Strategy For The Mahindra Group Of Companies - seeking feedback from grizzled corporate strategy professionals wrt to how the study can be further improved and/or glaring holes in the analysis.
Mahindra Presentation : Analysis of Mahindra & Mahindra ScorpioAnand Tomar
Analysis and presentation of Mahindra as a part of my final 1st semester project report of my PGDM course.
Analysis is on following topics : Sector, Company,, Product, Services, Marketing Strategies, Financial Analysis ,Human Resource Management of Mahindra
M&M complete analysis done in the year 2013, from july 2013-october 2013 with the help of our respective college staff. Special thanks to the Dean Prof. Bhattacharjee & visiting faculty prof. Abhay Srivastava.
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Mahindra Presentation : Analysis of Mahindra & Mahindra ScorpioAnand Tomar
Analysis and presentation of Mahindra as a part of my final 1st semester project report of my PGDM course.
Analysis is on following topics : Sector, Company,, Product, Services, Marketing Strategies, Financial Analysis ,Human Resource Management of Mahindra
M&M complete analysis done in the year 2013, from july 2013-october 2013 with the help of our respective college staff. Special thanks to the Dean Prof. Bhattacharjee & visiting faculty prof. Abhay Srivastava.
For possibly the best Metal Sign fabrication in Adelaide, there’s really only one choice for unique, specialised signage work. The team at Absolute Metal Fabrication can handle any type of signage work large or small. They’ll work closely with you to create, build and install exactly what you need, manufactured to your specifications.For top quality custom designed and built Metal Sign fabrication in Adelaide, it’s hard to go past Absolute Metal Fabrications.
Started to create milestones, we Global Glass & Glazing System marked our presence in the year 1995 and operates in the manufacturing/servicing of Office Interiors Works, Residential Interiors Works, Double Glazing Work, Hotel Interiors Works, Aluminum Windows since 16 years. Our quality services/products have always won us many appreciations from our clients. Our spontaneous performance and confident approach in offering the excellent range of Office Interiors Works, Residential Interiors Works, Double Glazing Work, Hotel Interiors Works, Aluminum Windows, Stainless Steel Fabrication Works that has made us to deepen our roots in the market. We Global Glass & Glazing System breathe with the aim to satisfy our clients with our smart products/services. We are a unit of highly experienced professionals who all contribute best of their potentials to offer high efficiency.
Based on everything you know then, what is Bezos singular grand s.docxikirkton
Based on everything you know then, what is Bezos' singular grand strategy out of the list I sent you all below. Well developed ideas, by the way! Well done.
A simplified and concise definition of grand strategies is that they direct the organizations to the available paths open to them which would allow the achievement of their longterm objectives.
CONCENTRATION
The first strategy and the simplest is that of CONCENTRATION. The organization directs its efforts and resources to the profitable growth in the market and technology in which it is currently operating. The reason for this approach is the low additional resources required as well as low risk, since by their known competency they have prospered in the past. The negative side to this is the trends of industries in some cases have been shown to alter performance and the organization is then left with an outdated product. Also, the company may incur slow profitability and growth with this strategy. This is THE market penetration approach. You just have to aware of market conditions that help or may hinder prosperity using this approach. Having a corner on the market of the buggy whip business is not a good idea.
MARKET AND PRODUCT DEVELOPMENT
I will combine, in a fashion, the MARKET DEVELOPMENT (the second) and PRODUCT DEVELOPMENT (the third) strategies in the interest of space. Market development requires some modification in the product and in channels of distribution as a way to seek new markets. Also, variations in model and product size constitute an approach in this strategy. The product development factor is normally chosen to prolong the life cycle of currently sold products or to take advantage of a favorable reputation or brand name. Both of these involve moderate risk and cost.
INNOVATION
INNOVATION is our fourth strategy. Many industries have gone out of business because they refused to place due resources in R&D efforts. With the rapid turnover of technology, it is foolhardy not to place capital into the future of the business through innovation. This strategy differs from the product development in the extent to which products come out as brand new or fundamentally new though innovation. Innovation will make other products obsolete. The negative in this approach is in the failure rate: innovation is fraught with risk and uncertainty.
