Mahindra Lost Sales Analysis
Transcript of Mahindra Lost Sales Analysis
FOR THE PARTIAL FULFILLMENT OF THE AWARD OF
MASTER OF BUSINESS ADMINISTRATION
(2005-2007)
SUBMITTED BY
RINKU KUMAR YADAVLAXMI DEVI INSTITUTE OF ENGINEERING &
TECHNOLOGYROLL NO. 25046
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The research work I undertook was an attempt to over comes the
boundaries of books before I take up this as my profession and start my
carrier as a practicing Manager.
My sincere thank to all those gentlemen who by their experience
enriched my knowledge of working in the Alwar. I would like to thanks
my staff members who give me an idea to go ahead with this research
topic.
My special thanks to Miss. Nidhi Sharma , HR Manager of JS4wheel.
For this valuable guidance towards making the final report. I awe my
deep sense of gratitude to Mr. Nikunj Sanghi Rajasthan for guiding me
throughout the project study without whose pain staking efforts support
and guidance the report would not have resulted in the present form.
RINKU KUMAR YADAV
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I, RINKU KUMAR YADAV Student of M.B.A., Laxmi Devi
Institute of Engineering & Technology, Chikani , Alwar (Rajasthan)
hereby declare that all the information facts and figures produced in this
report is based on my own experience and study during my open market
research in analyzing the “LOST SALES ANLYASIS .”
I further declare that all the information and facts furnished in this
project report are based on my intensive research findings. They are first
hand and original in nature.
RINKU KUMAR YADAV
Student of M.B.A. II n dYe, Place: Laxmi Devi Institute of Engineering & Technology,
Chikani, Alwar
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TABAL OF CONTENT
SL.NO TOPIC PAGEN NO.
1. Preface
2. Company profile
o Introduction
o History of co.
o Major Milestones
o Profile of M&M
o Mission & vision statement
o M&M Brand
o M&M Overview
o Plant Location
o Values of M&M
o Mahindra special service group
o Corporate governance
o Products
o Board of Directors
o Welfare centers
o Coordinates
o Business segments
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o Financial position of company
o End Products
o Ingenious Rishtey
o Introduction of JS4wheel
o Distribution system of JS4wheel
o Management & Manpower utilization
3. Objective of the project
4. Research methodology
o Data collection
o Survey Methodology
o Likert Scale
o Least Square Method
5. Customer satisfaction
6. Conclusion
7. Findings
8. Recommendations
9. Bibliography
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PREFACE
Marketing activities can be regarded as lifeblood of all business
concern. In order to enhance the performance of marketing department
and overall success of a business concern, study of consumer behavior
and their satisfaction, sales and distribution channels, advertisement and
competitive advantages. The performance of a company very much
depends on marketing department. These activities are very much
important for an organization.
No study can be termed complete if there is no practical
experience. Hence need for training has become a real necessity.
Practical exposure no doubt has contributed a significant amount of
knowledge to me along with real life experience & was an ideal
combination of academic knowledge & practical experience.
Mahindra Is infects a very ideal location to gain practical
experience. The experience gained in short duration, I am sure will go a
long way in all my future endeavors.
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OF
Mahindra
Automotive Division of Mahindra & Mahindra Ltd. is in the
business of manufacturing and marketing Utility Vehicles, LCVs and
servicesfor last 52 years. It is the market leader in this segment enjoying
more than 50% of the marketshare. M&M brand denotes Ruggedness,
Durability, Reliability, Easy Maintainability and Operational Economy.
The customer profile primarily includes individuals, traders,
entrepreneurs, contractors, tour operators, taxi owners, car hire
companies, government departments and institutions Army etc.
The continued deregulation & liberalization of Indian Economy
has provided an impetus to rapid growth. India is expected to become a
major export base for auto components and aggregates. Global
automobile giants are entering the Indian market. Increasing GDP
growth rate, multi-motorization and envisaged higher investment in
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infrastructure is expected to give further boost to the Indian automobile
industry.
The Company is gearing itself to meet these challenges through rapid up
gradation and expansion of manufacturing technologies through
additional investment. This would be supported by modern, elegant and
efficient distribution network with consumer friendly work ethics.
The Automotive Division has utility vehicles manufacturing plants
at Kandivli (Mumbai) , Igatpuri, Nashik in the State of Maharashtra and
LCV assembly plant at Zaheerabad, in the State of Andhra Pradesh,
together employing more than 12,000 employees. The productivity
(vehicles per person per annum) of the Division has been showing
upward trend over last three years.
All the divisions of the Company plants are certified ISO9002. We are
gearing ourselves for QS 9000
The Division has embarked upon Business Process Re-engineering
since 1994 in order to utilize its resources more efficiently and enhance
customer service level. The re-engineering of operations was primarily
necessitated due to intense domestic competition, entry of global players
in the segment and enhanced customer expectations.
The spread of the product is uniformly distributed in North, South
and West regions of India and has marginal presence in East. Nearly
70% of the Company's products are sold in semi-urban and rural
markets. With models like, the Armada and its planned new versions, the
Company plans to cater to the niches in urban market. The distribution
is managed through a network of more than 150 Dealers spread across
the Country, which is supported by Company’s 18 Area Offices. Apart
from this, the vehicles are serviced through 30 Authorized Service
Centers and 60 Stockiest for meeting the need of genuine spare parts.
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The marketing strategy of the Division revolves around
rationalizing models, delivering value for money, increasing safety
features, incorporating fuel efficient engine, improving the quality of
after sales service and maintaining low price product image. For high
end market, the strategy adopted is to offer products with more comfort
level with option of accessories to meet special needs of individuals.
Currently the Export focus is on African, South American, South
Asian and Middle East Markets, where the need and use of vehicles is
akin to India. The Company has set itself target to export 15% of the
output within next three years.
The Division has a separate R&D Centre at Nashik with a team of
147 engineers & 108 support staff. Cross functional and concurrent
engineering teams are working on Integrated Design & Manufacturing
(IDAM) to design a product to suit specific requirements of the
customers through quick product development. A sports utility vehicle
Scorpio is in the pipeline with all new aggregated and in stated for debut
in Auto Expo 2000. The current role of R & D is to design products that
meet all the customer needs as well as the legal requirements in terms of
various norms for CMVR, safety & emission. Thus, emphasis is given on
designing a product that has a level of quality built into it (through
specifications) & which is easy to manufacture. R & D also lends its
support during the entire life cycle of a product by associating closely
with Service department.
R&D has a Design Center with a state of the art CAD Centre
having 60 workstations with specialized analysis software like Adams &
Nastran & Hypermesh, Styling software: Alias, PDM software
Metaphase & Solid Modeling software, SDRC Ideas, Catia, etc. that are
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being used for designing & analyzing various aggregates going into the
vehicle. All designs are validated in Testing Centre having laboratories
for Engine Testing, Metrology, Metallurgy, Polymer, Oil & Fuel,
Acoustic Testing, Vehicle Testing and Fatigue Testing.
