mahindra and mahindra case study in international business

Case study of Mahindra and Mahindra

Vibhavari Madki

India is one of the largest growing markets for the automobile industry in the world and Mahindra and Mahindra is one of a kind automobile company that has evolved and changed the markets too. Mahindra advertises and puts out content that is entertaining to the targeted people anywhere in the globe and by doing so, Mahindra has attracted a global audience for many years.

Mahindra and Mahindra has taken several steps in order to promote their products which are vehicles across the globe. The company decided to use the visual media, social media, physical media and the print media so that the people become aware of its potential products.

About Mahindra and Mahindra

Mahindra and Mahindra (M&M) is one of the largest private companies in India dominating the automobile industry for decades. M&M is known as a farm equipment unit and is also the 3rd largest producer of tractors in the world and it has two major operating divisions produces more than 100,000 tractors a year.

Mahindra and Mahindra sold around more than 85,000 in the year 2005, achieving a growth rate of 30 % in the previous year. Almost 6 million farmers in India depend upon this magnificent organization.

The company’s tractor exports to the regions like the US, Africa, and several other countries in South East Asia face close competition. The company set up its manufacturing facilities at multiple locations increases the complexity of the supply operations. Therefore, the company needed an integrated solution that is able to link all the plants to optimize costs and operational efficiency and respond swiftly to customer requirements.

History of Mahindra and Mahindra

The history of this giant company illustrates the role of leadership in transforming an ageing family business into a formidable modern business player which is indeed suitable for courses on managing the family business and all sorts of strategy.

Mahindra and Mahindra, a core conglomerate Mahindra Group, was founded by Mahindra brothers Harikrishnan, Jayakrishnan and Jagdish Chandra Mahindra along with Malik Ghulam Muhammad in 1945 as Mahindra and Mohamed , a steel trading company. Anand Mahindra whos is present Chairman of Mahindra Group, is the grandson of Jagdish Chandra Mahindra.

Mahindra & Mohamed changed its name to the current Mahindra & Mahindra in the year 1947 after India-Pakistan partition and entered the automotive manufacturing business when they started the licensed production of Jeep.

Currently, M&M operates six plants in India. Its Nasik plant, which started its operations in 1980 produces five different types of vehicles, which includes main models of Scorpio and Xylo, with an annual production of 200,000 vehicles .

M&M started its E-Business initiatives in 1995 itself. This Business started with the launch of a dedicated network across 8 manufacturing locations, 33 area offices and 4 branch offices. In the year 1996, the company launched its website mahindraworld.com in the month of June, which was one of the first corporate websites.

Anand G. Mahindra is the managing director of Mahindra and Mahindra group and is given credits for turning around his inherited family business into a highly professionalized multinational firm operating in diverse business segments.

He transformed M&M from a farm equipment manufacturer into a Utility Vehicle manufacturer. By the year 2008, M&M was the leader in the Utility Vehicle segment of India. The strategies resulted in the creation of Scorpio which is M&M’s Sports Utility Vehicle (SUV). It has been the company’s claim to fame in the national and international arena. Mahindra is now venturing into all sorts of segments in the automotive industry.

Mahindra and Mahindra's Tractor Market

Mahindra and Mahindra is the major player in the tractor world in India. After an amazing growth for a few years, the tractor market in India had stagnated during the years 1998-2001 .

Mahindra has been selling its tractor automobiles and utility vehicles in foreign markets including the USA. Some of the components and raw products have been imported from abroad. M&M has a 100 % subsidiary in the USA, with a strong network of 100 dealers.

Part of the expansion strategy to build a global supply chain, Mahindra USA also signed an MoU with the Korean tractor organization called Tong Yang, according to them, Mahindra will source high horsepower and sell them around the world under the Mahindra brand name.

Mahindra and Mahindra's Growth

Mahindra and Mahindra is India’s leading SUV manufacturer auto sales numbers which stood at around 37,925 units during the year 2015 and 36,328 units during December 2014, showing a growth of 4%.

A huge amount of Mahindra’s growth has come from business acquisitions. In the span of last few years, the company had bought majority stakes in Korean automaker Ssangyong, IT Company Satyam Computer Services, electric car maker Reva, two-wheeler maker Kinetic, Punjab Tractors and Australia’s Gippsland Aeronautics.

M&M has also built globally competitive products in the automotive industry. The company exports its tractors to various countries and it is also planning to export the company's flagship product, Scorpio to the US and Europe.

Company's Future Plans

Mahindra and Mahindra company's future plans include entering into a variety of segments in the automotive segment using its Research and Development capabilities.

However, the new and emerging market companies like Mahindra suffer from various challenges like institutional voids, constant changes in consumer behaviour and lack of brand recognition, that test their ability to compete with global giants. However, the low-cost model alone cannot always formulate a winning strategy.

The Bottom Line

Mahindra and Mahindra also makes a partnership with multinational companies securing the future of itself. The company has touched many platforms and established itself a secure place in the Indian as well as global market.

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Market Data

Financial Highlights

Income statement.

The table above shows that the company has grown periodically, even during economic strain. The company has been able to grow its revenue each year while keeping its expenditures minimal, resulting in continuous profitability growth. 

Balance Sheet

The company’s balance sheet depicts a growing trend of both current and non-current assets. These assets are financed equally by both the current and non-current liabilities. Thus, indicating a steady business position. 

Cash Flow Statement

The cash flow position does not align with the growing trend in the balance sheet and income statement. This misalignment can be concluded from the excessive turbulence seen in the chart. 

The KPIs show a growing trend in the company’s profitability. ROCE, ROE, and Net Margin have all seen an uptrend in the last few years. 

SWOT Analysis

• Mahindra & Mahindra Ltd. has a strong and leading market segment in tractors and utility vehicles.
• The company is highly focused on its Research & Development and developing new technologies. 
• The company provides excellent products like SUVs and Scorpios that align with Indian tastes and preferences.
• The company has built a reputation for providing reliable after-sales services , which increases customer trust and loyalty.
• Mahindra & Mahindra is facing stiff competition from domestic and international players in the automotive sector. The high competition hampers its market share growth and challenges its overall success. 
• Although the company has expanded globally, much of its revenue still comes from India , which may cause economic downturns in that market.

Opportunities

• Mahindra & Mahindra can explore more market opportunities for its range of products, especially in the automotive and tractor segments. The company creates a strong footprint for emerging markets .
• Partnering with global players can help the company to access new technologies, markets, and customer segments, increasing its product quality and offerings.
• Global automotive giants are continuously developing and launching new products. This reason may create robust competition from both Indian and international players.
• Continuously changing consumer tastes and preferences can also pose challenges to the firm. 

