In this project i have touched all the aspect of Mahindra & Mahindra like Marketing, Human Resource & Finance.

1. Made for a generation for whom nothing else will do, the
Scorpio is the definitive urbane SUV, with all the luxuries of a
car, and all the thrills of an SUV
Touching all aspect of Mahindra
Scorpio
NAME – DWIP SAHA
SECTION – PGDM 2
PRN – DM17B16

2. 1
CONTENTS
SECTORAL INFORMATION................................................................................................................................ 3
 INDUSTRY SIZE..................................................................................................................................... 3
 CONTRIBUTION TO INDIAN GDP ........................................................................................................... 3
 GROWTH PATTERN............................................................................................................................... 4
 REASONS FOR THE GROWTH PATTERN........................................................................................... 4
 PORTER’S FIVE FORCE MODEL......................................................................................................... 6
COMPANY INFORMATION.................................................................................................................................8
 SNAPSHOT ......................................................................................................................................... 8
 HISTORY............................................................................................................................................. 8
 SWOT ANALYSIS OF MAHINDRA &MAHINDRA............................................................................... 9
 PRODUCT PORTFOLIO & TARGETED MARKET.............................................................................. 10
 SERVICES OFFERED......................................................................................................................... 13
 COMPETITOR ANALYSIS ................................................................................................................. 13
 RECENT NEWS ONMAHINDRA & MAHINDRA......................................................................... 14
MARKETING..................................................................................................................................................... 15
 SWOT ANALYSIS OF MAHINDRASCORPIO..................................................................................... 15
 MARKETING MIX OF SCORPIO........................................................................................................ 16
 STP OF MAHINDRA SCORPIO.......................................................................................................... 18
 PRODUCT LIFE CYCLE OF MAHINDRA SCORPIO............................................................................ 19
BUSINESS FINANCE.......................................................................................................................................... 20
 PROFIT & LOSS A/C......................................................................................................................... 20
 GROSS PROFIT & NET PROFIT MARGIN......................................................................................... 21
 CHANGE IN DIRECT & INDIRECT COST OF THE COMPANY............................................................ 22
 FIXED ASSETS ADDED DURING THE YEAR..................................................................................... 24
 WORKING CAPITAL FOR THE YEAR ............................................................................................... 24
 DEBT EQUITY RATIO AND ITS IMPLICATIONS .............................................................................. 24
HUMAN RESOURCE MANAGEMENT................................................................................................................ 25
 ORANIZATION STRUCTURE............................................................................................................ 25
 SKILLS SET REQUIRE INMAHINDRA & MAHINDRA.............................................................. 26
 JDs & JOB SPECIFICATIONS............................................................................................................. 27
 RECRUITMENT SOURCES AT MAHINDRA....................................................................................... 29

3. 2
 SELECTION PROCESS AT MAHINDRA....................................................................................... 30
 INDUCTION PROCESS AT MAHINDRA & MAHINDRA............................................................. 31
 TYPES OF TRANING PROVIDED...................................................................................................... 32
 PERFORMANCE APPRAOSAL MODEL....................................................................................... 33
 EMPLOYEE BENEFITS PROVIDED................................................................................................... 36
 CAREER PLANNING AT MAHINDRA................................................................................................ 36
 ORGANIZATION CULTURE AS PER EMPLOYEE REVIEW ..................................................... 37
REFERENCES.................................................................................................................................................... 38

4. 3
SECTORALINFORMATIONi
The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the country's
Gross Domestic Product (GDP). The Two Wheelers segment with 80 per cent market share is the leader of the Indian
Automobile market owing to a growing middle class and a young population. Moreover, the growing interest of the
companies in exploring the rural markets further aided the growth of the sector. The overall Passenger Vehicle (PV)
segment has 14 per cent market share.
India is also a prominent auto exporter and has strong export growth expectations for the near future. In April-March
2017 exports of PV and Commercial Vehicles (CV) registered a growth of 16.20 per cent and 4.99 per cent
respectively, over April-March 2016. In addition, severalinitiatives by the Government of India and the major
automobile players in the Indian market are expected to make India a leader in the 2W and Four Wheeler (4W) market
in the world by 2020.
INDUSTRY SIZE
Production of passenger vehicles, commercial vehicles, three wheelers and two wheelers grew at 5.41 per cent in
FY17 to 25,316,044 vehicles from 24,016,599 vehicles in FY16.The sales of passenger vehicles, commercial vehicles
and two wheelers grew by 9.23 per cent, 4.16 per cent and 6.89 per cent respectively, during the period April-March
2017.
India's electric vehicle (EV) sales increased 37.5 per cent to 22,000 units during FY 2015-16 and are poised to rise
further on the back of cheaper energy storage costs and the Government of India’s vision to see six million electric
and hybrid vehicles in India by 2020.
CONTRIBUTION TO INDIAN GDP
As a major employment generator, GDP contributor and FDI earner,the automotive industry is instrumental in
shaping the country’s economy and hence regarded as a 'Sunrise sector' under Make in India. For every vehicle
produced, direct and indirect employment opportunities are created with employment of 13 persons for each truck, 6
persons for each car and 4 for each three- wheeler and one person for two-wheelers. The $ 93 billion automotive
industry contributes 7.1%to India’s GDP and almost 49% to the nation’s manufacturing GDP (FY 2015-16).
In order to further promote the sector,initiatives are being undertaken by the Government of India to promote
innovation and R&D and create a favorable policy regime to make India a prominent manufacturing destination. The
Automobile Mission Plan 2016 – 2026 envisages creating India as one of the top three automobile manufacturing
centers in the world with gross revenue of US $ 300 bn by2026. Policy Initiatives & Investments Major Investments
and FDI Inflows FDI Inflow the Automobile.
 Directly and indirectly it employs more than 10 million people
 The automobile industry in India grew at rate of 11.5% over the past 5 years, but growth rate in last year
2015-2016 was only 18.5 %
 By 2020, India will emerge as Asia’s largest exporter of Automobiles

