "Consumers do not see quality in isolation; it's an entire value proposition." And Mahindra is chipping away at it. 36
  38. 38. Long term objectives :Anand Mahindra, vice chairman and MD of Mahindra Group, believes the team has a long way to go to reach its full potential. And apart from "establishing themselves as a force in the circuit and further enhancing the reputation of the country in the sport, "Mahindra's long-term goal is to start a programmer through which Indian riders can be nurtured for the big league. "That is indeed our long term goal," says Mahindra. "But that is for later. My belief is that we can't nurture riders if we don't know the game ourselves. "We want to establish ourselves as one of the strongest teams in the circuit and then we will slowly bring up Indian riders. Of course, slowly we will graduate to Moto2 (250cc). That's the next logical step," he adds. "We are just two races old and it's great that we already made a mark by scoring our first points. But there is a lot more to do in this season itself," says Mahindra. "Our riders, Danny Webb (of England) and Marcel, are very experienced in the circuit. Last Sunday's race was proof enough of their quality. As a manufacturer, we are glad that we were able to provide the riders the best hardware possible. That was my primary concern," he added. The Mahindra bikes were indeed competitive in wet conditions at Jerez on Sunday with Webb setting sights on a top-10 finish before he crashed out. Schrotter, the junior rider in the team, took over though. Starting 23rd on the Grid, the 18-yearold German made his way through the field to finish 13th. Schrotter, who is in his fourth year in the 125cc Championship, was very happy with the bike's performance after the race. "It is very competitive and was handling very well too. We have small work here and there. For instance, improvement has to be made during braking and that should save us more time. But in a few races, if we keep improving at the same rate, we would be fighting for podiums," said Schrotter. 37
  39. 39. Small improvements is what we are looking at now, adds Mahindra. "The big improvement we have made so far was to bring down the weight of the bikes as it will save us valuable time. One area in particular is the new titanium exhaust system which saves a few pounds. As the season goes on we will further develop the bikes," promises Mahindra. And he expects a lot more from his senior rider Webb. "Webb is just 19 years old. But he is a veteran in the circuit already and is very talented. He probably pushed the bike a little too much last Sunday and I am sure he has learnt from his mistake. He was very disappointed that he couldn't score the team's first points and has promised to make amends in the coming races," smiles Mahindra. 38
  40. 40. Various companies of automotive under Mahindra Group:1) Mahindra and Mahindra Automotive Division 2) Mahindra Graphic Research Design 3) Mahindra Navistar Automotive 4) Mahindra Navistar Engines 5) Mahindra Reva Electric Vehicle 6) Mahindra Vehicle Manufacturer 7) SSANGYONG Motor Company 8) Mahindra Trucks and Buses 39
  41. 41. 1) Mahindra and Mahindra Automotive Division:Mahindra & Mahindra is the flagship company of the Mahindra Group. Established in 1945, our core automotive and farm equipment businesses have grown into market leaders whose triple bottom line ethic is driving industry trends towards technological innovation, social responsibility, and constantly improving customer satisfaction. Over the years, we’ve spun off into new ventures in order to better meet the needs of our customers, expanding into automotive and non-automotive components, Information technology, Financial services, and energy. We operate in a federated structure so that each business can take risks and grow on its own and simultaneously leverage synergies across the entire Group’s competencies. We’ve been the leader in utility vehicle for over fifty years, since we built the first Willys jeeps under license on Indian soil in 1947. Today, our portfolio comprises a wide spectrum of vehicles from two wheeler to heavy Trucks, SUVs to school buses. Our services include maintenance and repairs, customization, providing spares, and manufacturing and engineering. We’re opening a new organized-sector market for pre-owned cars and expanding into foreign markets including the United States and Europe. 40
  42. 42. 2) Mahindra Graphic Research Design:- Formed in 2008, Mahindra Graphic Research Design specializes in consulting on automotive style, engineering, CAE (Computer-Aided Engineering), and project management. Based in Beinasco, Italy, we consult with many European and global automotive clients to create striking designs and support engineering. Our style consulting services begin with a brand analysis to understand and then shape brand identity. We offer concept definition for two wheeler’s, passenger vehicles and light and heavy trucks. Next, we help with engineering processes including the part design of BIW (body in white), exterior and interior trim, and the instrument panel. We use CAE to model static and dynamic qualities, lifetime wear and tear, safety, and autoform and moldflow manufacturing processes. We also build prototypes and provide support for regulatory, plant process, and part manufacturing compliance. Finally, we offer project management services from project development to product to market support. 41
  43. 43. 3) Mahindra Navistar Automotive:- In 2005, Mahindra & Mahindra entered into a joint venture with Navistar Inc USA, and Mahindra Navistar Automotive set out to build a range of indigenously developed commercial vehicles for Indian terrain. Six years later, we’re still creating and developing Light Commercial Vehicles (LCV) and Heavy Commercial Vehicles (HCV) that continue to set the standards. We manufacture a wide range of LCVs and HCVs that are rugged, reliable, environmentally friendly and fuel-efficient. Designed ground-up in India with technological assistance from Navistar Inc (USA), a market leader in trucks and buses in the USA and the world’s largest mid-range engine manufacturer, our trucks are created to fulfill requirements that are specific to your needs. Our new state-of-the-art plant at Chakan, near Pune, is staffed by 800 highly trained technicians, engineers, and specialists, and stretches over 700 acres. Our constant drive to improve means that our range of trucks is not only high on performance, but also low on maintenance. With rigorous tests to ensure high performance even in the toughest of conditions and features that will make your journey comfortable no matter how far you’re going, our trucks will help you prosper in your business. Whether it’s goods, people or dreams, our trucks move it all. 42
