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MAHINDRA WAR ROOM, 2012, SCMHRD

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Innovation Pitch Session Invitation

Innovation Pitch Session Invitation

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  • 1. MAHINDRA TWO WHEELER LIMITED Approach Primary Research Team : Keh ke LENGE CAMPUS : SCMHRD BUSINESS : two wheelers Debi Dash 2011C39 debi_dash@scmhrd.edu Alok Sharma 2011B56 alok_sharma@scmhrd.edu Satyabrata Pal 2011B49 satyabrata_pal@scmhrd.edu Senthil Kumar 2011B51, senthil_kumar@scmhrd.edu MBA II Secondary Research Product Portfolio and Time line Hybrid vehicle in 2 wheeler segment Rural Strategy Launching / Promotional Strategy Leveraging MOTO GP Mahindra Certified Mechanics Program Disruptive customer service channel
  • 2. 2 Wheeler Consumer Portfolio in Indian Male Women Teenager 20-30 years 30+ years Consumer not the buyer First purchase by self Switch/change to new bike- upgrade in segment Initiator Self Self Self/ Family Influence rs Friends Friends & Family Spouse/ Children Decision Self & Maker Father/Guardian Self Self Buyer Self 18 - 24 years 24+ Working 24+ Housewife Initiator Self Self Influenc ers Friends Friends, Husband (if Married) Husband, Children Decision Self & Maker Father/Guardian Self & Husband Husband Buyer Self & Husband Husband Bike Category Scooty, moped Scooty, moped Scooty, moped Purpose commutation to / Utility College, Outings Office commutation, Dropping out children at household work school, househould work Family Self Father/Guardian Bike Gearless Scooter, Category entry level, Power Executive segment, Power and Premium Power segment Segment Purpose commutation to / Utility College, Outings Office commutation, Office commutation outdoor Expectati Style, Sense of ons freedom Affordability, Mileage, powerful Father/Guardian Comfortable, Safety, Expectati Style, Sense of Mileage, Maintenance cost ons freedom Safety, Comfortable, Comfortable, Safety, Mileage Mileage Mahindra WAR ROOM | Campus Round
  • 3. Primary and Secondary Research Factor Analysis for 2 Wheelers Three major factors are considerd by consumers while bike purchase. Macho: Style, power and sense of freedom constitues the Macho characteristics of a bike, these are categorized attributes in premium bikes mostly. Consumer Delight is a function of affordability, mileage and financing option, which makes person of this category as a prospect for entry level bike segment. Security seeking behaviour in conusmers are highlighted by the comfort and safety any bike will provide, normally executive segment combines these features. 2W Penetration in India Competitor's Portfolio Analysis Player CD Dawn, CD Deluxe Splendor Plus , Splendor NXG, Super Splendor, Passion Plus,Passion Pro TVS 222 Executive segment (Rs. 40000 – Rs. 50000) Discover DTS-Si, Platina 125 Star Sport , Star City Jive, Flame SR 125 Apache RTR 160 Apache RTR 160 EFI Apache RTR 180 HONDA CB Twister, CB Shine CBF Stunner CB Unicorn Suzuki Total number of households Entry level (<Rs. 40000) Platina Hero Moto Corp (Figures in million) Slingshot GS 150R YBR 110, G5, YBR 125, SS125 SZ, SZ-X, FZ-16, FZ-S, Fazer, YZF-R15, YZF-R1 MT-01 Bajaj Auto -Households (with annual income <90,000) 114 -Households (with annual income between 90,000-1,000,000) 104 -Households (with annual income >1,000,000) 4 2W population in India 80 Premium segment (>Rs. 50000) Discover 150 DTS-i, Pulsar 150 DTS-i, Pulsar 180 DTS-i Pulsar 220 DTS-i , Pulsar 220F , Avenger 220 DTS-i , Kawasaki Ninja 250R Achiever (Disc, Alloy, Self), CBZ Extreme, Hunk, Karizma, Karizma ZMR 2W Penetration Based on total number of households 36% Based on addressable income levels 74% Yamaha Crux, Alba Mahindra WAR ROOM | Campus Round
  • 4. 2 Wheelers Market Segment Executive segment Premium Segment Market size: 1.2 million units Market size: 6.8 million units Market size: 1.65 million units Growth: Negative: 43% in 200506 to 16% in 2010-11 Growth: Positive: 52% in 2005-06 Growth: Positive: 41% to 64% in 2010-11 Entry level Scooters Market size: 2.1 million units Growth: Positive: 18% Percentage share in 2W market: Percentage share in 2W market: 15% 49% Percentage share in 2W market: 18% Percentage share in 2W market: 18% in 2010-11. Existing Brands: Hero CD Dawn, Bajaj Platina, TVS StaR Market Leader: Hero Splender, Super Splender Category segmentation: Performance, cruizers, Ultra bikes Withdrawls: Hero CT100, Bajaj Boxer, TVS Platina Strategy: Differentiated product with