Mahindra & Mahindra Ltd is a leading automotive manufacturer in India, known for its strong market presence in tractors and utility vehicles. The company focuses heavily on research and development and provides reliable after-sales services. It has massive opportunities for growth in emerging markets. 

However, Mahindra & Mahindra operates in an extremely dynamic industry, and any major changes can significantly impact its growth. 

Frequently Asked Questions (FAQs)

• What was Mahindra & Mahindra originally known as?

Ans. Mahindra & Mahindra was originally known as Mahindra & Mohammed when it was established in 1945.  

• Which was Mahindra’s first car?

Ans. The Jeep CJ3 was the first-ever automobile produced by Mahindra & Mahindra.

• Who owns Mahindra & Mahindra Ltd?

Ans. Mahindra Group is the parent company of Mahindra & Mahindra Ltd.

• What are the subsidiaries of Mahindra Group?

Ans. The Mahindra group has many subsidiaries, some of which are Mahindra & Mahindra Limited, Mahindra Lifespace Developers Limited, Mahindra Logistics Limited, Mahindra Electric Mobility Limited, Tech Mahindra, Mahindra Holiday and Resorts India Limited, Mahindra Aerospace, and Mahindra Financial Services Limited.

• When was Mahindra & Mahindra Ltd. established?

Ans. Mahindra & Mahindra Ltd. was established in 1945 in Ludhiana. 

Disclaimer: The securities, funds, and strategies mentioned in this blog are purely for informational purposes and are not recommendations.

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How Mahindra & Mahindra came to dominate the Indian automotive industry

By focusing on product development and taking unprecedented risks, Pawan Goenka has ensured that Mahindra & Mahindra not only survives competition and dominates the Indian market, but is also ready to take on the world

“Oh God, what have I done?” wondered Pawan Goenka as he stood in front of Mahindra & Mahindra’s research and development (R&D) facility in Nashik, Maharashtra. It was October 13, 1993, his first day on the job as general manager (R&D). He had just returned from Detroit to India after a 14-year stint with General Motors, where he was managing the world’s then-largest carmaker’s engine design and development. He had not expected M&M’s R&D infrastructure to match that of General Motors which, in the early 1990s, had an annual budget of $1 billion as well as a team of 20,000 engineers spread across multiple locations. But neither was Goenka prepared for the ground reality in Nashik. Consider that the research facility was merely a shed and had only 50 engineers. “I must admit that the starting point was a lot less than what I had imagined,” says Goenka, who is now executive director and president (automotive & farm equipment sectors) of the Mahindra group. Twenty-one years on, M&M’s revenue has risen 25 times to Rs 43,838 crore from Rs 1,715 crore; profits have gone up 55 times to Rs 3,758 crore from Rs 68 crore at the time. (The automotive and farm equipment business accounts for close to 66 percent of its overall revenues.) Also, the company has become the largest tractor manufacturer in the world apart from dominating the Indian SUV market in which almost every major global carmaker is fighting for a share. The most significant change has been this: Riding on strong product development abilities, M&M has managed to launch several successful products during this period. Not that Goenka, then 38, could have predicted this outcome at the time. He was making his comeback to India with the broad plan of helping build a homegrown company. And his meeting with Anand Mahindra, then deputy managing director of M&M, had determined his journey. Mahindra told him how the country’s economic liberalisation and potential competition from global players had left M&M, a maker of pick-up trucks and jeeps for the rural market, with three options: Exit the automotive sector, become a licenced manufacturer for another company or develop own products. “We have chosen to develop our own products and compete with the world. I am looking for somebody to undertake this big task. You will have all the freedom. Just give me a product in a reasonable time,” Mahindra had told him.

By 1997, a year after Hyundai and Ford had set up operations in India, M&M began working on a new product. Aware of how urban India was transforming, and the manifold opportunities it presented, the company was “grappling with a major dilemma”, says Goenka. The quandary was: “Should we develop an all-new product or do a tinkering job like Bolero?” It was not an easy decision. Building a new product from scratch would cost at least Rs 600 crore; and at that time, M&M’s revenues stood at Rs 4,100 crore and profits at Rs 250 crore. It didn’t help that the company had no internal expertise—people, process or infrastructure—to develop the product. That apart, M&M had previously never launched a product for the urban market. “It was a make-or-break situation for M&M then. Competition was increasing. We had to take a bold call,” says Anand Mahindra, now chairman and managing director of the Mahindra group. And it did just that by deciding to develop a new vehicle. The product was Scorpio. “The decision to build the Scorpio using indigenous technology and design was a very bold act,” says Prof Govindarajan.   To this end, an integrated design and manufacturing centre was set up at their Kandivali plant in Mumbai. Goenka hired a number of engineers (half of them just out of college). “We did the initial styling but did not have the capability to make the clay model, or design the body. For that, we opted for a UK consultant,” he says. In fact, he adds, bulk of the development was led by consultants. For instance, AVL Austria designed the engine. However, M&M ensured that its engineers worked alongside the consultants during this process. “It cost us money to send scores of engineers abroad for many months. But we saw that more as an investment,” Goenka adds. Other risks had to be taken as well. There was no expertise in India to build either a press or paint or body shop. Buying these from established players would prove prohibitively costly. M&M began to scout for other options. For instance, it identified a Korean company which had some expertise in body shops but had never developed one fully. However, M&M still gave it the order. Reason: It would cost half the amount it would have to pay established players. A paint shop, set up as part of the Ford-Mahindra joint venture in 1994, was put to use for Scorpio. Such jugaad was necessary to keep costs low. Inevitably, Scorpio’s development cycle had its moments of crisis. “There was a lot of nervousness and challenges. We thought of abandoning the project mid-way many times,” says Goenka. It was Anand Mahindra’s encouragement that helped the project stay on course, he adds.

(This story appears in the 12 December, 2014 issue of Forbes India. To visit our Archives, click here. )

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14 Transformative Turnaround Strategy: A Case Study on Mahindra & Mahindra’s Successful BPR Exercise

• Published: August 2022
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This case will examine the reason behind M&M decision to implement a Business Process Re-engineering (BPR) programme and the benefits that BPR programme can offer to an organization with effective implementation. Business process reengineering is a globally proven methodology used to plan and execute effective business turnaround strategies. Mahindras have planned and executed a very successful business transformative strategy through implementation of systematic Business Process Reengineering (BPR) across all its core business units and this case study attempts to explore this success story.

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Mahindra Group: Indian corporate giant proves that ethics and success ‘are not mutually exclusive’

In a world where the public at large is increasingly disenchanted and sceptical of corporate business models, the Mahindra Group proves that following business ethics is not only compatible with consistent business performance, it is essential to the process

THE STORY of the India-based Mahindra Group, a $20.7bn global federation of companies with a presence in over 100 countries, and employing more than 200,000 people , has many enviable facets.