HORIZONTAL AND VERTICAL INTEGRATION
In the interest of brevity I will combine our two integration strategies; namely, HORIZONTAL INTEGRATION (HI) and VERTICAL INTEGRATION (VI). Both of these strategies allow growth through the acquisition route, but HI uses the purchase of a the organization in a similar
business in the same stage of the productionmarketing chain. VI permits growth through the acquisition of the organization which is a supplier of inputs to the acquirer and is known as BACKWARD INTEGRATION while the union with the organization closer to the ultimate consumer would be known as FORWARD INTEGRATION. HI allo ...
Before she became one of the biggest names in Philippines showbiz industry, Maymay Entrata also had her fair share of life struggles.
Before she became one of the biggest names in Philippines showbiz industry, Maymay Entrata also had her fair share of life struggles.
Starting at the age of 14th, Entrata began auditioning for various reality television shows to fulfill her ambition of becoming an actress, but she failed. After being rejected several times, Entrata almost did not audition for Pinoy Big Brother Lucky 7 however, her grandfather got ill, she saw it as a reason to try again. Guess what? Entrata went on to win the competition, finally she did it. I really admire her for being who she is, what she is, and where she became. I am proud to say she is a bisaya and that's our biggest similarities. Her skills are one of a kind, she can act, dance, sing, and model. I really love how she boosts her confidence even though there are a lot of bashers around her, and I want to apply it to myself to be a strong and independent woman. Maymay is a beautiful and multitalented young woman with a wacky personality that’s extremely likable. She’s a dreamer and she never lost sight of them and who she’s dreaming it for.
I always admire people who dream big dreams and work hard to reach them. Watching Maymay everyday has given me inspiration to fight for my dreams and work hard even for those dreams I have let go because it deemed impossible.Before she became one of the biggest names in Philippines showbiz industry, Maymay Entrata also had her fair share of life struggles.
Starting at the age of 14th, Entrata began auditioning for various reality television shows to fulfill her ambition of becoming an actress, but she failed. After being rejected several times, Entrata almost did not audition for Pinoy Big Brother Lucky 7 however, her grandfather got ill, she saw it as a reason to try again. Guess what? Entrata went on to win the competition, finally she did it. I really admire her for being who she is, what she is, and where she became. I am proud to say she is a bisaya and that's our biggest similarities. Her skills are one of a kind, she can act, dance, sing, and model. I really love how she boosts her confidence even though there are a lot of bashers around her, and I want to apply it to myself to be a strong and independent woman. Maymay is a beautiful and multitalented young woman with a wacky personality that’s extremely likable. She’s a dreamer and she never lost sight of them and who she’s dreaming it for.
I always admire people who dream big dreams and work hard to reach them. Watching Maymay everyday has given me inspiration to fight for my dreams and work hard even for those dreams I have let go because it deemed impossible.
Starting at the age of 14th, Entrata began auditioning for various reality television shows to fulfill her ambition of becoming an actress, but she failed. After being rejected several times, Entrata almost did not au
Response 1(150 words)1) Walt Disney Corporation owns the follow.docxwilfredoa1
Response 1(150 words):
1) Walt Disney Corporation owns the following companies: ESPN, ABC News, and Pixar.
Based on the materials in chapter 7, what is the management tool that Walt Disney can use to assess and determine the financial performance of each firm including market growth to assist with its funding decision for these firms?
One of the most popular tools in developing a corporate strategy for multiple business corporations is a portfolio analysis. A portfolio analysis requires top management to view its product lines and business management as a type of investment because of its expects a profitable return. The information gathered from the product line and business makes it possible to create a portfolio of investments that top management must constantly handle to confirm the best return on the corporations invested money. According to Wheelen, the advantages of portfolio analysis include: (1) encouraging top management to evaluate each of the corporation’s business individually, (2) stimulating the use of externally oriented data to supplement management’s judgement, (3) raising the issue of cash flow availability for use in expansion and growth, and finally, (4) a graphic description which facilitates communication.
2) Which section in the table of contents for the capstone report would require the use of the information in chapter 7 of the class text, based on the stated instructions?
The recommended directional corporate strategy section would require the use of the information in chapter 7 as we need to state and discuss in detail, the strategy for the firm. A firm’s directional strategy is composed of three general orientations which include : (1) growth strategies, (2) stability strategies, and (3) retrenchment strategies. These strategies are useful both to corporations operating in only one industry with one product line and to those operating in many industries with many product lines.