in 100 cc segments with different price points by Hero Competition: Fierce competition with all major players in market Market Leader: Bajaj with Pulsar family and Hero with Karizma. Category segmentation: sub-100cc models, 100cc models and 125cc models 100cc scooters sub-segment remains the largest, accounting for 67% in 2010-11 Market Leader: Honda Activa, Dio, TVS Scooty pep M&M Differentiating factor M&M already launched Stallio in this segment, the product though withdrawn can be relaunched and Mahindra can make an early entry in 2W market. M&M Differentiating factor M&M already working on MOJO (300cc) bike which gives them experience and pave a gateway to this segment. Scalability: potential especially to other developing markets(Bajaj Boxer in Africa) M&M Differentiating factor M&M is bit weak in this segment with no experience of such product but it can leverage on its R&D on executive segment to come up with entry segment bike Positioning: Premium segment bikes is anchored on performance attributes. M&M Differentiating factor Mahindra which has been the latest entrant in the fast growing Scooters segment through its acquisition of the business assets of Kinetic Motor in July 2008 Mahindra WAR ROOM | Campus Round
  • 5. Portfolio and Time Line Evaluating all segments on parameters Re-launching Mahindra Stallio. 1st & 2nd year 3rd – 5th year Time line R&D for entry level segment. Launch of Mahindra Mojo in 300cc premium segment Price steps with a new product in Executive segment with different price. Launch of Electric bikes Launch of entry level segment with product targeting rural markets. 6th -8th year Line stretching in premium with MOJO 195CC at lower end of premium segment R&D for Executive segment line stretching launch of 125 cc Executive segment bike. Mahindra WAR ROOM | Campus Round
  • 6. Strength of M&M • Being a responsible corporate citizen, MTWL realizes that unless this growth is not supported by careful and prudent usage of natural resources, this growth will not lead to an overall win Vision & Mission • Pioneer in the automobile industry in 4 wheeler category. Brand Value • Mahindra 2-Wheelers - R&D Centre in Pune developed micro-hybrid, which will boast of higher fuel efficiency. The R&D centre houses a design studio, engine development and testing centre and Computer Aided Engineering / Computational Fluid Dynamics facilities Research & Development • Growth in motorcycles has been led by the rural and semi urban markets, as Metro and tier-1 cities are going to saturation stage. Alternative energy Selection Criteria MILEAGE (PRICE/KM) AVAILABILITY OF FUEL FILLING STATION MAINTENANCE OF VEHICLE SPEED OF VEHICLE R&D COST POWER AND ADDITIONAL FEATURE GOVERNMENT REGULATION STYLE QUOTIENT Market Dynamics Mahindra WAR ROOM | Campus Round
  • 7. Primary Research – Hybrid Bike Do you think mileage is a major factor for deciding a 2-Wheeler ? 5% 15% Not at all Important 10% increase in fule price 10% Slightly important 30% 20% moderately Important Important 25% Due to a huge influx of low cost Chinese models, which had quality constraints market of Indian electronic bike is suffering. - Arun Pratap Singh, Senior VP Electrotherm Electric vehicles are being seen as a serious alternative to fossil fuel driven cars and Mahindra wants to take a lead in developing the EV segment and the surrounding ecosystem. - Dr. Pawan Goenka, President AFS, Mahindra & Mahindra Ltd good pick up & Speed 10% high battery power 20% short distance travel low cost of the vehicle less pollution 25% 15% 30% 35% 50% Very much important What is your expectation in electric bike ? Why would you buy a electric bike instead of petrol one ? service station/Maintenance reliable parts & Quality good brand Electric/hybrid commercial vehicles are mostly in the experimental stage. It is not yet clear how this industry will shape up in India. The move towards greener commercial vehicles is currently limited to the major metropolises because consumer activism is still gaining momentum.. -Daimler’s Marc Llistosella Mahindra’s new steps towrads electronic vehicle will encourage all stakeholders to co-imagine and co-create a shared vision of the future. -Mr. Anand Mahindra, Chairman and MD, Mahindra Group Mahindra WAR ROOM | Campus Round