A new Mahindra Research Valley is being developed at a
Greenfield location at Thane near Mumbai. This is a 120 acre site &
investment of Rs. 2,000 million is planned for this facility.
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HISTORY OF MAHINDRA
1947: October, first batch of seventy five Utility Vehicles (UVs)
imported in CKD condition from Willys overland Export
Corporation.
1949: Lease of 11071 Sq. yds at Mazagaon from British India
Steam navigation. The first Willys Overland Jeep built in
India at the Assembly Plant , Mazagaon, Bombay.
1954: Phased manufacture of Vehicles undertaken in collaboration
with Kaiser Jeep Corporation and American Motors
Corporation.
1962: Indigenous content of Jeep goes upto 70%. 137 acres of land
purchased at Kandivli to centralise manufacturing
operations.
1965: FC 150 Petrol Trucks introduced.
1967: Two wheel drive Utility Vehicles introduced. 101" wheel
base and Metal Body UVs introduced. Indigenous content
goes up by 97%.
1969: Export of vehicles started, export of total 1200 UVs together
with spare parts to Yugoslavia. Exports also made to Ceylon,
Singapore, Philippines and Indonesia.
1970: Contracts concluded to export of 3304 vehicles, mainly to
Yugoslavia and Indonesia.
1971: Separate R&D section set up.
1974: Maximiller campaign launched to conserve fuel. CJ 4A
introduced with new transmission and axle ratio.
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Collaboration agreement with Jeep corporation (subsidiary of
AMC, Detroit).
1975: FC 260 Diesel light truck introduced. CJ 500 D Diesel
introduced with MD 2350 Diesel Engine.
1979: Government of India approves in principle, the technical
collaboration with Peugeot, France for the manufacture of
XDP 4.90 Diesel Engine.
1981: Nasik Trucks Assembly Plant formally inaugurated. Peugeot
Engine Assembly Plant at Ghatkopar inaugurated. NC 665
DP Mini Truck rolls out from Nasik Assembly Line.
1983: FJ 460 model introduced with 4 speed gear box. Engine plant
at Igatpuri was formally inaugurated by Mr. Jean Boillot,
President of Automobiles Peugeot of France for the
manufacture of 25000 Peugeot and Petrol engines.
1985: New Mahindra Vehicle-MM 540 launched in Bombay. NC
640 DP with 4 speed gear box introduced. Mahindra MM 440
introduced.
1986: CJ 640 DP Vehicle introduced.
1987: MM 540 DP metal Body Wagonette introduced.
1988: M&M signed a Memorandum of Understanding with
Hyderabad Allwyn Nissan Limited to form Mahindra Nissan
Allwyn Ltd., as its associate company with LCV operations
in Andhra Pradesh.
1989: CJ 340 DP model introduced. M&M and Peugeot announced
their tie up for the manufacture of Peugeot 504 pick up
truck, BA 10 gear boxes and latest XD 3 diesel engines.
M&M acquired automotive pressing unit at Kanhe, from
Guest Keen Williams Ltd.
1991: Introduction of CJ 500 DI model with MDI 2500 A direct
injection diesel engines. M&M bags order to export 10000
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CKD kits. Commander range of models: 650 DI, 750 DP/HT
were launched with tremendous market response.
1993: Mahindra Armada launched. M&M was the only
manufacturer to withstand the demand recession, with
increasing sales.
1995: Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M
and Zaheerabad LCV operations becoming part of
Automotive Sector. FJ series of LCVs were shifted from
Nasik to Zaheerabad.
Business Process Re-engineering Project initiated in the
Division. Igatpuri Engine Plant received ISO 9002 certificate
from TUV of Germany. Single Cab/Double Cab project was
initiated.
1996: New LCV model Cabking DI 3150 & Mahindra Classic
vehicles were launched. New Commander 5 Door Hard Top
was introduced.
The company was the first automobile manufacturer to get
all the engine types approved for the new emission norms
effective from 1st April, 96. IDAM (Integrated Design &
Manufacturing) set up for designing entirely new vehicle
with the help of internationally renowned consultants.
1997: Commercial production of Ford Escort commenced at Nasik
Plant. License & Technical Assistance Agreement was signed
with Mitsubishi Motors Corporation for Manufacture of SL
Body at Zaheerabad (Voyager with XD 3 and BA 10).
Soft/Hard top versions of CL/MM 550, 8 seater Armada,
Commander 650 DI with longer wheel base and MM 540/550
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XDB models were introduced. Kandivli and Nasik plants
received ISO 9002 certificate from RW-TUV.
1998: Die shop Inauguration at Nashik Plant 2-8/8/97. Voyager
launched by the Chairman at Zaheerabad Plant on 12/11/97.
Complete localisation of Cabking model at Zaheerabad plant.
Change over from 3-Speed to 4-Speed Transmission. 400
nos. Army order successfully executed at Kandivli Plant in
Mar'98.
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Major Milestones
1945: On October 2, Mahindra & Mohammed formed.
1948: The Company was renamed Mahindra & Mahindra Limited (M
& M) Steel Trading business was started in association with
suppliers in U.K
1948: Business connections in USA through Mahindra Wallace
1949: Wallace Steel trading on behalf of European suppliers Jeep
Assembly commenced
1950: The first business with Mitsubishi Corporation (for 5000 Tons)
for wagon building plates for supply from Yawata Iron & Steel
1953: Otis Elevator Co. (India) established
1954: Technical & Financial Collaboration with Willys Overland
Corporation
1956: Shares listed on the Bombay Stock Exchange Dr. Beck & Co.
formed - a JV with Dr. Beck & Co., Germany
1957: Mahindra Owen formed - a JV with Rubery Owen & Co. Ltd.,
UK
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1958: Machine Tools Division started
1960: Mahindra Sintered Products Ltd. (MSP) formed - a JV with the
GKN Group, UK.
1962: Mahindra Ugine Steel Company (MUSCO) formed - a JV with
Ugine Kuhlmann, France
1963: International Tractor Co. of India (ITCI) formed - a JV with
International Harvester Co., USA
1965: Vickers Sperry of India Ltd. a JV with Sperry Rand
Corporation, USARoplas (India) a collaboration with Rubery
Owen, UK Manufacture of Light Commercial Vehicles
commenced.
1970: Mahindra Engineering & Chemical Products Ltd.(MECP)
commenced operations.
1971: International Harvester collaboration ended
1975: Switch over to diesel vehicles in-house development.
1977: ITCI merges with M&M, to become its Tractor Division
1979: License from Automobiles Peugeot, France for manufacture of
XDP 4.90 Diesel Engines
1982: License from KIA for manufacture of 4 Speed Transmissions
"Mahindra" brand of tractors born, Siro Plast formed
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1983: M&M becomes market leader in Indian Tractor Market.
(Position retained ever since)
1984: Mahindra Hellenic Auto Industries S.A. formed - a JV in
Greece to assemble and market utility vehicles in Europe
1986: Mahindra British Telecom (MBT) formed - a JV with British
Telecommunications plc (BT), UK
1987: Acquired International Instruments Ltd.