  44. 44. 4) Mahindra Navistar Engines:- In 2007, we formed Mahindra Navistar Engines (MNEPL) through a joint venture with Navistar Inc, USA to produce diesel engines for medium and heavy commercial vehicle in India. Navistar Inc is North America’s largest integrated truck and engine manufacturer and the technology leader in emissions control. Our partnership integrates the best of their expertise with ours to bring India better, tougher, and cleaner engines. Our plant at Chakan has an installed capacity of 45,000 engines per year. We’ve already localized 70 percent of our engine components through 42 vendors. Our engines are extensively validated for over 18,000 hours. We’ve tested them for 1.5 million km under different geographic conditions to make sure they will deliver the best performance for both on and off highway applications. Our first engine, the six cylinders, 207 HP Maxxforce engine, is already powering 25 and 49 to Mahindra Navistar Trucks on long distance hauls. The Maxxforce platform ranges from 180 HP to 310 HP and is available in both mechanical and electronic variants. The electronic common-rail Generation 3 version is the most advanced engine available on Indian roads. MNEPL is poised to grow to market leadership over the next few years. Through exceptional dedication to quality and knowledge of the Indian market, we are committed to developing a robust engine business that will improve truck performance-and prosperity-for many Indian businesses. 43
  45. 45. 5) Mahindra Reva Electric Vehicle:- The concept of mobility is in the midst of significant change, driven by environmental concerns, oil economics, rapidly changing consumer needs, development of new technologies and integration of multiple disciplines in developing mobility solutions. Sobering facts like rising fuel costs and rapid urbanisation are just some of the reasons why the world is looking to newer, superior mobility solutions. The future of the automotive industry is electric. As we worry about climate change, energy security, and the price of oil, technological improvements are making electric cars ever cheaper and more convenient. We acquired a majority stake in the Reva Electric Car Company in 2010 to advance the design and production of electric cars worldwide. By integrating Reva’s electric car technology with our own leading engineering, we can build higher performance electric vehicles that satisfy customers’ demand both for better lifestyles and a healthy environment. At Mahindra REVA, we are constantly seeking solutions to issues that range from the kind of products that will define the future and the technologies that will go into these vehicles to the intelligence that these vehicles will possess and the way they will be manufactured. These questions are shaping our vision of the Future of Mobility. The advanced vehicles of the future will not only offer unmatched features, safety, and convenience. They will also be clever and environmentally friendly. The increasing fusion of electronics and IT with automotive technologies will give rise to vehicles with advanced intelligence and connectivity. Other developments in distribution models, financing options, flexible ownership models, personalisation 44
  46. 46. of vehicles and greater choices across the ecosystem will further alter the entire experience of interacting with the mobility ecosystem. As a total systems solution provider, we develop all our Electric Vehicle (EV) systems in-house. We are pushing EV technology to the next step to create better energy management, faster charging, and advanced telematics. We offer innovative electric vehicles and mobility solutions, technology licensing, and licensed manufacturing and distribution. We’re well established as a major global player with the largest deployed fleet of electric cars on the road today. We’ve sold around 1,800 electric vehicles in Europe, and more than 1,700 are on the road across Asia and Central and South America. In total, we’re present in 24 countries worldwide and growing. The Mahindra Group’s manufacturing expertise and wide global distribution network will help Mahindra Reva scale up production and spread green technology across the globe. In 2012, we inaugurated a new plant in Bangalore, with the capacity to build 30,000 vehicles per year. In keeping with our commitment to clean technology, the plant received a Platinum rating from Indian Green Building Council (IGBC). The new facility harvests rainwater, uses natural light and ventilation, and harnesses solar energy for electricity and heating. With this clean manufacturing process of clean vehicles and a battery recycling program, our electric cars aim to have the lowest dust-to-dirt carbon footprints in the automotive world. In 2007, Reva was named one of India's Coolest Companies by Business Today We received the 2008 Frost and Sullivan Powertrain Company of the Year award for excellent sales volume, market penetration, and customer satisfaction. And in 2009, Business Week voted our founder and Chief Technology Officer, Chetan Maini, one of India's top 50 most influential people. In 2010, the Reva-i was crowned Car of the Year at the Overdrive & CNBC TV 18 awards. In 2013, we were named amongst the Top 50 most innovative companies in the world by Fast Company. 45
  47. 47. 6) Mahindra Vehicle Manufacturers:- Mahindra Vehicle Manufacturers was set up in 2007 to push our technology to the edge. We designed and built a greenfield facility at Chakan, near Pune, Maharashtra, to integrate the best in technology, environmental sustainability, social responsibility, and operational excellence. Spread across 700 acres and planted with approximately 10,000 trees, Chakan offers a flexible and eco-friendly manufacturing layout for multiple Multi-Purpose Vehicles (MPVs), sport utility vehicles (SUVs), and commercial vehicle that allows us to respond rapidly to changing customer needs. With a current capacity of 3.2 million vehicles per year and a future-ready expandable module setup, we have the flexibility to constantly innovate and adapt to changes in market demand or customer requirements. We currently manufacture Mahindra & Mahindra’s entire medium and heavy commercial vehicle range from the 0.75 ton Maxximo to the 49 ton Mahindra Navistar Trucks. The new Global SUV and Pik-Up range will also be manufactured here. Our staff of over 2,000 is highly trained in the fields of mechanical, electronic, civil and electric engineering as well as paint technology. We partner with two regional tribal Industrial Training Institutes (ITIs) to facilitate a match between educational quality and content and industry demands. Our partnership has resulted in periodic faculty training sessions, a restructuring of the curriculum, and the recruitment of 173 students to an apprenticeship training scheme by 2011. We also maintain our own residential training centre which provides a month-long training to the selected trainees before they initiate work at the shop floor. 46