  • 8. Industry Dynamics – Hybrid Bike Three pillars of Green Vehicles Revolution First electric 2 wheeler launched in India(Yo bike- by Indus Elec-trans) Government/ Regulatory Support 110000, electric vehicle units sold in FY09(97-98% 2 wheelers) |2004| Investment in Technology Customer Power CNG kits available in market for 2 Wheelers Customer Power  Availability of customers who are early adaptors in certain markets, willing to pay premium price for such leading edge technologies.  Celebrity endorsement to hybrid vehicles thereby underlining their green credentials.  Consumer Activism: Increased environmental awareness among consumers leading to demand for greener vehicle   |2006| Fuel economy is the primary driver in the Indian market Range anxiety for customers of both electric and CNG vehicles |2007| Hero Electric launches electric 2 Wheelers |2009|     |2011| Full exemption from central excise duty provided to electric cars and vehicles Investment in Technology  |2010| Government Regulation Cluster of support industries such as battery manufacturers in china Availability of investors willing to take risky bets (Tesla Motors) There is no national policy for electric vehicles/CNG vehicles (the state of Delhi has incentives) Biofuel/ethanol pricing Coordination among various government agencies, such as the ministries of petroleum, forests and environment, agriculture, etc.  Ethanol subsidies in Brazil  Tax incentives in Us and Israel  CNG based commercial vehicle and cars encouraged by Indian government  Low number of CNG /alternative fuel pumps (about 560) vs. about 38,000 conventional fuel pumps – as of April 2010  Inadequate number of charging stations and that too limited to select cities Mahindra WAR ROOM | Campus Round
  • 9. Indian Scenario  Number of electric scooters sold in India 30000 25000 20000 15000 10000 5000 0  26000 Why ??? 3000 2008-09 Hybrid Bikes Hybrid Scooters Electric Scooters Mahindra 2 Wheelers 2009-10  rush of cheap, but low-quality vehicles which flooded the market in 2008-09 but then were subsequently rejected by consumers. huge influx of low cost Chinese models which had quality constraints. A lot of fly-by-night companies entered Indian Market. Inferior quality models at cheap prices but did not provide any service support, There is a huge competition in electric scooter markets and many Indian companies are already entered the market or entering in near future. So avoid competitions Mahindra should not enter this market Mahindra can leverage the technology of REVA- 4 wheelers, which was acquired recently for it’s electronic 2 wheeler segment. In electronic bike segment there is no player in Indian market. Yamaha is planning to enter in 2/3 years down the line. So Mahindra can use its brand value and became a market leader in this segment Mahindra WAR ROOM | Campus Round
  • 10. Rural Market WELL KNOWN REALITIES OF RURAL MARKET Over 60% of India’s population in 2026 will reside in rural areas 45 % of 2-wheeler sales volume Under-penetrated by a factor of 2.5x Rural populations adjoining large urban centers have 20% higher income than rural average Executive segment has lion’s share 50% first time buyers and 50% replacement buyers Seasonal income pattern Cash Purchases Less affected by credit crisis Source: SIAM, ICRA’s Estimates PRODUCT: Motorcycle PRODUCT: PRODUCT: Splendor+, CD Dawn Motorcycle Motorcycle, Mopeds Passion Plus (<125cc) Dream Yuga(110 cc) PRICE: PRICE: Indian pricing values Starcity, XL super, Neo, Scooty (<110cc) Competitive pricing ~(38000 -48000) INR ~45000INR PLACE: PLACE: Hub & Spoke model Around 300 new touch points. 1 lakh of 6 lakh villages (500 reps) Close proximity to Hero 5000 dealers PROMOTION: Go rural campaign TV advertisements Akshay Kumar – Ambassador PRICE: Economical ~(30000 -45000) INR PLACE: TV advertisements Largely concentrate on rural through sales of mopeds (39% of total sales of 2W in 2010-11) Har Gaon Har Aangan Around 2000 dealers Har Jagah initiative providing service in respective villages PROMOTION: Festive offers, Sponsoring Events Ambassador – Dhoni PROMOTION: TV advertisements Dirt Bike Rally MRF super cross rally s Mahindra WAR ROOM | Campus Round
  • 11. Rural Customer Profiling Manish Goenka Vaibhav agarwal Karthick rangaswamy Harshdeep Singh Ajaykumar Reddy • Skilled worker • Sec D • Bachelor working in a mill • Likes to own a bike before marriage • Mileage, selfrespect, price, financial support • 110 cc • Motorcycle • Shop Owner • Sec D • Family with kids going to school • Daily commuting purpose • Mileage, Price , performance, less in height • 110 cc • Moped • Self employed • Sec B1 • Family with son going to college • Wants to buy a bike for his son • Mileage, Price , sturdy, com mon usage, perfor mance • 125 cc • Motorcycle • Small Land owner • Sec B1 • Takes care of agriculture • Wants a bike to travel with his family • Performance, Comfort, Mile age • 125 cc • Motorcycle • School teacher • Sec A2 • Daily commuting purpose • Mileage, Price , less weight, Perfor mance, Resale value • 110 cc • Motorcycle / Moped Mahindra WAR ROOM | Campus Round