1989: Automotive Pressing Unit (now MUSCO Stampings) acquired
from GKW
1991: Introduction of Commander series.
1992: Triton Over water Transport Agency Ltd., formed
Implementation of the Service Center project at Kanhe Merged
diverse activities of Steel, Machine Tools, Graphics into
Intergrades Division
1993: Mahindra Steel Service Centre Limited formed in association
with Mitsubishi Corporation and Nissho Iwai Corporation of
Japan. Mahindra Acres Consulting Engineers Ltd. (MACE)
formed - a JV with Acres International, Canada Incorporation
of MBT International Inc., USA, a wholly owned subsidiary of
MBT The Company’s maiden international offering – the US$
75m GDR issue. Introduction of Armada.
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1994: Mahindra Realty & Infrastructure Developers Ltd. (MRIDL)
formed Mahindra USA Inc., formed, for distribution of
Tractors in the USA EAC Graphics (India) Ltd., formed in
collaboration with The East Asiatic Company Ltd. A/S,
Denmark Reorganization of the Group creating six Strategic
Business Units MSL Division (Auto Components) hived off to
form Mahindra Sona Ltd Mahindra Nissan Allwyn Limited
merged with the Company..
1995: Mahindra Holding & Finance Ltd.(MHFL) becomes a
subsidiary of M & M to carry out business as an investment
company Technical collaboration with Mitsubishi / Samcor to
manufacture L300.
1996: Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co.
USA to manufacture passenger cars The Company made a
Foreign Currency Convertible Bond (FCCB) issue of US$ 115
million.
1997: A new die shop was inaugurated at Nasik Inauguration of The
Mahindra United World College of India.
1999: Launch of ‘Bijlee’ a battery-operated, 3-wheeler
environmental-friendly vehicle. The largest online used
vehicle website in India launched by Mahindra Network
Services. The business of Intergrades Division and Mahindra
Exports Ltd. combined and renamed Mahindra Intergrades Ltd.
The Company acquired major stake in Gujarat Tractors.
Mahindra & Mahindra Financial Services Limited becomes a
subsidiary of M&M
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2000: The Company unveils new logo. Mahindra Auto Specialties
Ltd. a new 100% subsidiary is formed. M&M sets up its first
satellite tractor plant at Rudrapur. The Company launches New
Age Tractor, the Mahindra Arjun 605 DI (60 HP tractor). The
Company launches Bolero GLX a Utility Vehicle a response to
needs of urban consumer.
2001: A 3-wheeler diesel vehicle "Champion" is launched. The
Company launches Mahindra MaXX a MUV positioned with
the caption Maximum Space, Maximum Comfort. M&M ties up
with Renault for petrol engines. M&M established a separate
division to provide Defenses Solutions
2002: M&M launches Scorpio - the new generation Sports Utility
Vehicle
2003: Scorpio - Recipient of prestigious Awards -
"Car of the Year" Award from Business Standard Motoring
"Best SUV of the Year" and "Best Car of the Year" Awards
from BBC on Wheels
"Car of the Year" Award from CNBC Auto Car
M&M launches the "Invader" - a sporty open top vehicle.
M&M opens a second tractor assembly plant in USA.
M&M launches MaXX Pik Up.
M&M Tractors awarded the prestigious Deming Prize for
excellence in Quality - the first tractor company in the world to
receive the award.
M&M launches India's first Turbo tractor - Mahindra Sarpanch
595 DI Super Turbo.
Scorpio wins National Award for R&D.
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M&M ventures into Industrial Engine business
Mahindra Defence & Lockheed Martin Information Systems,
UK, strike an alliance for Defence Product.
2004: Launched the Mahindra World Tractor - a 75 HP tractor in the
overseas market. Formed a new Sector, Mahindra Systems and
Automotive Technologies (MSAT), to focus on developing
components as well as offering engineering services. Launched
"Bolero" and "Scorpio" in Latin American, Middle East and
South African markets. Signed MOU to enter into JV with
Jiangling Motor Co. Group (JMCG) of China to acquire tractor
manufacturing assets from Jiangling Tractor Company, a
subsidiary of JMCG.
M&M becomes the first Indian company to achieve sales of one
million tractors.
2005: Acquired 51% stake in SAR Transmission Private Limited, a
company engaged in manufacture of gears and transmission
shafts. M&M Farm Equipment Sector launch operations in
Australia. M&M becomes the first Indian auto manufacturer to
launch the Common Rail Diesel Engine (CRDe), offering it on
the Scorpio. Acquired 80% stake in the JV with Jiangling
Motors i.e. in Mahindra (China) Tractor Company. M&M and
Renault enter into a JV to manufacture of the mid-sized sedan,
Logan, in India. M&M and International Truck and Engine
Corporation enter into a JV to manufacture Trucks & Buses in
India The first tractor from the JV, Mahindra (China) Tractor
Co. Limited, rolled out on 2 July 2005
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PROFILE OF MAHINDRA & MAHINDRA
Mahindra & Mahindra Limited (M&M) is the flagship company of
US $ 2.59 billion Mahindra Group, which has a significant presence in
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key sectors of the Indian economy. A consistently high performer, M&M
is one of the most respected companies in the country.
Set up in 1945 to make general-purpose utility vehicles for the
Indian market, M&M soon branched out into manufacturing agricultural
tractors and light commercial vehicles (LCVs). The company later
expanded its operations from automobiles and tractors to secure a
significant presence in many more important sectors. The Company has,
over the years, transformed itself into a Group that caters to the Indian
and overseas markets with a presence in vehicles, farm equipment,
information technology, trade and finance related services, and
infrastructure development. The Company has recently started a separate
Sector, Mahindra Systems and Automotive Technlogies (MSAT) in order
to focus on developing components as well as offering engineering
services.
M&M has two main operating divisions:
The Automotive Division manufactures utility vehicles, light
commercial vehicles and three wheelers. The Company has recently
entered into a JV with Renault of France for the manufacture of a mid-
sized sedan, the Logan, and with International Truck & Engine
Corporation, USA, for manufacture of trucks and buses in India.
The Tractor (Farm Equipment) Division makes agricultural tractors
and implements that are used in conjunction with tractors, and has also
ventured into manufacturing of industrial engines. The Tractor Division
has won the coveted Deming Application Prize 2003, making it the only
tractor manufacturing company in the world to secure this prize.
M&M employs around 11,600 people and has eight manufacturing
facilities spread over 500,000 square meters. It has 49 sales offices that
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are supported by a network of over 780 dealers across the country. This
network is connected to the Company's sales departments by an
extensive IT infrastructure.
M&M's outstanding manufacturing and engineering skills allow it
to constantly innovate and launch new products for the Indian market.
The "Scorpio", a SUV developed by the Company from the ground up,
resulted in the Company winning the National Award for outstanding in-
house research and development from the Department of Science and
Industry of the Government in 2003. In the tractor market, the Company
launched India's first tractor with turbo technology - the Mahindra
Sarpanch 595 DI Super Turbo.
