Mahindra and Mahindra: Developing Competencies for Going Global in 2005

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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

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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.

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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...


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...


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


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