  • 12. Primary Research – Rural Insight 10 9 8 7 6 5 4 3 2 1 0 Have you rate brand of bike important in your purchase decision Have you rate word of mouth important in your purchase decision 10 9 8 7 6 5 4 3 2 1 0 Do you think mileage is a major factor for deciding a 2 wheeler ? Do you think price is a major factor for deciding a 2 wheeler ? Have you rate financial assistance for bike important in your purchase decision Do you think maintenance is a major factor for deciding a 2 wheeler ? Have you heard of Mahindra bike? I want a bike with high mileage and priced less. I commute everyday and hence maintenance shouldn’t be a problem. - Agarwal, 31, male, Hinjewadi 13% Primary Research conducted on 15 respondents from Hinjewadi, Pune Yes No 87% NEW PRODUCT FOR RURAL MARKET – UTILITY MOPED WHY HOW WHAT Around 30 % of the rural people use 2 wheeler for business purpose Leverage on Kinetic’s expertise on moped segment (Luna) Moped - Detachable back seat Price has to be less, good mileage, carry heavy weight Target rural shopkeepers, small businessmen, farmers Easy to ride, sturdy body, bear heavy loads, Convenient Daily commuting purpose + Utility vehicle Market it via haats, Melas and mandis Under powered < 100cc, Less fuel consumption Mahindra WAR ROOM | Campus Round
  • 13. Pre Launch Strategy 1 Objectives Creating Awareness 2 3 Business Strategy What? Distribution Model Comprehensive Strategy To create buzz about new vehicle Accessing each village through proper dealer network Leverage on Tractor Business Penetrating into rural market Greater penetration in market through new channel partners. • Mahindra samriddhi centre • Facilitate meetings with prospective customers Constraints • Reach out untapped markets in tier 3,4,5 cities and rural areas • Acceptibility of offering • Lack of extensive dealer network • Lack of delivery and maintenance service centre. During pre-launch, collect data about potential buyers who are interested and make zones Where? Targeted Districts Population No of Density/km^2 districts 400-600 657 178 110 <100 63 • Use them as satellite dealers who report to parent dealer 99 200-400 100-200 Leverage on Dish TV dealers How? Structuring the new dealer network Tie up with ITC / HUL touch points • Customer engagement services and meetings with prospective clients Regional rural banks • Financial tie-up & Rural connection Advertising in Haats, Melas and Mandis BTL activities Unorganized 2 wheeler workshop Financial tie-ups • Satellite dealers and Mahindra certified workshop Sources: http://en.wikipedia.org/wiki/List_of_districts_of_India Mahindra WAR ROOM | Campus Round
  • 14. Pre Launch Marketing Strategy Phase 1 Step 1: Advertising in Haats , Melas and Mandis Show case the prototype Objective: To create awareness about the upcoming launch of new bike Duration: 1-2 months before launch Basic info regarding product will be provided. Phase 2 Step 2: BTL Activities Objective: To create customer experience of the upcoming bike Duration: 1-2 months before launch Mobile points on trucks where people are allowed to have test rides Phase 3 Step 3: ATL Activities Objective: To create awareness of the upcoming bike Duration: 1 month before launch Radio FM , TV ads and newspapers are used to create awareness Mahindra WAR ROOM | Campus Round
  • 15. Launch Strategy 1 Objectives Increase sales To come up with different launch strategies for different zones Convert prospective into customers 2 Business Strategy What? Launch Model Comprehensive Strategy Accessing each zone through proper channel Greater penetration in market through new channel partners. Mahi Mela – festive sales • Attractive offers • Skits, dramas to attract crowd Dosth Yojna Where? Targeted Zones ZONES ZONES • ZONE 1 • Highly Prospective districts • ZONE 2 • Mediocre districts • ZONE 3 • Low prospective districts 3 Zone 1 Zone 2 Zone 3 PROSPECTI VES 2000 1000-2000 <1000 How? Introducing rural schemes • Referral scheme where price discounts and free service are offered for customers Mobile Trade points • Mobile selling points in rural areas Mahindra Samriddhi Centre • Attractive discounts on bikes for every tractor purchase • Provide vehicle loan Mahindra Student program Financial loans through rural banks Festive seasons Partnering and engaging services • Offer bike at discounted price targeting college students from rural areas Rural scheme – Offers for village Panchayats, post officers, teachers Mahindra WAR ROOM | Campus Round
