...Mahindra & Mahindra in South Africa Evelyn Eugenio AMBA 660 9044 Dr. Lorna Wallace Executive Summary In 1945, Mahindra & Mahindra Ltd. (M&M) functioned as a steal trading entity established by two brother located in India. During 1947, they decided to join the automobile industry and created the UV and tractor vehicle which become the core competency. Even though the strategic method was effective domestically in India, M&M had to reposition its strategic position in South Africa and they have several alternatives. However, M&M was aware that entering the Indian automobile markets would be competitive but they still proceeded. This was a successful multinational venture that has contributed to a successful global economy. However, the strategy was not effective in South Africa and therefore several alternatives were considered. First strategic alternative was to assemble vehicles in South Africa. The second alternative was to establish M&M’s own manufacturing unit in South Africa would be beneficial to the company. The third alternative was to reconstruct the current business model that in India and expanding into Africa by using them as export hub. The last alternative was the wait and watch method after the automobile recession occurred in South Africa. This case will explore several alternatives available for M&M in order to expand the multinational company strategy and enhance integration to the global market. It will analyze...
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...M&M South Africa Mahindra & Mahindra Ltd. (M & M) is a leading manufacturer in the utility vehicles (UVs) segment in the Indian auto industry. Since 2004, M & M exporting UVs been to South Africa is the only country on the African continent with a significant middle class population. M & M has a wholly owned subsidiary in South Africa, where it also has a service and spare parts business infrastructure and a dealer network was determined. This subsidiary enjoyed the wave of growth in the South African automotive industry to 2007, and then fell to a three-year slump, mainly as a result of a recession in the global automotive industry. (International Business Times, 2013) Mahindra and Mahindra entered South Africa by exporting automobiles in October 2004 and within six months they formally shaped their business structure by setting up a 51% subsidiary, as a joint venture with a local investment partner. Since then M&M appointed dealers in all the nine provinces of South Africa and also created a network of customer service outlets and a distribution network for spare parts. Despite the global economic downturn between 2007 and 2009, from their first step in South Africa market till now, M&M now expects to capture much larger market share with the new economic momentum both in South Africa and in other countries in the region. (Johannesburg, 2012) M&M USA Mahindra USA Inc. (Mahindra), a wholly owned subsidiary of Mahindra & Mahindra Ltd. (M&M), entered the U.S. market in 1994...
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...CASE STUDY: MAHINDRA & MAHINDRA IN SOUTH AFRICA Introduction Multinational corporations apply various growth strategies in expanding their operations globally. This is because of the strategic importance of various industries in different countries of the world where the multinational corporations operate (Bremmer, 2012, p. 2). Mahindra & Mahindra Ltd is a multinational automotive manufacturer that itsheadquartered in India and has operations in various parts of the world, including South Africa (Chandrasekhar, 2012, p. 1). The organization is weighing options on the company’s growth strategy in the South African market where it operates as Mahindra & Mahindra South Africa (proprietary) Ltd, a fully owned subsidiary of the organization that is based in Pretoria, South Africa (Chandrasekhar, 2012, p. 1). This case study analysis evaluates the growth strategy of M&M ltd, and uses the evaluation to determine the decisions that could be made by M&M South Africa in its expansion endeavors and the best option that should be implemented by the organization. Analysis A: Strategy Growth of any organization involves expansion of its supply chain or expansion of activities undertaken in a supply chain. This can either be internally through expansion of operations or externally through mergers and acquisition (Flauris& Oswald, 2006, p. 101). Mahindra & Mahindra Ltd sometimes expands its operations internally without undertaking acquisitions and sometimes...
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...[pic] Mahindra & Mahindra Financial Services Limited From Wikipedia, the free encyclopedia Jump to: navigation, search |[pic] |This article appears to be written like an advertisement. Please help improve it by rewriting promotional content from a neutral point of view and removing any | | |inappropriate external links. (November 2011) | |Mahindra & Mahindra Financial Services Limited | |महिन्द्रा एंड महिन्द्रा फायनांशियल सर्विसेस लिमिटेड | |[pic] | |Type |Public | |Traded as |NSE: M&MFIN | | |BSE: 532720 | |Industry |Finance | |Founded |1991 | |Headquarters |Mumbai, Maharashtra, India [1] | |Area served |India | |Key people |Bharat N Doshi, Chairman | | |U Y Phadke, Director | | ...