  48. 48. We use solar energy and waste heat from the oven exhaust to power activities in the paint shop, reducing our consumption of gas and electricity for an overall reduction of 3,500 tons of CO2 per year. A cluster of 70 solar dishes provides the energy for cooling the paint used for the vehicle bodies. And by recycling waste water through reverse osmosis and multiple effect evaporation, we achieve zero water discharge across the entire plant. 7) SSANGYONG Motor Company:- The Ssangyong Motor Company joined Mahindra & Mahindra in 2011. Founded in 1954 as the Ha-dong-hwan Motor Workshop, Ssangyong is today a major player in the South Korean utility vehicle space and enjoys a market presence in more than 90 countries. Based in Pyeongtaek, South Korea, Ssangyong is more than 4,800 people who are passionate about cars. In the 1960s, we built Korea’s first large buses and began exporting them in 1966. In the 1970s, we expanded into specialized trucks from buses to fire trucks. We welcomed the era of four-wheel drive with new independently developed platforms, the Korando, and Musso, in 1993. In 1997, we introduced the Chairman, one of Korea’s leading luxury sedans. Today, we are a leader in SUV’s with a full product line including RextonII Kyron, Kerando, Actyon and Actyon sports. We also offer sedan and MPV product lines, Chairman and Rodius. 47
  49. 49. We’re currently focusing on strengthening our global competitiveness by producing environmentally friendly engines. We’ve developed an eco-friendly diesel common rail engine to conform to the EURO5 standards. We are also designing an engine to comply with the EURO6. In the next few years, we plan to strengthen our global distribution network. We have already set up local head offices and parts centers in Europe. We believe that emerging markets are the key to sustainable growth, and we are building local bases in markets such as Central America, Eastern Europe, Africa, China, and India. In addition to our focus on green technology and developing markets, we look forward to capitalizing on our new relationship with Mahindra & Mahindra. Both known for our SUV’s, we can strengthen our positions in the SUV market through technical cooperation and shared expertise. 48
  50. 50. 8) Mahindra Trucks and Buses:- Indian roads can be more than a little challenging thanks to wide variation in terrain, inclement weather, and a large percentage of unpaved or unmaintained routes. To succeed, you need a transportation solution that can handle it all. We designed Mahindra trucks from the ground-up in India to excel in Indian conditions, so that you have a more than able partner in your business. At the core of our Heavy Commercial Vehicle range are our revolutionary MaxxForce engines. These state of the art engines deliver high performance at high fuel efficiency and meet EPA and Euro emissions standards. Join us at the cutting edge of pro-environment business solutions. Our trucks come in multiple sizes, depending on the load carrying capacity. A strong and durable suspension, rugged chassis aggregates, robust brakes, and heavy duty axles to handle its superior torque, are designed to be low maintenance and easy to repair. Coupled with best-in-class ride and handling, and low turning radius for excellent maneuverability and generous cabin space - this makes for a pleasant ride for you and a passenger. In addition we also offer buses and special vehicles through our Tourister range of vehicles We meet both Indian and European safety standards to make sure you’re safe even in adverse driving conditions. 49
  51. 51. Strategic management process: A. Strategic formulation B. Vision & mission C. Opportunities & threats D. Long term objectives E. Alternative strategy F. Strategy selection Strategy implication:The Mahindra Group has a new tagline, which reflects a new strategy. It's a call to action a core purpose that will galvanize employees, customers and stakeholders in coming together to form a more cohesive, formidable unit. The Mahindra brand logo will read as Mahindra Rise from here onwards. This tagline is the acceptance of no limits in creativity, alternative thinking and drive positive change. This is not some corporate branding but a new strategic move that will cost the Mahindra Group Rs 120 crore over the next three years. It will strengthen Anand Mahindra's federation of companies. This is a strategic move. The Global Recruit Program from the Mahindra Group empowers you to learn and experience firsthand the challenges and opportunities presented by a changing world and an evolving global economy by working with one of India’s biggest and most dynamic corporate houses. At Mahindra, you will be placed in positions of real time responsibility and operations, where you will be enabled and encouraged not only to participate in actual day to day operations, but also make strategic decisions that have significant strategic implications on Mahindra’s national and global business operations. All in an atmosphere that constantly encourages you to use your learning and education to come up with your own ground breaking ideas and initiatives. In the 21st century, the focus of the world will be on the emerging markets of Asia and the economies powered by the aspirations and energies of their billions. In such 50
  52. 52. a 'flat' world, experience in countries like 'India' instead of being considered a plus, will rather be mandatory, and your success in the global marketplace of the future will depend on whether you have this knowledge or not. The Office of Strategy Management, or OSM for short, is an internal consulting agency which is responsible for ensuring a robust strategy cycle across the group with research and developmental activities focused on identifying and pursuing cross sector business initiatives. In addition to heralding corporate outreach and promotional activities and serving as a sounding board for the management board and the top brass, it is focused towards an active promotion of best practices and collaborations across the organization. The OSM forms the focal point of the entire program, as a platform for the period of your working association with the Mahindra Group, and as a classroom for your knowledge assimilation while on the job. 51
  53. 53. Annual objective Company tracks the objectives and targets laid out in the road map of the triple bottom line approach. Various green projects have been implemented by your Company in the areas of abatement of air pollution, recycling and reduction of water and Solid Waste Management in accordance with world class Green supply chain standards. Your Company’s commitment to the environment stems from the Mahindra Group’s abiding concern for all stakeholders of society. We have various annual objective plans: Investor relation In line with the best practices aimed at fostering improved investor relations, our Company engaged with investors in many ways, including one on one meetings, attendance at investor conferences, regular quarterly earnings calls and annual analyst meet during the year. New technology, including telepresence and webcasting enabled in our Company to reach out to a large number of investors. our Company interacted with over 550 Indian and overseas investors and analysts from a wide cross section of the investment universe during the year. Several investor/analyst interactions with the Chairman & Managing Director and Business Heads were organised during the year. our Company won top awards/ ranking in various investor relations categories from Thomson Reuters Extel Survey for 2011 (awarded in June 2012) and from Institutional Investor, Asia, for the year 2012. A user friendly investor relations page on the Company’s Corporate Website ensures the benefit of easy access to relevant information for Investors. In future we will try to give our effort and encourage to investor to invest our company. 52
