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MS. RANO CHAUBEY (Assistant professor)





This is to certify that Mr. SHIV KUMAR, Roll number 1471470161, a student of MBA in Kanpur Institute of Management Studies, has carried out the Summer Training Project work presented in this report titled “CUSTOMER SATISFACTION TOWARDS MAHINDRA TWO WHEELERS ” for the award of MASTER OF BUSINESS ADMINISTRATION for the academic batch 2014-2016 under my guidance.



(Assistant Professor)



Kanpur Institute of Management Studies Unnao. Date:



I, (SHIV KUMAR), hereby declare that the project work entitled “customer satisfaction towards Mahindra two wheelers” submitted towards MBA Certificate is my original work and the dissertation has not formed the basis for award of any degree, associate ship, fellowship or any similar title to the best of my knowledge.




Roll No.1471470161



I have lots of word to express my gratitude to Mahindra motors’’ authorized dealer: Mahindra two wheelers Ltd. For providing me a valuable chance to undergo my summer training in their prestigious organization. I would like to thank Mr. Om Kant Payday manager Mahindra motors’’ authorized dealer: Mahindra two wheelers Ltd. for their cooperation and needed guidance in the successful accomplishment of this project. It would be great privilege to express my sincere and deep sense of gratitude to MS. RANO CHAUBEY

(Assistant Professor) whose inspiring guidance, pain taking efforts and untiring supervision, I went through the training and project.

I wish to record my sincerer regarded to my course Director Dr. P.N BAJPAI and all my faculty members who built a concrete platform for me before sending me for the training so that I would stand firmly in all aspects.

At last but not the last, I feel indebted to my parents, colleagues for giving me the time, support and inspiration to accomplish this work.




M.B.A program is one of the most reputed professional courses in the field to Management. This course includes both theory and its implications as its concepts of curriculum. Summer training is an integral part of the Master of Business.






Each student is requires to undergo practical training in an industrial organization for a period of 6 to 8 weeks. The purpose of this training is to expose the student to practical fronts.

I was fortunate enough to have the opportunity to undergo training at MAHINDRA MOTORS’’ AUTHORISED DEALER: MAHINDRA TWO WHEELERS LTD

, KANPUR. As complementary to training; every student has to prepare and submit a report on the working of organization as well as the project work conducted by the student during the period .This report is in continuation of that tradition.

It is an attempt to present the report on account of little practical knowledge observed and gathered during the training period.





Page no.



MAHINDRA Motorcycle Global History



MAHINDRA Motorcycle India History



Company profile



Industrial relations



Product of MAHINDRA Motorcycle



Demonstration of MAHINDRA product



Major Competitors



Customer satisfaction



Board of director of the company



Objective of the study



Scope of the study



Mission of MAHINDRA



Foreign direct investment



Research and development



Consumer behaviour



Consumer review’s



Marketing research



Research design



Swot analysis






Research Methodology



Finding and recommendations



Data analysis and interpretation














Appendix (Questionnaire)


History of Mahindra Motors


Mahindra Motors Industries






















M a h i n d r a T w o W h e e lType Private Traded as BSE : 500520 Industry Automotive Headquarters Pune , India Area served Worldwide Products Scooters , Motorcycles W e b s i t e " id="pdf-obj-7-65" src="pdf-obj-7-65.jpg">

Mahindra Two Wheelers



Traded as
<a href=BSE : " id="pdf-obj-7-84" src="pdf-obj-7-84.jpg">






Area served



W e b s i t e



is an Indian conglomerate holding headquartered in Mumbai, Maharashtra, India. The company operates in five major segments: exploration and production, refining and marketing, petrochemicals, retail and telecommunications.

M Motors is the second-largest publicly traded company in India by market capitalization and is the second largest company in India by revenue after the state-run Corporation. The company is ranked No. 99 on the Fortune Global 500 list of the world's biggest corporations, as of 2013. M Motors contributes approximately 14% of India's total exports.


Mahindra Two Wheelers Limited (MTWL) is a group venture owned by Mahindra &

Mahindra Limited(M&M) which manufactures scooters and

motorcycles. Mahindra Two

Wheelers Limited was founded in 2008, when Mahindra & Mahindra Limited acquired the business assets of Kinetic Motor Company Limited MTWL has partnered with Taiwan's Anyang Industry Company(SYM) to help develop its scooter portfolio, and with Italy-based Engines Engineering for research and product design.


2 Products

3 Awards


5 External Links


The company has a manufacturing facility at Pithampur, near Indore in Madhya Pradesh.

Mahindra Two Wheelers Limited has a Research and Development unit located at Chinchwad. Pune, equipped with necessary design and development facilities right from renderings to prototype manufacture and testing. It has invested 100 crore (US$15 million) to make it functional.


The company has a 200 strong vendor network spread across the nation with more than 300 dealers creating 700 touch points.


Mahindra Two Wheelers currently has 5 scooters:

Duro DZ




Rodeo UZO (2014)

Rodeo UZ (2012)



Mahindra Group, is foraying into the 110cc scooter segment with Gutso. Mahindra Two Wheelers sells 13,445 units during December 2014 –


Mahindra Duro was declared the Scooter of the Year at the annual NDTV Car & Bike

Awards in 2010 Mahindra Rodeo won the Gulf Monsoon Scooter Rally in its first year of participation

Mahindra Rodeo won the Best Website Award - Automotive at Campaign India’s Digital

Media Awards. Mahindra Rodeo won Gulf Dirt Track National Championship.



MAHINDRA Motorcycle India Pvt, Ltd. Engges in manufacturing two wheelers. The

company’s products include motorcycle and scooters. It offers its products through a network of dealers. The company motorcycle india Pvt, Ltd. Operates as the subsidiary of MAHINDRA motor corp. MAHINDRA motor corporation (SMC), a global giant of motorcycle manufacturing is

headquartered in Japan. It holds major stake in its Indian subsidiary, MAHINDRA motorcycle India Privat Limited (SMIL). SMIL was set up after Suzuki’s re-entry into the Indian two-wheeler market after it severed ties with partner TVS in 2000-01. MAHINDRA was then the technology provider in the erstwhile joint venture TVS MAHINDRA. MAHINDRA motorcycle India Pvt Ltd (SMIPL) is the largest entry into the already

crowded Indian two-wheeler segment with players like Hero Honda, Bajaj Auto, Honda, and TVS. SMIPL have started their Indian operations with a 125-cc mass market motorcycle. It has made an initial investment of Rs. 200 crores to start their Indian operations. Company sources have revealed that MAHINDRA would follow up this 125cc bike with

a high performance 150-cc sibling sometime next year. And for the budget segment, another100cc bike is expected in the frist quarter of 2006. Mass market is the initial aim with plans to entyer all the segments rapidly. They have their facilities locted in Gurgaon. MAHINDRA had launched bike by diwali, which is the auspicious time for buying a bew

vehicle in Indian families. Their setup in Gurgaon has the capabilities of manufacturing one lakh motorcycle and they are ready to step that up massively if the situation arises. They already have setup 40 dealership around the country stations to provide serc=vice stations to provide services to the customers. The parent company happens to be one of the largest manufactures of two wheelers in the world with more than 20 lakh bikes sold per annum. They are popular for their range of high performance road machines, lightweight super bikes, dirt bikes, steet bikes, and

motocross and fun bikes globally.In 1909, Michio MAHINDRA (1887–1982) founded the MAHINDRA Loom Works in the small seacoast village of Hamamatsu,


Japan. Business boomed as MAHINDRA built weaving looms for Japan's giant silk industry.In 1929, Michio MAHINDRA

invented a new type of weaving machine, which was exported overseas. The company's first 30 years focused on the development and production of these machines.

Despite the success of his looms, MAHINDRA believed that his company would benefit from diversification and he began to look at other products. Based on consumer demand, he decided that building a small car would be the most

practical new venture. The project began in 1937, and within two years MAHINDRA had completed several compact Prototype cars. These first MAHINDRA motor vehicles were powered by a then-innovative, liquid-cooled, four-stroke,

four-cylinder engine. It had a cast aluminium crankcase and gearbox and generated 13 horsepower (9.7 kW) from a displacement of less than 800cc.

With the onset of World War II, production plans for MAHINDRA's new vehicles were halted when the government declared civilian passenger cars a "non-essential commodity." At the conclusion of the war, MAHINDRA went back to producing looms. Loom production was given a boost when the U.S. government approved the shipping of cotton to Japan. MAHINDRA's fortunes brightened as orders began to increase from domestic textile manufacturers. But the joy was short-lived as the cotton market collapsed in 1951.Faced with this colossal challenge, MAHINDRA's returned to the

production of motor vehicles. After the war, the Japanese had a great need for affordable, reliable personal transportation. A number of firms began offering "clipon" gas-powered engines that could be attached to the typical

Bicycle. MAHINDRA's first two-wheeled vehicle was a bicycle fitted with a motor called, the "Power Free." Designed to be inexpensive and simple to build and maintain, the 1952 Power Free had a 36 cc, one horsepower, two-stroke engine. The new double- sprocket gear system enabled the rider to either pedal with the engine assisting, pedal


without engine assist, or simply disconnect the pedals and run on engine power alone. The patent office of the new democratic government granted MAHINDRA a financial subsidy to continue research in motorcycle engineering.

By 1954, MAHINDRA was producing 6,000 motorcycles per month and had officially changed its name to MAHINDRA Motor Co., Ltd. Following the success of its first motorcycles, MAHINDRA created an even more successful automobile: the

1955 MAHINDRA sold with front-wheel drive, four-wheel independent suspension and rack-and-pinion steering, which were not common on cars until three decades later.

Company Profile

Sector: Consumer Discretionary Industry: Retail - Discretionary Sub-Industry: Automotive Retailers Mahindra Two Wheelers Ltd. manufactures automobiles. The Company produces two wheel products such as motorcycles and scooters. Mahindra Two Wheelers markets to customers throughout India. Corporate Information


Mahindra Towers, Media Cube G M Bhosale Marg, Worli Mumbai, 400 018 India Phone: 91-22-2490-1441 Fax:

Web url:

Mahindra Bolero


Mahindra Bolero is one of the most successful and popular utility vehicle of the M & M groups. The car is robust in appearance and it has been elegantly designed keeping in mind the condition of the Indian roads. Mahindra Bolero is also amongthe best fuel efficient cars of India as the manufacturer has equipped it wi th a 2500cc disel engine with 5. speed transmission.

Mahindra Scarpio

Mahindra and Mahindra limited launched Mahindra scarpio as its first spert utility vehicle in India in 2002 this suv has redefined the expectation for the design of suv with its study looks and power ful performance. The sophisticated interior design add to the further glory to the appearance.

