Mahindra and Mahindra: Developing Competencies for Going Global in 2005

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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.

Case Details:


Case Code : BSTA115 For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges


Case Length : 17 Pages
Period : 2000 - 2004
Organization : Mahindra and Mahindra (M&M)
Pub Date : 2005
Teaching Note : Not Available
Countries : India
Industry : Automotive


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.


  Page No.
Introduction 1
Background Note 2
Restructuring M&M 2
Project Blue-chip 3
Business Units 5
Management Structure 8
Globalisation 8
The Road Ahead 11
Exhibits 12


Mahindra, Anand Mahindra, Globalisation, Business process re-engineering, Global brand, Blue-chip, Tractors, Global marketing, Scorpio, Core activity, Performance bar, USA, Restructuring, SBU's

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