This is a story of entrepreneurial spirit, about how a couple of young entrepreneurs emerging from a young, newly independent India, with not much more than hope in their hearts and a gleam in their eyes, set up the foundation for a vast business group. Its interests range from automobiles to agriculture, aerospace to aftermarket, farm equipment to financial services, retail to real estate, speedboats to steel processing, renewable energy to IT, housing to holiday resorts, logistics to defence — and more.

It is a story of outstanding and consistent business performance and stakeholder returns sustained over seven-plus decades, and doing business that is socially relevant in a responsible and ethical manner. The group points to its focus on the farm business, on alternate energy, on affordable housing, as examples of this business philosophy at work.

While these are impressive achievements, the aspect that the group feels is “inspirational” is the high corporate governance Its interests range from automobiles to agriculture — and many other sectors In a world where the public at large is increasingly disenchanted and sceptical of corporate business models, the Mahindra Group proves that following business ethics is not only compatible with consistent business performance, it is essential to the process standards practised across the Mahindra Group.

“For us Planet and People are the Purpose providing the reason why we do business, and Profits and Process (governance) are indicative of how we do business at the Mahindra Group.

“We now live in a world plagued by scams where we are constantly bombarded with news regarding the lack of morality of those in public life. This has led to the unfortunate situation where the public at large views corporate morality with plenty of scepticism.

“Now, more than ever, it is critical to demonstrate that the words ‘ethics’ and ‘profits’ are not mutually exclusive. We, at the Mahindra Group, take immense pride in the fact that the group focuses on socially relevant businesses, in a responsible manner, with complete adherence to the highest principles of governance, and has provided consistent and outstanding returns to our stakeholders over decades.

“In an increasingly materialistic world where making profit takes precedence over the manner in which such profit is obtained, it is important to have role models that prove that following the ‘right means’ would lead to the ‘right end’. This is an important lesson that is the need of the hour for the corporate world.

“It was Wilhelm Reich who famously said ‘You think the end justifies the means, however vile. I tell you: the end is the means by which you achieve it. Today’s step is tomorrow’s life. Great ends cannot be obtained by base means’.

“The revered Mahatma Gandhi once implored: ‘Will you still say that the means do not matter?’ The inordinate emphasis in society for the acquisition of material gains, across the world, has led to the sorry situation where financial success is considered to be the ‘be-all and end-all’ — and indeed the very purpose of life itself — leading to such success being sought after, at any cost, thereby relegating the rule of law and sense of fair play to the societal dustbin.”

Durgashankar said the foundations of a society are built on the principles of adherence to law and fair play. “Rampant disregard for these principles would result in the institutional pillars losing their credibility in society at large and would rip apart the very fabric of society,” he said.

“In order for society to regain its respect for the law and sense of fair play, and for social and corporate institutions to regain their credibility, it is crucial that we celebrate the stories of success where such success is achieved with scrupulous adherence to the principles of law and fair play.

“This is why the inspirational story of the Mahindra Group offers hope that achieving material success is possible even while scrupulously treading the path of strong Governance practices.”

On the question of Compliance versus Governance, Durgashankar said: “Though compliance is an essential ingredient for good governance, there are distinct differences between the two. Compliance is all about performing the act of complying with the laws and regulations of the land, and by its very nature is transactional and action oriented. While needing to be executed across the company it needs to get much more focus at the bottom of the organisational pyramid.

“On the other hand, governance is more a strategic thought process and needs to be exercised at all the key decision points across the organisational structure, and hence resembles an inverted pyramid, with greater emphasis at the top rather than at the bottom of the structure.

“In a sense, compliance is an act whereas governance, which includes compliance in its fold, is a strategic thought process. These differences need to be understood and appreciated in order for this to be effectively deployed across an organisation.”

Elaborating on the principles of governance practiced by the group, he said: “We believe that good governance is founded on three basic principles, which we call the three Cs – i) Competence II) Compliance mindset and iii) Conflict eradication.

“In the group, it is ensured that all key decision-making points are manned by individuals who are competent to do that job and can take the required decisions.

“In addition, they do so with an intent to comply with all the laws of the land, both in letter and spirit, and who are not conflicted in any manner, personal or professional, from taking those decisions. In corporate or public life, installing competent individuals, to take decisions with a compliance orientation, devoid of any conflict of interests, is at the core of all good governance practices.”

This is how the group explains the three Cs:

“The first C of Competence is ensured through a rigorous HR process where favouritism or nepotism are eschewed in favour of individual merit which is the only criteria in determining the right candidates for various decision-making positions. This enables effective decision-making at key decision points and ensures adherence to the first C.

“The second C is about taking decisions with a mindset of Compliance. This is a cultural aspect where zero tolerance is prescribed and practiced for all acts of non-compliance, whether small or big. This is an aspect which is demonstrated more by action than words. Mahindra Group leaders inculcate this aspect across the group, leading by example. The group employs IT enabled tools, in real time, to track and ensure compliance. A home-grown e-tool called the Mahindra Governance e-cockpit is at the core of this practice.

“The third C is about eradication of Conflict in decision making. This is a crucial aspect of governance. Many of the governance breaches in the corporate world stem from a conflict of interest.

“The Mahindra Group has rigorous processes to ensure that conflicts in decision making, both personal and professional, are avoided at all key decision points. For this purpose, the group deploys various tools and techniques, ranging from disclosure of interest to a recusal from decision making, all of which, deployed diligently, and as appropriate, ensure adherence to the third C.

“There are various examples of how the group has set up industry leading practices in the area of compliance and governance and practises them, in many cases, years ahead of the law evolving to mandate them.”

Wall Street is only now waking up to the fact that profits divorced from governance are not sustainable over the long term. But at the Mahindra Group this realisation has been at the core of its business philosophy from its inception in 1945, says Durgashankar.

“This is why the story of the Mahindra Group, which is focused on socially relevant businesses, scrupulously following good governance practices and still being hugely successful in terms of size, profits and stakeholder returns, sustained over long periods of time, is an inspiration to the corporate world,” he said.

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How Mahindra is Helping our People ‘Rise’

“Learning helps me prioritize my work, and most importantly it made me start thinking about the objective of my life.” This was one of the interesting pieces of feedback we received from a participant in our L&D program. It implied an awakening of the mind to the untapped potential for improvement, and that is the key objective of any good learning initiative.

The Mahindra Group ’s foundation rests on this culture of sparking people’s potential for improvement. We call it our Rise philosophy, our North Star that always guides all our actions.  For over seven decades, the Mahindra Group has been inspired by our core purpose – ‘To enable people to Rise’. We catalyze this transformation by challenging conventional thinking and innovatively using resources to drive positive impact in the lives of our stakeholders and communities globally.