Mahindra Ingenio

Mahidra and Mahindra is planning to launch a new multi- purpose vehicle to take on the Toyota Innovo and the and the chevrolet Tavera in both individual buyer and taxi segments. Mahindra has currently named the project ingenious the vehicle is expected to hit the market in


Mahindra Renault Logan

much awaited Mahindra Renault Logan has been launched in India this compact sedan is a spacious practical and affordable vehicle the outlook of Logan is impressive and the basic version is value for money however top and versions is value for money however top and versions are bit high on price the promised feature of this car is its Performance interior and economy.


Mahindra XYLO

Mahindra and Mahindra limited launched their lasts multi utility vehicle Mu v XYLO In India on January 13.2009 the car basis of heaving all the luxurious features that are seen in today sedans. With the ample space of a utility vehicle XYLO musalor stance contributes to its commanding road presence fully packed with the latest features the MU v is sure to impress Indian consumers and pravide a stiff competition to the other vehicle with its c loss.

Performance of Mahindra XYLO

under the hood of Mahindra XYLO lies 14 Cylinder turbocharged m eagle diesel engine which geereratews a power of 112 bhp @ 3800 rpm & a peak lorque of 24kgm@ 1800-3000rpm the powerful engine developed on the nef CRD e platform and is mated 5 years manual transmission, the car accelerate from rest to 60 kmh injust 5.8 seconds. Mahindra & Mahindra was set up as a steel trading company in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra and Malik Ghulam Mohammed After India gained independence and Pakistan was formed, Mohammed emigrated to Pakistan. The company changed its name to Mahindra & Mahindra in 1948 It eventually saw business opportunity in expanding into manufacturing and selling larger MUVs, starting with assembly under licence of the Willis Jeep in India. Soon established as the Jeep manufacturers of India, the company later commenced manufacturing light commercial vehicles (LCVs) and agricultural tractors Today, Mahindra & Mahindra is a key player in the utility vehicle

Manufacturing and branding sectors in the Indian automobiles industry with its flagship Mahindra XUV500 and uses India’s growing global market presence in both the automotive and farming industries to push its products in other countries. Over the past few years, the company has taken interest in new industries and in foreign markets. They entered the two wheeler industry by taking over kinetic Motors in India. M&M also has controlling stake in REVA Electric Car Company and acquired south Koreas Ssangyong Motor Company in 2011. In the 2010-11 M&M entered in micro Drip irrigation with the takeover of EPC Industries Ltd, Nasik.


Industrial relation

Since its founding in 1983, MAHINDRA motorcycle Udyog Limited experienced problems with its labour force. The Indian labour it hired readily accepted Japanese work culture and the modern manufacturing process. In 1997, there Was a change in ownership, and Maruti became predominantly government controlled. Shortly thereafter, conflict between United Front Government and MAHINDRA started. Labour unrest started under management of Indian central Government. In 2000, a major industrial relations issue began and employees of Maruti went on an indefinite strikedemanding among other things, major revisions to their wages, incentives and pension.

Employees used slowdown in October 2000, to press a revision to their incentive-linked pay. In parallel, after elections and a new central government led by NDA alliance, India pursued a disinvestments policy. Along with many other government owned companies, the new administration proposed to sell part of its stake in Maruti MAHINDRA in a public offering. The worker's union opposed this sell-off plan on the grounds that the company will lose

a major business advantage of being subsidised by the Government, and the union has better protection while the company remains in control of the government.The standoff between the union and the management continued through 2001. The management refused union demands citing increased competition and lower margins. The central government prevailed and privatized Maruti in 2002. MAHINDRA became the majority owner of Maruti Udyog Limited. Manesar violence On 18 July 2012, Maruti's Manesar plant was hit by violence as workers at one of its auto factories attacked Supervisors and started a fire that killed a company official and injured 100 managers, including two Japanese Expatriates. The violent mob also injured nine policemen The company's General Manager of Human Resources had both arms and legs broken by his attackers, unable to leave the building that was set ablaze, and was

Charred to death. The incident is the worst-ever for MAHINDRA since the company began operations in India in 1983.


] Since April 2012, the Manesar union had demanded a three-fold increase in basic salary, a monthly conveyance allowance of 10,000, a laundry allowance of 3,000, a gift with every new car launch, and a house for every worker who wants one or cheaper home loans for those who want to build their own houses.Initial reports claimed

wage dispute and a union spokesman alleged the incident may be caste-related According to the Maruti MAHINDRA Workers Union a supervisor had abused and made discriminatory comments to a low-caste worker. These claims were denied by the company and the police The supervisor alleged was found to belong to a tribal heritage and outside of Hindu caste system; further, the numerous workers involved in violence were not affiliated with caste

either. Maruti said the unrest began, not over wage discussions, but after the workers' union demanded the reinstatement of a worker who had been suspended for beating a supervisor. [32] The workers claim harsh working conditions and extensive hiring of low-paid contract workers which are paid about $126 a month, about half the

minimum wage of permanent employees Maruti employees currently earn allowances in addition to their base wage Company executives denied harsh conditions and claim they hired entry-level workers on contracts and made them permanent as they gained experience. It was also claimed that bouncers were deployed by the

company.India Today claimed that its interviews of witnesses present at the plant confirms the dispute was over the suspended worker. The management insisted that they must wait for completion of inquiry underway before they

can take any action on the employee suspended for beating up his supervisor. The management was then told, "will be beaten up after we get a signal." Thereafter, the workers broke up into groups, went on to set the shop floor as well as all offices afire. They searched for management officials and proceeded with a beating of the officials at the site with iron rods.

The police, in its First Information Report (FIR), claimed on 21 July that Manesar violence may be the result of a planned violence by a section of workers and union leaders. The report claimed the worker's action was recorded on close circuit cameras installed within the company premises. The workers took several managers and high ranked management official’s hostage. The responsible Special Investigative Team official claimed, "some union leaders


may be aware of the facts, so they burnt down the main servers and more than 700 computers."The recorded CCTV footage has been used to determine the sequence of events and people involved. Per the FIR, police have arrested 91 people and are searching for 55 additional accused Maruti MAHINDRA in its statement on the unrest, announced that all work at the Manesar plant has been suspended indefinitely. A MAHINDRA spokesman said Manesar violence won't affect the auto maker's business plans for IndiaThe shut down of Manesar plant is leading to a loss of about Rs 75 croreper day.On 21 July 2012, citing safety concerns, the company announced a lockout under The Industrial Disputes Act, 1947 pending results

of an inquiry the company has requested of the Haryana government into the causes of thedisorder. Under the provisions of The Industrial Disputes Act for wages, the report claimed, employees are expected to be paid for duration of the lockout On 26 July 2012, Maruti announced employees would not be paid for the period of lock-out in accordance with Indian labour laws. The company further announced that it will stop using contract by March 2013. The report claimed the salary difference between contract workers and permanent workers has been

much smaller than initial media reports - the contract worker at Maruti received about 11,500 per month, while a permanent worker received about 12,500 a month at start, which increased in three years to 1,000-22,000 per month In a separate report, a contractor who was providing contract employees to Maruti claimed the company gave its contract employees the best wage, allowances and benefits package in the region. Shinzo Nakanishi, managing director and chief executive of Maruti MAHINDRA India, said this kind of violence never happened in MAHINDRA Motor Corp's entire global operations spread across Hungary, Indonesia, Spain, Pakistan,Thailand, Malaysia, China and the Philippines. Mr. Nakanishi went to each victim apologising for the miseries inflicted on them by fellow workers, and in press interview requested the central and Haryana state governments to help stop such ghastly violence by legislating decisive rules to restore corporate confidence amid emergence of this

new 'militant workforce' in Indian factories. He announced, "we are going to de-recognise Maruti MAHINDRA Workers’ Union and dismiss all workers named in connection with the incident. We will not compromise at all in such instances of barbaric, unprovoked violence." He also announced Maruti plans to continue manufacturing in Manesar, that Gujarat was an expansion opportunity and not an alternative to Manesar . Labour disputes are endemic in the auto industry


of India and have affected other manufacturers. India has strict labour laws, but their application is widely sidestepped by hiring low-wage contract workers Manesar violence

adds to India's recent incidents of labour disputes turning to violence. Analysts claim recent incidents like Mansur violence suggest a need for urgent reform of archaic Indian labour laws, the rigid rules on hiring and layoffs, which harm the formal sector and discourage investment in India. Government mandated procedures for labour dispute resolution are currently very slow, with tens of thousands of cases pending for years. The

government of India is being asked to recognise that incidents such as Manesar violence indicate a structural sickness which must be solved nationally.

A Origin and Development of the Industry:

The automotive industry designs, develops, manufactures, markets, and sells motor vehicles, and is one of the world's most important economic by revenue. The term automotive industry usually does not include industries dedicated to automobiles after delivery to the customer, such as repair shops and motor fuel filling stations.

The first practical automobile with a petrol engine was built by Karl Benz in 1885 in Mannheim,

Germany. Benz was granted a patent for his automobile on 29 January 1886, and began the first production of automobiles in 1888, after Bertha Benz, his wife, had proved with the first long- distance trip in August 1888 (from Mannheim to Pforzheim and back) that the horseless coach was absolutely suitable for daily use. Since 2008 a Bertha Benz Memorial Route commemorates this event.Soon after, Gottlieb Daimler and Wilhelm Maybach in Stuttgart in 1889 designed a vehicle from scratch to be an automobile, rather than ahorse-drawn carriage fitted with an

engine. They also are usually credited as

inventors of the first motorcycle,

the Daimler Reitwagen, in 1885, but Italy's Enrico Bernardi, of the University of Padua, in 1882, patented a 0.024 horsepower (17.9 W) 122 cc (7.4 cu in) one-cylinder petrol motor, fitting it into his son's tricycle, making it at least a candidate for the first automobile, and first motorcycle;. Bernardi enlarged the tricycle in 1892 to carry two adults.