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...1 Strategy Implementation Course Project - Globalization of Mahindra A Report by Group 7, Division D, MBA Core 2014-16 D037 – Karishma Mehta D038 – Ronak Mehta D039 – Tanmay Mhapsekar D040 – Amit Mirchandani D041 – Priyadarshi Mishra D061 – Rahul Tiwari 2 Table of Contents Mahindra Rise ................................................................................................................................... 1 Strategy Executed ............................................................................................................................. 1 Organic growth strategy ............................................................................................................... 1 Mergers and Acquisitions ............................................................................................................. 1 Future Targets................................................................................................................................... 2 Competition ...................................................................................................................................... 2 World’s Most Admired Global Companies ........................................................................................ 2 Analysis of Mahindra’s Current Global Scenario ............................................................................... 3 Financial Position ..................................................................
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...A STUDY OF MARKETING STRATEGY AND ANALYSIS OF SCORPIO mHAWK A Sip Report Submitted By: MR. GAURAV P. KOSHTI (M.B.A.-I) Under the guidance of: (MR. RAJENDRA SHIRALEKAR) Submitted to: The HOD Department of Business Administration & Management Sant Gadge Baba Amravati University, Amravati (2009-10) CONTENTS 1. PROFILE OF THE COMPANY * Name * Location * Historical background * Products * Number of departments * Number of employees * Human resource policies * Information about marketing * Vision and mission 2. SUBJECT TAKEN FOR SIP * Introduction Making of Mahindra scorpio Product training Mahindra scorpio mhawk * Objectives * Methodology * conclusion ACKNOWLEDGEMENT I take this as an opportunity to express my regards to Mr.Vishal ghute (Workshop Manager) who helped me to undertake this project. It was a great experience to have practical knowledge, which would not have been possible without his help. I obliged to Mr. Rajendra Shiralekar (Team Leader) & Miss. Preeti Malao (Showroom Consultant) for providing me support and help whenever I needed. They gave me the opportunity to attend the various training program and seminar which are held in Amravati for giving the product knowledge and market knowledge. ...
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...NAME: RANJIT KAUR SAHOTA. ROLL NO. : 34. CLASS: TYBMS. SUBJECT: LOGISTICS MANAGEMENT. TOPIC: COMPANY- 3PL MAHINDRA LOGISTICS LTD. PROFESSOR IN CHARGE: POONAM MIRWANI. SUBMISSION DATE: 17TH OCTOBER 2013. INDEX Sr No. | Particulars | Page No. | 1 | Introduction | 3-4 | 2 | Definition of 3PL | 4-5 | 3 | History of the Company | 6-10 | 4 | Awards Received | 11 | 5 | SCM At Mahindra Logistics | 11-14 | 6 | Mahindra Logistics on the Road to Success | 14-16 | 7 | About Mahindra Group | 17-22 | 8 | Quick Facts | 23 | 9 | Top 5 Critical Success Factors | 23 | 10 | 3PL Data Structure | 24 | 11 | About CEO And Interview of Pirojshaw Sarkari | 25-35 | 12 | Benefits of 3PL Companies | 36 | 13 | 5 Reasons to use a 3PL Provider | 36 | 14 | Types of 3PL providers | 37 | 15 | Examples of Types of 3PL’s | 38 | 16 | Biblography | 39 | INTRODUCTION: For people new to the supply chain management and logistics industry, the term “3PL” is likely an unfamiliar term. This is certainly not surprising as every industry always has their own set of acronyms and buzz words, but I’d like to provide some clarity to the commonly asked question, What is a 3pl? 3PL Warehouse Facility, photo by Joe Goldberg A couple years ago I put together a list to provide a3PL definition but truly understanding what a 3PL company is and the services they provide really deserves a more in depth explanation. While it isn’t immediately clear exactly who coined the term...
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...MAHINDRA GROUP COMPANIES As of 31st March 2012, the Group flagship company Mahindra & Mahindra Ltd. had 110 Subsidiary Companies Sr. No. 1 Industry Aerospace Group Company Mahindra & Mahindra Limited Mahindra Aerospace Private Limited Mahindra Aerostructures Private Limited Mahindra Aerospace Australia Pty Limited Gipp Aero Investments Pty Limited Nomad TC Pty Limited GA 200 Pty Limited GA8 Airvan Pty Limited Aerostaff Australia Pty Limited Airvan Flight Services Pty Limited Gipps Aero Pty Limited Nature of Relationship Sector Products / Services Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Systech IP holder for Type Design Data IP holder for Type Design Data IP holder for Type Design Data Aero Components Aircraft Operating Company Aircraft 2 Aftermarket Mahindra & Mahindra Limited Mahindra Spares Business Mahindra First Choice Wheels Limited Mahindra First Choice Services Limited Division Subsidiary Subsidiary Aftermarket Spares Buying & Selling Used Cars Multi-brand Service of Cars 3 Agri-business Mahindra & Mahindra Limited Mahindra Shubhlabh Services Limited Subsidiary Automotive & Farm Fresh Produce, Agri-Inputs 4 Automotive Mahindra & Mahindra Limited Mahindra & Mahindra Limited - Automotive Division Mahindra & Mahindra South Africa (Pty) Limited Mahindra Automobile Distributor Private Limited Mahindra Navistar Automotives Limited Mahindra...