Learning that supports the Mahindra purpose

Learning, growing, evolving — that is how we transformed from a single Indian company in 1945 to a global organization with over 150 companies in over 100 countries and operating in 22 diverse sectors that range from Automotive to Lifestyle to Defence. Learning is integral to our company — we listen, learn, and unlearn every day. It has long been an essential part of our company culture, and is prized by our leadership, who recognize that achieving the goals of our business strategy requires the alignment of talent development strategy.

“Learning is integral to our company — we listen, learn, and unlearn every day.”

Mahindra leaders have continually invested heavily in upskilling employees, to enable them to ‘Rise’ and make a mark in their professional and personal lifepaths. Our core people priorities have led to Mahindra becoming recognized as a Great Place to Work, an aspirational workplace known to encourage meritocracy, respect, diversity and inclusion, social purpose, and more.

Democratizing learning

In recent times, learning and development (L&D) at Mahindra has undergone an exciting journey of democratization. In pre-pandemic times, learning used to be primarily episodic and classroom-based. But Covid-19 situation highlighted the criticality of equipping our entire workforce with new skills.

Today, the Group has ensured that learning is widely available across the organization. L&D has shifted from instructor-led delivery to virtual, and with unified learning opportunities across sectors. All employees now have the opportunity and facility to own their learning journeys. The objective is to empower employees to take learning into their own hands, chart their skilling requirements and be responsible for their own growth paths.

Learn from the best

The Group’s focus is not only on skills, but also on the potential that people bring to the organization. Our approach is to invest in talent at all levels; not limited to senior leaders or high potential talent, the virtual classrooms are open even to junior management and shop-floor personnel. We enable every employee to continuously seek, share, and apply new knowledge and skills to create a seamless and dynamic learning ecosystem. Agility, boldness, and collaboration are key behavioral traits that Mahindra is seeding across the organization.

“Our approach is to invest in talent at all levels; not limited to senior leaders or high potential talent, the virtual classrooms are open even to junior management and shop-floor personnel.”

The Mahindra L&D experience has been systemically re-engineered for maximum reach and spread in terms of scale, size and scope. We embarked on this new age of learning from the best in April 2021 by introducing Harvard ManageMentor® Spark®, an online platform that delivers micro-learnings based on individual skill requirements and interest areas. Spark  contains the highest quality content from Harvard Business Publishing across a range of formats, including articles, videos, and curated pathways.

In short journey of 9 months, today our learners have already completed 600,000+ learning items representing a substantial commitment to digital learning.

Making learning a habit

The Group’s goal is to foster a culture of life-long learning so that our employees are future ready in a rapidly transformative business landscape. A continuous learning culture consists of a community of employees instilled with a ‘growth mindset’.

We aspired to create momentum through pull-based learning and get employees excited about adopting new learning behaviors. For this, we adopted measures to help our people make learning a habit. The intent is to offer a highly personalized learning experience to our employees at all levels.

  Schedules and nudges: We encourage employees to block time on their calendars and nudge them through the app to make learning an ongoing activity.

  Skill rating: Skill ratings enable learners to measure progress. They can either give a self-rating or request a rating from the manager.

  Learn on the go: Adaptive courses on personal mobile devices help employees learn ‘on the go,’ whenever and wherever they can.

  Learning communities: Create a community of social learning and share their learnings in daily tasks. Today, the platform has 20+ open communities on topics such as technology, innovation, manufacturing, finance leadership, etc.

  Social learning: Share skills with others and learn from them.

  Learn from experts: A great way to find interesting content is to follow experts and trusted colleagues.

Innovation in the learning process

We have inculcated learning interventions such as rituals, symbols and stories that help reinforce this life-long learning culture.

Rituals and L&D practices utilize micro-learning to foster a culture of continuous growth. This is achieved in the following ways:

• Learner orientation sessions by HR Leaders
• Learner internalization sessions
• Learning Cafes led by users/Heads Of Departments
• Learning SPOCs at the department level
• A weekly Harvard Manage Mentor Spark mailer

  Symbols serve as a representation of an organization’s culture and further instill a sense of identity. These can be experienced in the form of:

• Active Learner Awards
• Learning Habits Campaign
• Certificates
• Quarterly Newsletter

  Stories help reinforce values, and these can be shared with other employees in the form of:

• Learner testimonials
• Learner feedback on pathways

Cross-business cascade

The L&D initiative has been a resounding success. In less than a year, 13 Group businesses have adopted the Harvard ManageMentor Spark platform, and learners have consumed more than 600,000 + learning items.

It has been fascinating to see how business L&D partners in different sectors are taking ownership of learning and creating pathways to meet their specific market needs. One of our businesses launched a ‘learnathon’ around our leadership behaviors like collaborative, agile, and bold. The first three employees to complete all pathways were recognized by the Business President over a virtual coffee hour.

Business L&D partners also share possible solutions to challenges. These ideas are being cross-pollinated throughout the organization — an excellent example of how vibrant the learning culture is across levels.

Another key learning initiative launched in 2022 was the Mahindra Learning Festival. The theme of the festival was ‘Leadership in the Digital Age’. With 16 engaging sessions, over 13,500 session participants, 180+ online activity participants, and 50+ winners, the event was a testament to the continuous learning culture within Mahindra Group companies.

Our learning journey is integral to the Mahindra credo that in everything we do, we Rise for good. When it comes to our people, we enable Rise by providing an empowering environment, creating abundant learning opportunities, and rewarding those who achieve them.

Valeria Sinha is a General Manager, Group HR at Mahindra Group . She can be reached at [email protected] .

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Mahindra & Mahindra Company: An Emerging Global Giant? Case Study

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Introduction

The primary goal of this paper is to draw attention to the importance of management activities for firms that are actively developing and trying to expand. Mahindra & Mahindra is exploring markets in other countries, but it has to deal with several challenges at the moment. The current situation will be evaluated, and possible solutions that may be considered by higher-ups will be proposed.

It is imperative to note that the role of multinational companies has been increasing in recent years. Many businesses have recognized that the thread from the side of foreign enterprises is enormous. Therefore, it is reasonable to expand in other regions and get a better understanding of what approaches are commonly used worldwide. Mahindra & Mahindra is one of the best examples of such firms, and the progress that it has shown is truly impressive. It would be reasonable to review and analyze peer-reviewed articles on this subject matter and provide recommendations that may be used by the management to promote expansion.