Until 2005, the U.S.A. was leading the world in total automobile production. In 1929 before the Great Depression, the world had 32,028,500 automobiles in use, and the US automobile industry produced over 90% of the automobiles in the world, ie 28,551,500. And over one half the cars in


foreign lands were of U.S. make. At that time the U.S. had one car per 4.87 persons. In 2006, Japan narrowly passed the U.S. in production and held this rank until 2008. In 2009, China took the top spot with 13.78 million units produced. With 18.3 million units produced 2010, China produced nearly twice the amount of second place Japan (9.6 million units), the U.S. trailed in place 3 with 7.8 million units.

b. Growth and present status of the industry:

Automobile is one of the largest industries in global market. Being the leader in product and process technologies in the manufacturing sector, it has been recognised as one of the drivers of economic growth. During the last decade, well¬-directed efforts have been made to provide a new look to the automobile policy for realising the sector's full potential for the economy. Steps like abolition of licensing, removal of quantitative restrictions and initiatives to bring the policy framework in consonance with WTO requirements have set the industry in a progressive track. Removal of the restrictive environment has helped restructuring, and enabled industry to absorb new technologies, aligning itself with the global development and also to realise its potential in the country. The liberalisation policies have led to continuous increase in competition which has ultimately resulted in modernisation in line with the global standards as well as in substantial cut in prices. Aggressive marketing by the auto

world Motor Vehicle Production

List of countries by motor vehicle production

This is a

Figures include

list of countries by

list of countries by <a href=motor vehicle production based on OICA a ccessed in April 2011. trucks , buses and coaches . passenger cars , light commercial vehicles , minibuses , " id="pdf-obj-19-20" src="pdf-obj-19-20.jpg">


list of countries by <a href=motor vehicle production based on OICA a ccessed in April 2011. trucks , buses and coaches . passenger cars , light commercial vehicles , minibuses , " id="pdf-obj-19-26" src="pdf-obj-19-26.jpg">

based on

list of countries by <a href=motor vehicle production based on OICA a ccessed in April 2011. trucks , buses and coaches . passenger cars , light commercial vehicles , minibuses , " id="pdf-obj-19-30" src="pdf-obj-19-30.jpg">

OICAaccessed in April 2011.

list of countries by <a href=motor vehicle production based on OICA a ccessed in April 2011. trucks , buses and coaches . passenger cars , light commercial vehicles , minibuses , " id="pdf-obj-19-36" src="pdf-obj-19-36.jpg">




































































































22 <a href=Malaysia " id="pdf-obj-21-3" src="pdf-obj-21-3.jpg">




23 <a href=Slovakia " id="pdf-obj-21-18" src="pdf-obj-21-18.jpg">




24 <a href=South Africa " id="pdf-obj-21-33" src="pdf-obj-21-33.jpg">




25 <a href=Romania " id="pdf-obj-21-48" src="pdf-obj-21-48.jpg">




26 <a href=Belgium " id="pdf-obj-21-63" src="pdf-obj-21-63.jpg">




27 <a href=Taiwan " id="pdf-obj-21-78" src="pdf-obj-21-78.jpg">




28 <a href=Australia " id="pdf-obj-21-93" src="pdf-obj-21-93.jpg">




29 <a href=Sweden " id="pdf-obj-21-108" src="pdf-obj-21-108.jpg">




30 <a href=Slovenia " id="pdf-obj-21-123" src="pdf-obj-21-123.jpg">




31 <a href=Hungary " id="pdf-obj-21-138" src="pdf-obj-21-138.jpg">




32 <a href=Portugal " id="pdf-obj-21-153" src="pdf-obj-21-153.jpg">




33 <a href=Uzbekistan " id="pdf-obj-21-168" src="pdf-obj-21-168.jpg">




34 <a href=Pakistan " id="pdf-obj-21-183" src="pdf-obj-21-183.jpg">




35 <a href=Austria " id="pdf-obj-21-198" src="pdf-obj-21-198.jpg">




36 <a href=Venezuela " id="pdf-obj-21-213" src="pdf-obj-21-213.jpg">




37 <a href=Netherlands " id="pdf-obj-21-228" src="pdf-obj-21-228.jpg">




38 <a href=Ukraine " id="pdf-obj-21-243" src="pdf-obj-21-243.jpg">




39 <a href=Egypt " id="pdf-obj-21-258" src="pdf-obj-21-258.jpg">




40 <a href=Philippines " id="pdf-obj-21-273" src="pdf-obj-21-273.jpg">




41 <a href=Morocco " id="pdf-obj-21-288" src="pdf-obj-21-288.jpg">




42 <a href=Vietnam " id="pdf-obj-21-303" src="pdf-obj-21-303.jpg">




43 <a href=Colombia " id="pdf-obj-21-319" src="pdf-obj-21-319.jpg">




(in 2002)


44 <a href=Belarus " id="pdf-obj-22-3" src="pdf-obj-22-3.jpg">





45 <a href=Finland " id="pdf-obj-22-21" src="pdf-obj-22-21.jpg">





46 <a href=Serbia " id="pdf-obj-22-38" src="pdf-obj-22-38.jpg">





47 <a href=Ecuador " id="pdf-obj-22-55" src="pdf-obj-22-55.jpg">





48 <a href=Chile " id="pdf-obj-22-72" src="pdf-obj-22-72.jpg">






" G r o w t h

h a s

n o

l i m i t

a t

M a h i n d r a .


k e e p

r e v i s i n g

m y

v i s i o n .


Only when you can dream it, you can do it."



Mahindra models

44 <a href=Belarus 16,650 26,995 19,324 45 Finland 6,500 21,644 38,926 46 Serbia 6,470 14,179 12,740 47 Ecuador 5,950 32,254 41,047 48 Chile 4,700 6,660 5,245 " G r o w t h h a s n o l i m i t a t M a h i n d r a . I k e e p r e v i s i n g m y v i s i o n . Only when you can dream it, you can do it." PRODUCT OF MAHINDRA MOTORCYCLE Mahindra models  23 " id="pdf-obj-22-132" src="pdf-obj-22-132.jpg">










Upcoming models of Mahindra

<a href=Mahindra Centuro Commuter 15 reviewsMahindra Gusto Scooter 18 reviewsMahindra Rodeo UZO Scooter 10 rev Upcoming models of Mahindra  Mahindra Arro Commuter 24 " id="pdf-obj-23-48" src="pdf-obj-23-48.jpg">



Latest Mahindra news

 <a href=Exclusive: Mahindra Gusto 125cc could launch next month; Mahindra Mojo expected, too Sunny Soral, 29-04-2015 " id="pdf-obj-24-34" src="pdf-obj-24-34.jpg">


Mahindra Mojo - Another Day Another Set of Spy Shots 26

Mahindra Mojo - Another Day Another Set of Spy Shots




LET’S – 112.8cc SCOOTER:

  • 1. SITTING

    • A) Longer Seat for comfortable ride

    • B) Comfortable sitting position

    • C) Cutaway foot board – good for short people and safe

    • D) Large meter console – easy to read while riding

  • 2. FRONT

    • A) Large multi-reflector headlight with pilot (city) lamp

    • B) Built-in Turn Indicator for stylish looks and less maintenance

    • C) Maintenance free Battery

    • D) Small front fender – designed for the youth

    • E) Telescopic suspensions for a comfortable ride

    • F) Tubeless Tyres


    • A) Large Foldable Bag Hook – Easy to hang Ladies purses and shopping bags; Safe

    • B) Single key operation – (Lock, Unlock, Ignition, Under seat lock and Shutter lock).

    • C) Optional Utility box of 8.6 Ltrs with D.C Socket

    • D) Ground Clearance – 160mm for less maintenance

    • E) Higher Wheelbase of 1250mm for better stability

    • F) Kerb Weight : 98Kgs

    • G) Fuel Capacity – 5.2 ltrs

    • H) Underseat Storage – 15 Ltrs

    • I) Helmet hook

    • J) Mega phonic silencer

    • K) Rear Inner Fender

  • 4. REAR

    • A) Stylish Tail Lamp with Indicator

    • B) Aluminum Grab Bar

    • C) Easily accessible Air filter


    • A) 112.8cc Centralized engine

    • B) Power: 8.7bhp@7500rpm ; Torque: 9NM@6500rpm

    • C) SEP Technology (MAHINDRA Eco Performance) – Excellent mileage of 63kmpl with more power, performance and Less Maintenance.

    • D) High geared CVT (Continuous Variable Transmission)= gives higher mileage.

    • E) Two ignition mode = Below 50kmph-good mileage; Above50kmph-Instant pick-up.

  • 27


    SJCS (MAHINDRA Jet Cooling System) – Doesn’t allow overheating of the engine


    Auto Decompression – Easy kick start – boon for lady customers and old age people


    PAIR (Pulsed-secondary AIR injection system) – Less Pollution


    Total servicing schedule – 4free, 4paid and 1 bonus = 09 servicing


    Complementary accessories –side stand and rear view mirrors


    • 1. SITTING


    Longer Seat for comfortable ride


    Comfortable sitting position


    Stylish meter console

    • 2. FRONT


    Large multi-reflector headlight


    Built-in Turn Indicator for stylish looks and less maintenance


    Maintenance free Battery (Normal Battery in Swish)


    Telescopic suspensions for a comfortable ride


    Tubeless Tyres (Tube Tyres in Swish)

    • 3. RIGHT SIDE


    Foldable Bag Hook – More space to keep bigger items and safe.


    Single key operation – (Lock, Unlock, Ignition, Underseat lock and Shutter lock).


    Ground Clearance – 160mm for less maintenance


    Higher Wheelbase of 1250mm for better stability


    Fuel Capacity – 6 ltrs


    Underseat Storage – 20 Ltrs


    Helmet hook


    Stylish pillion foot rest

    • 4. REAR


    Smiling Tail Lamp with Indicator


    Aluminum Grab Bar


    Large rear fender – Avoids mud splash



    124cc Cetralized engine


    Power: 8.58bhp@7000rpm ; Torque: 9.8Nm@5000rpm


    XTP Technology (eXtra Torque Performance) – Good torque resulting in excellent

    initial pick-up and better weight carrying capacity.


    SJCS (MAHINDRA Jet Cooling System) – Doesn’t allow overheating of the engine


    Auto Decompression – Easy kick start – boon for lady customers and old age people


    PAIR (Pulsed-secondary AIR injection system) – Less Pollution


    Total servicing schedule – 2free, 2paid, 2free, 2paid, 2free and 2paid = 12 servicing


    Complementary accessories – Ladies footrest, side stand, floor mat and rear view



    • 1. SEATING


    • A) Longer Seat

    • B) Comfortable sitting position

    • C) Stylish Fuel tank

    • 2. FRONT

      • A) Multi-reflector headlight for better visibility

      • B) Black Alloy wheels for stylish looks

      • C) Tubeless tyres


    • A) 112.8 cc Aluminium engine

    • B) Power: 8.40bhp@7500rpm ; Torque: 8.8NM@5500rpm

    • C) XTP Technology (eXtra Torque Performance) – Good initial Pick-up, Less vibration on higher speed and No knocking

    • D) PAIR (Pulsed-secondary AIR injection system) – Less Pollution

    • E) Maintenance Free battery

    • F) Ground clearance: 165mm

    • G) Wheelbase: 1260mm

    • H) Kerb Weight: 112kg

    • I) 5 step adjustable suspensions – Adjust the suspensions as per road conditions

  • 4. REAR

    • A) Compact and bright tail light – sport looks and less maintenance

    • B) Large Rear Fender

    • C) Helmet hook below the seat

    • D) Total servicing schedule – 4free, 3paid, 2free and 6paid = 15 servicing

    • E) Complementary accessories – Ladies footrest, Saree guard and Leg guard


    • 1. SEAT

      • A) Step-up seat with lower back support

      • B) Comfortable riding posture

      • C) ABS (Acrylo-nitrile Butadine Styrene) fuel tank of 12 Ltrs divided in 3 parts – Stylish looks, can easily replace the damage part of fuel tank. (Reserve-2.4 Ltrs)

      • D) Full electronic meter console having Speedometer, RPM Meter, RPM Indicator, Fuel Indicator, Gear Indicator, Tripmeter(A&B), Clock.

