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Mahindra & Mahindra case study:

The first company to introduce the concept of UVs to the Indian market in 1947 with
their icocnic Willly Jeeps.
Today has grown on to be a 11.1 Billion USD multi-national corporation with its
presence across the globe.
Top notch automobile company in the country, with its wide range of vehicles
catering to different sections of the economy and people, e.g.: 2 wheelers, tractors,
SUVs, Jeeps etc.
1. Very strong brand reputation among its customers.
2. Presence of Mahindra finance to provide credit to the consumers a strategy
that gave them an edge over their competitors.
3. Initially being a rural indias company, has now moved overseas with its
assembly lines in Paraguay, acquisition of Sang Yong Motor company, export
of Scorpio to USA and so on.
4. Global subsidiaries: Mahindra Europe Srl, Mahindra Inc USA, Mahindra China,
1. Shift in focus to Joint ventures and foreign competition: business
2. Products that redefined market.
3. Strong market base in urban and semi urban areas.
4. Improvement in the road infrastructures and the standard of living of the
Indians, the target market.
Inability to make the lowest costing jeep though it was able to make
comparatively cheaper jeep compared to most of them, Tata jeep being one
of them.
1. In the pursuit of growing fast, the company had to formulate its export policy.
It tried to explore new markets for itself and found Australia, Denmark, Italy,
Norway and Sweden could be the potential markets. Though, it was confident
of meeting the demands in Australia but M& M jeeps faced tough competition
from Japanese companies in Australia in lower segment of the market as

stringent design rules were needed to be met. To overcome this, it started

collaborating with foreign companies.
2. Moreover, the new policy had to take into account environmental factors
which required serious evaluation and analysis in technology, economics,
social and political influences because these factors being very crucial in
taking strategic decision in any industry.
Despite of all these, M&M was confident of meeting all the requirements after
assessing all the pros and cons.
In 2002, the Scorpio was born at a total project cost of Rs 550 crore. There were
many remarkable things about it.
First, Indian companies were not known to develop their own vehicles.
Second, it was developed at a tenth of the cost that a large manufacturer would
have incurred.
Scorpio has become a platform, first for the Xylo in 2009 and then for the XUV5OO,
slated for launch in India and South Africa.
The story of Scorpio, M&M's big-selling utility vehicle, is now a case study at
Harvard Business School.
'Fortress Mahindra', an empire that spans not just a hundred countries but has
valuable links in multiple industries.