3) Name and discuss the concept that describes the action of company management when an industry is unattractive and the company too weak to be sold as a going concern giving management the choice to convert as many saleable assets as possible to cash, which is then distributed to the shareholders after all obligations are paid.
Liquidation is typically used in the termination of a firm. Liquidation occurs when the industry is unattractive and the company is too weak to be sold as a going concern, management may choose to convert as many saleable assets as possible to cash, which is then distributed to the shareholders after all obligations are paid. Liquidation is an advisable strategy for struggling firms with a small number of possible outcomes, all of which are problematic. Although, liquidation may be the best strategy for a firm, the manager(s) may be unwilling to ‘liquidate’ their company in order to avoid being personally blamed for the company’s faults. To avoid the negative stigma that comes with a failing business, ma.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Strategy For The Mahindra
Group Of Companies
Group Transformation And Associated Benefits
Bikramaditya B. Biswas
16th
November, 2015
This document lays out the steps needed to boost the group performance by targeted changes to the group
holdings and quantifies the projected improvement in results.
2. Strategy Analysis: Mahindra Group
1 bbbiswas@gmail.com
Summary
The Mahindra group is a well-established name in the marketplace and trusted by all stakeholders. However,
an impartial assessment also shows that the ‘brand’ still has not achieved the elite (“halo”) status enjoyed by a
select few of its peers. While being an ‘old-timer’ validates the groups’ dependability and trustworthiness, it
has also defined the kind of businesses it has a presence in, the ones associated with the early stages of any
developing nations. Consequently, the group portfolio lacks any contemporary marquee or aspirational name
that can supply the necessary ‘oomph’ to elevate the overall group profile, notwithstanding the recent forays
into emerging business trends.
The group has representation in varied sectors and rightly structured as a conglomerate, even if hampered by
the underwhelming performance of a majority of the group companies. For any strategy to be successful and
sustainable, the group will have to continue developing offerings that not only attracts an ever-increasing
quantum of buyers, while employing tailored business models that ‘ethically’ maximise profits from the said
offerings, and motivating all stakeholders to work collaboratively with the company to execute the strategy.
The present state analysis shows that the group portfolio is not adequately hedged against market risks and a
couple of businesses disproportionately influence the overall performance. There are likely to be opportunities
to aggregate various companies in the group, to either enhance synergies or simplify the overall structure.
The future glide-path options for the group indicate the need to substantially rework the makeup of businesses
it is involved in, to separate itself from the pack and establish itself as one of the beacons of excellence. As
shown by the following analysis, continuing on a conservative game plan is substantially suboptimal and the
need of the hour is to embrace far-reaching changes.
The detailed analysis of the potential future steps to be taken by the group shows the benefits of the changing
focus, on all facets of the business performance, while also enabling the group to even better embrace its
corporate, social and national responsibilities.
Summed up, the Mahindra group is a steady, if unspectacular performer that has the potential of becoming a
household name when it starts firing on all cylinders.
3. Strategy Analysis: Mahindra Group
2 bbbiswas@gmail.com
Background
The http://www.mahindra.com/What-We-do page states that:
The Mahindra Group comprises ten business sectors — Aftermarket, Automotive & Farm Equipment, Aero-
space and Defence, Financial Services, Hospitality, Information Technology, Real Estate, Two Wheelers and
Mahindra Partners — with a presence in 18 industries:
Aerospace, Aftermarket, Agribusiness, Automotive, Components, Construction Equipment, Mahindra Con-
sulting Services, Defence, Energy, Mahindra Farm Equipment, Financial Services, Industrial Equipment,
Mahindra Information Technology, Leisure & Hospitality, Logistics, Real Estate, Retail and Two Wheelers
Present State Analysis
Given the diverse nature of the undertakings, it is unlikely to have a unified/singular vision or mission for the
entire group, anecdotally reaffirmed by writings available in the public domain.
The next logical step is to establish the existing overlap between the industries to identify the core competen-
cies in play, followed by identification of ways to potentially increase the complementary interactions between
them.
[In line with benefits of keeping confidential the operating mechanics, not much about collaborative activities
between the group businesses is available to external stakeholders.]
4. Strategy Analysis: Mahindra Group
3 bbbiswas@gmail.com
Individual Business Attractiveness
BCG Matrix:
Normally conducted for individual / standalone products, but when developed for the businesses making up
the group, it throws up an interesting picture of the overall portfolio.