  54. 54. Industrial relation Our Company has focused on propagating proactive and employee centric shop floor practices, quick grievance resolution mechanisms and alignment to overall business goals, thus ensuring that there was no loss of production in the Financial Year 2013. As a result of propagating employee engagement as a business imperative, Financial Year 2013 recorded the highest production figures in the history of the Company. Over the last few years, your Company has placed significant emphasis on enhancing capabilities at the shop floor, beyond merely technical skills. Operators are trained and encouraged to generate ideas for resolving quality concerns, reducing cost, improving safety and efficiency. For the year under review, the workmen generated over 19 ideas per person towards this cause. Safety, Occupational Health and Environment Company has a well-established Safety, Occupational Health & Environmental Policy (“SH&E Policy”) in line with the National Safety, Occupational Health & Environmental Policy. The safety and occupational health of employees is a major area of focus for the Company. The SH&E Policy, inter alia, covers the safety of all stakeholders, ensures compliance on a monthly basis and imparts necessary education and training to all employees and stakeholders. External surveillance audits of the facilities as per legal and other requirements are conducted regularly. Internal and external medical check-ups of employees and contractors are conducted. Company tracks the objectives and targets laid out in the road map of the triple bottom line approach. Various green projects have been implemented by your Company in the areas of abatement of air pollution, recycling and reduction of water and Solid Waste Management in accordance with world class Green supply 53
  55. 55. chain standards. Your Company’s commitment to the environment stems from the Mahindra Group’s abiding concern for all stakeholders of society. Corporate Social Responsibility: Mahindra’s Corporate Social Responsibility (“CSR”) is committed to ‘building possibilities’ for socially and economically communities to enable them to ‘RISE’ above their limiting circumstances. Some of the major objective the Company has undertaken in India during the Financial Year 2013 are described below: 54
  56. 56. Project Nanhi Kali:Nanhi Kali, which supports the education of the disadvantaged girl child, has been the flagship programme of the K. C. Mahindra Education Trust (“KCMET”) since 1996. The Nanhi Kali sponsorship provides underprivileged girls with academic support classes where concepts of Maths, Science and Language are taught to the girls. In addition, the girls are provided with material support including uniforms, school bags, shoes, socks and stationery which allow them to attend school with dignity. In the Financial Year 2013, 7,414 individuals and corporates donated Rs. 22.65 crores to the Nanhi Kali Project, enabling the Project to support the education of 78,338 underprivileged girls across 9 states of India. The largest donor is the Mahindra Group, which supports the education of 29,702 Nanhi Kalis. This initiative has had a significant impact in terms of increase in learning outcomes by 10% and curtailing drop out of girls from school to less than 10%. 55
  57. 57. Mahindra Pride Schools:- The Mahindra Pride Schools through their one-of-a-kind livelihood training programmers continue to take forward their vision to completely transform youth from socially disadvantaged communities by training and placing them in high growth service sector careers. The last Financial Year witnessed the setting up of the 5th Mahindra Pride School in Srinagar in October 2012, where the 1st batch of students braved extreme weather and socio-political unrest to complete their training and are now ready to be placed. In the Financial Year 2013, a total of 2,605 Scheduled Caste/Scheduled Tribe students received intensive training at the 5 Mahindra Pride Schools in Pune, Chennai, Patna, Chandigarh and Srinagar. Areas of training included Hospitality Craft, Information Technology Enabled Services (ITES – for BPOs and KPOs) and Customer Relationship Management. The total number of Mahindra Pride School students trained till date is 5,666. Post training, the Mahindra Pride School students have been recruited by food chains such as McDonald’s, Pizza Hut, KFC and Café Coffee Day, 5 star Hotels such as Hotel Le Meridien, Department Stores such as Westside, Mom & Me and BPOs & KPOs such as Bajaj Allianz, Syntel, HCL, TCS, Dell, Cognizant, Tech Mahindra 56
  58. 58. and Mphasis. There has been 100% placement of students in lucrative jobs and a consistent increase in average salary per batch. The average salary is currently over Rs. 10,000 per month. Scholarships and Grants:Every year Mahindra rise spend crore rupees to prove better education to society which is main objective of Mahindra rise. The programmes are Mahindra All India Talent Scholarships Instituted in 1995, Mahindra All India Talent Scholarships (“MAITS”) are awarded to students from lower socio economic strata to enable them to pursue a job oriented diploma course at a recognized Government Polytechnic Institute in India. Approximately 500 scholarships are given every year to students who undergo a three year course. In the Financial Year 2013, 550 students were awarded the MAITS leading to a disbursement of Rs. 91.43 lakhs. MAITS has been awarded to 6,354 students till date. 57
  59. 59. K. C. Mahindra Scholarships for Post-Graduate studies abroad:- In the Financial Year 2013, 44 students were awarded a scholarship of Rs. 2 lakhs each. Recipients will be doing their post-graduation in a wide range of subjects like Computer Science and Engineering, Mechanical Engineering, Electrical Engineering, Chemical Engineering, Economics and Law and had received admission in renowned universities like Harvard Business School, Yale, Stanford, Massachusetts Institute of Technology, Carnegie Mellon, London School of Economics, etc. Further, the K. C. Mahindra Fellows Fund awarded scholarships of Rs. 24 lakhs to the top 3 candidates (a maximum scholarship of Rs. 8 lakhs each). The total number of scholarships given till date is 1,070. 58
  60. 60. K. C. Mahindra United World Colleges (“UWC”) Scholarships:- Till date 86 students have benefited from the K. C. Mahindra UWC Scholarship enabling them to study at the United World Colleges, and in particular, the Mahindra United World College. KCMET has disbursed a total of Rs. 655.31 lakhs in the form of these scholarships. During the Financial Year 2013, 12 students were given scholarships amounting to a disbursement of Rs. 69.31 lakhs. Mahindra Search for Talent Scholarship:- This scholarship which rewards excellence in academics has been set up in 35 institutions in India. In addition, students who receive the Mahindra Search for 59
