Post on 07-Feb-2018
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Developing Brand Identity
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About Mahindra and Mahindra
Established in 1945
In 1948became a public limited company
Manufacturing process started in 1954with help of Willys Overland Corpora
1965, started production of LCVs
Manufacturing plants
Mumbai(UV)
Nasik (UV)
Igatpuri(Engines)
Zaheerabad (LCVs & 3wheelers) Andhra Pradesh
Maharashtra
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1977, Company acquired International Tractor Company of India.
1992, Mahindra tractor brand came into existence.
1994, Mahindra & Mahindra businesses were under one compan
Operating Divisions
Automotive sector (UV, LCVs & 3 wheelers)
Farm Equipment Sector (Tractors & other farm implements)
2003, company NET WORTH Rs.15.7 billion
About Mahindra and Mahindra
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Strengths
Business Conglomerate
in diversified businesses
Strong Brand Presence in
Hard top UV Market
Strong Automobile
Division Network
WeaknessesSharp Declination in
Market Share
Absence of UV in terms
of international
Standards
Opportunities
Expansion of Product
portfolio
Focus on the Urban
Market
Threats
Intensified Competitionin the UV Segment
Players like Telco &
Toyotas successful
Products
INTERNAL
EXTERNAL
M&Ms Analysis (Late 1990s) -> Evolution of
Project Scorpio in 1996
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Outcomes of Market Analysis
Connecting Opportunities & Threats by Evaluating Compet
PROBLEM DEFINITION
PROJECT SCORPIO
SUV with international Standards
Potential GAP
(SUVURBAN SEGMENT)
Strategic fit
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Situation Analysis
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In the year 1996, Project Scorpio was launched.
Mahindra & Mahindra setup an R&D department in Mumbai and appointed Pa
(Ex Manager of General Motors) the head of the Project Scorpio plan.
Mahindra & Mahindra invested 6 billion Rupees for this gigantic project in the h
company.
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For the Project Scorpio,M
to implement a ne
development techniqu
Integrated Developm
Manufacturing (IDAM) i
allow M&M to develop a
the most exquisite desigtechnology.
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The main ideology behind this massive project was to manufacturing cost and to bring in maximum resource utilization
decrease the burden of thrusting the manufacturing cost upon co
The Project Scorpio Team was divided into 19 cross functional te
the handling of various processes.
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Operations Activities
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Scorpio collaborated with AVL in Austria for
sourcing technology for its Diesel version.
M&M partnered with Kenwood for designing its
music interiors and Lear Corporation for Seating
Fabric and design.
M&M had setup a manufacturing plant in Nashik which had the world cl
technologies for Project Scorpio.
Scorpio underwent a collaboration with Renault in France for sourcing th
and technology for its Petrol version.
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M&M used an intelligent strategy
to source resources from different
suppliers rather than sourcing froma single supplier .
Therefore, Scorpio became a huge
hit among consumers for being
available at an economical price tag
when compared to all other
competitors and with plush interiors
and world class driving experience.
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Competitors
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Competitors
M&Ms market share in the UV segment increased from 50% in June 2002 t
June 2003.
Competitors in Soft segment- M&M, Maruti Udyog, Telco, Hindustan Motor
In Hard top segmentM&M, Telco, Toyota, Hindustan Motors, Maruti Udyo
tempo.
Telco- Launched Sumo+ and Sumo Ex+ (September 2002).
General motorsSubaru Forester (August 2003).
M&M remained market leader in the UV segment with market share 54%.
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Action Plan
Position & Advertising Positioned as great power and style.
Targeted as third or fourth car in the household.
Series of print campaigns was launched, each campaign highlighted a s
advantage or feature.
Image was built in television campaigns as car with rugged, space and
Company also advertised through non-traditional media, outdoor prom
online by launching a website exclusively for Scorpio.
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Action Plan
Promotions
M&M tied up with Banks and Financial Institution to offer financial sch
'Anytime Anywhere Test-Drive' service was launched by Company.
Reality Radio Advertising' was used by company in which a fleet of mo
accompanied a Scorpio on a 'Road Show
Contest called ' Build A Scorpio ' was also organized by company. A Bra
quiz was also sponsored. 'One Lap of India. One lap of Safety ' was announced to promote safety
cause.
'The Great Escape' event was also held every year resulting in custome
confidence.
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Action Plan
Pricing
Priced between Rs.550,000 - 720,000.
Turbo 2.6 and Turbo 2.6 DX Priced between Rs.582,000 - Rs.635,000
REV 116 was priced at Rs.719,000
Price was kept lower than that of Toyota Qualis (Rs.560,000 and Rs.850
Tata Safari (Rs.760,000 and Rs.850,000). Fear that it would cannibalize the sales of Bolero.
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Thank You