5. 4
GROWTH PATTERN
Fi gur e 1
The below figure presents production trends in the industry for the period of 5 years 2013-2017, annual production
was 18 million in 2013, same in 2014 also, increased to 20 million in 2015 production was at same level in 2016 and
had a higher increase to 22 million in 2017. Removal of a number of restrictions related to entry of new manufacturers
boosted production while the flexible policy environment provided basis for the expansion to exploit growing market
demand.
REASONS FOR THE GROWTH PATTERN
18
18
20
20
22
2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7
NO. OF AUTOMOBILES SOLD IN INDIA (IN
MILLIONS)
Series 1
41%
27%
7%
12%
13%
% Contribution of Sectors to the GDP
Education,Health & Communication
services
Trade Transport Communication
Automobile Sector
Agriculture,Hunting & Forestry
Mining

6. 5
The automobile industry is one of the key drivers that boosts the economic growth of the country. India has witnessed
a rapid growth in the automobile sector. Today, almost every global auto major has set up facilities in the country.
Here are some of the key factors contributing to the growth and development of automobile sector in India.
1. Fuel economy: High rates of fuel have forced competition among the companies to focus on delivering
performance-oriented products.
2. Demography:India is a huge market for automobile industries. It has a great demand for 2 wheeler and cheap 2
wheeler vehicles. Increased affordability has attracted many towards buying vehicles.
3. FDI: Government has allowed 100% FDI in automobile industries. Kawasaki, Honda, Hyundai, etc. have set up
their centers in India.
4. Banking infrastructure:financial inclusion, availability of car loans has helped.
5. Improved infrastructure:development of roads, highways (golden quadrilateral) promoted heavy vehicle
industry.
6. Increase in demand from defense and agriculture industry of trucks, tractors etc.
7. Cheap skilled workers have reduced the production cost and also attracted FDI.
8.Tax waiver given by government, reducing cost of production.

7. 6
9. The Government technology modernization fund is concentrating on establishing India as an auto-manufacturing
hub.
10.Concern for privacy and safety.
11.Pathetic public transport.
12.Increased purchasing power of middle class, as 70 % vehicles are being bought on loans.
13.Development of growth center,sez etc. like Chennai, Pune, Bangalore, Delhi, Kanpur, Gurgaon etc. have
developed into full-fledged manufacturing hub.
14.Market segmentation and product innovation.
The Indian automobile industry has a prominent future in India. Apart from meeting the advancing domestic demands
India is penetrative the international market too.
India has to keep up the progress as there will be competition from the rest of the world soon by the expansion of
technology.
PORTER’S FIVE FORCE MODEL
Compititive
Rivalry
Threat Of NewEntrants:Weak
Buyers Power:Moderately
Strong
Threat Of New Substitutes:Weak
Suppliers Power:Weak

8. 7
Threat of newentrants: Weak
It is difficult for new brands to enter the automobile industry which is because of the large investment required.
Initially, a quite huge investment will be required to set up the manufacturing facilities, distribution network and to
hire skilled staff. Another major barrier is the level of competition from the existing brands. Unless a new brand
brings an innovative and differentiated product to the market, chances to gain a market share are low. While law does
not mean a barrier for the new entrants, still brand image and reputation can be major challenges before new players.
Brand image is a major competitive advantage for the existing brands. Any new brand would have to focus a lot on
engineering and product quality. getting access to raw materialcan be easy but then achieving economies of scale
difficult for small players. Moreover, penetrating new markets is not easy either. Some governments have applied high
import taxes to discourage foreign brands. So, there are severalfactors that minimize the threat from the new players.
Bargaining power ofsuppliers: Weak
The bargaining power of suppliers in the automotive industry is weak for most of them are small players. Only few of
them are significant in size. The threat of forward integration is minimum from the suppliers for the reasons discussed
in the first category. These suppliers have to play per the rules set by the brands. the brands hold immense clout
because the raw material is always available in plenty and switching from one supplier to another is not difficult for
them. In this way, the bargaining power of suppliers is considerably low.
Bargaining power ofbuyers: Moderately strong
A large part of the buyers are the small individual buyers that buy single vehicles. However,there are corporations and
government agencies that buy fleets of vehicles. Such buyers are in a position to bargain for lower prices. Whether
small or large buyers can easily switch to a new brand. There are no big costs involved in switching to another brand
or to a alternative mode of transportation. the buyers are price sensitive mostly and would switch to another brand that
offers lower prices. However,none of the buyers whether big corporations or individual small buyers poses a threat of
backward integration., Still, based on the overall picture their bargaining power is moderately strong. Brands focus on
building customer loyalty through design, quality and by offering competitive prices.
Threat of substitutes: Weak
There are severalsubstitutes and alternative modes of transportation including taxis, buses, trains and planes.
However,none of them can provide the kind of accessibility and convenience that owning an automobile does. Your
own car will serve you round the clock but if you missed a train or bus you have to wait for another. However,ion
alternative modes you do not need to worry for maintenance. Still, owning a car is both a matter of convenience and
prestige for most. So, the threat of substitutes is weakened.
Competitive Rivalry in the industry: Very strong
The number of recognized and influential brands is low and the exit barriers very high. Any brand trying to exit would
have to bear very large losses. The level of customer loyalty is high and while the industry is large, it has matured.