Cultural Profile and Background of the Firm

Mahindra & Mahindra is a multinational enterprise focused on the manufacturing and promotion of automobiles. Headquarters are located in India, and it is viewed as one of the most powerful companies in the world. Higher-ups made a decision to focus on globalization and have developed a strategy that would help the manufacturer to expand. It has collaborated with many international firms over the years and has managed to establish long-term relationships.

Moreover, the enterprise has entered markets in countries that are still actively developing to test its strategies. The approach has proven to be incredibly efficient, and the company has expanded to markets that are already developed and established. Sales in the territory of the United States are quite impressive, but several barriers are still present (Deresky, 2013). The biggest problem is that higher-ups do not adjust their strategy to account for cultural differences most of the time, and this leads to potentially lower profits.

Globalization Strategies

An approach focused on the manufacturing of products aimed at emerging markets is commonly used by such companies. The focus on narrow categories of automobiles would be incredibly beneficial to the enterprise because of the high level of competitiveness. Global consolidation strategy is also quite reasonable. Enterprises manufacture standardized products and take advantage of the experience that other firms in the industry have. Merging and acquisition also should be mentioned. The strategy allows the firms to get access to valuable assets and alter the manufacturing process depending on the objectives (Deresky, 2013).

Recommended Strategies in the United States

The firm needs to alter its advertising strategy to appeal to the target market in the United States. A marketing campaign is of utmost importance in this case, and it would be reasonable to utilize the Internet and social media to promote the products (Singh, Lehnert, & Bostick, 2012). Reviews have an enormous impact on the decision-making process of customers, and it is important to collaborate with websites that are focused on SUVs. It would be appropriate to introduce a new range of SUVs aimed at Western markets, albeit that the vehicles would have to be branded differently because the current name may viewed unfavourably by some of the clients.

Communication Issues

The fact that many employees do not speak English at the moment is quite problematic, and it complicates the interactions between the branches. It would be appropriate to invest in types of staff training that would enhance the knowledge of workers and help focus on core concepts and phrases. All of the offices must have translators to ensure that all of the information received may be delivered promptly without any complications.

Another issue that needs to be discussed is that relationships between the workers may be complicated because of the differences in traditions. Therefore, an HR professional should develop activities that would improve communication patterns and the overall environment in the organization (Faisal, Tower, & Rusmin, 2012). Workers must have an opportunity to voice their opinions, and it would help to facilitate interactions in the workplace.

Staffing Policies and Challenges Related to Human Resources

Polycentric staffing is an approach that will be chosen in this case. The strategy is aimed at the employment of local professionals and focuses on the reduction of cultural changes. It would be reasonable to acknowledge the importance of a multicultural team. Diversity is incredibly important in multinational corporations because it promotes cooperation. Some employees may provide valuable ideas and suggestions that would enhance relationships with clients that represent different cultures. The enterprise should utilize HR management systems to determine the number of workers that is the most efficient.

Moreover, associated challenges also should be taken into account. It is important to pay close attention to the benefits provided to expatriates, and the most attention should be devoted to equality to avoid complaints. Repatriation should be viewed as an aspect that can often be rather problematic, and it is necessary to establish long-term relationships to ensure that workers stay loyal to the company.

Leadership and Motivation

Current CEOs are outstanding leaders because they are devoted to their business and are always focused on expansion. The company is going to ensure that Indian professionals take top positions. However, it is reasonable to review applications and look for local specialists that are experienced in the area. Their performance will be evaluated with the use of questionnaires and HR systems to maintain high levels of productivity.

Managers and supervisors will participate in training designed to enhance their skills and their abilities to influence workers. Motivation is one of the aspects that need to be highlighted. A range of policies that would recognize the needs of individuals must be introduced. An employee motivation assessment may be used to determine which adjustments are necessary and which factors impact job performance the most (Gignac & Palmer, 2011).

Problematic Areas

One of the problems that should not be overlooked is that the company still has not managed to define its target market in the U.S., and it affects the sales of SUVs. The differences between the two cultures and their preferences must be analyzed. The role of social responsibility and sustainability has been increasing, and the corporation must participate in activities that would be beneficial to the public.

The advancement and fitting of engines with reduced emissions is crucial, and the enterprise should focus on this area. Another issue is the design of vehicles. The problem is that it is not that original and any perceived lack of creativity is a significant issue when it comes to such vehicles. It is paramount to hire external designers with the ability to provide innovative ideas. Furthermore, this would help to differentiate the products because competitors offer cars that are quite similar.

Organizational Structure and Recommended Adjustments

Organizational structure is one of the areas that may have to be addressed. Currently, each branch has a chairperson and one other executive who, together, are responsible for most of the decisions. Chief financial supervisors are in control of finances, and vice presidents of operations also have a range of responsibilities. One of the problems is that only two professionals are focused on HR activities.

It would be reasonable to expand the department dependent on the number of employees to ensure that resources are used efficiently, and HR systems are implemented (Kapoor & Sherif, 2012). Branches in emerging countries should be restructured, and the same approach must be used in developed countries if the process is successful. This strategy would help to facilitate expansion because the impact that HRM has on the financial performance of the firm could be considerable.

Available Alternatives That Would Support Brand Expansion

The company has acknowledged the fact that the name is one of the factors that could affect its ability to grow and enter global markets. CEOs believe that it should not be changed, and persistence would help to eliminate possible barriers. However, the threat from its various competitors is enormous, and the firm may be hurt in the long-term if senior management do not review their stance on this subject.

Another approach that should be considered is cooperation with other companies in this industry. It is possible to develop several vehicles with a brand that is already established, and it would improve the image of Mahindra & Mahindra (Fleming, 2013). Franchising is another approach that needs to be considered, but the company should devote enormous attention to monitoring and evaluation to ensure that the quality of products remains satisfactory.

In summary, it is possible to state that Mahindra & Mahindra has enormous potential that is not yet fully realized. The application of global management concepts would help the company to expand and increase profits if available resources are utilized efficiently. The industry is quite competitive, but the firm may take advantage of such aspects as relatively low prices and reliability. The company needs to find its niche because current strategies in the United States can be regarded as underdeveloped and ineffective in the long-term.

Deresky, H. (2013). International management: Managing across borders and cultures, text and cases (8th ed.). New York, NY: Pearson Education.

Faisal, F., Tower, G., & Rusmin, R. (2012). Communicating key labor issues in a global context. Journal of Human Resource Costing & Accounting, 16 (4), 320-340.

Fleming, B. (2013). Electric vehicle collaboration – Toyota Motor Corporation and Tesla Motors (Automotive Electronics). IEEE Vehicular Technology Magazine, 8 (1), 4-9.

Gignac, E. G., & Palmer, R. B. (2011). The Genos employee motivation assessment. Industrial and Commercial Training, 43 (2), 79-87.