M&M's commitment to technology-driven innovation is reflected
in Company's plans of setting up of the Mahindra Research Valley, a
facility that will house the Company's engineering research and product
development wings, under one roof.
The M&M philosophy of growth is centered on its belief in people.
As a result, the Company has put in place initiatives that seek to reward
and retain the best talent in the industry. M&M is also known for its
progressive labour management practices.
In the community development sphere, the company has
implemented several programs that have benefited the people and
institutions in its areas of operations. On the occasion of its 60th
anniversary, the Company announced a range of CSR activities
supported by a commitment of 1% of Profit after Tax for its CSR
initiatives
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Mission Statement
It give 70 Lacs Delux Bus.
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35 to 100 ton trucks.
Its main mission to increase the market share above 75% in the
automotive section.
It provide better service & vehicle to every body.
It mission to develop their business in forner country.
Vision Statement
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In 2020 it wants to see itself a large manufacturer four
wheeler company in Asia.
Various Mahindra Brands
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There are various kinds of brands of Pepsi are available in the Indian
Market as well as foreign market they are listed as following: -
Boleoro
Scarpio
Boleoro Invader
Max Pick Up
Marshal
Bus
Tempo
Truck
Mahindra Pick Up Chesis
Tractor
Mahindra & Mahindra on An Overdrive
Namrata Singh and Subhadip Sircar
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In the midst of a slowdown, a serene feel good factor seems to
have crept in for Mahindra & Mahindra Ltd (M&M). The ray of hope:
the cool launch of the much touted ‘Scorpio’ in the summer month of
May this year. The Rs 4,353 crore auto and farm equipment services
(FES) major has just held a preview of Scorpio with its dealers. “I’m
feeling good because they’re (dealers) feeling good. The vehicle was
beyond their expectation and their reaction would be on our
expectations. We were a happy lot,” says Mr Anand Mahindra, vice
chairman and md, M&M.
Anand Mahindra
Vice Chairman and MD, M&M
The timing of the launch was well orchestrated. “We were very
convinced that we had to launch at a time when the market was right,
when there is the least clutter of launches-when there is a slight upswing
in the market,” says a cautious Mr Mahindra.
The fact that sport-utility vehicle segment (SUV) is the fastest
growing in the world - 50 per cent of the US market and 80 percent of
the Indonesian market consists of SUVs is evidently in Mr Mahindra’s
mind when he unveils his plans for the Scorpio. Consider this: A host of
automobile companies have SUVs lined up for the Indian market - Ford
is considering the Escape or the Splash, Hyundai is launching the
Terracan and Fiat is looking at the Palio Adventure, a cross between a
MUV and a station-wagon.
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Yet, Mr Mahindra says: “So why am I feeling good, (A), of course,
the product is looking great, but (B) because we’re positioned as a niche
player in a segment that is explosive and growing, which is even more
explosive than value-for money and that is all about our competence.”
That is the potential kind of segment that the company is attacking. “We
are a focused player in utility vehicles (UV)- the fastest growing
segment where emerging markets have a higher share than even
elsewhere. So the potential segment is enormous. There is a great reward
in being a niche player.”
Global Plans
Clearly, even here Mr Mahindra’s global plans are evident.”The
first dealer meet for the Scorpio at Nasik saw dealers from Malaysia,
Indonesia, Nepal. There is great interest in these countries. Another
potential country I see are participating is CIS countries. There could be
a huge potential in Latin America. We are clearly not trying to explore
across the world, but we may look at allies for distribution. I know Latin
America could be a goldmine, there could be opportunities wherein
strong distributors come in but for the moment in our own resources
what we will dedicate to will be these markets Russia, CIS countries,
Indonesia, Malaysia,” elaborates Mr Mahindra. The company is also
looking at assembly lines in Russia, Georgia, as of now. All these
involve partnerships or aligning with people who have facilities there.
“We believe in partnerships as a business model,” he says.
Interestingly, the last fiscal saw the company’s turnover from its
automotive division equal that of its FES division. This is also reflected
in Mr Mahindra’s vision.
The company is in the process of setting up a subsidiary in Europe
by April this year which will initially market tractors and later assemble
them from components imported from India. M&M also plans to set up
branch offices in eastern Europe to facilitate tractor marketing in the
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region. “We will in all probability base the subsidiary in Spain. But
more importantly, I am looking at the business potential in the region, “
emphasises Mr Mahindra.
The talks with Korean tractor major Tong Yang Moolsan (TYM)
for the joint development of transmission for its new range of tractors
indicates how serious M&M is on the issue. The new range , Horizon IV,
is currently under development and will be commercially produced in
another two years’ time, according to a senior M&M official. The new
range will be in the above 100 HP category and will be part of the
company’s efforts to graduate to higher categories upto 200 HP.
“While we have a large research and development team, this will
enable us to expedite the development process,” according to the
official. M&M currently has the Horizon III range of tractors, which
along with the Arjun range is exported to the United States, which is the
primary tractor export market for the company. The joint venture will be
mainly targeted at product development for the export market. The
company has sold over 4,000 tractors in the US and also sells in the
neighbouring countries like Nepal and Bangladesh. M&M also exports to
African countries through its trading partners.
Yet, Mr Mahindra is very clear that exports would not be at the
cost of domestic market. Ask him, why despite there being a demand for
the petrol variant of Bolero in the Gulf countries, the company is yet to
develop a petrol version, Mr Mahindra is emphatic in his reply, “If you
look at robust export strategies -if you look at Japan, Korea, a lot of
these robust business strategies are based on products leveraging on
strong domestic market. The strongest domestic market for UVs has been
diesel. It makes sense to actually develop your strengths along very
strong domestic markets. So the strength of India, like Japan, is that we
have a huge domestic market. This ultimately makes us potentially much
more competitive exporters. Unlike Singapore or Malaysia, India’s
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export strength is going to be most robust when you can actually stave
off the strength of your domestic market.”
However, with the APM dismantling, petrol is becoming more
popular. As a result of that, M&M has decided to have a Renault engine
for the Scorpio. “Now we are free to import, with liberalisation, and
thus it is easier to become a global player. Scorpio can easily have a
wonderful Euro 3 compliant engine around the world. To me that is a
much more risk mitigated strategy,” he adds.
Banking on the brand
Flanking its strategy to become a global player, M&M is banking
on its key brand attributes which essentially signify three basic things:
trust, reliability, and last but most important, value-for-money. “We are
not a Rolls Royce - which is fine with us - as ultimately what the Indian
consumer wants is value-for-money,” reiterates Mr Mahindra.