  • 2. FRONT

    • A) GSX-R Inspired Headlight with pilot (city) Lamp

    • B) 41mm thick telescopic suspensions

    • C) Small front fender designed for youth

    • D) Y-shape alloy wheels for stylish looks and less maintenance

    • E) Large disc brakes

    • F) Tubeless Tyres


    • A) Maintenance Free Battery

    • B) Kerb Weight – 135Kg (Lightest in its class of carbureted 150cc motorbikes)

  • 29

    • C) Ground Clearance – 160mm

    • D) Wheel base – 1330mm for better stability

    • E) 7-step adjustable Mono suspensions – Adjust the suspensions as per road conditions and stylish looks

    • F) 155cc Aluminum Engine designed by the experience of MotoGP engineers

    • G) Power: 14.8ps@8000rpm; Torque: 14Nm@6000rpm

    • H) 0-60kmph in 4.4sec which is the highest pick-up in its category

    • I) SEP Technology (MAHINDRA Eco Performance) – Excellent mileage of 63.5kmpl with more power, performance and Less Maintenance.

    • J) SJCS (MAHINDRA Jet Cooling System) – Doesn’t allow overheating of the engine

    • K) Auto Decompression – Easy kick start – boon for lady customers and old age people

    • L) PAIR (Pulsed-secondary AIR injection system) – Less Pollution

    • M) TPS (Throttle Positioning Sensor) – Maintains the ignition timing

    • N) Engine Balancer Shaft – Less engine vibrations at low to high rpm

    • O) Total servicing schedule – 4free, 4paid and 1 bonus = 09 servicing



    • A) LED Tail light with flexible Indicators – Bright and less on maintenance

    • B) Detachable rear fender for stylish looks

    • C) 140mm thick Radial tubeless tyres for better grip and style

    • D) Stylish grab bar

    • E) O-ring sealed chain for less maintenance

    • F) Helmet holder below the seat




    Hero Honda Motors Limited was established in 1984, as a joint venture between India’s Hero group

    Hero Honda Motors Limited was established in 1984, as a joint venture between India’s Hero group (world’s largest bicycle manufactures) and Japan’s Honda Motors Company. In 1985 production began with the launch of its first motorcycle, the CD100, which gave 80 km to the liter. In 1987 the engine plant was started and in 1989 the company produced its 3,00,000th motorcycle. In 2001 Hero Honda manufactured its 50,00,000 th motorbike. Hero Honda has a reputation of being the most fuel- efficient and the world’s single largest two wheeler company. Shri Brijmohan Lall Munjal is the Chairman and managing director of this company.

    During 80s, Hero Honda became the frist company in India to prove that it was possible to drive a vechicle without polluting the roads. The unique fratures like fuel conservation, sagety riding courses and mobile workshops helped the proup reach in the interiors of the country. Well entrenched in the domestic market, Hero Honda Motors Ltd. Turned its attention overseas, and exports have been steadily on the rise.



    Since 1986, there is a technical tie-up of Bajaj Auto Ltd. With Kawasaki Heavy Industries of

    Since 1986, there is a technical tie-up of Bajaj Auto Ltd. With Kawasaki Heavy Industries of Japan to manufacture state-of- art range of latest two- wheelers in India. The JV has already given the Indian market the KB series, 4S and 4S Champion, Boxer, the Caliber series, and Wind 125 Kawasaki Heavy Industries is a Fortune 500 company with a turnover of USD 10 billiob (Rs. 45,840 crore). It has crafted new technologies for more than hundred years.

    The technologi9es of KHI have redefined space system, aircrafts, jet engines, ships, locomotive. Energy plants, automation system, construction machinery, and of causes high reliability two-wheelers KHI has given the world its legendary series of 600-1200cc Ninja and 1600 Vulcan bikes. Straight frim its design boards, the Kawasaki Bajaj Eliminator, India’s first real cruiser bike, redefines the pleasure of “biking” in looks as well as performance. Bajaj is the first Indian two wheeler automobile company in the market since 1945 with the nameM/s Bacharj trading corporation private limited change its name as Bajaj Auto Ltd. Bajaj Auto obtains license firm the government of India to manufacture two- three- wheelers vehicles in 1959.



    TVS Motor is a leading and trusted two wheelers company began with the vision of TVS

    TVS Motor is a leading and trusted two wheelers company began with the vision of TVS scooty the founder of the Sundaram Clayton Group, the late T.S. Srinicasan- ‘to design, develop and produce an afforadable moped for the Indias continually worked on innovationn family’. This vision was realized in 1980 when TVS 50, Indian’s frist two –seater moped rolled out of the factory at Hosur in Tamil Nadu, Southern India. The company has been kmown for its reggedness and reliability.

    TVS Motor has continually worked on innovation of the motorcycle segment along with two wheeler range. The MAHINDRA Shaolin, developed by TVS MAHINDRA is India’s frist 5- speed, 140 cc motorcycle. Another example of the company success is TVs Scooty, a 60 cc scooterette which keep one step ahead of its time in India. The company is the third largest two wheeler was the first in India to lauch 2-seater 50cc moped and 100cc indo-Japanese motorcycles. At present TVs Apache, TVs Victjor, TVS scooty, TVS Centra and TVS Fiero are the popular bikes in Indian market.



    Yahama made its intial foray into India in 19785. Subsequently, it entered into a 50:50 joint

    Yahama made its intial foray into India in 19785. Subsequently, it entered into a 50:50 joint venture with the Escorts Group in 1996. However, in August 2001, Yahama acquired its remaning stake as well, bringing the Indian operations under its complete control as a 100% subsidiary of Yahama Motor Co, Ltd, Japan. Indian Yahama motor operates from its state – of – the-art-manufacturing units at Faridabed in Haruana and Surajpur in Utter Pradesh and produces motorcycle both for domestic and export markets. With a strong workforce of 2000 employees, Indian Yahama motor is highly customer-driven and has a country wide network of over 400 dealers.

    The company pioneered the volume bike segmebt with the launch is its 100 cc 2-stock motorcycle RX100. Since then, it has introduce an entire range of 2-stoke and 4-stoke bikes in India. Presently, its product portfolio includes Crux (100cc), Alba (106cc) and Gladiator (125cc).




    may be easily satisfied most of the time and the other might be hard to please but was pleased on this occasion. A methods exist to measure customer satisfaction. Periodic surveys can track customer satisfaction directly. Respondents can also be asked additional questions to measure repurchase intention and the likelihood or willingness to recommend the company and brand to others. Companies that do achieve high customer satisfaction ratings make sure Satisfaction is a person’s feelings of pleasure of disappointment resulting from comparing Product’s perceived performance (or outcome) in relation to his or her expectations. Whether the buyer is satisfied after purchase depends on the offer’s performance in relation to the buyer’s expectations. If the performance falls short of the expectations, the customer is dissatisfied. Of the performance matches the expectations, the customer is satisfied. If the performance exceeds expectations the customer is highly satisfied or delighted. A company would be wise to measure customer satisfaction regularly because one key to customer retention is customer satisfaction. A highly satisfied customer generally stays loyal longer, buys more as the company introduces new products and upgrades existing product, talks favorably about the company and its products, pays less attention to competing brands and is less sensitive to price, offers product or service ideas to the company, and costs less to serve than new customers because transactions are routine. When customers rate their satisfaction with an element of ecompany’sperformance- say, delivery. It could mean early delivery, on-time deliver, order completeness, and so on. The company Must also realize that two customer can report being “highly satisfied” for different reasons. One


    their target market knows it. For customer centered companies, customer satisfaction is both a goal and a marketing tool. Although the customer- centered firm seeks to create high customer satisfaction that is not its ultimate goal. If the company increases customer satisfaction by lowering its price of increasing its services, the result may be lower profit. The company might be able to increase satisfaction (for example, by improving manufacturing process Or investing more on R&D). Also, the company has many stakeholders, include employees, dealers, suppliers and stock holders, Spending more to increase customer satisfaction might divert funds from increasing the satisfaction of other “partners”. Ultimately, the company must operate on the philosophy that it is trying to deliver a high level of customer satisfaction subject to delivering acceptable levels of satisfaction to the other stakeholders, given its total resources.



    It's a well known fact that no business can exist without customers. In the business of website design, it’s important to work closely with your c ustomers to make sure

    the site or system you create for them is as close to their requirements as you can

    manage. Because it's critical

    that you form a

    cl os e

    wo rk in g

    r el a tio ns hi p

    wit h

    yo u r cli en t, c ustome r s e rv ic e is of v ita l importance. What follows are a selection of tips that will make your clients feel valued, wanted and loved.


    This is th e most da un tin g an d downrig ht s ca r y p art of in t er a cti ng wit h a

    c ustome r. If You ’r e n ot us ed

    t o

    t h is

    s ort


    th in g


    ca n



    pr ett y n er ve

    wracking experience. Rest assured, though, it does get easier over time. It's important to meet

    your customers face to face at least once or even twice du ri ng t he c ou rs e o f a

    p roj ec t.

    MAHINDRA be li ev es

    th a t



    po t en tia l

    c lie n t

    spends over half the

    meeting doing the talking, you're well on your way to sale. In SMPIL always face to face dealing with customer.



    This g oes wit ho u t s a yi ng re a ll y. We a ll k now h ow a nn o yi n g it is to wa it message and you'll contact them about it as soon as possible. Even if days for a response to an email or phone call. It might not always be practical to deal with all customers' queries within the space of a few hours, but at least email or call them back and let them know you've received their you're not able to solve a problem right away, let the customer know you're working on it. MAHINDRA alwa ys liste n c ustome r pr ob l em an d s o lv e h is q ue ri e s an d Alwa ys have communications with customers.



    It's very important to be friendly, courteous and to make your clients feel like yo u 'r e th e ir fri en d a nd yo u'r e t he re to he lp th em o ut. Th er e will be times when you want to beat your clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you keep a clear head, respond to your cli en ts' wis h es a s be st yo u c an , a nd at all times r ema i n p olite an d courteous. In MAHINDRA showroom all workers are trained and well behave with customer. MAHINDRA showroom’s staff very friendly with clients.

    4. HAVE






    This may not be too important when you're just starting out, but a clearly defined customer service policy is going to save you a lot of time and effort in the long run. If a customer has a problem, what should they do? If the first option doesn't work, then what? Should they contact different people for billing and technical enquiries? If they're not satisfied with any aspect of your customer service, who should they tell? There's nothing more annoying for a client than being passed from person to person, or not knowing who to turn to. Making sure they know exactly what to do at each stage of their enquiry should be of utmost importance So make sure your customer service policy is present on your site -- and anywhere else it may be useful. In MAHINDRA all terms & conditions are clearly mentioned so that no doubt in customer minds.