Kapoor, B., & Sherif, J. (2012). Global human resources (HR) information systems. Kybernetes, 41 (1/2), 229-238.

Singh, N., Lehnert, K., & Bostick, K. (2012). Global social media usage: Insights into reaching consumers worldwide. Thunderbird International Business Review, 54 (5), 683-700.

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IvyPanda. (2021, March 23). Mahindra & Mahindra Company: An Emerging Global Giant? https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/

"Mahindra & Mahindra Company: An Emerging Global Giant?" IvyPanda , 23 Mar. 2021, ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

IvyPanda . (2021) 'Mahindra & Mahindra Company: An Emerging Global Giant'. 23 March.

IvyPanda . 2021. "Mahindra & Mahindra Company: An Emerging Global Giant?" March 23, 2021. https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

1. IvyPanda . "Mahindra & Mahindra Company: An Emerging Global Giant?" March 23, 2021. https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

Bibliography

IvyPanda . "Mahindra & Mahindra Company: An Emerging Global Giant?" March 23, 2021. https://ivypanda.com/essays/mahindra-amp-mahindra-company-an-emerging-global-giant/.

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Mahindra and Mahindra End to End Marketing Strategy Case Study

By Aditya Shastri

Today’s global brand, Mahindra and Mahindra, began as a steel-trading venture seven decades ago. Their story narrates how an Indian company paved its way to becoming a global powerhouse. They have come a long way since 1945 and as they accelerate into the 21st century, they aim to achieve even more. They adapted themselves to everything that came along. 

In this case study, we will look into the marketing strategies of Mahindra and Mahindra, its marketing mix, digital marketing strategy, and marketing campaigns as well. Let’s dive right into it.

About Mahindra and Mahindra

Mahindra & Mahindra Limited is an Indian Multinational Automobile Manufacturing corporation, having headquarters in Mumbai, Maharashtra, India. It was ranked as the 10th most trusted brand in India in 2014. It manufactures over 20 models of cars. 

‘Mahindra and Mahindra ranked 13th on the list of ‘Best Companies to Work for 2019’ by Business Today. Acknowledging the Mahindra Group’s focus on instilling a culture of innovation, Business Today wrote – “A steadfast focus on giving employees opportunities to learn, freedom to innovate and providing them stability and job security at a time when the unemployment rate in the country has hit a record high has made the home-grown auto major the pick of the lot in the automobile industry.” 

It is one of the largest vehicle manufacturers by production in India and the largest manufacturer of tractors across the world. Let’s look into some current news about Mahindra.

What’s new with Mahindra and Mahindra

• In September 2021, Mahindra and Ford ended their collaboration. The collaboration was formed in 2017 to develop new vehicles, technologies, and markets.
• According to Mahindra and Mahindra company, the domestic passenger vehicle sales have increased by 25% in the month of August to 37,270 units from 29,852 units. 
• On September 1 utility vehicle segment sold its highest-ever SUVs 37,270 vehicles, it also included 38,164 vehicles. 
• Mahindra and Mahindra became the associate sponsor for the ICC men’s cricket World Cup 2023. 

Target Audience of Mahindra and Mahindra

Below is a buyer persona for Mahindra with various aspects for a better understanding of their target audience.

Buyer’s Persona

Profession:

finance sector

• Financial Growth
• Sustainability

Interest & Hobbies

• Financial Markets
• Travel and Adventure
• Technology Enthusiast

Pain Points

• Financial Planning
• Urban Mobility
• Eco-conscious Lifestyle

Social Media Presence

Before we move to the marketing strategies of Mahindra and Mahindra. Let us get insights into its marketing mix:

Mahindra and Mahindra’s Marketing Mix

Marketing Mix is a combination of factors that can be controlled by a company to influence consumers to purchase its products. M&M has a wide variety of products. Its marketing mix is as follows:

Mahindra and Mahindra are involved in and cater to the demands which include farm equipment, utility vehicles, and commercial vehicles. Their portfolio covers a wide range of products:

• heavy trucks, 
• light trucks, 
• two-wheelers, 
• tractors and 
• school buses.

M&M has also built top industry-standard military vehicles and its Willys jeeps were used for transportation in World War II. The esteemed company has also entered into partnership deals with Renault S.A and manufacture what turned out to be an amazing Mahindra-Renault Logan. Some of the other Mahindra vehicles include- Mahindra Scorpio, Mahindra Scorpio Getaway, Mahindra Bolero, Mahindra Pick-up, etc. 

Mahindra owns many assembly plants and manufacturing plants. Its assembly plants are located in China, India, Brazil, and the United Kingdom. It has a global presence and its products are sent to countries like Italy, China, South Africa, the USA, and the UK. It has proved its capabilities by sending strong messages. It captured the markets in China with determination and ample business sense. In India, its plants are located in Bangalore, Chakan, Nasik in Maharashtra, and Haridwar in Uttarakhand.

The pricing policy of Mahindra and Mahindra for its vehicles is affected by various factors that determine the price of the automobiles. Some costs are incurred at every stage which includes manufacturing to assembling the parts and making them a whole product and the cost of distribution and marketing M&M has covered every corner of the country with products that are at a reasonable price without any compromise on quality.

In order to meet the needs of every section of the masses, they have launched products for every income class that is suitable for everyone. These noticeable changes are well-thought-out conscious decisions with the right prices to balance their portfolio and attract a large number of potential consumers. 

Mahindra and Mahindra have taken various steps to promote their vehicles throughout the world. It has decided to use traditional media which consists of TV Ads and print ads to generate greater awareness around the brand. Advertisements featuring attractive models with its products have been handled gracefully so that Mahindra and Mahindra become a household name.

Under additional activities for sales promotion, it has organized exhibitions where catalogs are distributed and contests are held. The company has also initiated various programs where they reward the best talent in the industry with cash and job offers. This has also proved to be a good promotional and beneficial move which has provided goodwill to the company.

Mahindra Group has launched a lot of ad campaigns, One of their campaigns named “Together We Rise,” gained a lot of attention online, the ad features a poem that expresses the hopes and desires of future generations. The campaign encourages present-day corporations to listen to the voices of tomorrow’s leaders. The ad shows children walking across a busy intersection while reciting their expectations from future businesses and economy builders.

Check out the ad campaign:

Marketing Strategies of Mahindra and Mahindra

The marketing strategies of Mahindra and Mahindra include various campaigns that were done to draw user’s attention. They have made good use of digital platforms to retain their audience. Following are some of the marketing strategies of Mahindra and Mahindra.

Marketing Campaigns of Mahindra and Mahindra

An engaging and relatable marketing campaign strategy provides an organization with an edge over its competitors. Mahindra and Mahindra is one such automobile company that has revolutionized the markets. It puts out content that is valuable or entertaining to people anywhere in the globe and in doing so Mahindra has attracted a global audience.