Business Lifecycle Positioning:
While most of the individual business positioning in the BCG Matrix is in accordance with their respective
Lifecycle Stages,
Introduction East India Ltd., Defence, Education, Media, Industrial Equipment
Growth Automotive, Energy, CleanTech, Aerospace, Logistics, Financial Services, Construction
Equipment, Components, Retail, Steel Processing, Leisure/Hospitality
Maturity Farm Equipment, Agri, 2-Wheeler, IT, Real Estate, Consulting
Decline n/a
it doesn’t accurately portray the fundamental opportunities or challenges faced by each of them.
QUESTION MARK STAR
EIL
CleanTech
Defence
Agri-Business
Energy
Aerospace 2-Wheeler
Logistics Financial Services
Construction Equipment
DOG CASH COW
Automotive
Education IT
Media Components
Retail
Steel Processing Leisure/Hospitality
Industrial Equipment
Real Estate Farm Equipment
Consulting
Market Share
MarketGrowth
5. Strategy Analysis: Mahindra Group
4 bbbiswas@gmail.com
Competitive / BCG Advantage Matrix:
An alternative and substantially clearer perspective on the individual businesses is achieved by employing this
(surprisingly) sparingly used tool,
This analysis highlights a glaring lack of the ‘missing ingredient’, which has a negative influence on
the perception stakeholders have of the group, along with some other relatively simpler to fix issues that are.
As good as a ‘magic bullet’ or panacea, having a superstar in the line-up casts a favourable projection on the
other businesses in the group.
i. The ‘Expected’: Most of AFS is a ‘Volume’ business and sales are ‘mostly’ elastic, only marginally linked to
offerings matching prevailing consumer tastes.
ii. The ‘Good’: Even within AFS, only the Automotive and Farm Equipment business enjoy any sizeable com-
petitive advantage.
iii. The ‘Bad’: Businesses in the group that have the ability to rise above the pack have not capitalized on the
advantages they possess.
iv. The ‘Ugly’: An overwhelming majority of the business are not only in sectors that have limited avenues for
differentiation, but also have not maximised the benefits extracted.
Companies languishing in the latter half of the classifications urgently need to update their strategies
to build sustainable blue oceans; the few others can afford to be ever so slightly deliberate in their actions.
FRAGMENTED SPECIALIZATION
CleanTech
Financial Services
EIL
Retail Agri-Business
Education Steel Processing
STALEMATE VOLUME
Consulting
Aerospace
Components
IT
Leisure/Hospitality
Real Estate 2-Wheeler
Media Defence
Energy
Logistics Industrial Equipment Automotive
Construction Equipment Farm Equipment
OptionstoCreateAdvantage/Differenciation
Size of Advantage
???
6. Strategy Analysis: Mahindra Group
5 bbbiswas@gmail.com
Critical Factors Influencing the Group Future
To continue as a preferred partner of the populace and attract an even larger consumer base, the Group will
have to get better in anticipating and responding ever faster to market changes, and overcoming any industry
disrupters. A crucial factor would be decisions to spinoff individual business, either completely or while retain-
ing controlling shares; all subsequent analysis considers the group continuing as a conglomerate without any
divesture of businesses.
1. Changes in the automotive industry: AFS provides a significant portion of the group profits, adverse
changes to the market share and/or profitability can severely hamper the financial well-being of the group,
taking away the support provided to budding/expanding businesses. Medium Probability / High Impact
2. Creating / Acquiring the group ‘mascot’: The group needs to be represented by a brand that is not only
highly successful and a household name, but is also perceived to be a trailblazer; this would also fill the
void existing in the ‘Specialization’ classification of the Advantage matrix. Probability TBD / High Impact
[If handled properly.]