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...MAHINDRA GROUP COMPANIES As of 31st March 2012, the Group flagship company Mahindra & Mahindra Ltd. had 110 Subsidiary Companies Sr. No. 1 Industry Aerospace Group Company Mahindra & Mahindra Limited Mahindra Aerospace Private Limited Mahindra Aerostructures Private Limited Mahindra Aerospace Australia Pty Limited Gipp Aero Investments Pty Limited Nomad TC Pty Limited GA 200 Pty Limited GA8 Airvan Pty Limited Aerostaff Australia Pty Limited Airvan Flight Services Pty Limited Gipps Aero Pty Limited Nature of Relationship Sector Products / Services Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Subsidiary Systech IP holder for Type Design Data IP holder for Type Design Data IP holder for Type Design Data Aero Components Aircraft Operating Company Aircraft 2 Aftermarket Mahindra & Mahindra Limited Mahindra Spares Business Mahindra First Choice Wheels Limited Mahindra First Choice Services Limited Division Subsidiary Subsidiary Aftermarket Spares Buying & Selling Used Cars Multi-brand Service of Cars 3 Agri-business Mahindra & Mahindra Limited Mahindra Shubhlabh Services Limited Subsidiary Automotive & Farm Fresh Produce, Agri-Inputs 4 Automotive Mahindra & Mahindra Limited Mahindra & Mahindra Limited - Automotive Division Mahindra & Mahindra South Africa (Pty) Limited Mahindra Automobile Distributor Private Limited Mahindra Navistar Automotives Limited Mahindra...
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...At first Mahindra was a company dedicated to manufacturing general-purpose Utility vehicles that later turned into a conglomerate with interests in oil drilling, bearings, time-share results, and instrumentation along with jeeps and tractors. In 1991 the Harvard educated scion told M&M that they would not continue business with them if they didn’t have global potential, resulting in the businesses being regrouped into four strategic business units (SBUʼs) such as; automotive, farm equipment services, IT services and trade and financial services. The company anticipated an economic downturn in the tractor industry that resulted in M&M creating the Operation Blue Chip. The drive was launched in 2000 and later in 2001 the domestic market for tractors collapsed as expected, and M&M was the only tractor company in the Indian industry that made profits. India was the worlds second largest tractor manufacturer and in the 1990s the country was expanding to more competitive markets such as the United States. M&M capitalized quickly on this opportunity and set up an assembly plant in Tomball, Texas in 1994. Elsewhere, the Indian tractor industry categorized 13 players in the Indian tractor industry on the basis of power delivered by the engines horsepower that also included three multinational corporations; New Holland, John Deere, and SAME. Because of an emphasis by the federal government on increasing share of agricultural in the gross domestic product, the flow of farm credit had...
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...cars, defense vehicles, two-wheelers, etc. The industry can be broadly segmented into the Car manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing units. The major Car manufacturer are Hindustan Motors, Maruti Udyog, Fiat India Private Ltd., Ford India Ltd ., General Motors India Pvt. Ltd., Honda Siel Cars India Ltd. Hyundai Motors India Ltd., Skoda India Private Ltd., Toyota Kirloskar Motor Ltd. The two-wheeler manufacturing is dominated by companies like TVS, Honda Motorcycle & Scooter India (Pvt.) Ltd., Hero Honda, Yamaha, Bajaj, etc. The heavy motors like buses, trucks, defense vehicles, auto rickshaws and other multi-utility vehicles are manufactured by Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj, Mahindra and Mahindra, etc. The Indian Automobile Market growth is expected to grow at a CAGR of 9.5 percent amounting to Rs. 13,008 million by 2010 which is a big in number. The Commercial Vehicle Segment has been contributing to the automobile market to a great extent. So as in passenger luxury cars now many foreign companies like Mercedes, Suzuki, Chevrolet, Honda, Mitsubishi, Toyota, Hyundai etc. have been investing in the Indian Automobile Market in various ways such as...
