Mahindra &Mahindra (A): Transformation of an Indian FamilyBusiness into a Globally Competitive Firm
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Code : FMB0010
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Region : India
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Abstract: This case was written to illustrate the role of leadership in transforming an ageing family business into a formidable modern business player and is suitable for courses on managing family business and strategy. Anand G. Mahindra (Mahindra), vice chairman and managing director of Mahindra & Mahindra Ltd. (M&M) is credited for turning around his inherited family business into a highly focused, professionalised multinational firm operating in diversified business segments. He has transformed M&M from a farm equipment manufacturer into a Utility Vehicle (UV) manufacturer. By 2008, M&M was the market leader in the UV segment of India. Mahindra’s strategies resulted in the creation of ‘Scorpio’ – M&M’s Sports Utility Vehicle (SUV), which has been the company’s claim to fame in the national and international arena. M&M is now venturing into all the segments of the automotive industry. However, it is debatable if Mahindra’s strategies will be effective in sustaining a diverse product portfolio amidst increasing competition in India and abroad. While leadership contributed to the success of many family businesses, there were many others, which faded with time. Will M&M be able to continue its success streak? |
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Pedagogical Objectives:
Keywords :Family Business, Family Businesses, Indian Family Businesses, Mahindra & Mahindra, Anand Mahindra, SUVs, Scorpio, Leadership, Transformation, Turnaround, Keshub Mahindra, Mahindra Tractors
Contents :
» Family Businesses – A Dominant Form of Business
» Family Businesses in India
» M&M’s Future Plans