9. 8
This intensifies the competition or market share. However,different brands target different market segments but yet
they overlap. Brands compete on the basis of price, design, quality, technology, customer safety and severalother
points. Overall, competition in the auto industry is a strong force rather very strong.
COMPANYINFORMATIONii
SNAPSHOT
Mahindra and Mahindra Limited (M&M) is a Indian multinational car manufacturing corporation headquartered in
Mumbai, Maharashtra,India. It is one of the biggest vehicle manufacturers by production in India and the largest
manufacturer of tractors in the world. It is a part of Mahindra Group, an Indian conglomerate.
It was ranked 21st on a list of top companies in India by Fortune India 500 in the year 2011.
Its major competitors in the Indian market include Maruti Suzuki, Tata Motors, Ashok Leyland and others.
HISTORY
Mahindra & Mahindra was set up as a steel trading company in 1945 in Ludhiana as Mahindra & Mohammed by
brothers K.C. Mahindra and J.C. Mahindra and Malik Ghulam Mohammed. After India gained independence and
Pakistan was formed, Mohammed emigrated to Pakistan where he became that country's first finance minister. The
company changed its name to Mahindra & Mahindra in 1948. It eventually saw a business opportunity in expanding
into manufacturing and selling larger MUVs, starting
with the assembly under license of the Willis Jeep in
India. Soon established as the Jeep manufacturers of
India, the company later commenced manufacturing
light commercial vehicles (LCVs) and agricultural
tractors.
Over the past few years,the company has taken interest
in new industries and in foreign markets. They entered
the two-wheeler industry by taking over Kinetic Motors
in India. M&M also has a controlling stake in the REVA
Electric Car Company and acquired South Korea's
SsangYong Motor Company in 2011. In 2010–11 M&M
entered in micro drip irrigation with the takeover of EPC Industries Ltd in Nashik.
Various other Business of Mahindra & Mahindra are:
 Automotive Sector
 Farm equipment
 Trade, Retail & Finance
 Infrastructure
 Information Technology
 Specialty Business

10. 9
SWOT ANALYSIS OF MAHINDRA & MAHINDRA
SWOT Analysis is done when a company wants to find out its Strengths, Weakness,Opportunity and Threats. One
thing to remember is that in SWOT Analysis Strength and Weakness is the internal matter of the company and
Opportunity and Threats is the external matter.
STRENGTHS
Market Leader in multiple automotive segment
Strong market share providing a competitive
advantage
Strong Research & Development focuses on
VAVE approach
Suitable Products according to Indian conditions
Low after sale cost
WEAKNESSES
Overdependence on Automotive Sector
Geographic Dependence (revenue 60% from
India)
Product Recall affects brand image
OPPORTUNITIES
Growth in Indian automotive sector
Increasing Demand for Electric vehicles
Focusing on emerging market building a global
brand
COMPANYNAME MAHINDRA & MAHINDRA
PRESENT CEO ANAND MAHINDRA
HEADQUARTERS MUMBAI
PARENT ORGANIZATION MAHINDRA GROUP
SUBSIDARIES SSANGYOUNG MOTORS, MORE

11. 10
THREATS
Competition in the automotive industry
Competition in other business also put pressure
Increasing Fuel prices
Government policies for the automobile sector
PRODUCT PORTFOLIO & TARGETED MARKET
The various products of Mahindra & Mahindra are listed below with their target markets
PERSONAL VEHICALS ELECTRIC VEHICALS
 Mahindra Nuvo Sport
 KUV 100 NXT
 Mahindra Bolero
 Mahindra Bolero power +
 Mahindra Scorpio
 Mahindra Thar
 Mahindra TUV 300
 Mahindra Verito
 Mahindra Verito Vibe
 Mahindra XUV 500 COMMERCIAL VEHICALS
 Mahindra Xylo
 Actyon
 Actyon Sports
 Chairman W
 Kyron
 Korando
 Rexton
 Rodius
 Tivoli
HEAVY COMMERCIALVEHICALS
 Mahindra e20
 Mahindra eSupro
 Mahindra e-AlphaMini
 Imperio
 Alfa Passenger
 Alfa
 BIG Bolero pickup
 Bolero pickup
 Bolero Camper
 Bolero Maxi Truck
 Bolero Maxi Truck Plus
 Jeeto
 Jeeto Mini Van
 Supro
 Supro Maxi truck
 Supro Minitruck
 Blazo25
 Blazo25 Tripper
 Blazo25 COWL