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...Commercial Vehicles (LCV) and the Medium and Heavy Commercial Vehicles (M and HCV) segments. a) Light Commercial Vehicles (LCV) The market for light commercial vehicles is composed of pickups, vans and coaches weighting up to 3.5 tonnes. This segment has exhibited a consistent growth rate of over 20% in the past 5 years. This growth is expected to continue with the launch of Tata Ace by Tata Motors and similar plans by other players like Mahindra & Mahindra, Eicher, etc. Tata Motors' predominance in commercial vehicles will be challenged by the entry of international brands like Mercedes-Benz, Volvo and Navistar, which have all entered, or are in the process of entering India It faces higher competition in the LCV segment, where its Tata ACE has been a huge success. Internationalization forms a key component of Tata Motor's strategy and it has successfully entered countries having a demand similar to India like South Africa, Thailand and Argentina, mainly through acquisitions and joint ventures. It needs to improve its product reliability, service network and channel reach in order to maintain and replicate this success in other markets. Some of the recommendations for Tata Motors are exploring mass customization options in the Small Commercial Vehicle (SCV) segment, improving brand reputation and technology appropriation to bring out a world class ultra-HCV segment. b) Medium and Heavy Commercial Vehicles (M and HCV) The medium and heavy include commercial vehicles, heavy...
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...fi five years. W expect this growth to sustain going We hi h i i forward, which will continue to boost tractor sales. Contrary to popular belief, rainfall does not affect tractor sales directly. Other factors such as higher farm income, availability of water (irrigation facilities), cheaper and more easily available finance, successful implementation of government schemes (NREGA) and higher MSP are the key drivers for growth in tractor sales. We expect tractor demand to grow by 11-12%, going forward. All key drivers are in place and adequate availability of water is expected with a forecast of regular and timely rainfall. Our top-pick: M&M top pick: M&M has always been a leader in the farm equipment sector. After acquiring Punjab Tractors Limited (PTL), it has further consolidated its position as the No.1 player in the country. Historically, M&M tractors have outperformed the tractor industry during the last six years. With a market share of almost 41% we believe the company is well poised to take advantage of the growth in the tractor 41%, segment. Land fragmentation (bifurcation of property and formation of nuclear families) is a major deterrent...
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...Souveek Bose | 1514053 | 5 | Sujatha Krishnamurthy | 1514057 | 6 | Vinod Vijayakumar | 1514070 | Industry Overview Performance of commercial vehicles industry in India is one of the most important indicators as well as enablers of economic activity. Commercial vehicles account for 3% of the total domestic market for automobiles in India1. The net sales turnover for this industry in FY2014-15 was 72,264 cr. and the number of units sold was 6.15 lakh units2. The industry is segmented into Goods and Passenger vehicles with each segment further divided into LCVs (Light Commercial Vehicles) and M&HCVs (Medium and Heavy Commercial Vehicles). A detailed classification of commercial vehicles can be found in Figure 1. Figure 1: CLASSIFICATION OF commercial vehicles Source: CRISIL Research, 14-Mar-2015 report Three major domestic players, namely Tata Motors, Mahindra and Mahindra and Ashok Leyland, dominate the industry. Strong positive outlook and space for growth has enticed foreign players, such as Volvo, Daimler and Isuzu Motors, to make an entry into the market. The existing players as well as the new entrants are looking at collaborations and joint ventures (Ashok Leyland-Nissan, Volvo-Eicher) with a view to consolidate their respective positions in the industry. There is renewed focus on high-end technology to create a product differentiation and provide better value for the customers. Tata Motors is market leader in all the...
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...- - Major products and services – A list of major products, services and brands of the company. - Key competitors – A list of key competitors to the company. Kotak Mahindra Bank Kotak Mahindra Bank is the fourth largest Indian private sector bank by market capitalization, headquartered in Mumbai, Maharashtra. The bank’s registered office (headquarters) is located at 27BKC, Bandra Kurla Complex, Bandra East, Mumbai, pilani]], India. Established in 1985, the Kotak Mahindra group has been one of India's most reputed financial conglomerates. In February 2003, Kotak Mahindra Finance Ltd, the group's flagship company was given the license to carry on banking business by the Reserve Bank of India (RBI). This approval created banking history since Kotak Mahindra Finance Ltd. is the first non-banking finance company in India to convert itself in to a bank as Kotak Mahindra Bank Ltd. Today, the bank is one of the fastest growing bank and among the most admired financial institutions in India. The bank has over 323 branches and a customer account base of over 2.7 million. Spread all over India, not just in the metros but in Tier II cities and rural India as well, it is redefining the reach and power of banking. Presently it is engaged in commercial banking, stock broking, mutual funds, life insurance and investment banking. It caters to the financial needs of individuals and corporates. The bank has an international presence through its subsidiaries with offices in London, New York, Dubai...
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