The overall marketing gameplan involves a strategy around a
bouquet of three brands - Scorpio, Bolero and Maxx. These are the three
brands which will be M&M’s future brand platform. Bolero will be one
hub, while Scorpio will be one upmarket hub. There will definitely be a
number of variants, Mr Mahindra promises. Two years ago, the group
had carried out a study on the Mahindra brand-not at the corporate level,
however. The key element of the business which emanated from the
study was “trust” as the core attribute of the brand. The study was
recently updated to plan the launch of Scorpio. “A study was also done
as to how Bolero altered the Mahindra brand, and we certainly anticipate
that Scorpio will further refine the brand perception. Of recently there
has been a greater refinement and awareness of the Mahindra brand,”
says Mr Mahindra.
In line with this, the group has also become very conscious of the
Mahindra brand. “We have become far more conscious about the need to
centralise what we call brand custodianship. In fact, my view is that the
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CEO is the ultimate brand custodian. He has to be responsible for what
is happening to the brand whether it is being eroded or is it being
enhanced. In order to be a good custodian this is one area where too
much decentralisation is not necessary, because there’s only one person
who has an overall view on the brand - as to how it can be affected by a
move made in one part of the group which can affect the other part of
the view,” elaborated Mr Mahindra.
According to him, a brand custodianship is really a corporate
centre’s function. One has to be very possessive and finicky about it,
and set out guidelines on not just the aesthetics on the use of logo and
brand also for the criteria under which it will e used, and more
importantly for what it will not be used. “In that sense, we have become
conscious. We have a highly structured manual for the use of the logo or
the brand, which was a study we did a year ago. Every group company
has certain regulations under which the brand and logo can be used,
certain colour schemes they can use it,” he says. The management board
which meets every month and consists of the presidents and the
executives, is an extended arm for brand custodianship. Nothing is used
without going to the management board, which acts as the watchman.
Why has the brand consciousness become important for the group?
“The brand is a good thing. We are a group with more than one sector.
These can be put in three clusters. So, riding a strong brand is one of the
benefits of the corporate centre. There is a process established for brand
custodianship,” opines Mr Mahindra.
Continuing the restructuring
The group had in the mid-90s undergone a major change
management process, essentially in the farm equipment sector. It
underwent a business process reengineering, shopfloor up. The idea was
to become an efficient, lean competitor towards achieving its goals of
globalisation. Being a brick and mortar company, M&M required an
efficient shopfloor. The need was felt to continue the process of
32
transforming the organisation to be an efficient competitor. In that
trajectory of change, the company reengineered both the FES and the
auto sector - it was called Operation Sahayog in FES and Operation Fast
Forward in Auto.
Along with that comes right sizing. “The VRS in blue-collared
workforce will continue till our manufacturing strategy continues to get
more and more refined and more efficient. We are not going to exit
manufacturing but we are going to have the most lean and efficient
manufacturing structure where the right products are available at the
right price,” he says. The company is now undertaking rightsizing of the
white collared workforce. “The reality is if we have to survive we have
to be a lean organisation. Yet it is a very difficult process,” he justifies.
Meanwhile, M&M has roped in Ambit Corporate Finance to undertake a
financial restructuring programme, involving delayering the group’s
subsidiaries.
McKinsey had given M&M a vision to become the world’s leading
tractor manufacturer by 2005. Mr Mahindra says the company, which is
currently fourth largest tractor maker in the world, is on track with this
vision. “There are three elements about the group. If you look at the
brand, the M&M name really stands for entrepreneurship plus
leadership. In any field we’ve entered we have been the pioneers or
leaders. Whether it is tractors, we are leaders, in UV, despite the
onslaught of competition we still own 48 per cent of the market, in
Automart, we are pioneers and leaders,” he says.
Even in small companies like Mahindra Sinters Products, M&M
has 80 per cent share. If you look at alloy steel, M&M is still the leaders
in Mahindra Ugine. Under Club Mahindra, they are the leaders in time-
share business. Thus the group has a true entrepreneurial attribute and a
leadership quality. Mahindra British Telecom is the pioneers in telecom
software and it continues to be leaders. Mahindra Consulting is leader in
SAP implementation. “We are not just also ran, we are second to
33
nobody. That is something from a group’s prospective we carry
forward,” as Mr Mahindra puts it. Be it the Scorpio launch, its brand
attribute or its global vision, M&M is definitely on an overdrive .
Plant Location
34
VALUES OF MAHINDRA & MAHINDRA
35
Our core values influenced by our past, tempered by our present and are designed to shape our future. They are an amalgam of what we have been, what we are and what we want to be.
These values are compass that will guide our action both personal & corporate. They are :
Good corporate citizenship
As in the past, we will continue to seek long term success that is in alignment with our country’s needs. We will do this without
compromising on ethical business standards.
Prefessionalism
We have always sought the best people an given them the freedom and the opportunity to grow. We will continue to do so. We will support
innovation and well-reasoned risk-taking, but will demand performance.
Customer First
We exist and prosper only because of our customers. We will respond to their changing needs and expectations speedily, courteously and
effectively.
Quality Focus
Quality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our
interactions with others. We will do it “first time right”.
Dignity of the individual
Mahindra Special Services Group (MSSG)
36
Mahindra Special Services Group (MSSG) helps organizations
develop customized Information Security strategies to derisk their
businesses and to protect their competitive advantage.
MSSG's service offerings help to identify, mitigate and manage the
risk exposure of the organization irrespective of its industry and the
nature of the business. Our ability to look at Information Security from a
'people & process' perspective rather than an IT centric approach has
helped organizations to protect their short and long term business
strategies and objectives thus preventing loss of hundreds and thousands
of dollars every year.
MSSG's clientele include MNC's, banks, corporate, shipping,
pharmaceuticals, financial / manufacturing organizations, training
establishments, contact centres and state security agencies .
Corporate Governance
The goal of any system of governance would be to achieve the
best performance within the overall content of the prevalent
economic environment so as to secure the maximum benefit for all
the stakeholders. For this to be achieved, governance has to be an
37
integral part of the beliefs, values, culture and ethics of an
organization, an interplay between individual aspirations and
corporate goals, ultimately leading to the cornerstones of
transparency and accountability, which is what good governance is
all about.
In the recent past, corporate India has been flooded with several
prescriptive principles of governance, the result of intense deliberations
of eminent commissions. Ironically, the corporate failures in developed
countries regulated by highly disciplined capital markets have only
brought home the stark reality that good governance can never acquire a
luster of its own if it is mandated by legislation - it might only turn into
a farce.
Our shareholders are aware that Mahindra companies have been
associated with good governance even before corporate were faced with
legislation and a set of regulations. The Company has recently formally
enunciated its own governance practices by way of a Code of Corporate
Governance. This Code seeks to serve as a reminder of the underlying
principles governing the conduct of our businesses. They are a
reiteration of the fundamental precept that good Corporate Governance
must and will always remain an integral part of the fabric that makes up
our ethos.