12. 11
BUSES
SOME OF THE CARSiii
o DK School Bus
o Excelo School Bus

13. 12

14. 13
SERVICES OFFERED
COMPETITOR ANALYSIS
The major competitors of Mahindra & Mahindra are
Maruti Suzuki
TATA Motors
Hyundai Motor
Ford Motor India
Renault India
Volkswagen India
Nissan Motors India
Honda Cars
Toyota Kirloskar Motors
The below chart shows the competitors of Mahindra & Mahindra with their respective market share
IT SERVICES FINALCIAL SERVICES
Connected Enterprise Arcitecture
Consulting
Content, Process Management
Enterprise Business Solution
Infrastucture Management Services
Integrated Engineering Solutions
Mobile Solutions
Networks
Next Gen Solutions
Vehical Loans
PersonalLoans
Home Loans
SME Loans
Fixed Deposits
Mutual Funds
PersonalInsurance
Business Insurance
Reinsurance

15. 14
RECENT NEWS ON MAHINDRA & MAHINDRA iv
 M&M gains on 1:1 bonus shares,good Q2 results – 10th
Nov 2017
 Mahindra & Mahindra Q2 profit beats estimates, up 25% -10th
Nov 2017
 Mahindra & Mahindra up 3% as board mulls bonus issue – 6th
Nov 2017
 Maruti, Toyota ride festive wave as sales grow in Oct; Mahindra disappoints - 1st
Nov 2017
 Mahindra tractor sales down 10.88% to 40,262 units in October - 1st
Nov 2017
 EESL, M&M join hands to implement energy efficient alternatives with LED – 23rd
Oct 2017
 Mahindra bets on new engine to fuel growth – 23rd
Oct 2017
 Mahindra, HDFC Capital tie up for budget housing – 19th
Oct 2017
 Tata and Mahindra to lead India's push towards EVs – 18th
Oct 2017
 Mahindra Group launches 'Prerna' empowerment project for women farmers – 16th
Oct 2017
 M&M launches KUV100 NXT with 40 new features at Rs 4.5 lakh – 13th
Oct 2017
 M&M wants to push petrol and electric cars; will launch KUV1OO NXT in 2018 – 10th
Oct 2017
 M&M rolls outs W9 variant of XUV500 priced at Rs 15.45 lakh – 4th
Oct 2017
 M&M forays into construction equipment space,launches first motor grader – 3rd
Oct 2017
 M&M-Ford tie-up: 'Old friends', new ambitions – 27th
Sep 2017
 M&M to drive ahead on tractor growth, low valuations – 21st
Sep 2017
 M&M to drive ahead on tractor growth, low valuations - 30th
Aug 2017
 Mahindra launches new tractor brand Trakstar from Gujarat arm – 29th Aug 2017
 M&M's strategy to regain market share: Phase out Xylo, launch 3 vehicles – 25th
July 2017
 Maruti invades UV market, M&M seeks to regain 'domination' – 13th
June 2017
 Maruti drives past combined m-cap of Tata Motors and M&M – 10th
Jul 2017
51%
1%
13%
8%
4%
5%
3%
6%
9%
MARKET SHAREOF COMPETITORS
Maruti Suzuki Volkswagen India Nissan MotorIndia Honda Cars
Renault India Toyota Motors Ford Motors Tata Motors
Mahindra & Mahindra Hyundai Motors

16. 15
MARKETING
SWOT ANALYSIS OF MAHINDRA SCORPIOv
SCORPIO
1) Other Sedan’s
2) Indian Consumer Mentality
3) Mini SUV Segment
4) Second Hand Luxury SUV
market
1) Introduction of new variants to remain the
market leader in the segment
2) Growing market for tough, Stylish but
affordable cars
1) Rugged & Tough
2) Reliable
3) Economical Vehicle
4) Well respected
Manufacturer
5) Scorpio has the
largest top of mind
recall in the SUV
segment
6) Technologically
Advance
1) Mahindra Image of
being
uncomfortable,
rough, not easy to
drive
2) Rural Imagery
Threats
Strengths Weaknesses
Opportunity