    Have you even received a Happy Birthday email of card from a company you were a client of? Have ever had a personalized sigh-up confirmation email for a service that you could tell was typed from scratch? These little niceties can be time consuming and aren’t always cost effective, but remember to do them. Even if it’s as small as sending a Happy Holidays email to all your customers, it’s something. It shows you care; it shows there are real people on the other end of that screen of telephone; and importantly, it makes the customers feel welcomed, wanted and


    valued, MAHINDRA has keep detail of all customers and make them happy on specific occasion.


    Sometimes this is easier said than done. However, achieving this supreme level of understanding with your will do wonders for your working relationship. MAHINDRA always tries to know about customer need and make the product according to them.


    It’s possible this is the most important point in this article. Simple message: when you promise something, deliver. The most common example here is project delivery dates. Clients do not like to be disappointed. Sometimes,Something may not get done, or you might miss a deadline through no fault of your own. Projects can be late, Technology can fail and sub-contractors do not deliver on time.


    ARUN NANDA Chairman Mahindra Holidays & Resorts India Limited (MHRIL) BOARD OF DIRECTORS The Group Executive

    ARUN NANDA Chairman

    Mahindra Holidays & Resorts India Limited (MHRIL)


    The Group Executive Board (GEB) displays the breadth and depth of our talented

    human capital. Made up of people from all segments of industry, the GEB explores synergies between all our businesses to unite our goals and forge strategic plans. Working together, we create value while staying true to our common purpose and values.


    Meet the people whose extraordinary efforts enable us to Rise.

    Chairman & Managing Director – Mahindra & Mahindra

    Group President - HR & Corporate Services, CEO - Aftermarket Sector

    Executive Director - Mahindra & Mahindra, Group President (Auto and Farm Sector)

    Group President and CEO - Aerospace & Defence Sector

    Group President - IT Sector, Group CTO

    Group President – Strategy

    Managing Director & CEO - Mahindra Lifespaces, President - Real Estate Sector

    Managing Partner - Mahindra Partners, President - Group Legal

    President - Group M&A, Corportate Accounts, Group Secretarial

    Managing Director & CEO - Tech Mahindra

    President - Group Communications & Ethics, Chief Brand Officer

    Managing Director - Mahindra & Mahindra Financial Services, President - Financial Services Sector

    Meet the people whose extraordinary efforts enable us to Rise . <a href=Anand Mahindra Chairman & Managing Director – Mahindra & Mahindra Rajeev Dubey Group President - HR & Corporate Services, CEO - Aftermarket Sector Pawan Goenka Executive Director - Mahindra & Mahindra, Group President (Auto and Farm Sector) S.P. Shukla Group President and CEO - Aerospace & Defence Sector Ulhas Yargop Group President - IT Sector, Group CTO Anish Shah Group President – Strategy Anita Arjundas Managing Director & CEO - Mahindra Lifespaces, President - Real Estate Sector Zhooben Bhiwandiwala Managing Partner - Mahindra Partners, President - Group Legal S Durgashankar President - Group M&A, Corportate Accounts, Group Secretarial C.P. Gurnani Managing Director & CEO - Tech Mahindra Ruzbeh Irani President - Group Communications & Ethics, Chief Brand Officer Ramesh Iyer Managing Director - Mahindra & Mahindra Financial Services, President - Financial Services Sector Rajesh Jejurikar Harsh Kumar 41 " id="pdf-obj-40-58" src="pdf-obj-40-58.jpg">


    President & Chief Executive - Farm Equipment & Two Wheeler

    Managing Director - Mahindra Intertrade

    Group CFO, Group CIO, President - Group Finance and M&A

    President & Chief Executive – Automotive

    President & Chief Executive - Agri, Africa & South Asia Operations

    Managing Director & CEO - Mahindra Holidays and Resorts, President - Leisure & Hospitality Sector

    President & Chief Executive - Truck & Powetrain, Head - Mahindra Research Valley

    President and CEO- Ssangyong Motor Co.


    <a href=Type Public ( BSE : 500520 ) Industry Automotive " id="pdf-obj-41-34" src="pdf-obj-41-34.jpg">








    Key people


    Revenue 23,803.24 <a href=crore ( US$ 5 .31 " id="pdf-obj-42-39" src="pdf-obj-42-39.jpg">
    Revenue 23,803.24 <a href=crore ( US$ 5 .31 " id="pdf-obj-42-42" src="pdf-obj-42-42.jpg">

    23,803.24 crore (US$5.31


    <a href=Net income 2,871.49 crore ( US$ 6 40.34 " id="pdf-obj-42-59" src="pdf-obj-42-59.jpg">
    <a href=Net income 2,871.49 crore ( US$ 6 40.34 " id="pdf-obj-42-62" src="pdf-obj-42-62.jpg">

    2,871.49 crore (US$640.34





    Objective of the study


    The objective of the study os “Company image MAHINDRA MOTORCYCLE and

    survey research to measure customer sartisfaction towards SIZUKI ACCESS125. To determine the effects of the company image on the sales. To understand customer attitude towards MAHINDRA motorcycle and MAHINDRA

    auto. To know the market share of MAHINDRA motorcycle. To measure customer satisfaction of MAHINDRA Access 125 owners. To know the tastes and preferences of people. To find the reasons for buying Access 125. To determine the customer’s satisfaction regarding two-wheeler and after sales service.


    This study is aimed at providing MAHINDRA MOTORCYCLE INDIA PVT.LTD. with an insight on the consumer pattern of MAHINDRA access 125cc as well as the customer’s response and awareness towards the brand, products and services of suziki.

    The data hs been analyzed and presented in a simple and precise way on the basis of which pertinent recommendations have been made to the companu to better of which pertinent recommendation have been made to better the services, policies and strategies of the company in India. Companies also want the Suggestion for improvement from users of MAHINDRA vehicle & get Feedback from customer.



    The core philosophy of MAHINDRA is to provide “VALUE-PACKED PRODUCTS”. Since the founding of MAHINDRA Motors Corporation, the orgnization’s endeavour has always been to provide “VALUE PACKED PRODUCTS” as one of the manufacturing philolsophies. MAHINDRA believes that “VALUE-PACKED PRODUCTS” come from the effort to carry out product development from customer’s point of view. This policy has been in effect since company’s inception and has helped the organization to meet customer needs. As a result, MAHINDRA’s products have become will received throughout the world. MAHINDRA is fully committed to create products that meet coustomer’s demand by utilizing its duyanamic, long-nurtured technological advantage coupled with its fresh and active human resources.

    Develop products of superior valur by focusing on the coustomers.

    Establish a refreshing and innovative company thorugh team work.

    Strive for individual excellence through continuous iimprovement.

    Foreign direct investment

    Automatic approval for foreign equity investment upto 100% of manufacture of automobiles and component is permitted.

    Import tariff


    The incidence of import tariff will be fixed in a manner so as to facilitate development of manufacturing capabilities as opposed to mere assembly without giving undue protection; ensure balanced transition to open trade; promote increased competition in the market and enlarge purchase options to the Indian customer.

    The Government will review the automotive tariff structure periodically to encourage demand, promote the growth of the industry and prevent India from becoming a dumping ground for international rejects.

    In respect of items with bound rates viz. Buses, Trucks, Tractors, CBUs and Auto components, Government will give adequate accommodation to indigenous industry to attain global standards.

    In consonance with Auto Policy objectives, in respect of unbound items i.e., Motor Cars, MUVs, Motorcycles, Mopeds, Scooters and Auto Rickshaws, the import tariff shall be so designed as to give maximum fillip to manufacturing in the country without extending undue protection to domestic industry.

    The conditions for import of new Completely Built Units (CBUs), will be as per Public Notice issued by the Director General Foreign Trade (DGFT) having regard to environment and safety regulations.

    Used vehicles imported into the country would have to meet CMVR, environmental requirements as per Public Notice issued by DGFT laying down specific standards and other criteria for such imports.

    Appropriate measures including anti dumping duties will be put in place to check dumping and unfair trade practices.

    Motor Cars

    Excise duty


    The ownership of cars in India is just 6 per thousand of population as against 500 in the developed economies. The contribution of the auto sector to the GDP and employment is likewise low. Expansion of local demand holds great potential and is vital to install scale volumes of production.

    Domestic demand mainly devolves around small cars not exceeding 3.80 meters in length. Small cars occupy less of road space and save on fuel. These capture more than 85% of the market. India can build export capability and become an Asian hub for export of small cars. The growth of this segment needs to be spurred.

    Multi Utility Vehicles

    MUVs are an important mode of economical mass transport in rural India due to poor road infrastructure and lack of good State transport system. They are the first vehicle purchased by a number of farmers, traders, small businessmen in rural and semi-urban markets. The Government will endeavour to provide fiscal incentives to this sector.

    Commercial Vehicles

    Presently excise duty on commercial vehicles sold by a manufacturer whether as a chassis or with a complete body is 16%. However, no duty is levied on the body that is built by an independent body builder on chassis bought from a manufacturer. This dispensation inveigles production of the complete trucks and buses by the chassis manufacturer and is detrimental to safety standards. The duty imposed on the construction of bodies by an independent body builder, small or organised sector shall be equal to that of bodies built by a chassis manufacturer. The Government will encourage fabrication of bus body on bus chassis designed for better passenger comfort instead of truck chassis as is the current practice.



    Government will duly amend the Central Motor Vehicles Rules, Bureau of Indian Standards (BIS) and other relevant provisions and introduce safety regulations that conform to global standards.

    Testing and certification facilities need to be revised and strengthened in accordance with safety standards of global order. Government, in partnership with industry, will tend to this requirement.

    Harmonisation of standards:

    Government recognises the need for harmonisation of standards in a global economy and will work towards it.

    Corporate social responsibility policy in Maruti Company:

    Corporate social responsibility (CSR) of companies has become a subject of much debate. Despite this, it had been unable to understand what exactly companies are supposed to do as their CSR. Is it philanthropy and charity? Is it social and humanitarian work or protecting the environment? Is it undertaking public service tasks which normally government should be doing? Or is it all of these? I believe that the CSR of a company should be undertaking all actions as would maximise the probability of its long-term survival and sustained growth.

    All companies have both direct and indirect stake holders. A company also impacts on the external environment. Direct stake holders would include all employees, suppliers and vendors, dealers, as well as share holders. Indirect stake holders would comprise communities living near the production facility, customers and others whose livelihood could be influenced by the operations of the company. The larger the company the greater would be the Number of its stake holders. It is clearly in the interests of all the direct stake holders that the company should have long-term sustained growth, as closure of a company would lead to disruption in the lives of many, and often cause severe hardship to the weaker amongst stake holders, including small share holders.