In 2015, Mahindra & Mahindra was recognized as the Best Company for CSR in India in a study by the Economic Times.

• Mahindra & Mahindra held a pre-launch event on 15 December 2015 where the company released images of the car for the first time, before its launch. This helped them in getting great feedback and reactions about the car. M&M got 1.5 million views on its microsite, 3,00,000 views, and 50,000 hot inquiries in two days.

• The company released a video of the vehicle plying on the road, featuring young, dashing brand ambassador actor Varun Dhawan before the official launch on TV, YouTube, and Facebook.

• Mahindra & Mahindra also targeted various e-commerce platforms to sell their new launch and has already started taking bookings on Flipkart, car and bike portals, and its e-retail platform M2ALL.
• Dubmash & Win KUV100 Contest – Mahindra & Mahindra announced the dub smash contest on 23rd December before the launch of the car. In this contest, participants had to make a dub smash video, based on his/ her experience on the first time seeing KUV 100 and upload the same on Mahindra & Mahindra Ltd. till the 14th The prize for the same was Mahindra KUV100, Mahindra Adventure Expedition on 2016 for a couple, Mahindra Gusto and 100 other merchandises.

• Mahindra & Mahindra is also looking for exports of KUV100 from April 2016 to Nepal, Bangladesh, Sri Lanka, and South Africa.
• Mahindra & Mahindra launched its first petrol-engine model (mFalcon)– KUV100, strategically at the correct time. Exactly a month after the Delhi government imposed a temporary ban on the registration and sale of cars and SUVs with diesel engines above 2,000cc. This ban could have severely affected Mahindra & Mahindra which, till now, had only a diesel-engined product portfolio. So, this can be seen as the company’s first move in its petrol strategy.

Digital is the new game. You need to be alert, adaptable, and executive on the trends. Having a digital presence makes it easy for consumers to browse through your portfolio even when you are sleeping. It facilitates easy access without labor and rent. Let’s see how Mahindra and Mahindra cracked this. 

Digital Marketing Strategies of Mahindra and Mahindra

The most successful campaign of Mahindra is the #choosetogetherchooseright campaign. The economic class categorized people hyped about the cars which were under 10 lakh. The main motive of the campaign was the general public who wanted to live their life luxuriously but they couldn’t afford it. Hence Mahindra makes their life even better by launching cars under 10 lakh with the best services to the customers. 

Social media engagement

Mahindra and Mahindra are presently very actively maintaining their presence on social media platforms such as LinkedIn, Instagram, Twitter, and Facebook this helps the audience to get notified and also to get updated about their new innovations and products.

Current scenario of Mahindra over various Social Media Platforms

• The Facebook fan following: 926 K

• YouTube Channel with 312K Subscribers

• Instagram: 145K Followers

YouTube and Twitter are still somewhat engaging compared to other platforms.

If we look at the competitors of Mahindra and Mahindra i.e. Honda, Toyota, Nissan Motors, Hyundai Motors, Fiat, etc.. Then, we can see that the reach that these companies have on various social media platforms like Instagram, YouTube, and Twitter is far better than Mahindra and Mahindra. 

The impact of social media on business is no doubt huge. Organizations understand the essence of social media in building the brand and increasing overall revenue. 

Mahindra and Mahindra should boost their social media game real quick because this can be amongst the effective marketing strategies of Mahindra and Mahindra. 

Content marketing

Mahindra and Mahindra mainly focus on content marketing to reach the value and necessary information to their targeted audience. They create blogs, articles, videos, and infographics that cover various topics related to agriculture and renewable energy as a part of the marketing strategies of Mahindra and Mahindra. 

Influencer collaboration

Mahindra collaborates with many social media influencers and brand ambassadors who can provide information and updates to their targeted audience. Some of the partners have a strong presence in their respective fields such as agricultural experts, environmental advocates etc. The influencer creates content and share their experience of Mahindra products and they help to reach the brand to the customers.

Mobile apps and digital tools 

Mahindra has developed different mobile applications and digital tools to enhance their targeted customer experience and to provide convenience to the audience for example: showcasing offer mobile apps for vehicle booking service scheduling etc.

Before we conclude the marketing strategies of Mahindra and Mahindra let us get insights about their competitors.

Top 5 competitors of Mahindra 

• Tata Motors Limited: Tata Motors Limited is a multinational automotive company which is located in Mumbai India. Tata Motors is part of the Tata Group . They are well known for the production of cars, vans, and trucks. recently Tata Motors achieved a landmark in sales of 1,00,000 Tata EVs.
• Nissan motors: The famous nisan company was established in Japan around 1933 .nissan has continued to demonstrate a commitment to innovation reliability and quality today, and that rich history and forward-thinking engineering can be seen and felt in every car from the Nissan Micra to the Nissan Navara,nissan x-trail and the gt-r.nissan awarded gold in pride index 2022. This was awarded in the month of November.
• Volkswagen: Volkswagen, also known as VW is a German automobile manufacturer headquartered in Wolfsburg. the founder of Volkswagen was the German labor front. Volkswagen company has earned the top safety pick from the Insurance Institute of Highway Safety in the year 2022.
• Maruti Suzuki: Maruthi Suzuki was two different companies that joined together and amalgamated and became one company that is Maruti Suzuki. This was amalgamated in the month of July 12, 2012, the headquarters of this company is located in New Delhi. The brand company Maruti Suzuki has received gold recognition at LACP 2020-21 global vision awards for its annual integrated report.
• Skoda: It is a company of Czech automobile manufacturers which was established in the year 1925. The headquarters of the company is located in Mlada Boleslav. The founders of this company were Vaclav Klement and Vaclav Laurin. The company Skoda was awarded the best executive car for the value in 2023.
• KIA: The KIA automobile manufacturer is a South Korean multinational automobile manufacturer which is headquartered in South Korea Seoul. The  KIA manufacturers were awarded for J.D. power quality award.

Hence the marketing strategies of Mahindra and Mahindra need to be well strategized to keep up the brand image.

All in all, Mahindra and Mahindra is a distinct company and brand that has sustained itself efficiently over the years. Their focus on innovation and technology has always come in handy and helped them grow. In the domestic market, their strong presence is undeniable. As the industry experiences further development, there is huge potential for the company to capitalize on the latest demands.

The marketing strategies of Mahindra and Mahindra, both traditional and digital are quite up to the mark. Notably their campaigns and use of popular brand ambassadors. Being one of the oldest companies in the industry, M&M has faced numerous challenges during its journey. Still, it is one of the most trusted brands in the industry. They are adapting to new trends and executing new schemes constantly.