17. 16
MARKETING MIX OF SCORPIO
The marketing mix refers to the set of actions, or tactics,that a company uses to promote its brand or product in the
market. The 4Ps make up a typical marketing mix - Price,Product, Promotion and Place. Though there are other 3Ps
in the marketing mix which are Process,PhysicalEvidence, People. In the case of Mahindra Scorpio, we will be
concentrating on 4Ps.
PRODUCT
The M&M focused on product like Scorpio which was best design SUV available in that segment.
This led to huge demand for that product because the only competition for them in that segment was
Tata Safariwhich was also not updated in terms of its design.
Some of the models of Mahindra Scorpio are
1) S2
2) S4 Intelli-Hybrid
3) S4 1.99 Intelli-Hybrid
4) S4 Plus Intelli-Hybrid
5) S4 Plus 1.99 Intelli-Hybrid
6) S6 Plus Intelli-Hybrid
7) S6 Plus 1.99 Intelli-Hybrid
8) S4 Plus 4WD Intelli-Hybrid
9) S4 Plus 4WD 1.99 Intelli-Hybrid
10) S8 Intelli-Hybrid
11) S8 1.99 Intelli-Hybrid
PRICE
M&M introduced their product with proper blend of innovation and price. They developed their products on their own
without taking help from third party agencies, so they could keep the prices of the products very competitive.
The list below shows the price of some of the models of Mahindra Scorpio.
Models Price (In Rs. Lakhs)
S4 Intelli-Hybrid 10.95
S4 Plus Intelli-Hybrid 11.46
S6 Plus Intelli-Hybrid 12.50
S10 1.99 Intelli-Hybrid 14.34
S10 4WD 1.99 Intelli-Hybrid 15.57

18. 17
PLACE
M&M has 4 manufacturing plants viz. in Mumbai, Nasik, Igatpuri and one in Andhra Pradesh. All these locations are
either close to big markets like Mumbai, Pune, and Hyderabad etc. Also they can export the cars at lesser
transportation cost because of vicinity to port. Mahindra & Mahindra has a distribution network spanning the
length and breadth of India. Mahindra has 300 dealerships spread across 240 cities. Around 1300 up-country outlets
have been set up to serve the rural and semi-urban areas in the country.
Mahindra has an efficient and effective warehouse and clearing and forwarding facility. SRP group supports Mahindra
in logistics and warehousing. Mahindra has dealerships across the country which are equipped to handle sales and
service for personal and commercial vehicles both. Their network reaches the remotest of places like Kargil, Port
Blair, Barmer and Jaisalmer to name a few. Mahindra & Mahindra has further broadened its horizon by
collaborating with ecommerce platforms giving further boost to the sales for online customers.
PROMOTION
M&M promoted their cars using lot of advertisements and putting their cars in car rally across the country. Scorpio
become even big hit after it was being continuously shown in various movies. Mahindra & Mahindra advertises very
smartly and adequately.
Mahindra “Live young, Live free “campaign became popular. Mahindra & Mahindra follows an aggressive
promotional strategy in its marketing mix. It showed Mahindra’s Scorpio in tough terrains of different parts of India.
Mahindra do a lot of print, digital and media advertising as well. They host on ground events like the Mahindra
adventure initiative.
Mahindra has a huge fan base on social media. Various events and contests like the Dub smash & win Mahindra
Scorpio contest are played on the social media to create buzz and for customer engagement. It has around 17 million
fans across various brands and over 40 million views on different videos on YouTube.
Mahindra does a lot of promotion of Scorpio through road show. It is a great platform in terms of customer
engagement and creating an extraordinary experience. Mahindra organized a multiple city road show to promote
Scorpio. It helped the audience relate to the holiday theme of the car.
Marketing
Mix
Product
Price
Promotion
Place

19. 18
STP OF MAHINDRA SCORPIO
Segmentation ofMahindra Scorpio:
A BRAND is a thought, and launching brands can be a great growth strategy for any corporate. But, it takes two to
tango. A brand founded on a good idea needs to be built with an ever-evolving game plan. A case in point is the
launch of the sports utility vehicle (SUV),Scorpio, by Mahindra & Mahindra (M&M).
When Scorpio hit the streets,it arrived as an SUV with a `car plus package. Two-and- a-half years later, it has caused
a paradigm shift in its category. Equipped with a savvy marketing strategy, the brand has not only grown the SUV
market, but almost touched base with the `class cars segment According to automobile manufacturers data,the
premium utility vehicle segment grew at approximately 14 per cent up to June 2002. With the launch of Scorpio, the
growth rate from July 2002 to March 2003 rose to about 51 per cent. Between April 2003 and March 2004, the
segment grew by 33 per cent.
Targeting ofMahindra Scorpio:
The track monitors `high value consumers, and registers those who are in the SEC A and B categories, while 67 per
cent of the sample size is from the top eight metros; the rest from the next 50-60 towns across India. Sales too have
been zooming, says the company. According to brand-wise data, the company claims to be matching sales of most C
segment cars,even outselling some of them. In the last six months, M&M sold 14,389 Scorpios, against a total C
segment sale of 79,346, according to company data.
Positioning ofMahindra Scorpio:
Attract a lot of cross-over customers. Unlike for its competitors in the UV category, people who wished to purchase a
C class car would also consider a Scorpio, & quot; says Hormazd Sorabjee, Editor, and Auto car India. & quot; The
Scorpio launch did play a significant role in driving the UV market up. This to me is the ultimate measure of success -
the ability of a company to drive the growth of markets, & quot; remark Abraham Koshy, Professor of Marketing,
Indian Institute of Management, and Ahmedabad. Marketing gurus suggest that the positioning of Scorpio was also
very bold and innovative. Mahindra Scorpio Pick Up secures third position in T2 category of Rally dos Sertoes in
Brazil.