    The government policy to promote infrastructure and heavy industries through the public sector was to bring about economic growth with equity. The long-term survival of government companies was never an issue, as long as taxpayers - money was available to support them. In that event, the CSR of such companies should have been achieving the targets for which they were established, without incurring cost and time over runs, and expanding output to meet the needs of the economy while constantly improving productivity and quality. Companies who underperform in these respects cannot justifiably say that they are fulfilling their CSR by claiming to be model employers, or doing development work in villages or giving donations for good causes.

    MARUTI COMPANY is a good example. While nationalising Sanjay Gandhi's Maruti Ltd, Parliament decided that a government company should be established to modernise the Indian automobile industry. The management of Maruti decided that this object had to receive its undivided attention. A strategy was evolved as to how this objective could be achieved within the constraints of operating as a public sector company. We recognised that the then existing systems for managing a PSU were unlikely to attain the desired results, and so drew heavily on the Japanese experience. Maruti did not follow many of the practices normally applicable to government companies as part of their `social responsibility'. The results speak for themselves.

    Making profits on a sustained basis is a necessary condition for any company to survive for long. In today's globalised and increasingly competitive world, sustained profitability is not possible unless all direct stake holders recognise the changes taking place and work towards ensuring sustained profitability. They have also to create a positive brand image which attracts customers to the products and services offered by the company. Following all laws and caring for the environment makes good business sense, and helps in image building. These matters have to be the core of the CSR of a company.

    It is apparent that it is in the interests of workers, and other direct stake holders, that the company should have longterm sustained growth. Yet, in a large number of companies this does not appear to be recognised. Workers do not think that they should help the company become more competitive. Not all vendors and dealers identify their interests with those of the company. Why do people apparently act against their longterm interests? The primary reason is lack of communication between the management of a company and the stake holders. Sometimes a company's policies are also very one-sided. Workers, usually receive politically motivated


    communications from outside persons, who have no stake in the future of the company, and who are looking for short-term political gains. A management needs to counter this by developing effective two-way communication to educate workers as to what is in their best interests. This education process has to be backed by policies and practices which would convince the workers that if the company does well in terms of rising productivity and profits, they too would be enabled to improve their quality of life.

    Research and development

    Research and Development Process of Maruti MAHINDRA India Limited Company are done by the company to promote its business and to gain high percentage of market share in the automobile market, and also to satisfy their customers and attract more customers towards them in the market. The company continuosly do research on their product, market and customers demand to satisfy the customer and to provide them better service.Maruti company has taken various steps regarding the development of the company and also to maintain good relation with customer.Maruti company provide many services to their customers like Insurance, Finance for their vehcles on easy Interest Rates, Genuine acessories for the cars, and maintainance and service related to their vehcles in the workshop. Maruti Company has many service stations in different cities to provide easily after sales services to their customer.


    Maruti Company provides many facilities to their customers through their Dealers, the customers should do only to reach at the nearest Dealer of Maruti Company and they can easily get every facility which is given by Maruti to their customers.

    Marketing Policies used by Mahindra Company :

    Maruti Company uses some theoretical concepts of Marketin Mix which are

    Meaning and Definition

    Marketing Mix means to collect and mix the resources of marketing in the manner that objects of

    the enterprise may be achieved and maximum satisfaction may be provided to the consumers. The term marketing mix is used to describe a combination of four elements – the product, price, physical distribution and promotion. These are popularly known as “Four P’s”. A brief description of the four elements of marketing mix (Four P’s) is.

    Product: The product itself is the first element. Products most satisfy consumer needs. The management must, first decide the products to be produced, by knowing the needs of the consumers.

    Price: The second element to affect the volume of sales is the price. The market or announced amount of money asked from a buyer is known as basic value placed on a product.

    Promotion: The product may be known to the consumers. Firms must undertake promotion work-advertising, publicity, personal selling etc. which are the major activities.

    Place: Physical distribution is the delivery of products at the

    rights time and at the right

    place. The distribution mix is the combination of decisions relating to marketing channels, storage facility, inventory control, location transportation warehousing etc.


    And for using this marketing mix Maruti Company have to study the consumer buying behaviour which is :

    What is Consumer Buying Behaviors? Definition of Buying Behaviour, Buying Behaviour is the decision processes and acts of people involved in buying and using products. Need to understand :

    Why consumers make the purchases that they make? What factors influence consumer purchases? The changing factors in our society. Consumer Buying Behaviour refers to the buying behaviour of the ultimate consumer. A firm needs to analyze buying behaviour for:

    Buyers' reactions to a firms marketing strategy has a great impact on the firm's success.

    The marketing concept stresses that a firm should create a marketing mix(MM) that satisfies (gives utility to) customers, therefore need to analyze the what, where, when and how consumers buy. Marketers can better predict how consumers will respond to marketing strategies.


    Consumer behavior is the study of the behavior of consumers, when they go to purchase something to satisfy their needs and wants.

    Buying Motives of consumers:

    Factors Influences Consumer Behavior Consumer’s behavior is influenced by cultural, social, personal, and psychological factors. Cultural factors exert the broadest and deepest influence. Cultural Factors: Culture, subculture, and social class are important in buying behavior.


    Culture: Culture is the most fundamental determinant of a person’s wants and behavior through his or her family and other key insinuations. A child growing up in the United States is exposed to the following values : achievement and success, activity, efficiency and practicality, progress, material comfort, individualism, freedom, external comfort, humanitarianism and youthfulness. Subculture: Each culture consists of smaller that provide more specific identification and socialization for their members. Subculture includes nationalities, religions, racial groups and geographic regions. Many subcultures make up important market segments, and marketers often design products and marketing programs tailored to their needs. Social Class: Virtually all-human societies exhibit social stratification. Stratification sometimes takes the form of a caste system where the members of different castes are reared for certain roles and cannot change their caste membership.

    Social factors: In addition to cultural factors, a consumer’s behavior is influenced by suchsocial factors as reference groups, family, and social roles and statuses. Reference Groups: A person’s reference groups consist of all the groups that have a direct (face- to-face) or indirect influence on the person’s attitudes or behavior. Family: The family is the most important consumer buying organization in society, and it has been researched extensively. Family members constitute the most influential primary reference group. We can distinguish between two families in the buyer’s life. Roles and Statuses: A person participates in many groups – family, clubs, and organizations. The person’s position in each group can be defined in terms of role and status.

    Personal Factors

    A buyer’s decisions are also influenced by personal characteristics. These include the buyer’s age and stage in the life cycle, occupation, economic circumstances, lifestyle and personality and self-concept.

    (i)Age and stage in the cycle:

    People buy different goods and services over a lifetime. They ear baby food in the early years, most foods in the growing and mature years, and special diets in the later years. Taste in clothes,


    furniture and recreation is also age related. Consumption is shaped by the family lifecycle. Some recent work has identified psychological life-cycle stages. Marketers pay close attention to changing life circumstances – divorce, widowhood, remarriage – and their effect on consumption behavior.

    (ii)Occupation and economic circumstances:

    Occupation also influences a person’s consumption pattern. A blue-collar worker will buy

    clothes, work shoes, and lunchboxs.


    People from the same subculture, social class and occupation may lead quite different lifestyles. A lifestyle is the person’s pattern of living in the world as expressed in activities, interests and opinions.

    (iv)Personality and self – concept:

    Each person has a distinct personality that influences buying behavior.

    (v)Psychological Factors:

    A person’s buying choices are influenced by four major psychological factors-motivation,

    perception, learning and beliefs and attitudes.


    A person has many needs at any given time. Some needs are biogenic; they arise from physiological states of tension such as hunger, thirst, discomfort.


    A motivated person is ready to act. How the motivated person actually acts is influenced by his

    or her perception of the situation.


    When people act, they learn. Learning involves changes in an individual’s behavior arising from experience. Most human behavior is learned. Learning theorists that learning is produced through the interplay of drives, stimuli, cues, responses, and reinforcements.

    (ix)Beliefs and Attitudes:

    Through doing and acquire beliefs and attitudes. These in turn influence buying behavior. A belief is a descriptive thought that the person holds about something.


    Stages of the Consumer Buying Process

    Six Stages

    to the Consumer Buying Decision Process (For complex decisions). Actual

    purchasing is only one stage of the process. Not all decision processes lead to a purchase. All


















    next. The 6 stages are:

    • 1. Problem Recognition (awareness of need)--difference between the desired state and the

    actual condition. Deficit in assortment of products. Can be stimulated by the marketer through product information-- I.E., see a commercial for a new pair of shoes, stimulates your recognition that you need a new pair of shoes.

    • 2. Information search-Internal search, memory.

    External search if you need more information. Friends and relatives (word of mouth). Marketer

    dominated sources; comparison shopping; public sources etc.A successful information search leaves a buyer with possible alternatives.

    3.Evaluation of Alternatives needs to establish criteria for evaluation features the buyer wants or does not want. Rank/weight alternatives or resume search. May decide that you want to eat something spicy. If not satisfied with your choices then return to the search phase. Can you think of another alternative? Look in the yellow pages etc. Information from different sources may be treated differently. Marketers try to influence by "framing" alternatives.

    • 4. Purchase decision--Choose buying alternative, includes product, package, store, method of

    purchase etc.

    • 5. Purchase May differ from decision, time lapse between 4 & 5, product availability.

    • 6. Post-Purchase Evaluation--outcome: Satisfaction or Dissatisfaction. Cognitive Dissonance,

    have you made the right decision. This can be reduced by warranties, after sales

    communication etc.


    Types of Consumer Buying Behaviour

    Types of consumer buying behavior are determined by:

    Level of Involvement in purchase decision. Importance and intensity of interest in a product in a

    particular situation.

    Buyer's level of involvement determines why he/she is motivated to seek information about a certain products and brands but virtually ignores others. High involvement purchases--Honda Motorbike, high priced goods, products visible to others, and the higher the risk the higher the involvement. Types of risk:

    1-Personal risk

    2-Social risk

    3-Economic risk

    The four type of consumer buying behavior are:


    Routine Response Programmed Behavior -- buying low involvement frequently purchased low cost items; need very little search and decision effort; purchased almost automatically. Examples include soft drinks, snack foods, milk etc. Limited Decision Making buying product occasionally --When you need to obtain information about unfamiliar brand in a familiar product category, perhaps. Requires a moderate

    amount of time for information gathering. Examples include Clothes know product class but not the brand. Extensive Decision Making/Complex high involvement, unfamiliar, expensive and/or infrequently bought products. High degree of economic performance/psychological risk. Examples include cars, homes, computers, and education. Spend a lot of time seeking information and deciding. Information from the companies MM; friends and relatives, store personnel etc. Go through all six stages of the buying process.

    Impulse buying, no conscious planning.

    In order to produce successful ads, you must give people exactly what they want. This article will teach you why people buy the things they do so you can design your ads to fulfill these needs.