  61. 61. Talent Scholarship for two consecutive years also receive the Honours Scholarship Award comprising a cash prize of Rs. 5,000 and a citation from the Trust. B. Policies The Indian economy performed poorly in the Financial Year 2012-13. Faced with economic turbulence abroad and an unsupportive policy environment at home, industrial activity slowed steadily through the year, critical infrastructural projects stalled and private corporate investments lost much of their dynamism. A weak south-west monsoon added further stress. Company follows a prudent financial policy and aims to maintain optimum financial gearing at all times. The Company’s total Debt to Equity Ratio was 0.24 as at 31st March 2013. In January 2013, the Government of India announced a policy for partial deregulation of diesel prices. In line with this policy and market dynamics, the diesel – petrol price gap has narrowed from Rs. 30 in Q1 F13 to Rs. 21 in Q4 F13. This will impact the cost of ownership and may have an impact on the demand of your Company’s products, as almost all its products are diesel powered. Remuneration Policy:While deciding on the remuneration for Directors, the Board and the Governance, Remuneration and Nomination Committee takes into consideration the performance of your Company, the current trends in the industry, the qualification of the appointee(s), their experience, past performance and other relevant factors. The Board/ Committee regularly keeps track of the market trends in terms of compensation levels and practices in relevant industries. This information is used to review the Company’s remuneration policy from time to time. 60
  62. 62. II. Remuneration to Non-Executive Directors for the year ended 31st March 2013:The eligible Non-Executive Directors are paid commission upto a maximum of 1% of the net profits of the Company as specifically computed for this purpose. During the year under review, the Non-Executive Directors were paid a commission of Rs. 172.99 lakhs (provided in the accounts for the year ended 31st March 2012), distributed amongst the Directors. Whistle Blower Policy:- Our Company promotes ethical behavior in all its business activities and has put in place a mechanism wherein the Employees are free to report illegal or unethical behaviour, actual or suspected fraud or violation of the Company’s Codes of Conduct or Corporate Governance Policies or any improper activity to the Chairman of the Audit Committee of the Company or Chairman of the Company or Corporate Governance Cell. The Whistle Blower Policy has been appropriately communicated within the Company. Under the Whistle Blower Policy, the confidentiality of those reporting violation(s) is protected and they are not subject to any discrimination. No personnel has been denied access to the Audit Committee. Our Company has not adopted the other non-mandatory requirements as specified in Annexure I D of Clause 49. 61
  63. 63. Principle-wise (as per NVGs) BR Policy/policies The Business Responsibility Policy (“BR Policy”) encompassing the following 9 principles as per the National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business (NVGs), duly approved by the Board, is in place. This policy is operationalized and supported by various other policies, guidelines and manuals. 1: Businesses should conduct and govern themselves with Ethics, Transparency and Accountability. 2: Businesses should provide goods and services that are safe and contribute to sustainability throughout their life cycle. 3: Businesses should promote the wellbeing of all employees. 4: Businesses should respect the interests of, and be responsive towards all stakeholders, especially those who are disadvantaged, vulnerable and marginalized. 5: Businesses should respect and promote human rights. 6: Business should respect, protect, and make efforts to restore the environment. 7: Businesses, when engaged in influencing public and regulatory policy, should do so in a responsible manner. 8: Businesses should support inclusive growth and equitable development. 9: Businesses should engage with and provide value to their customers and consumers in a responsible manner. The Company has a Green Supply Chain Management policy, which has been shared with Suppliers. Under this the Company is committed to improve the Awareness about legal compliances, enhance Eco efficiencies, packaging/logistics improvements and employee health and safety initiatives at the supplier end, etc. 62
  64. 64. To actualize this commitment, the Company engages with its suppliers and vendors on a regular basis through supplier meets and training sessions. To institutionalize sustainable practices across supply chain, the Company has institutionalized sustainability awards for suppliers. These initiatives are at various stages of maturity with various suppliers and hence determining the percentage of inputs sourced sustainably is difficult. Postretirement medical POLICY The Company provides post-retirement medical cover to select grade of employees to cover the retiring employee and their spouse up to a specified age through med claim policy on which the premiums are paid by the Company. The eligibility of the employee for the benefit as well as the amount of medical cover purchased is determined by the grade of the employee at the time of retirement. C. Motivate employees Our motivation to give our best every day comes from our core purpose: we will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise. Our products and services support our customers’ ambitions to improve their living standards; our responsible business practices positively engage the communities we join through employment, education, and outreach; and our commitment to sustainable business is bringing green technology and awareness into the mainstream through our products, services, and light-footprint manufacturing processes. This commitment to sustainability—social, economic, and environmental—rests upon a set of core values. They are an amalgamation of what we have been, what we are, and what we want to be. These values are the compass that guides our actions, both personal and corporate. They are: 63
  65. 65. Professionalism:We have always sought the best people for the job and given them the freedom and the opportunity to grow. We will continue to do so. We will support innovation and well-reasoned risk taking, but will demand performance. Good corporate citizenship:As in the past, we will continue to seek long-term success, which is in alignment with the needs of the countries we serve. We will do this without compromising ethical business standards. 64
  66. 66. Customer first We exist and prosper only because of the customer. We will respond to the changing needs and expectations of our customers speedily, courteously and effectively. 65
  67. 67. 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. fairness, trust, and transparency. 66 Through our actions, we will nurture