20. 19
PRODUCT LIFE CYCLE OF MAHINDRA SCORPIOvi
Introduction
Mahindra Scorpio was introduced in 2002. Scorpio captured 22 per cent of the premium hard top market in 9 months.
In its introduction stage,12000 Scorpio’s were sold.
Growth
In its growth stage,Scorpio captured 45 per cent of the premium hard market and 24000 Scorpio’s were sold in 18
months. Due to Mahindra Scorpio’s increased sales Mahindra emerged as a urban player.
Maturity of Mahindra Scorpio
Scorpio is now in maturity level they have 58% SUV market share. Scorpio has few competitors like Tata Innova,
Tata Safari, Ford Eco-Sport, etc.

21. 20
BUSINESS FINANCEvii
PROFIT & LOSS A/C
Parameter MAR'17
(₹ Cr.)
MAR'16
(₹ Cr.)
Gross Sales 47,096.04 43,638.90
Less :Inter divisional transfers 0.00 0.00
Less: Sales Returns 0.00 0.00
Less: Excise 3,310.68 2,763.83
Net Sales 43,785.36 40,875.07
EXPENDITURE:
Increase/Decrease in Stock -4.01 -257.97
Raw Materials Consumed 31,806.74 29,774.14
Power & Fuel Cost 227.50 230.82
Employee Cost 2,595.37 2,348.72
Other Manufacturing Expenses 22.22 73.79
General and Administration Expenses 1,238.09 1,075.23
Selling and Distribution Expenses 1,756.44 1,561.57
Miscellaneous Expenses 1,373.72 1,448.83
Expenses Capitalized 0.00 0.00
Total Expenditure 39,016.07 36,255.13
PBIDT (Excl OI) 4,769.29 4,619.94
Other Income 1,342.49 849.93
Operating Profit 6,111.78 5,469.87
Interest 145.58 186.05
PBDT 5,966.20 5,283.82
Depreciation 1,327.16 1,068.10
Profit Before Taxation & Exceptional Items 4,639.04 4,215.72

22. 21
Exceptional Income / Expenses 548.46 68.74
Profit Before Tax 5,187.50 4,284.46
Provision for Tax 1,231.85 1,079.89
PAT 3,955.65 3,204.57
Extraordinary Items 0.00 0.00
Adj to Profit After Tax 0.00 0.00
Profit Balance B/F 17,904.67 15,442.61
Appropriations 21,860.32 18,647.18
Equity Dividend (%) 260.00 240.00
Earnings Per Share (in ₹) 66.64 54.07
Book Value (in ₹) 428.77 376.04
GROSS PROFIT & NET PROFIT MARGIN
Net Profit Ratio (2017) = PAT/Net Sales *100
= 3955.65/ 43,785.36*100
= 9.03 %
Net Profit Ratio (2016) = PAT/Net Sales *100
= 3204.75/40875.07*100
= 7.84 %
Gross Profit (2017) = Net Sales - COGS
= 43,785 - 34647.82
= 9137.18
Gross Profit Ratio = GP/Sales*100
= 9137.18/43785*100
= 20.86 %
Gross Profit (2016) = Net Sales - COGS
= 40875.07 - 32169.5
= 8705.57
Gross Profit Ratio (2016) = GP/Sales*100

23. 22
= 8705.57/40875.07*100
= 21.29 %
CHANGE IN DIRECT & INDIRECT COST OF THE COMPANY
Direct Cost = 2017 2016
Increase/Decrease in Stock - 4.01 -257.97
Raw Materials Consumed 31,806.74 29,774.14
Power & Fuel Cost 227.50 230.82
Employee Cost 2,595.37 2,348.72
Other Manufacturing Expenses 22.22 73.79
Total 34647.82 32169.5
Change in Direct Cost = 2478.32/32169.5*100
= 7.70 %
Indirect Cost = 2017 2016
General and Administration Expenses 1,238.09 1,075.23
Selling and Distribution Expenses 1,756.44 1,561.57
Miscellaneous Expenses 1,373.72 1,448.83
4368.25 4085.63
Change in Indirect Cost= 282.62/4085.63*100
= 6.91%

24. 23

25. 24
FIXED ASSETS ADDED DURING THE YEAR
WORKING CAPITAL FOR THE YEAR
Formula = Current Assets – Current Liabilities
2017 - 12,455.99 - 9,458.95
= 2997.04
2016 - 23,863.89 - 9,844.32
= 14019.57
DEBT EQUITY RATIO AND ITS IMPLICATIONS
= Long Term Borrowings / Shareholders Fund
2017 = 2,233.99/25,669.56
= 0.08 times
2016 = 1,495.42 / 22,423.17
= 0.07 times
As compared to the standard ratio of 2:1 the Debt Equity ratio of Mahindra & Mahindra is 0.08:1 and 0.07:1 in 2017
and 2016 respectively which shows the very good financial position of the company as the fund raised from outside is
even less than the owners fund.
Building 46.40
Plant & Equipment 703.40
Office Equipment 9.27
Furniture & Fixtures 12.54
Vehicles 78.39
TOTAL 850.00

