Mahindra N Mahindra,Mayur Vihar Phase 3,(Ravish Roshan,9968009808)
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Mahindra N Mahindra,Mayur Vihar Phase 3,(Ravish Roshan,9968009808)

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Mahindra N Mahindra,Mayur Vihar Phase 3,(Ravish Roshan,9968009808) Mahindra N Mahindra,Mayur Vihar Phase 3,(Ravish Roshan,9968009808) Presentation Transcript

  • STUDENT- PGDM INSTITUTE OF MANAGEMENT STUDIES, NOIDA
    • Prepared by –
    • RAVISH ROSHAN (atulravish@gmail.com),9968009808
    (mail ur comments, please)
  • Analysis of case study of Mahindra and Mahindra’s Scorpio Nothing else will do…..
  • Leadership strategy of M&M’s SCORPIO
    • It catered to previously neglected niche
    • Strongest turbo engine with 2600cc
    • Computerized integrated system
    • Lower cost of production due to various work outsourced
    • Focused only on core competencies
    • Use of integrated design & manufacturing (IDAM)
    • “ It is easier to make what you can sell than to sell what you have made”
  • Winners n Qualifiers
    • Car of the Year 2003
    • BBC World’s Wheels
    • Business Standard Motoring
    • CNBC-Auto car
    • Most successful brand launch of 2003
    • Business Standard Brand Derby
    • Launch of the year India
    • Leadership Summit
    • Indian Express Excellence in Marketing and Brand Building
    • EFFIES Silver for Advertising Effectiveness
    • EMVIES Gold for Media Innovation-Radio Scorpio Cavalcade
    • EMVIES Gold for Media Innovation-Print
    • Scorpio Overdrive NFO Automotive Study
    • 2003Highest Ratings in Total Customer Satisfaction
  • Work decentralization
    • Completely automated press shop set up with help from Fukui of Japan
    • Dies imported from Fuji
    • Automated line for producing jigs and fixtures with Woo shin of Korea
    • A state of the art Trim Chassis in collaboration with Fori automation USA
    • Paint shop in collaboration with Durr, Germany
  • Corporate performance
    • Share price increased from Rs.100 to 400 with the launch of Scorpio(within 3yrs.)
    • Revenue increased from Rs18.27 B in the financial year 2002 to Rs25.11 B in 2003
    • Made a spectacular growth of 37% in automobile sector
    • Overall UV market share is nearly 50%
    • M&M posted a 30% increase with the launch of Scorpio
  • Cost n Quality
    • Serving category C (luxury car) with price range of Rs 5-8 lacks
    • Evolved a new approach of “Car Plus”
    • QFD was developed after thorough market research
  • Performance appraisal grade FEATURES M&M Scorpio TATA Safari TOYOTA Qualis TATA Sumo M&M’s Bolero Look & styling **** *** * ** *** Engine & performance **** *** *** **** ** Gearbox *** *** ***** ** ** Space & Comfort *** **** **** ** * Ride & handling *** **** **** ** ** Refinement **** *** **** ** *** Fuel economy ** ** **** *** *** Value for money **** *** *** *** ****
  • Market share in UVS (January – October 2004 ) Company Sales (units ) Markets Share (%) Mahindra & Mahindra Ltd 88,071 49.27 Hindustan motor Ltd 318 0.18 Maruti Udyog Ltd 3690 2.06 Bajaj Tempo Ltd 8046 4.5 Telco 42795 23.94 Toyota 30347 16.98 GM-Tavera 5490 3.07
  • S.W.OT Analysis of M&M’s Scorpio Strengths Weaknesses Opportunities Threats
    • Strengths
    • Reliance on strength,expertise & skill base
    • Leading strategic development of “car plus” approach
    • Outsourced technology upgradation
    • Working together with support of suppliers
    • Offerings are of high quality, reliable,durable,ruggedness and of operational excellence
    • Weaknesses
    • Confusion about selection of “niche”
    • Low status/par excellence in SUV market
    • Low levels of investment till started manufacturing plant at Nasik
    • Took time in market scanning
    • Opportunities
    • Potential to take the lead
    • Exploration of previously ignored niche
    • Constant QFD updating by various
    • autonomous and heterogeneous groups
    • Threats
    • International market competitors like pajero, hummer, land cruiser & prado
    • Organizational turbulences
    • No crash testing done, which is mandatory in international market
    • Indian market competitors like Toyota’s Qualis and Tata’s Sumo gives a stiff competition to Scorpio apart from Bolero which is mahindra’s own product
  • Recommendations
    • Crash testing should be done on regular basis to capture the foreign market as well.
    • To set one more manufacturing unit to meet the growing demand apart from Nasik.
    • Should try to produce the technologies itself rather than outsourcing them
  • At the very end it would be right to say that M&M’s SCORPIO proved to be : “ Juice worth the squeeze” Thank you….