Products of M & M
38
High Mobility Multi Role Vehicle-MM 550XDB Mahindra Field Ambulance
Versatile Multi Role Vehicle Bulletproof and Up-Armoured Vehicles
Bullet Proof Vehicle "RAKSHAK Up-Armoured Scorpio for VIPs
Cash in Trans i t Van "CITV" Mob i le Surve i l lance Veh ic le
Rapid Intervention Vehicle "RIV" S
39
Mahindra & Mahindra Limited mainly Belongs to Thirteen Members
in their Organizational structure:
1. Mr. Keshub Mahindra
2. Mr. Anand G. Mahindra
3. Mr. Nadir B. Godrej
4. Mr. M.M. Murugappan
5. Mr. V.K. Chanana
6. Mr. Narayanan Vaghul
7. Mr. A.S. Ganguly
8. Mr. R.K. Kulkarni
9. Mr. Anupam Puri
10. Mr. T.S. Vijayan
11. Mr. Bharat Doshi
12. Mr. Arun Nanda
13. Mr. Deepak S. Parekh
Welfare Centers
M&M's welfare centers run several programmers and projects in
the spheres of education, health and social welfare. Education: A variety
40
of initiatives are in place to help the company's employees and their
family members. The children of deceased employees are given
educational assistance, and educational programmers are conducted to
help employee self-development and encourage a higher standard of
living.
The welfare centre also conducts various career guidance
programmers for the children of employees. Summer camps are
organized for employees' children during vacations to give them an
opportunity to play diverse sports, learn computers and various crafts,
watch educational films, or just have fun. Parents are given counseling
on topics such as effective parenting, understanding the handicapped
child, etc.
Healthcare: There are diverse health-related services offered by the
company's welfare centers. Doctors from various medical fields are
available for consultation at the medical centre. Family planning and
sex-education programmers are conducted, and blood-donation drives
are a regular feature. There are lots of social awareness programmers on
topics such as family welfare, cancer, AIDS-awareness, heart-care,
diabetes, etc. Special yoga classes are conducted and health check-ups
are a periodic affair for all employees. Psychiatric consultation is also
provided to employees and their families when the need arises. Overall
welfare: For M&M, the overall development of employees and their
families is as important as their physical well-being. Programmers are
conducted for retiring employees and their spouses, covering aspects
like adjustment to a new role, finance management, diet and health.
The company's community service programmers also include free
medical check-ups for women and children living in the vicinity of an
M&M facility, and schemes aimed at generating income for
economically weaker sections of women
41
Co-ordinates
42
Our main activities:
We keep ourselves tuned in to the Company's performance,
strategies, vision and day to day happenings and provide a single
window for interaction with investors, fund managers and research
analysts seeking updates and information with the Company by way of
personal meetings, conference calls etc.
We hold periodical analysts' conferences to give updates on our
operational and financial performances.
We make available press releases on important and strategic events
/ announcements. We periodically participate in local as well as overseas
investor conferences.
We strive to keep in touch with our overseas investors at least
once a year by undertaking trips to their destinations.
We organize periodical plant visits for the analyst community. And
- we have the 'Investors' link on our homepage to keep all those who are
interested in the Company abreast of information and macro happenings
in the Company.
43
BUSINESS SEGMENT
1 AUTOMATIVE
2 FINANCE & TRADE SECTOR
3 INFRASTRUCTURE
4 IT
5 TELECOME & SOFTWARE SECTOR
6 FARM EQUIPMENT SECTOR
7. MAHINDRA SYSTEM & AUTOMOTIVE TECHNOLOGIES
44
FINANCIAL POSITION AT A GLANCE
(Rs. In Millions)
2005 2004 2003 2002 2001
Gross Fixed Assets 28,104 25,593 24,891 24,168 22,315
Net Fixed Assets 14,749 13,916 14,661 15,372 14,825
Intangible Assets - - - - -
Investments 11,898 11,112 8,623 8,001 7,100
Inventories 7,598 4,998 4,568 4,690 5,525
Debtors 5,115 4,005 5,171 6,478 6,320
Other Current Assets 10,460 6,248 6,396 6,155 5,291
Misc. Expenditure not
written off244 96 397 - 2,236
Borrowings - Long
Term9,414 6,520 10,719 11,918 7,909
Borrowings - Short
Term1,112 7,780 679 1,853 3,430
Current Liabilities &
Provisions17,518 13,292 10,948 10,507 9,270
Deferred Tax
Liabilities (Net)1,898 2,033 1,771 1,379 -
Capital - Equity 1,160 1,160 1,160 1,160 1,105
Reserves 18,963 16,590 14,538 13,880 19,583
45
Net Wor th 20,123 17,750 15,698 15,040 20,688
Book Va lue per share
(Rupees)168.35 149.15 130.56 128.26 165.50
Rs. In Millions
46
Growth of Sales
0
5000
10000
15000
20000
25000
Year
Sal
es Year
Sales
Year 2001 2002 2003 2004 2005
Sales 4000 7000 10000 15000 20000
1 2 3 4 5
END PRODUCT
The end products of the project are Armada, Marshal, Mahindra Classic,
Mahindra Commander.
47
INGENIOUR RISTHEY (RELATION)
We have chosen to be a customer-centric organization. Customer
Aathithi Devo Bhava.
It is easy to say, but difficult to practice. It requires not just a
charge in attitude. It requires a change in processes.
This is coaching manual deals primarily with the changing
process because, as Indians, we are not very familiar with following
processes. Practice makes us perfect. But we must know what we
should practice. Hence this manual.
The matter of attitude is a lot simpler. As Indians all of us known
how to treat our guests and relatives. It is in our nature to be hospitable
to them.
What is the attitude with which you would take are of a relation of
yours who visits your showroom or service center?
All of us know, instinctively. We do not need to be told. It’s just
that we have never really seen our customers as a person with whom we
have a lifelong rishtaa (relationship)
It’s actually a rishtaa that goes beyond the lifetime of a vehicle by
keeping our brands up-to-date the same family will be our rishtadaars
(relatives) for generations to come. They will because our “Brand
Champions” and recommend that more of their own friends and relatives
become our rishtadaars.
48
Our relationship with a customer goes beyond a sale. If the
customer sees himself or herself to be part of the Mahindra family he or
she will keep coming back to our service center, keep recommending our
products to his or her friends and relatives.
The message on attitude is simple. Treat every prospect as a
“Relative-to-be”. Treat every customer as you would treat your own
relative.
The message on processes is a lot more difficult. We have to got it
right, every time. The slightest mistake leaves us with an unhappy
relative.
But even there, it might be a matter of attitude. The Dabbawallah
of Mumbai get it right because they would not want to let down their our
customers, their own extended family.
As we are all extended family of Mahindra, “LET US TREAT
EVERY CUSTOMER LIKE A RELATIVE AND PROVIDE AN
EXPERIENCE BEYOUND EXPECTATIONS”.
49
JS Fourwheel Motors Limited was incorporated in 1985 and started
functioning as Mahindra & Mahindra Dealership at Alwar since
September 1985. It initially represented the Automotive Divisions for
the district of Alwar, Bharatpur and Dholpur in eastern Rajasthan.
The company after making steady progress also took dealerships of
LML Scooters, Avanti Mopeds, Sriram Honda Gensets and Enfield
Motor Cycles. Now the Company is having a turn over of Rs. 40 crores
employed with 100 persons on regular role.