  68. 68. Employee Social Options Esops stands for Employee Social Options. Esops is a platform offering employees a set of social work volunteering options. These options are created and implemented exclusively by employees themselves based on the needs of underprivileged communities in and around their areas of operation. In a way, it is each employee’s CSR initiative. Esops enables the workforce to collectively donate thousands of human hours for various social projects, in the three focused areas of Education, Health and Environment, making social work an integral part of everyone’s lives. In this manner Esops enables our employees to give not just their wealth but also their time. To fund these employee initiatives, each Sector of the Company donates 0.5% of its profit after tax to the Central CSR fund and 0.5% to Esops. Some notable Esops initiatives during the year were the Lifeline Express at Puri in Odisha and at Naksalbari in West Bengal where a total of 4,219 patients were treated by performing surgeries, giving medicines and distribution of aids and appliances free of cost. Another notable initiative was Mahindra Hariyali where the 1 million tree plantation target was surpassed by planting more than 1.7 million trees. Esops Awards – 2012, Esops Star Performers Awards, Group level Esops Champions Meet were organised to motivate employees and ensure their maximum participation in Esops. The other Esops activities included numerous initiatives in the fields of Education, Health, Environment, etc. which had a short term as well as a long term impact on the beneficiaries and society at large. Esops is also a culture that the Mahindra Group has cultivated as an ethic. The Esops platform and a set of structures and protocols have been created, to make it easier and possible for every employee, who wishes to make a contribution to society, to do so. 67
  69. 69. Provide Employee Benefits Gratuity The Company operates a gratuity plan covering qualifying employees. The benefit payable is the greater of the amount calculated as per the Payment of Gratuity Act or the Company scheme applicable to the employee. The benefit vests upon completion of five years of continuous service and once vested it is payable to employees on retirement or on termination of employment. In case of death while in service, the gratuity is payable irrespective of vesting. The Company makes annual contribution to the group gratuity scheme administered by the Life Insurance Corporation of India through its Gratuity Trust Fund. Post retirement medical The Company provides post retirement medical cover to select grade of employees to cover the retiring employee and their spouse upto a specified age through mediclaim policy on which the premiums are paid by the Company. The eligibility of the employee for the benefit as well as the amount of medical cover purchased is determined by the grade of the employee at the time of retirement. Post retirement housing allowance The Company operates a post retirement benefit scheme for a certain grade of employees in which a monthly allowance determined on the basis of the last drawn basic salary at the time of retirement, is paid to the retiring employee in lieu of housing. The Company has allotted 55,24,219 Ordinary (Equity) Shares of Rs. 10 each, 10,00,000 Ordinary (Equity) Shares of Rs. 10 each and 1,73,53,034 Ordinary 68
  70. 70. (Equity) Shares of Rs. 5 each in the years ended 31st March, 2002, 31st March, 2010 and 31st March, 2011 respectively to the Mahindra & Mahindra Employees’ Stock Option Trust set up by the Company. The trust holds these shares for the benefit of the employees and issues them to the eligible employees as per the recommendation of the Compensation Committee. 69
  71. 71. Resources allocation "Providing the essentials needed to create detailed and intelligent factory models, Factory CAD allowed our planners to use ‘smart objects’ to represent their factory resources." Anupam Patil Senior Manager, IT and PLM Mahindra Vehicle Manufacturers Factory CAD was used to create 3D plant layouts for all of the Chakan plant production lines, including body and trim, chassis and final (TCF). “Providing the essentials needed to create detailed and intelligent factory models, Factory CAD allowed our planners to use ‘smart objects’ to represent their factory resources,” says Anupam Patil, senior manager, IT and PLM, Chakan plant, Mahindra Vehicles. 70
  72. 72. Core purpose:- We will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise. To unite all our companies through one common thread, we harmonized the communication of 60 Group Companies via the unique SAP platform. This integration of processes across core functions is helping channelize inter-company expertise, enhance efficiency and optimize resources. Our Company has always been aware of the need for conservation of energy and natural resources and has been consciously making efforts year on year towards improving the energy performance. Energy efficiency improvement initiatives have been implemented across all the plants and offices by undertaking various energy conservation projects. Our Company ensures strict compliance with all the statutory requirements and has taken several sustainable steps voluntarily to contribute towards better environment like 1. Reduction in Sp. carbon footprint in spite of production increasing continuously. 2. Effective effluent and sewerage treatment, recycle and reuse of water. 71
  73. 73. 3. Reduce, reuse, and recycle of waste and eco-friendly waste disposal. 4. Reduction in water footprint and encouraging rain water harvesting. 5. Saving of natural resources like Electricity, Oil, Fuel, etc. 6. Use of Renewable Energy in Manufacturing. 7. Use of natural lighting and natural ventilation. During the year, the Company has taken the following resources to manufacturing vehicles 72
  74. 74. Engineering Initiatives:- Installation of heat recovery systems on Paint shop oven exhaust for hot water generation and air preheating. Installation of Closed Loop efficient Cooling tower in Body Shops for gun cooling. Installation of VFD’s at select locations. Installation of Energy Saving Magnetic Induction Lamps for Shop and Street Lighting. Energy Savers for Air-Conditioners in various offices. Replacement of inefficient compressor with energy efficient compressors. Installation of fan less cooling tower. Replacement of electrical heaters with gas burners in heat treatment furnaces. Flat belt instead of V belt for blowers. Installation of energy efficient pumping system. Light Pipe installation in offices. 73
  75. 75. Process Improvement:Optimization in VFD Frequency. Energy efficient Burners for plant canteen. No air loss drain valves for moisture removal from compressed air. Timers for blowers, fans and lights. Lighting sensor auto-switches for lighting. Downsizing Motors HP by Optimizing Operation periods. Conversion of hot coolant to cold coolant for cleaning parts. Processing of more BMT/Cabs per skid. Conversion of Paint shop AED to CED process at Zaheerabad. Energy reduction of slab cores using cold box instead of hot box at molding in Foundry. Improvements through small group activities. Adjustment of chiller temperature. Replacing tube light Electromagnetic ballasts with Electronic ballasts. Installation of Motion Sensors in various areas. Energy saving by switching off high bay lamps. 74