    Customer’s review

    The style of scooter not match impressive, I am waiting for the how the market responds but main key is priced comparative with Honda activa and milege.

    MAHINDRA is globally known for quality, value for money and customer satisfactiuon. They have taken care of every aspect. It’s a family vehicle. Have style, comfort, sagety, space, and price I am sure will be at par with competition.

    I am very much impressed bu the looks, style of Access. It is likely to b e much dearer than Activa.

    MAHINDRA- access-125. It lookes very nice I am sure price of scooter will be defiantly competitive with Honda-Activa.


    I have like the scooter. It is what I had expected to own. I am impresed with the finish, stlyle and quality.


    Marketing research plays an important role in the process of marketing. Starting with market component of the total marketing talks. It helps the firm to acquire a better understanding of the consumers, the competition and the marketing environment.


    “Marketing research is a systematic gathering, recording and analysis marketing problem to facilitate decision making.” - Coundiff & Still.

    “Marketing research is a systematic problem analysis, model building and fact finding for the purpose of important decision making and control in the marketing of goods and services.


    • - Phillip Kotler.

    Main steps involved in marketing research

    Defining the Marketing Problem to be tackled and identifying the market research problem involved in the task.


    Define the problem and its objectives.


    Identify the problem.


    Determine the information needed.


    Determine the sources of information.


    Decide research methods.


    Tabulate, Analyze and interpret the data.


    Prepare research report.


    Follow-up the study.

    (1) Define the problem and its objectives: - This includes an effective job in planning and designing a research project that will provide the needed information. It also includes the establishment of a general framework of major marketing elements such as the industry elements, competitive elements, marketing elements and company elements.

    (2)Identify the problem: - Identifying the problem involves getting acquainted with the company, its business, its products and market environment, advertising by means of library consultation and extensive interviewing of company’s officials.

    (3)Determining the specific Information needed: - In general the producer, the manufacturer, the wholesaler and the retailer try to find out four things namely:-


    What to sell


    When to sell


    Where to sell


    How to sell

    (4) Determine the sources of information:-


    (a)Primary Data: - Primary datas are those which are gathered specially for the project at hand, directly – e.g. through questionnaires & interviews. Primary data sources include company salesman, middleman, consumers, buyers, trade association’s executives & other businessman & even competitors. (b)Secondary Data: - These are generally published sources, which have been collected originally for some other purpose. Source are internal company records, government publication, reports & publication, reports & journals, trade, professional and business associations publications & reports. (5)Decide Research methods for collecting data: - If it is found that the secondary data cannot be of much use, collection of primary data become necessary. Three widely used methods of gathering primary data are

    A) Survey

    • B) Observation

    • C) Experimentation

    • A) Survey Method: - In this method, information gathered directly from individual

    respondents, either through personal interviews or through mail questionnaires or

    telephone interviews.

    • B) Observation Method: - The research data are gathered through observing and

    recording their actions in a marketing situation. This technique is highly accurate. It is

    rather an expensive technique.

    • C) Experimental Method: - This method involves carrying out a small scale trial

    solution to a problem, while at the same time, attempting to control all factors relevant to the problem. The main assumption here is that the test conditions are essentially the same as those that will be encountered later when conclusions derived from the experiment are applied to a broader marketing area.


    • D) The Panel Research: - In this technique the same group of respondents is contacted

    for more then one occasion; and the information obtained to find out if there has been any in their taste demand or they want any special quality, color, size, packing in the product.

    • a) Preparation of questionnaire

    • b) Presetting of questionnaire (6)

    Tabulate, Analysis and Interpret the Data :-

    The report must give/contain the following information:-

    • a) The title of research

    • b) The name of the organization for which it has been conducted

    • c) The objectives of research

      • c) The methodology used

      • d) Organization and the planning of the report

      • e) A table of contents along

    f)The main report containing the findings

    • g) Conclusion arrived at end recommendations suggested

    • h) Appendices (containing questionnaire / forms used sample design, instructions.)

    (7) Follow-up the study: - The researchers, in the last stage, should follow up this study to find if his recommendation are being implemented and if not, why?


    “Advertising is a paid form of non-personal presentation and promotion of ideas, goods or services by an identified sponsor.”


    To know the relationship of sales with the advertisement.


    To know awareness of people towards Passenger car of maruti MAHINDRA.

    To know in which Passenger car are mostly like/preferred. To know which advertisement tool is mostly preferred by people. To know the preference of Passenger car of maruti MAHINDRA with comparison to Other competitive brands.

    To know the factors which affects consumer’s buying behavior. To purchase Passenger car of maruti MAHINDRA.

    Information requirement

    First, I had to know about all the competitors present in the passenger car segment.

    Before going for the survey I had to know the comparative model and Prices of all the competitors existing in the market. Since passenger car is a product that attracts people and youngsters hence I had to trace the market and segment it, which mainly deals with people of various age groups. As passenger car is different product, the main information needed is the various types of passenger car available in the market. As Maruti MAHINDRA advertisements are mainly done through hoardings but on television the advertisement is being telecasted timely and on the proper time or not.

    Choice of research design – alternatives & choice

    Despite the difficulty of establishing an entirely satisfactory classification system, it is helpful to classify marketing research on the basis of the fundamental objectives of the research. Consideration of the different types, their applicability, their strengths, and their weakness will help the student to select the type best suited to a specific problem. The two general types of research are:


    Exploratory research seeks to discover new relationship, emphasis on discovery of ideas. Marketing researches devote a significant portion of their work on exploratory studies when very little is known about the problem being examined.



    Conclusive studies attempts to determine the frequency with which something occurs or the relationship between two phenomenon. Usually conclusive studies assume certain under underlying characteristics of the market or have some precise statement of research questions/hypothesis.




    You get live experience about Electronic Durables. You can Touch and feel the products. Employees are expert in sales. Supervisors in the store are well educated and have skill qualities. The store is open 365 days for their customer welfare. Here customers are treated as ‘Most important Atithi.”


    There is lack of awareness about incentives given to the employees, it is not satisfactory for them. Employees are not satisfied regarding their promotions. Sometimes delay of stock also affect the performance of overall store.


    Some offer/schemes are not easy to understand by the customers arrive in the store.


    A good place to learn about electronic durables and other technical terms. In retail sector, Mahindra Digital is one of the major players, so growth opportunities are there always and Retail Sector is a growing sector.


    In this competitive scenario other major players in Electronic Retail like Croma, E zone, Next

    etc. are also growing well. These players are the threats to Mahindra Digital. Now days, customer prefer online shopping without going anywhere. This is also a threat to retail store.


    We entered real estate in 1994 because we saw an opportunity to transform the way society thinks about living and work space. Today, our real estate initiatives are enhancing living standards and pioneering environmentally friendly construction in India. Through our green developments, we’re demonstrating that sustainability and good living go hand in hand. We partner with the Clinton Climate Initiative and Indian Green Building Council to create certified, state-of-the art green communities. Our innovative integrated business cities are revolutionizing the way Indians work, live, and play. Working with the Indian government’s Special Economic Zone scheme, we’ve created two brand-new cities designed to facilitate business excellence and a relaxed, healthy lifestyle. We're excited to contribute to India's economic development with infrastructure that has positive impact on environmental and personal health.


    <a href=Integrated Business Cities & Special Economic Zones Living Spaces Real estate companies  Mahindra Lifespace DevelopersMahindra World City Developers RETAIL Organized Indian retail grew at 20 percent over the last five years, and we expect it to continue to expand at a scorching rate in the next five. Indian consumers are increasingly looking at shopping as an experience, not just a process of acquiring necessary items. With our entry into retail, we seek to provide our customers with a holistic experience that satisfies their desire for an enriching and pleasant experience as well as for excellent products. Our first retail foray, the Mom & Me retail chain, positions us as first movers in the market for maternity and baby needs. Before our entry, Indian mothers had to visit an array of shops to buy maternity clothes here, baby healthcare supplies there, and nursery furniture at a third place. In the future, Mahindra Retail will continue to seek opportunities to expand into other categories of lifestyle retailing. We understand the need for excellence in front end, back end, and support functions, and Mahindra’s longstanding expertise in IT, Finance, Logistics, and Supply Chain Management have prepared us well for entry into new areas of retail. 65 " id="pdf-obj-64-2" src="pdf-obj-64-2.jpg">

    Real estate companies


    Organized Indian retail grew at 20 percent over the last five years, and we expect it to continue to expand at a scorching rate in the next five. Indian consumers are increasingly looking at shopping as an experience, not just a process of acquiring necessary items. With our entry into retail, we seek to provide our customers with a holistic experience that satisfies their desire for an enriching and pleasant experience as well as for excellent products. Our first retail foray, the Mom & Me retail chain, positions us as first movers in the market for maternity and baby needs. Before our entry, Indian mothers had to visit an array of shops to buy maternity clothes here, baby healthcare supplies there, and nursery furniture at a third place. In the future, Mahindra Retail will continue to seek opportunities to expand into other categories of lifestyle retailing. We understand the need for excellence in front end, back end, and support functions, and Mahindra’s longstanding expertise in IT, Finance, Logistics, and Supply Chain Management have prepared us well for entry into new areas of retail.


    For Children For Expecting & New Mothers
    For Children
    For Expecting & New Mothers

    Mahindra Retail's first venture, Mom & Me, brings Indian mothers a specialty storewhere they can meet all their product and service needs. We've created a warm and friendly space where expecting and new mothers can find everything from formula and baby food to maternity fashion to strollers. Our holistic concept comprises both products and services. From pregnancy fashion to children’s apparel, from toys to baby and mothers’ wellness products, from strollers and car seats to children’s furniture, you’ll find the best brands in our stores. Shopping is relaxing and easy thanks to the special layout designed for the comfort of a pregnant woman or a mother with children, with a feeding room, play area, places to sit and rest, and a child-friendly floor plan. You’ll also receive the guidance and support you need to navigate pregnancy, infancy, and childhood confidently. Parenthood is one of the most exciting and challenging adventures in our lives, and our pregnancy and parenting classes will help you prepare for your new role. We train our employees extensively in the experience of pregnancy and motherhood so that they understand exactly what our customers are going through. Come visit us at any of our outlets spread across Mumbai, Pune, Bangalore, Chennai, Mangalore, Hyderabad, Vishakapatnam, Indore, Vadodara, Ahmedabad, New Delhi, Chandigarh, and Ludhiana. We are currently expanding across most major cities and towns in India—keep an eye out for us in your neighborhood.



    As we grow rapidly, we ensure that our young and vibrant workforce is constantly trained to keep them abreast of changes driven by the business and our customers. Our commitment to learning is emphasized by the fact that every leader in the organization, as a mandate, has to spend time in a learning program, both as a participant and also as a facilitator. The in-house learning and development function at Mahindra and Mahindra BSG strives to meet the highest training standards for our workforce and is organized into three branches:

    Each of these three branches is staffed with experienced in-house trainers and facilitators who cater to the varied learning requirements of our employees.