In 1987, the company was also allocated the Jhunjhunu and Churu
districts in Rajasthan for Automotive sector of Mahindra & Mahindra
Ltd. For its effective.
50
In June 97 dealership was selected by the Farm Equipment section
of Mahindra & Mahindra Limited for dealership of its tractors in Alwar
district.
The company has own exemplary performance in the field of Sale
and has been recognized by almost all its principals for outstanding
sales and service performance and providing only genuine spares to the
customers.
Mr. Nikunj Sanghi is the Managing Director fo the company and
he is assisted by Mrs. Sunita Sanghi and Mr. Mahesh Chandgothia.
The various awards received include :-
1. L M L awarded the dealership for outstanding
overall performance in 1989 and then declared it as
its best showroom in 1995.
2. Kelvinator of India declared the company as a
“GOLD STAR DEALER” for being the highest
selling dealer in the country for moped in 1983.
3. Honda Power Products recognized the company as
its best service dealer in Rajasthan in 1995.
4. M & M declared the company as a runner up in an
all India competition in the year 1997 for overall
performance in all fields of sales, spared and after
sales service, in the state of Rajasthan.
51
J S Foursheel Motors Limited in one of the 2 dealer in
Rajasthan who have been short listed by Mahindra & Mahindra for
implementation of ISO – 9002 (1994-Quality System)
52
MANAGEMENT AND MANPOWER UTILISATION
The company shall be professionally managed. All the department heads
will be professionally qualified having good experience. For various
other positions local talent will be attracted. At present the company is
working on these lines and recruitments of personnel is under process
the top management of the company consists of thirteen Directors. The
hierarchy of other management personnel and staff is as under.
CEO
MR
HOD HOD HOD HODSALES SPARES SERVICES ACCOUNTS
53
DISTRIBUTION SYSTEM
Participation of M & M In the project will ensure firm and committed
support in sales promotion, advertising and publicity, introduction of
innovative concepts and the Company will be able to draw on their
international expertise in marketing and technical Know-how. The
present set up at Jaipur will be distributing their products through
marketing companies. These marketing companies will distribute the
products to the distributors appointed in various towns. The distributors
in turn will be playing their own vehicles in their respective market and
distribute the full range of products to the retailer who in turn will sell
it to the customers.
54
The Sales pattern of the products is likely to be as under.
MONTH %AGE OF ANNUAL SALE
January 2%
February 3%
March 10%
April 12%
May 20%
June 18%
July 10%
August 7%
September 7%
October 5%
November 3%
December 3%
TOTAL 100%
55
LOST SALES ANALYSISTechnological advancement, galoblization & change in customer demand
and preference had increase stability & also probability of LOST
SALES ANALYSIS.
Introduction:
when a particular firm is slowly-slowly coverage the market share and
also directly effect the dustomer’s need but after sometime aone or more
firm come into the market with one or more product and so on the firm
lost its before sales and now it has too much hard to it to stable in
market. And than the compition become know too much hard to the first
firm.
EXMPALE
Mahindra & Mahindra company’s product pick-u and champion tampo
slowly-slowly coverage the market share so to their against TATA
MOTORS have launch the product tampo ACE as four wheeler.
56
REASONS FOR L.S.A
Globlization
Free trade policy
Liberlization :
Policies of W.T.O
Customer’s regularly changing demand
The world’s entered into new economy
.
Changing need of the markert.
Product hatrogeneous & differentition.
Due to the market compition.
Customer become the top of the priorty
.
Environmental change.
57
Why study the L.S.A
In Mahabharta lord shri Krishana told shri Arjun in ‘Geeta’ that
whithout the accurate study of power of the enemy we can’t able to beet
them so same as in this today’s corporate world there is also need for
study the whole power & weekness of other competitors.
These all things including in L.S.A when we analysis about our lost
sales analysis than we find several points :-
What is the todays market trends.
About the desire of today’s customer.
Factors that effect on customers.
Weekness & strongness of cusomer’s psychology.
Some our weeknes like Low area coverage .
1. low activities of selling department.
2. low promotional activities of sales.
3. Accurate abilities of firm.
Some weeknes related to product
1. May be related to average.
2. engine mistake.
3. Chesis failure.
4. Power breaks related mistake.
58
What is the futureious demand in market
OBJECTIVE OF THE PROJECT
In modern sense the nature of L .S .A is too much closer to
consumer. And shows how we act & react that we make new
customers.
To find out reasons that why customer is moving outsides.
Customer satisfaction level & maintains factors.
Others basic factors that shows how we are lost our sales.
To anlysis those factors that improve the inner abilities of
the MAHINDRA dealership.
To help the sales department of MAHINDRA dealership for
better sales & service.
59
RESEARCH METHODOLOGY
Mainly three approach for conducting the research work:
1. Observation method
2. Survey method
3. Experimental method
The method that I use.
1. Direct interviews2. Phone interviews3. Market survey4. Through question
60
Among of all these methods market survey and direct
interviews is the best method of data collection so I use 95%
research with the help of this method.
DATA COLLECTION
The study involved collecting primary data. The details are as follows:
SOURCE OF DATA
The primary data was collected from the customers directly by the use of questionnaires.
TOLLS FOR DATA COLLECTION
The tolls for collecting data from customers were structured questionnaires containing both open ended and close-ended questions.
SAMLING
For both purpose of study the sample is collected from ALWAR (RAJASTHAN)
61
1. Sampling Techniques: The techniques used for collecting the sample was the convenience sampling.
2. Sampling Area: Sampling area to be covered was ALWAR
FINDINGS & ANALYSISDemand of the Tampo ACE of the basis of different occupation.
For booking use. 50%
For personal use & agricultural also. 15%
For traders. 13%
Professionals. 11%
Company employees. 07%
Others. 04%
Chart showing the demand of the TAMPO ACE on the basis of
difference occupation.
62
Reasons for the rejection of Mahindra TAMPO CHAMPION .
Maintains 55%
Average 25%
Pick-up + looking 10%
Engine + loading 10%
63
Demand of the TAMPO ACE on the basis of different age groups .
18 –24 ------------------ 22%
25 –29 ------------------ 28%
30 –34 ------------------ 30%
35 –39 ------------------ 15%
^ 40 ------------------ 5%
64
Customer’s experience with TATA TAMPO ACE
Very satisfied Satisfied Average Not Totally
Satisfied disapoint
60 8 20 10 2
40 20 22 12 6
45 25 12 10 8
65
Availability:
Service: -
Spares Parts: -
Customer goes outsides, when what did he purchased. ( those first also
contact MAHINDRA dealership).
ACE (TATA PRODUCT)----------- 45%
Minidoor (BAJAJ)------------------ 19%
Vicram ------------------------------- 16%
Piaggio Ape - ----------------------- 15%
Others ------------------------------ 05
66
Table showing age vs they have another vehicle except TATA ACE.