  76. 76. Use of resources to Awareness on Energy Consumption:- Energy Conservation Week celebration at all plants. Energy Conservation Oath at all locations. E-mailer’s and Wallpapers for awareness. Display of posters and slogans on energy conservation. Material Developments in Human Resources/ Industrial Relations for Automotive and Farm Equipment Sectors. 75
  77. 77. The strategic purpose of Human Resources in the Mahindra Group is to be the change agent for creation of a cultural transformation to create competitiveness at the marketplace through sustained business outperformance while simultaneously addressing the needs of all its stakeholders, starting with customers and employees and strengthening the core values of the Group. In the long run, the metric for success would be improvements in the total factor productivity, while addressing the business imperatives of cash, cost, competence and confidence. The emphasis was on aligning all the HR levers towards achieving these goals. In line with the above, the internal transformation journey through Rise to create a company of tomorrow saw a slew of initiatives taken to bring the Rise cultural pillars of Accepting No Limits, Alternative Thinking and Driving Positive Change alive through the nuts and bolts of HR levers. The philosophy of Rise and its three cultural pillars have got a buy-in from employees across the Group. In order to ensure internalization of this culture, the Mahindra Leadership Competency Framework has been developed and rolled out across the company. A complete integration of these competencies has been achieved in recruitment, on-boarding and other HR processes. We are now working towards integrating Rise with other HR levers like Talent Management, Leadership Development, Rewards and Recognition and the Performance Management System. 76
  78. 78. MARKET RESEARCH S.N. Company Name Market Share 1 Maruti Suzuki 37% 2 Hyundai Motors India Ltd. 14.4% 3 Tata Motors 13.1% 4 Mahindra and Mahindra 11.4% 5 Toyota 6.4% 6 General Motors 3.3% 7 Ford 3.2% 8 Honda 2.9% 9 Volkswagen 2.4% 10 Nissan 1.5% India is the second fastest growing automobile market in the world after China. The Automobile Industry in India is one of the largest and is the fastest growing industry, world-wide. There has been a dramatic development and change in Automobile industry, particularly for the last couple of years. With many companies now concentrating more on customer needs and price factors, there has been a sharp rise. The reason behind this is simple; foremost, there is an increase in demand for more and more usage of automobiles and second, there is a sharp rise in the percentage of profit that the Automobile manufacturers make, contributing a considerable income to the Indian economy as well. The Indian Automobile Industry manufactures over 1.1 Crores of vehicles and exports about 15 lakhs each year. The dominant products of the automotive industry are two-wheelers that occupy a market share of around 75%. Passenger cars have a market share of about 16% while commercial vehicles and threewheelers share about 9% between them. The economic scenario is also encouraging for the buyers to buy more vehicles and thus the demand is likely to increase. But will 2013 be a good year for Automobile 77
  79. 79. industry in India? Our expert Astrologers has analyzed the planetary positions for the year 2013 to forecast the future of Automobile industry in India. Here are the findings; The forth coming year, due to the placement of planets Saturn (signifying profession), Jupiter(indicating money), Rahu and Ketu (Rahu & Ketu being the two most powerful planets) in the sign Libra, Gemini, Libra and Aries respectively will have more impact on any industry. The planet Saturn (planet indicating profession) is in the powerful sign Libra which is ruled by Venus (the planet indicating vehicles) during the year 2013. But, it is going to retrograde (backward movement of planets) from February 18th 2013 to 7th July 2013. Saturn is exalted and Jupiter (signifying money) will be transiting to the 3rd House (indicating communication technology) in that natal chart, in the sign Gemini. So there are bright chances for the implementation of communication technology in the Automobile Industry. Also, new manufactures will come up and there will be tough competition in the automobile industry during 2013. New low cost cars and bikes will strike the market and due to the introduction of new automobiles, manufacturers will try to boost a considerable increase in their production, so as to compete in the heavy competition which is much tougher. This is due to the placement of Rahu and Saturn in the sign Libra. Thus the Automobile Industry in India will see development in terms of technological advancements and also increase in production during 2013, which will passively boost up the Indian economy in regards with the same. 78
  80. 80. Environmental analysis :Mahindra & Mahindra, branded on its products usually as 'Mahindra', produces SUVs, saloon cars, pickups, commercial vehicles, and two wheeled motorcycles and tractors. It owns assembly plants in Mainland China (PRC) and the United Kingdom and has three assembly plants in the United States. Mahindra maintains business relations with foreign companies like Renault SA, France and Navistar International, USA. M&M has a global presence and its products are exported to several countries. Its global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. Mahindra started making passenger vehicles firstly with the Logan in April 2007 under the Mahindra Renault joint venture. M&M will make its maiden entry into the heavy trucks segment with Mahindra Navistar, the joint venture with International Truck, USA. Mahindra produces a wide range of vehicles including MUVs, LCVs and three wheelers. It manufactures over 20 models of cars including larger, multi-utility vehicles like the Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India Private Limited to build passenger cars. At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an aggressive product expansion program that would see the launch of several new platforms and vehicles over the next three years, including an entry-level SUV designed to seat five passengers and powered by a small turbo diesel engine. True to their word, Mahindra & Mahindra launched the Mahindra Xylo in January 2009, and as of June 2009, the Xylo has sold over 15000 units. Also in early 2008, Mahindra commenced its first overseas CKD operations with the launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group. This was soon followed by assembly facilities in Brazil. Vehicles assembled at the plant in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pick-up body styles as well as SUVs. 79