  • 16. Launch Marketing Strategy Phase 1 Step 1: Advertising in TVs, Radio, Newspaper, Haats , Melas and Mandis Phase 2 Objective: To drive the sales Duration: Till 6 months from launch Product details, offers, discount schemes are provided Step 2: Review and analysis Objective: To categorize zones according to sales happening Duration: 2 months after launch High Sale Zone Low Sale Zone Concentrate on after sales and spare parts service Leverage on successful schemes Concentrate on promotions, discount schemes and referral offers Post Launch Customer Care Strategy Constraint: Very few customer care points, High Capital involved Objective: To provide uninterrupted service Mahindra Bike Experts: Mahindra certified unorganized workshop mechanics who provide better services Mahindra WAR ROOM | Campus Round
  • 17. 24/7 Customer Service Center 1 Objectives 24/7 Customer Service center People in metro find no time to give their bikes for service during day time Crowded service centers is everyday happening Advantages 2 Business Strategy Where? Metros and Tier 1 cities (Mumbai, Pune, Chennai, Delhi etc .. What? Motorcycle service Vehicle breakdown services • More customers can be served • Convenient timings for customers • Customer satisfaction • Door delivery if required Vehicle Free services Spare parts sales How? 3 Operating Model Comprehensive Strategy Operating Strategy: • Customers can drop their vehicles anytime • Service will be done in 6 hours • Targeting diffferent segments differently • Online Booking Order delivery: • Serviced vehicle delivered to Customer if insisted • SMS notification to customer to pick vehicle Training & Knowledge Management: New 24/7 service network • Training of more service personals • Assesments followed with feedback. Membership offers After sales Services: Vehicle servicing at nominal costs Authorized service personnel • 24*7 Helpline Strategic Channel Partnership: • Benchmarked channel partnership with unorganized garages. Mahindra WAR ROOM | Campus Round
  • 18. Mahindra’s - Where its Game plan went wrong ? 1: Product Awareness : Consumers are not aware of Mahindra’s 2 wheelers. The reach is not as expected. Mahindra The consumer should be aware about the product through different traditional media and non-conventional approach of advertisement like OOH, social media etc. Total Set Problem 2: Retention of the product on Consumers Mind: Customers who are aware should retain the thought of the vehicle for a long time. Localized/personalized message to be communicated. It should influence the factor like “absence of de-satisfier”. Awareness Set Consideratio n Set Choice Set 3: Push Strategy : Final stage for Buying. Through sellers or enforcement, through heavy campaign, through schemes and variety of offerings, this product must be in the choice set of the consumer. Push strategy have to be applied. Mahindra WAR ROOM | Campus Round
  • 19. Marketing Strategy Special Parking space for Mahindra 2Wheelers 1 • Tie up with strategically identified restaurants, hotels and shopping malls to have special parking space for Mahindra 2 Wheelers 2 • Promotion through standees communicating the message of special parking space, highlighting the royal treatment for Mahindra users 3 • The standees and promotions to be noticed by all persons with 2 Wheelers and brand registration will be there at that instance, building brand equity. Non Mahindra User Mahindra 2 W User Notice the Standee Notice the standee Register the Brand Feel exclusivity Envy/Jealous of the exclusivity given Will Communicate message to peer Feel Special as treated royally Brand loyalty Mahindra WAR ROOM | Campus Round
