Mahindra &Mahindra

Presented by: Presented to:

Operations 2 Prof. K.K. De

Roll nos:

500902028

500902029

500902030

(Thapar university, Patiala)

The Rs. 5,914 crore Mahindra and Mahindra (M&M) group covers a wide range of markets including automobiles, farm equipment, financial services, infrastructure and development, information technology and automotive components. In December 2002, M&M reached a low point in its history. M&M overhauled its operations, flagged off a business process re-engineering (BPR) exercise and launched operation Blue-chip, which raised the bar on performance. Now that M&M is in a better shape, Anand Mahindra, Vice Chairman and Managing Director, has finalised ambitious globalisation plans for each of its subsidiaries. He expects each business to clearly define the markets it wants to enter, the market share it wants in each product category and work independently towards building a global brand.

Production strategy:

They follow mostly Deming’s principles according to which the avoid waste and produce to products which they desire with the absolute quality giving every product its unique selling proposition.

HR strategy:

 In all businesses today, aligning human resource management with business strategy has become an important element to succeed. And Mahindra & Mahindra group is no different. Organisational restructuring, managing key resource requirements, performance management systems, career and succession planning have all been re-aligned to form synergy with the company’s overall business strategy.

The restructuring with the help of consultants like Mckinsey’s, Arthur Anderson and Korn Ferry also led to the pruning of the staff. In 2001, there were 3970 officers in 13 grades and levels which was brought down to 3400 officers in five responsibilities namely strategic, executive, department/unit head, managerial and operational...

The distribution strategy:

Since the organization has targeted the upper middle class segment and in our country there is more demand in the middle class segment M&M says that their basic aim here is to “SERVE LESS BUT SERVE WELL”.

The marketing strategy:

They include the promotions through mass media whether it be advertising in the TV, radio or through the internet. Posters and hoardings of upcoming products in posh areas to create interest amongst its potential users. OEM Tracker - the world's first and only daily-updated, online vehicle manufacturer profiling resource - is an essential tool for anyone with an interest in the global activities of Mahindra & Mahindra. In this way the customer can access the information easily and get to know about the various products being offered by M&M along with the daily updates related to all their activities.

Growth strategy:

“We are targeting the Deming award through these initiatives, which encompass the entire gamut of function of the company including the HR function and similarly the automobiles business is targeting the TPM award from the Japanese Institute of Plant Management,” said Mr Choudhari of M&M.

Moreover many mergers and aqusitions whether it be Satyam in 2009 or many others to help the company grow in all dimensions.