26. 25
HUMAN RESOURCE MANAGEMENTviii
ORANIZATION STRUCTURE

27. 26
SKILLS SET REQUIRE IN MAHINDRA & MAHINDRA
Here are some of the skills sets an employee needs to have to work in Mahindra & Mahindra group.
Good Communication Goal oriented Able to Manage Time
SelfMotivation Conflict Resolution Leadership Quality
Analytical Ability Visonary

28. 27
JDs & JOB SPECIFICATIONSix
MARKETING
Area Business Head-sme
Mahindra and Mahindra Financial Services Limited
4 - 8 yrs. Mumbai, Pune
Job Description
Guide team to drive business growth in a State
Responsible for state targets and portfolio
Understand the Customer profile and suggest product development accordingly
Perform marketing activities in their respective areas.
Ensure smooth service to customer and complaint handling.
Monitor the client relations and payment schedule.
Develop and Maintain relationship with Manufacturers
Continuously upgrade oneself with market and competitor information.
Maintain and manage cordial relationship with stake holders through client servicing.
Monitor portfolio performance for their regions
Cross Sell other products
Salary: Not Disclosed by Recruiter
Industry: Banking / Financial Services / Broking
Functional Area: Sales, Retail, Business Development
Role Category: Senior Management
Role: Head/VP/GM/National Manager -Sales
Employment Type: Permanent Job, Full Time
Key skills: marketing client servicing client relationship cross selling business growth product development Sales
SME LAP loan against property mortgage loan
Desired Candidate Profile
Please refer to the Job description above
Education- UG: Any Graduate - Any Specialization

29. 28
FINANCE
Assistant Manager Finance & Accounts,
Mahindra Intertrade Ltd.
2 - 5 yrs. Mumbai
Job Description
1. Monthly MIS preparation along with detailed analysis report
2. Quarterly closing of accounts and quarterly reporting to Group accounts team
3. Preparation of Board presentation along with performance report, certificates, etc. for quarterly Board meeting
4. Outlook and Budget/projections to be drawn up
5. Internal financial controls preparation of detailed risk matrix/sops etc. and get clean report of IFC from
Statutory auditors
6. Statutory compliances Direct and Indirect taxation
7. Annual closing of accounts - preparation of detailed accounts along with schedules as per IND AS and get
clean report from Statutory auditors
8. Preference - Candidate with experience of Manufacturing Industry
Salary: INR 6,00,000 - 9,00,000 P.A.
Industry: Iron and Steel
Functional Area: Accounts,Finance, Tax, Company Secretary,Audit
Role Category: Accounts
Role: Accounts Manager
Employment Type: Permanent Job, Full Time
Key skills
Financial Management IND Taxation Budget IND AS
Desired Candidate Profile
Please refer to the Job description above
Education-
PG:CA
Company Profile:
Mahindra Intertrade Ltd.

30. 29
HUMAN RESOURCE
MBA, HR
Mahindra Rise
Delhi, IN
Job description
Exp: 0-3 years; Are you a determined and friendly professional with an advanced understanding of human behavior
and a desire to help consumers find exactly the right product or service to suit their needs? If so, you might be a great
fit for our company. Were a successfulstartup with room to grow and were looking for a self-starting Marketing
Manager to oversee promotional events and improve client retention. The ideal candidate for this position has a
positive attitude, a tireless work ethic and an insatiable appetite for growth. OR Our agency is in search of an
experienced HR Generalist who will be responsible for applying business knowledge and human resources expertise.
He or she will assist in providing a wide range of HR support and advice. The successfulcandidate will play a key role
in the success of the organization by offering guidance on recruitment, terminations, performance management,
employee relations and HR best practices while facilitating a positive relationship between personnel and senior
management.
Desired Skills and Experience
Ccna,Ccnp, Ccip, Business Analysis, Strategy, Presales,Brd,Frd, Use Case, Srs, w, word, Excel, Access,Database,
Java , lead , development , ER , Marketing , Management , sourcing , SQL
RECRUITMENT SOURCES AT MAHINDRA
EXTERNAL INTERNAL
Educational Institutes
Advertisement
Placement Agencies
Outsourcing
Labour Contractors
Unsolicited Applicants
Head Hunting
Transfers
Promotion
Upgrading
Referal
Retrenched Employees
Dependents & relatives of deceased
employees

31. 30
SELECTION PROCESS AT MAHINDRA
The company conducts recruitment processes every year to select new candidates. The selection process of the
company consists of 3 rounds. These rounds are as follows:
Academic Criteria:
 Minimum 55 percent aggregate in Class X and XII and 60 percent in Graduation.
 Gap of maximum 1 year permissible in the entire academic career and that too only between any two courses.
 No loss of year (i.e. no year gap) due to failure to pass any exam.
 Branches allowed- Computer Science, Information Technology, Electronics.
HR Interview
Technical
InterviewWritten Exam

