Mahindra and Mahindra: Developing Competencies for Going Global in 2005
|
|
ICMR HOME | Case Studies Collection
Case Details:
Case Code : BSTA115
Case Length : 17 Pages
Period : 2000 - 2004
Organization : Mahindra and Mahindra (M&M)
Pub Date : 2005
Teaching Note :Not Available
Countries : India
Industry : Automotive
To download Mahindra and Mahindra: Developing Competencies for Going Global in 2005 case study (Case Code: BSTA115) click on the button below, and select the case from the list of available cases:
Price:
For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs.
500 + Rs. 25 for Shipping & Handling Charges
» Business Strategy Case Studies
» Business Strategy Short Case Studies
» View Detailed Pricing Info
» How To Order This Case
» Business Case Studies
» Area Specific Case Studies
» Industry Wise Case Studies
» Company Wise Case Studies
Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
|
|
<< Previous
Excerpts Contd...
Management Structure
Below the board of directors there was a Management Board, which consisted of Anand, the presidents and the executive vice-presidents. They met once a month to discuss issues that affected the company as a whole...
Globalisation
Anand expected each business to clearly define the markets it wanted to enter, the market share it wanted in each product category, and then design the marketing mix necessary to achieve the market share...
|
|
The Road Ahead
Anand had laid down the broad targets for the future. If a group or sector was the market leader, it would have to widen the gap. By the end of 2004, each company or SBU had to be in the top three. For manufacturing companies, 20 % of the annual revenues each year had to come from products that did not exist four years ago...
Exhibits
Exhibit 1: Good Going
Exhibit 2: Climbing Back
Exhibit 3: Consolidated Segment Information
Exhibit 4: Major Disinvestments
Exhibit 5: Subsidiaries
Exhibit 6: Plant locations
Exhibit 7: Core and Non Core Business
Exhibit 8: M&M's Presence in Overseas Markets
Exhibit 9: M&M's Recent Forays in the International Market
|
|