  • 20. MAHINDRA MOTO GP ROOKIE CUP – Give life to your racing DNA    CONCEPT: Mahindra Racing should organize MOTO GP ROOIE CUP in India to inspire bike enthusiast, who are not so experienced. Involvement in the event can create more buzz than the actual MOTO GP event. Nation wide hunt for the same can create good promotion about Mahindra bikes. Give life to your racing DNA    MOTO GP ROOKIE CUP Promotion It ill get good coverage among Indian Print/electronics media. Unlike Stunt Mania (program on MTV) , Mahindra Racing can telecast this program through any of the youth channel. This will encourage Indian youth to participate in the event and a great brand promotion medium Who is next ??? Plan of Action Mahindra racing will select youths from different locations from India. Basic Trainings will be provided before final rounds. Simulated final rounds will be telecasted in TV channels. Winners will get pride and meeting with actual MOTO GP players to improve his skills and career prospective in this line     Benefits to Mahindra: Mahindra can promote all its bike through this event. It is an direct connect to the event It’s an link between Indian Youth and actual MOTO GP. In long run Mahindra will be pioneer in this sector and consumer connect will be maximum in this way. Mahindra WAR ROOM | Campus Round
  • 21. Mahindra MOTO GP BIKER’S ASSOCIATION    CONCEPT: Mahindra should partner with Biker’s associations in every metros Involvement of Biker’s will add buzz to the racing history of Mahindra Brings together motor cycle enthusiasts MAHINDRA STORE   CONCEPT: Mahindra should start selling merchandises to wider customer base to improve and consolidate customer relationships Promotional gifts, promotional hats, brand printed caps, custom t-shirts and a range of other promotional bike accessories.  PLAN OF ACTION Conduct Biker Rally’s all over India Conduct events and stunts in college fest Bring biker’s rally at SunBurn events Give offerings to Bikers to attend MotoGP and have racing events to involve them Take Bikers to New Vehicle launch Programs Coverage in MTV and other Indian channel    Benefits to Mahindra: Mahindra can promote all its new launch through these associations This translates into an unprecedented visibility for your brand Will direct existing or prospective customers to any new products or services launched         SALES & PROMOTION Start promoting these merchandises in retail stores and online Sell it to Biker’s associations and youth clubs MotoGP viewers will promote it further by buying promotional racing themed products Mahindra WAR ROOM | Campus Round
  • 22. Extensive Reach Current situation Customer Pain points 1. 2. 3. Less number of service centers/workshops in tier II and tier III cities Inadequate trained/reliable mechanics Market is dominated by unorganized players 1. 2. Proposed solutions Travel large distances (mainly to nearby towns) to company authorized service centers Service quality by the untrained mechanics are not up to the customer expectations MAHINDRA CERTIFICATION PROGRAM FOR MECHANICS Mahindra Bike Expert Target Groups: Local mechanics from tier II and tier III cities Program Campaign: to attract more local mechanics Mahindra will promote through local/regional news papers. Benefits to Mahindra: 1. 2. 3. 4. Increased brand loyalty Increased reach WOM publicity Community development Program duration: 2 days certification program (Wednesday and Thursday of the week) Benefits to Mechanics: Program Center: Mahindra Samriddhi center in that location 2. 3. Training program will be conducted in different cities in alternative weeks for a year 1. Opportunity to associate with a renowned brand Technically superior Increased customer base Mahindra WAR ROOM | Campus Round
  • 23. THE DISRUPTIVE CUSTOMER CARE MODEL : Instant Service Triad Unavailability of service centers or mechanics The Problem nearby in cases of sudden breakdowns Value Proposition for Mahindra Customer ❶Customer calls the helpline in case of breakdown ❷ Customer gives his location and contact details ❸Helpline sends a sms with the detailed info of the nearest bike expert Value Proposition for customers 1. 2. 3. Instant service during sudden breakdowns Reliable mechanic (certified) Free service for the first 3 years for Mahindra two wheeler owners (Not applicable for parts replacements) M&M two wheeler service helpline Instant Service Triad ❷Helpline notifies the nearest bike expert about the breakdown and gives the customer location and contact details 1. ❹Calls the customer confirming the service ❺Provides the required service M&M certified bike expert 2. 3. 4. Increased brand loyalty WOM publicity Uninterrupted service to its customers Innovation in post sales service delivery Total Cost: 60,000/year 1 This model makes use of the Mahindra certification program Value Proposition for mechanic 1. 2. 3. Increased number of prospects Association with an established brand Chance to increase his brand value Mahindra WAR ROOM | Campus Round
  • 24. Thank You