    Communication Skills Training

    This unit is further categorized into New Hire Training and Refresher Training. New Hire Training: Comprehensive coverage on various aspects of communication skills based on business requirement. This is an intensive 80-hour program which includes, but, is not restricted to the following topics:

    Voice and accent neutralization

    Communication skills

    Culture sensitization

    Client service skills and attitude

    Telephone etiquette

    Language enhancement

    As we grow rapidly, we ensure that our young and vibrant workforce is constantly trained toCommunication Skills Training  Product & Process TrainingBehavioral & Professional Skills and Leadership Training Each of these three branches is staffed with experienced in-house trainers and facilitators who cater to the varied learning requirements of our employees. Communication Skills Training This unit is further categorized into New Hire Training and Refresher Training. New Hire Training: Comprehensive coverage on various aspects of communication skills based on business requirement. This is an intensive 80-hour program which includes, but, is not restricted to the following topics:  Voice and accent neutralization  Communication skills  Culture sensitization  Client service skills and attitude  Telephone etiquette  Language enhancement 67 " id="pdf-obj-66-66" src="pdf-obj-66-66.jpg">


    Refresher Training: Since learning is a continuous process, our tenured employees are put through refresher programs periodically to ensure that our client interactions are of the highest standard. In addition to the above, associates from key processes are required to go through the Oral Proficiency Test. The test is conducted by Ordinate Corporation, a wholly-owned subsidiary of Harcourt Assessment, Inc., USA. Ordinate is the first company to develop a completely automated method for testing spoken language and was awarded the “Technovation Award” from the American Teleservices Association (ATA) for its leading efforts in developing automated voice testing capabilities.

    Mahindra and Mahindra BSG is the first Indian BSG to win the Golden Peacock National Training Award 2007, awarded by Institute of Directors (IOD). Product & Process Training

    All new employees undergo rigorous and thorough training on areas related to the products and processes of each line of business. In addition to providing classroom training, there is equal focus on providing practical “hands-on” training for each employee. This is further reinforced by our practical approach to assessing competencies at the end of training. Assessments are a combination of written tests and mock calls that gauge the combined skills of process knowledge and communication capability of the employee.

    Behavioral and Professional Skills Training

    Refresher Training: Since learning is a continuous process, our tenured employees are put through refresher programsGolden Peacock National Training Award 2007 , awarded by Institute of Directors (IOD). Product & Process Training All new employees undergo rigorous and thorough training on areas related to the products and processes of each line of business. In addition to providing classroom training, there is equal focus on providing practical “hands-on” training for each employee. This is further reinforced by our practical approach to assessing competencies at the end of training. Assessments are a combination of written tests and mock calls that gauge the combined skills of process knowledge and communication capability of the employee. Behavioral and Professional Skills Training 68 " id="pdf-obj-67-14" src="pdf-obj-67-14.jpg">


    Mahindra Satyam is a global player in Information, Communication, and Technology (ICT). We provide enterprise business solutions, infrastructure services, industry native solutions, integrated engineering solutions, consulting services, application development and management services, and business process outsourcing to more than 350 clients in 35 countries.

    Our wide-ranging expertise allows us to construct comprehensive strategies based on analysis of industry trends. Over 90 percent of our employees are engineers and business graduates with extensive background in IT and customer service.

    We’re passionate about the potential of computer-based learning to transform both people’s lives through better jobs and entire industries through a more productive workforce. Our training centers and courses have delivered 9.2 million learning hours, with 70 percent delivered virtually. To date, trainees have completed 684,000 online courses. . We are a leader in quality. We were the first company in the world to receive ISO 9001:2000 certification, among the first ten to attain CMM Level 5, and the third to be BS 25999 certified on business continuity. We are also certified at Level 5 in both our CMMI for Development Version 1.2 for more than ten business units and our Automotive SPICE PATHFINDER Maturity. We have received ISO 20000 for Networks and Systems, AS9100/EN9100 for Engineering Solutions, Payment Card Industry certification (PCI-DSS 1.1) for our banking vertical, and ISO 27001 Global Certification and ISO 9001:2000 for all services.



    The project report is based on the topic “A study on Training and Development in Mahindra and Mahindra”. The following are the objectives of the project report:

    To find out the detailed procedure of human Resources Department of Mahindra and Mahindra regarding the supply of human resources to company.


    For understanding the techniques development.

    & methods

    used in

    the process

    of training &

    To understand the training and development policy of the company.

    To know about workers job satisfaction etc. with the help of questionnaire.

    To suggest measures to overcome the shortcomings if any



    Research Methodology defines the process or the procedure followed in conducting research. The research carried out for Mahindra & Mahindra was undertaken in order to find how effective the Human Resources Department is carrying out the basic functions of training & development. The methodology involves primary data collection. The methodology used by me was to take interview to collect the data. For this purpose I prepared a set of 10 questions. For my purpose I select only staff and left the managers. My sample size was 100 people. Primary Data:- Interviews through Questionaire. Through conducting structured interviews with HR Manager, Director & Managing Director. Employees of the company. Sample Size:

    Questionnaire was filled up by 25 employees doing permanent & temporary kind of job at the company. (It includes sales & Maintenance people.)


    Interpretations of the questionnaire are given ahead in this project in the form of graphs, tables &


    Information Analysis

    The data collected from both companies is put before you in theoretical form. The data collected

    through questionnaire is compiled & put in form graphs, tables & percentage form.




    Research Methodology:

    It is the specification of the methods and procedures used for acquiring the information needed. In short, it is the master plan for conducting the research study. It should be noted that a Research Methodology is unique to a Research Design.

    It includes:

    Research Type:

    Sample Size:

    Sampling Procedures:

    Time of Collection:

    Limitations of Research:

    Research Type:

    As my project focused majorly on the Store Operations of Mahindra store Kanpur and not the customer taste and preferences so I took help of DESCRIPTIVE RESEARCH STUDIES. Descriptive Research involves the description of the characteristics of the variable, description of the extent of association between variables and it allows the researcher to infer about the variables. Like in this case, the variables were analyzing Footfall, Catchment Area and the Average Ticket Size of the customers.

    Descriptive studies provide a sound basis for the solution of the problem; even though they do not explain the relationship among the variables.

    • I took the base of DESCRIPTIVE RESEARCH because I worked on the data provided by the

    store i.e. it was secondary data (total footfall, total sales, total no. of customers etc.) for a month

    and I knew which parameters to work upon. Also I interviewed the customers and observed their buying behaviour towards Store. As Descriptive research design are used when the researcher

    has a substantial data about the problem and of the variables that are to be measured. In this case

    • I knew which all areas need to be covered up and analyzed thoroughly.


    Sample Size:

    I took one month data from the Mahindra Store i.e. from 1 June to 30 June. It included Total Footfall, Total Customers, Total Sales, Average Sales per Customers, No. of items sold and Conversion Ratio. For the questionnaire filling I took a sample of 50 people from the nearby locations (Bada Churaha Civil Lince Mall Road Birhana Road X Press Road Other etc.). I also interviewed those who visited the store regarding the Store Ambiance, Assortments of products and the Services provided. Sampling Procedure:

    For the purpose of determining population characteristics instead of enumerating entire population, the individual in the sample are only observed. Then the sample characteristics are utilized to approximately to determine the population. The type of Sampling Procedure which I have chosen is Convenience Sampling. Convenience sampling is a generic term that covers wide variety of Adhoc procedures for selecting respondents. Convenience Sampling means that the sampling units are Accessible, Convenient, easy to measure, co-operative and articulate. Considering the accessibility factor I selected Kanpur area for the study. I interviewed the customers and analyzed the given data through my own convenience and expertise.

    Communication Based Technique- In this technique data was collected by asking a set of

    question and receiving a response. Two people are necessarily involved.Like – Questionnaire. Observation Based Technique-In this technique data was collectedby studying the objects of interest likewise my object of interest were the customers and their buying pattern and what they perceive about the store. I observed them on a daily basis for apprx 30-35 mints.

    Also customers were interviewed regarding the availability of products and services, layout of the store etc.(as mentioned in the questionnaire).

    Time Of Collection


    Time of collection of my research study was 1 month of analysis the Catchment area, Footfall And average Ticket Size of the Customers. In one month time I was able to understand the trend of the Store and also how various store related activities like dumping, indenting, markdown, assortments of the products were done. Limitations Of The Research:

    The major limitations which I faced during my project were:

    A particular store’s trend cannot be generalized over the entire shows in Kanpur.

    Authenticity of the response of the customer cannot be ascertained.

    Most of the consumer prefers to go for local market.

    There was limited consumer base.

    Advertising strategy is not good in Kanpur

    People are at times hesitant to respond to surveys.

    Research based on Kanpur city.

    Lack ofexpertise.



    These 7 weeks of my internship was a good learning experience for me. I was exposed to the practical aspects of Marketing and Retailing. While carrying out this project work at Kanpur, I


    got the opportunity to gain a substantial knowledge about the Retail market Scenario. After completing this project, there were certain suggestions and recommendations in my mind which would help in the promotion of the product in a better way. They are:

    Visibility of the products should be increased. Since not much promotional activity is undertaken by the Company, product and brand awareness is very low among the masses. There are no promotional advertisements on television. While it’s major competitor JUMBO had very earlier aired its advertisements on television. Proper promotional activity should be undertaken in order to enhance the visibility of the product. Advertisements should be given on the high circulation newspapers of the region. Services of Mahindra should be improved. As per the customers’ feedback, many of the people were not satisfied with product as well as the customer service provided by the Mahindra. This was one of the few reasons, why people were reluctant to buy Mahindra product. Close link should be established with customers through customer relations programs and try to meet their requirement regarding product and services and to make them aware about both product and promotions. . Come with promotion in vernacular languages. In order to counter challenges of home delivery service by local retailers, channelize among customers the idea of getting acquainted with more variety of products when they visit store. And come with more promotional offers on weekends and holidays. Promote the areas where Mahindra Digital stores, have an upper hand like correct weight and measures, values packs of goods, quality service and ambience.

    In minds of consumers, “Mahindra Digital” has two basic features:- (i) The product is live experience (ii) The price is lower when compared with the local markets and other competitors. Rightsizing is desired in certain stores. A large area is occupied by categories like apparels which have very limited sales but rent has to be paid for the area. Long queues too often discourage people to shop in Mahindra Digital store especially the customers who purchase smaller quantities of good product. So number of tills in each


    store should be between depending upon factors like and stateside. In rush hour i.e .. Between 5pm – 9pm reserve at least one till (bill counter) for small quantity purchases. Differentiate the Mahindra Digital stores in clusters themselves in their appearance (i.e .. Colour combination store furniture etc.) In order to generate consumer interest. Also keep on changing after certain time.


    1-Your organization considers training as a part of organizational strategy. Do you agree with this statement?


    NO. OF