Age/own a vehic le Yes NO Total18 - 30 Years 50% 15% 65%30 - 40 years 18% 3% 21%
40 Years & above 12% 1% 13%Total 80% 19% 100%
67
As expected the young middle age segment of market is the major
consumer for four wheeler.
Table age vs type of vehicle owner .
Age / type Scooter Motorbike Moped 4 wheeler NoBetween 18 - 30 8% 35% 5% 2% 0%
30 - 40 8% 8% 3% 9% 1%40 above 1% 6% 5% 4% 3%
total 17% 50% 13% 15% 4%
68
Persons are too much attracted towards motorbike while 4wheel market
is still down.
Table showing most influencing person in decision making.
Inf luenced by FrecuencyHimself 35%
Wife 5%Chi ldren 10%Family 12%
Relat ives / fami ly 20%Sales person 15%
Others 3%
Total
100%
Chart showing most influencing persons.
69
Himself and the family persons are the most influencing persons .
Table showing time taken to decide for the model to be purchased.
COMPARATIVE ANAALYSIS
Features. TATA
ACE
M&M
Champion..
BAJAJ
TAMPO.
VICRAM
Minidoor.
PIAGGIO
APE
Engine
type
2cylender
4SW-C
Single
4S W-C
Single
4S W-C
Single
4S W-C
Single
4S W-c
Engine
power
16 @
3200
2.6 @
2400
2.1 @
2200
2.5 @
2400
8 @
3600
Engine 700 510 416 499 395
70
capacity
Oil
changed
9000kms 3000kms 5000kms 2500kms 3000kms
Oil sump
Capacity
2.2 2.3 1.7 1.75 1.75
Fuel tank
capacity
30Lts 10Lts 8Lts 16.5Lts 10.5Lts
wheel 2100 2050 2050 2492 1920
Front over
hang(mm)
980 570 N.P N.P N.P
Turning
radius(mm)
4300 4300 2750 4250 2750
Ground
clearness
160 160 190 140 165
Average 20-22 24-25 18-20 24-25 <25
FINDINGS
The data collection in my research is based on primary data .
1. Personally contact.
2. phone contact
The main focus I gives on TATA TAMPO ACE and after
that little focus on TATA SUMO, VICRAM TAMPO, BAJAJ
TAMO, PIAGGIO APE.
71
MAHINDRA & MAHINDRA’S main competitors is TATA so
totally focused on TATA prodoct ACE (TAMPO).
After launching the product of TATA ACE the sales of
MAHINDRA product TAMPO CHAMPION and MAX PICK-UP
is fall down.
They lose 26% and more than 26% customers after launching
the TATA TAMPO ACE.
I made a self questionaries for my research and company
also gives me some instructions for this.
41.50% customers of TATA ACE have no Knowledge of
MAHINDRA & MAHINDRA product CHAMPION (same
range).
While 58.50% have Knowledge of the product of same range.
Among them 17% customers also visit to M&M dealership for
their queries & information. They approach for the vehicle.
More than 90% customers take advice from anybody before
taking a decision of purchasing a vechile.
Most of them are their relatives & nearest friends.
65% customers.
72
Those take advice from friends & relat.
15% customers.
20% customers.
Yes Not
Knowledge of product.
Also visit the MAHINDRA & MAHINDRA dealer.
Take advice any body.
(adviser) relatives & friends.
Dealer contact & attract them.
Direct go to dealer.
Purchase vehicle on finance.
Financer ICICI.
KILASH financer.
SHRI RAM financer.
Others
Total customers give EMI in advance.
41% 58%
20% 80%
90% 10%
65% 45%
15% 85%
20% 80%
100% 0
81% 19%
6% 94%
7% 93%
7% 93%
100% 0
Total customer paid file charges to the financer.
Finance arranged by the financer.
Customer arranged finance own self.
100% 0
96% 4%
4% 96%
73
Dealer contact & attract them.
Direct go to dealers & purchase vechile.
Customer satisfied with the service of the dealer.
Customer satisfied with product & date of purchased.
Customer gives proper attention also M & M dealer. If
they contact them in future.
Customer contact M & M dealer when they purchased
another vehicle in future.
83% 17%
79% 21%
100% 0
21% 70%
Top qualities that customers of TATA ACE told us about me of
TATA TAMPO ACE .
Four wheel tempo came into market first time so we
purchased.
Average is good.
They gives the priority of the name of TATA & brand of
TATA. “TATA KA NAAM CHALTA HAI ”.
This TAMPO is too much able to handle loading & booking.
Attractive to see this product.
2 slender engines.
16 hoarse power.
Idi based engine.
74
Kabin is beld to chasis.
750 kg se pass ho chukka hai.
Front and back side kamini pata with leef spring.
Today is too much demand of four wheel tampo.
Too much able to handle in looding.
Successful in rural area because three wheeler is not able in
too way road while four wheel is able.
Also able to handle the work of MAX PICK-UP.
In every field like milk van, school booking, sawari booking,
long tour booking, paint van, vegetable loading and many
more.
Setting facilities are like as MARUTI VAN.
Perfect in every field.
SMALL IS BIG .
75
“Product specification are current and are subject to
change as the company policy is of continuous
improvement.” { TATA MOTORS }
TATA TAMPO ACE was launching in RAJASTHAN 25 jan
2006 in jaipur KALARKS AMER hotel sanganer.
Before two year ago this product was launch in BOMBAY it
gave success result so it is launch in all over India.
But still not launch in U.P, M.P and other states.
TATA motors also know the mind state of customer & people
about four wheeler through their D.S.E and then launch.
CONCULUSION
The survey work has done on the project topic “Customer Service Index”
out with the following conclusion.
In survey work I covered near about 100 to 150 out lets in Alwar
Region. The following conclusions come out after the survey work:-
Most of the customer satisfied of the Mahindra products.
The Mahindra product mainly focuses on the competitors & mostly
business segment.
76
Through the dealer and users satisfied with the sale of Mahindra
but there are many problems, which come into picture after the
finding.
Mainly in Rural area & Urban area the Mahindra sale is high.
FINDINGS
1. Consumer: -
Mainly maintenance is very high for the consumer in the company
than market.
Facilities are not good in the company for the consumer.
Sitting
Canteen
In urban area people also unhappy with the price of Pepsi so they
switch out of other soft drinks.
77
Some Customers are not satisfied with the current Taste/Quality of
the product.
RECOMMANDATION
The following suggestion can be used for solving these problems:
Customers:
Reduce the maintenance cost
Canteen facilities should be improve in the company
Company should make more investment on advertisement to make
it more effective.
Regular advertisement should be done.
Provide some scheme for customers.
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BIBILIOGRAPHY
Miss. Nidhi Sharma (Sr. Executive – HR)
M & M, Alwar
Mr. Mukesh Sharma (Marketing & Sale)
M & M, Alwar
Mr. Rishi Sheth (Marketing & Sale)
M & M, Alwar
Khushbu Daga (Workshop Manager)
M & M, Alwar
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www.teammahindra.com
www.mahindra.com
Satish Kr. Gupta (Friend)
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