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

1

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

2

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

3

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

5

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.

6

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

21

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

22

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

26

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

27

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.

28

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

29

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

30

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

31

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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