3. ‘Taking Care’ of businesses in the Fragmented or Stalemate classifications: Just as a pragmatic entrepre-
neur won’t initiate a business in a stagnant sector unless it is either a high-margin business or he/she is
able to sufficiently differentiate the offering, it behoves the group to either invest in providing incremental
advantages to group companies stuck in the rut or to cull them. This has many benefits in addition to not
only improving the bottom line, it reassures the general workforce that the group genuinely wants each
business to succeed, while also conveying that sustained non-performance won’t be tolerated. Medium
Probability / Impact TBD
4. Simplifying / Aggregating: It might be worth a relook into and limit the number of formal verticals maintained
by the group, given the nature of businesses involved in. This would also help identify and preclude any
acquisition targeted to bolster financials. Probability TBD / Impact TBD
5. Hostile takeover bids: As the domestic consumption keeps rising and Indian brands start gaining traction in
external markets, it is likely to attract the attention of foreign entities having large kitties, most likely hedge
funds or sovereign funds. Probability TBD / High Impact
6. Workforce demographics changes: Non-availability of competent workforce can hamper the capabilities of
any domestic business. High Probability / High Impact
7. Strategy Analysis: Mahindra Group
6 bbbiswas@gmail.com
(Glide-Paths For) The Group Future
The changing domestic and global markets throws up a plethora of options, presenting opportunities on one
hand, while exposing the group to disruptive forces on the other. The group would have to be nimble in not
only managing its footprint, but also constantly recalibrate the resource deployment to optimise results and
growth. The group options can be broadly classified into three types,
1. Continue with the current reliance on automotive businesses. [Plan C: ‘continue’ as is.]
2. Hedge a bit by strengthening two or three of the businesses. [Plan H: ‘hedge’ slightly.]
3. Reinvent by group by revamping the portfolio and/or industry exposures. [Plan X: ‘Transformation’]
While it is ‘convenient’ to maintain status quo and hold course on the current plan, citing familiarity with and
stability, this is shown to be fraught with danger. Only a slight rebalancing of the group efforts is unlikely to
effectively mitigate these risks well. The future of the group lies in identifying up front the shifting requirements
of the populace and government(s), and proactively fulfilling them at the appropriate moments as well {neither
too early, nor too late}.
Below are projections of the group future states associated with each of the above three (3) options,
1. Plan C
Maintaining the group strategy in its current form is likely to result in a performance depicted by the plots be-
low, normalised to a scale of 0-5 for a proper comparison with other players in the respective industries.
A combination of the relative market shares and profitability of the individual sectors shows that the overall
performance of the group is expected to significantly lag those of its peers within the next decade itself without
appropriate course correction.
8. Strategy Analysis: Mahindra Group
7 bbbiswas@gmail.com
2. Plan H
Maintaining the group strategy in almost its current form {with only minor changes in resource allocation} is
likely to result in a performance depicted by the plots below, normalised to a scale of 0-5 for a proper compar-
ison with other players in the respective industries.
As is to be logically expected, only insignificant changes are expected in the performance of the group as a
result of any slight modifications, still significantly lagging those of its peers within the next decade itself with-
out appropriate significant course correction.
3. Plan X
As seen above, staying the currently charted course is unlikely to be a profitable decision and the group
needs to significantly update its portfolio. There is a need to time and align the group transformation with the
projected needs of the individual consumers, collectives/groups and government(s).
The Top-3 changes needed (no particular order) are:
i. The air/water-craft businesses become part of the defence vertical, which in turn receives heightened
attention and .increased resources.
ii. Renewables need to significantly contribute to the success of the AFS, defence and energy verticals.
iii. EIL needs to become the flagship retail brand, potentially influencing all B2C transactions.
The next chart shows the best case scenario at 5 years, with a slight realignment of the industry verticals the
group is active in at the present time, bar changes to the group holdings. This would have to change to get to
the desired status at the end of the decade; the timing of the respective moves will be of utmost criticality to
achieve the desired results.
9. Strategy Analysis: Mahindra Group
8 bbbiswas@gmail.com
The transformation needs to accelerate at this point and the plots below show the progression of changes
needed and the results at the end of a decade, normalised to a scale of 0-5.
10. Strategy Analysis: Mahindra Group
9 bbbiswas@gmail.com
4. Plan X2
[Focused]
Plan X shows what can be achieved by shifting focus to areas that are different than the traditional strengths
of the group. Still, there exists opportunity to even better utilise the group efforts by either aggregating the less
productive businesses into a holding company or even a complete divesture/spin-off of the same, while retain-
ing ‘controlling’ stakes in the same. The resulting group would be better suited to thrive in the future, while
also drawing from the business no longer a part of the core business. If this transformation is in place by the
fifth year, the ten-year charts should be similar to the projections below.
This last piece of the transformation entails getting into industries [or into segments there of] that the group is
inactive in at this time, while maintaining alignment with the group mission.
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