  81. 81. Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in North America through an independent distributor, Global Vehicles USA, based in Alpharetta, Georgia. Mahindra announced it will import pickup trucks from India in knockdown kit (CKD) form to circumvent the Chicken tax. CKDs are complete vehicles that will be assembled in the U.S. from kits of parts shipped in crates. On 18 October 2010, however, it was reported that Mahindra had indefinitely delayed the launch of vehicles into the North American market, citing legal issues between it and Global Vehicles after Mahindra retracted its contract with Global Vehicles earlier in 2010, due to a decision to sell the vehicles directly to consumers instead of through Global Vehicles. However, a November 2010 report quoted John Perez, the CEO of Global Vehicles USA, as estimating that he expects Mahindra’s small diesel pickups to go on sale in the U.S. by spring 2011, although legal complications remain, and Perez, while hopeful, admits that arbitration could take more than a year. Later reports suggest that the delays may be due to an Mahindra scrapping the original model of the truck and replacing it with an upgraded one before selling them to Americans In June 2012, a mass tort lawsuit was filed against Mahindra by its American dealers, alleging the company of conspiracy and fraud. Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric Vehicles. In 2011, it also gained a controlling stake in South Korea's SsangYong Motor Company. Mahindra has launched its relatively heavily publicized SUV, XUV 500, code named as W201 in September 2011. The new SUV by Mahindra has been designed in-house and it is developed on the first global SUV platform that could be used for developing more SUVs. In India, the new Mahindra XUV 500 comes in a price range between Rs 11.40 lakh to Rs 15 lakh. Besides India, the company also targets Europe, Africa, Australia and Latin America for this model. Mahindra President Mr Pawan Goenka stated that the company plans to launch six new models this fiscal. The company launched CNG version of its mini truck Maxximo on 29 June 2012. A new version of Verito in diesel and petrol options was launched by the company on 26 July 2012 to compete with Maruti's Dzire and Toyota Kirloskar Motor's Etios. 80
  82. 82. Other uses vehicles:Military Defense:- The company has built and assembled military vehicles, commencing in 1947 with the importation of the Willys Jeep for use in World War II. Its line of military vehicles includes the Axe. It also maintains a joint venture with BAE Systems, Defense Land Systems India. 81
  83. 83. Provide Energy to world:- Mahindra & Mahindra entered the energy sector in 2002, in response to growing demands for increased electric power in India. Since then, more than 150,000 Mahindra Powered engines and diesel generator sets (genets) have been installed in India, offering standard proper quality power, as do larger companies, in areas with arguably less reliable grid electricity. The inverters, batteries, and genets are manufactured at three facilities in Pune (Maharashtra), Chennai (Tamil Nadu), and Delhi; and 160 service points across India offer 24-7 support to most key markets. Powerol is present in countries across Latin America, Africa, the Middle East, and Southeast Asia—and expanding into the United Arab Emirates, Bangladesh, and Nepal. Mahindra Powerol's energy services consist mostly of power leasing and telecom infrastructure management. In 2006, it became a major market leader in 82
  84. 84. the telecom segment (and in 2011, its market share passed 45 percent). In 2007, it won the Frost and Sullivan "Voice of the Customer" award for best practices in telecom. Mahindra Clean tech Ltd specializes in eco-friendly, or 'green' power. In response to growing acceptance of Solar Power, it formed a subsidiary, Mahindra Solar, in 2010 to offer a range of solar solutions, both off grid and on grid, alongside Engineering, Procurement, and Construction (EPC). Mahindra EPC is the Engineering Procurement & Construction arm of the Mahindra group. A portfolio company under the Clean tech arm of Mahindra Partners, they offer solar solutions spanning On-Grid solutions, EPC (Engineering, Procurement and Construction) and Off-Grid Product solutions. The company commenced its operations in the year 2011 and has successfully commissioned over 60 MW worth of Solar PV projects. Meanwhile, its off-grid products include power packs and rooftop setups for business organizations and public institutions alongside rural electrification through lanterns and home and street lighting systems. The company works closely with Mahindra’s farm equipment division to offer lighting products to some of the more rural areas in India. It also works with Mahindra Powerol to offer solar power backup to telecom sites in India. In 2011, Mahindra Solar received a CRISIL rating of SP1A in 2011, the highest rating for any solar photovoltaic off-grid company. 83
  85. 85. Mahindra’s Farm equipment Development of a load-car. In 2007, Mahindra & Mahindra won the Deming Application Prize and the Japan Quality Medal for Total Quality Management excellence in entire business operations. Mahindra began manufacturing tractors for the Indian market sometime during the early '60s. Today, it is one of the top three tractor companies in the world with annual sales totaling more than 150,000 tractors. It has expanded its product-line to include farm-support services via Mahindra AppliTrac (farm mechanization products), Mahindra ShubhLabh (seeds, crop protection, and market linkages and distribution), and the Samriddhi Initiative (farm counseling and information services). Mahindra & Mahindra’s farm equipment division (Mahindra Tractors) is one of the largest tractor companies in the world, with more than 1,000 dealers servicing more than 1.45 million customers. Mahindra tractors are available in 40 countries, including India, the United States, China, Australia, New Zealand, Africa (Nigeria, Mali, Chad, Gambia, Angola, Sudan, Ghana, and Morocco), Latin America (Chile, Argentina, Brazil, Venezuela, Central America, and the Caribbean), South Asia (Sri Lanka, Bangladesh, and Nepal), the Middle East (Iran and Syria) and Eastern Europe (Serbia, Turkey, and Macedonia. In the 2010-11 Mahindra entered in Micro dripp irrigation with the takeover of Epc Industry Ltd, Nasik. Mahindra Tractors manufactures its products at four plants in India, two in Mainland China, three in the United States, and one in Australia. It has three major subsidiaries: Mahindra 84
  86. 86. USA, Mahindra (China) Tractor Company, and Mahindra Yueda (Yancheng) Tractor Company (a joint venture with the Jiangsu Yueda Group). The company has garnered the highest customer satisfaction index (CSI) in the industry at 88 percent. In its 2009 survey of Asia’s 200 most admired and innovative companies, the Wall Street Journal named Mahindra & Mahindra one of the 10 most innovative Indian companies. It earned a 2008 Golden Peacock Award in the Innovative Product/Services category for its in-house. 85