Over the past decades, there has been an enormous growth in the spectrum of digital media. Business firms have become more conscious regarding their branding, advertising, and also their engagement on social media platforms.

IIDE helps you level up your digital marketing game by providing various courses to revamp your brand. All you have to do is register and develop the enthusiasm to learn. Before you make a decision, sign up for our completely free-of-cost Masterclass led by Mr. Karan Shah, the founder, and CEO of IIDE, and learn the basics of digital marketing from the expert and then make your decision.

Thank you for taking out time and read the Marketing Strategies of Mahindra and Mahindra case study. Comment down your suggestions and recommendations for any future blogs!

Author's Note: My name is Aditya Shastri and I have written this case study with the help of my students from IIDE's online digital marketing courses in India . Practical assignments, case studies & simulations helped the students from this course present this analysis. Building on this practical approach, we are now introducing a new dimension for our online digital marketing course learners - the Campus Immersion Experience. If you found this case study helpful, please feel free to leave a comment below.

Aditya Shastri

Lead Trainer & Head of Learning & Development at IIDE

Leads the Learning & Development segment at IIDE. He is a Content Marketing Expert and has trained 6000+ students and working professionals on various topics of Digital Marketing. He has been a guest speaker at prominent colleges in India including IIMs...... [Read full bio]

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Mahindra ＆ Mahindra

Painted vehicle body storage and sequencing as/rs system.

Indian automobile manufacturer Mahindra & Mahindra Ltd. (M&M; headquartered in Mumbai, Maharashtra) manufactures sport utility vehicles (SUV) and light commercial vehicles (LCV) and other vehicles. In June 2013, M&M introduced a unitload AS/RS as a painted vehicle body buffer system at Nashik Plant. The buffer system stores painted vehicle bodies temporarily and sequences them by retrieving in assembly order so that various types of vehicles can be assembled in one line. The buffer system enhances productivity in supplying vehicle bodies to the assembly line and drastically shortens cycle time in production. In addition, assembly parts, which were previously dispersed throughout the facility, are consolidated into one location next to the assembly line in the now open space created by installing the AS/RS.

History of Mahindra & Mahindra

M&M, a core company of the conglomerate Mahindra Group, was founded in 1945 as Mahindra & Mohamed, a steel trading company. In 1947, Mahindra & Mohamed changed its name to the current Mahindra & Mahinda and entered the automotive manufacturing business when they started the licensed production of the Jeep.

Now, M&M operates six plants in India. The Nashik plant, which began operations in 1980, produces five types of vehicles, including main models Scorpio and Xylo, with an annual production capacity of 200,000 vehicles.

Adjusting the shift difference between the paint line and the assembly line

A buffer system acts as the core function in adjusting the difference between the three shift paint line and the two shift assembly line.

The previous buffer system consisted of conveyors that stored vehicle bodies and retrieved them according to order instructions from the assembly line. Supplying a vehicle body to the assembly line took up to 30 minutes. In addition, the previous system took too much space. To addresses these problems, a new buffer system using an AS/RS was introduced.

Retrieval time drastically shortened to as low as 2 min. vs. original 30 min.

The new buffer system drastically shortens retrieval time from 30 minutes to two minutes. This made manufacturing cycle times shorter and also saved floor space by utilizing vertical storage, keeping almost the same storage capacity as the previous system.

Moreover, fixed racks to store assembly parts were placed in the vacated space next to the assembly line, having previously been dispersed throughout the facility, reducing picking time to supply parts more speedily.

Vehicle bodies are rotated on the turn table and loaded onto overhead conveyors to be transported to the assembly line.

The AS/RS reaches 15.5 meters high and has a 92-vehicles capacity. Each rack can accommodate a maximum vehicle of 1800mm wide, 5000mm depth and 1900mm height.

Painted vehicle bodies are conveyed from the pain line (far right) and are loaded from overhead conveyors onto pallets to store in the AS/RS. The input and output stations are located on the mezzanine.

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Innovation at Mahindra & Mahindra (A) Harvard Case Solution & Analysis

Home >> Marketing HBS Case Solutions >> Innovation at Mahindra & Mahindra (A)

Describes the Mahindra & Mahindra Group approach to innovation. The Group is one of the largest industrial houses in India and managing director Anand Mahindra has put innovation in the framework of its growth strategy. The emphasis is on managing the balance between structured processes and create an environment in which radical innovations can succeed. Agricultural sector, one of the largest and most successful sectors of the group, is developing a revolutionary tractor outside his normal development with "Maverick" innovator. Not surprisingly, the project faces numerous obstacles and setbacks. Focused on:. 1) The role of creative innovators in breakthrough innovation, and 2) the need to process, structure, and early feedback from the market , 3) the sources of radical product concepts, and 4) marketing innovation "Hide by Stefan Thomke, Briana Doerr Luthra Source : Harvard Business School 19 pages. Publication Date: January 11, 2009. Prod. #: 609065-PDF-ENG

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Follow our news, recent searches, india's tech mahindra beats q1 revenue view, expects "better" fy25, advertisement.

BENGALURU : India's Tech Mahindra reported its smallest revenue fall in four quarters on Thursday, helped by its manufacturing and healthcare segments, as the company signalled the return of client spending in its key U.S. market.

Consolidated revenue in the first quarter fell 1.2 per cent to 130.05 billion rupees ($1.55 billion), beating analysts' average estimates of 129.45 billion rupees, as per LSEG data.

Analysts look at revenue numbers as that helps them gauge the demand for IT services.

"With this positive start, we are more confident this will be a better year compared to the previous one," said CEO Mohit Joshi, signalling better spending from U.S.-based clients and a marginal improvement in overall demand.

The company's net new deal bookings rose to $534 million, from $500 million in the previous quarter and $359 million in the year-ago period.

India's $254 billion-worth IT sector has been coping with sluggish demand in recent years, with clients cutting spending on non-essential projects due to economic uncertainty and higher interest rates.

Revenue for Tech Mahindra, India's fifth-largest IT services firm by revenue, began falling in the last three quarters, widening from a 2 per cent fall in the September 2023 quarter to 6.17 per cent in March 2024.

Operating margin rose 170 basis points year-on-year to 8.5 per cent in the June quarter on lower sales and administrative costs. This helped the Pune-based company record a 23 per cent rise in profit.

Larger rivals Tata Consultancy Services, Infosys and HCLTech also indicated a recovery in North America in the coming quarters after reporting upbeat first-quarter results, noting that "the worst might be over for the sector".

Tech Mahindra shares closed 0.2 per cent higher ahead of the results, while Nifty IT index closed 0.15 per cent lower.

($1 = 83.7090 Indian rupees)

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