32. 31
INDUCTION PROCESS AT MAHINDRA & MAHINDRAx
The Global Recruit Program commences with an intensive induction process at Mahindra’s global headquarters in
Mumbai. The Global Recruits are introduced to the top promoters at the Mahindra Group and are given a detailed
overview of each of the Group’s sectors and businesses. Following this introduction in Mumbai, the Global Recruits
are taken on a tour of Mahindra’s offices and operations across India, where they are exposed to businesses as varied
as steelforging and vacation timeshares. Finally, the induction process finishes with a session at Mahindra’s corporate
retreat center,where Global Recruits are provided with an intensive training program that prepares them to jump into a
two years of work in corporate strategy.
YEAR ONE
In the first year of the program, Global Recruits are placed with the Group Strategy Office. The Group Strategy
Office, or GSO, is an internal consulting practice that is responsible for ensuring a robust strategy cycle across the
Group.
Here,Global Recruits are assigned to the role of an analyst on a realtime project in the GSO, which can range from
researching/crafting marketing strategies for a Group company to finding synergies within the Group to promoting
corporate initiatives such as Mahindra’s Rise brand campaign. Global Recruits work with a mentor, typically an MBA
graduate from one of India’s top business schools, who assists on the project and helps Global Recruits in
understanding Indian corporate culture.
A Global Recruit’s first several months in the GSO are spent in a research capacity,in which he or she learns about
the sector to which he or she has been assigned to, its relevant Group companies, and their markets. Thereafter,Global
Recruits become part of project implementation teams, which provide them with hands on experience on all aspects of
GSO projects -- and can vary from working on sales strategies to conducting consumer insight sessions to identifying
acquisition opportunities for our Group businesses.
YEAR TWO
In the second year,Global Recruits are transferred from the GSO to one of Mahindra’s diverse corporate units where
they continue to work, learn, and contribute to Mahindra’s global business operations. At the end of the second year,
they are given an option to return back to their home countries or continue their tenure at Mahindra for a longer period
of employment.
Continuing with Mahindra’s culture of innovation and independent thinking, Global Recruits are always encouraged
to use their unique experiences and educational backgrounds to come up with their own ideas on new business
initiatives and ways to improve existing ones. Past recruit initiatives have not only enabled the group to revamp and
realign its corporate and operational structures,but also initiate new business entities within the group, and even new
companies.

33. 32
TYPES OF TRANING PROVIDED
The types of training provided in Mahindra & Mahindra are On the Job and Off the Job training
ON THE JOB TRAINING
Employee training at the place of work while he or she is doing the actualjob. Usually a professional trainer (or
sometimes an experienced employee) serves as the course instructor using hands-on training often supported by
formal classroom training
OFF THE JOB TRAINING
Off-the-job training occurs when employees are taken away from their place of work to be trained. Common methods
of off-the-job training include: Day release (employee takes time off work to attend a local college or training center)
ON THE JOB OFF THE JOB
Apprenticeship
Quality Training
Professional Training
Technical Training
Safety Training
Skills Training
Team Training
Job Rotation
Internship
Case Study method
Incident Method
Role play
In basket method
Business Games
Grid Training
Lectures
Simulation
Management Education

34. 33
PERFORMANCE APPRAISAL MODELxi
The PMS process starts with setting of business goals & organization’s objectives. In M&M Ltd., organizational
goals are set in the month of March every year. After this step, departmental and individual goals are set. Here,in
M&M Ltd., Top Down approach is followed for goal setting.
Departmental goal setting:
Balanced Score Card approach is adopted. It is derived from the Business Plan and Functional Strategies. In 1992,
Robert S. Kalpan and David P. Norton’s concept of the Balanced Score Card revolutionized conventional thinking
about performance metrics.
The balanced scorecard measured performance on four perspectives:
a) Customer
b) Internal processes
c) Learning & Development
d) Financial
The balanced scorecard allows managers to look at the business from these four important perspectives. The scorecard
wasn’t a replacement for financial measures; it was their complement. It provides answers to four basic questions:
a. How do customers see us? (Customer perspective)
b. What must we excel at? (Internal processes perspective)
c. Can we continue to improve and create value? (Learning and Development perspective)
d. How well do we look to our stakeholders? (Financial perspective)
In M&M Ltd., weightages are assigned to all four perspectives. The weightages may vary according to the department.
Balanced Score Card also depends upon business plans for the particular year.
Individual Goal Setting:
After setting Departmental goals, Individual goals are set. Following diagram shows various steps in the process of
individual goal setting:

35. 34
Step 1: Communication Workshop:
Communication workshop is conducted in months of May or June every year. It is compulsory for all employees, right
from operational level to strategic level. This workshop is conducted for two days. KRA setting and How to conduct
appraisal are the topics which are covered on first and second day respectively. It is useful to both appraisers as well
as appraises. It helps appraisers for KRA setting and review meetings. It helps appraises as they get to know the whole
procedure of KRA setting and the review which is useful for them during review discussions.
Step 2: KRA setting:
Measurable goals for every individual, linked with the business goals are set before the beginning of the financial
year. Each individual has 3 to 5 KRAs. Each KRA set has a weightage and the total of weightages is 100%. All the
targets i.e. KRAs are set after discussion between superior i.e. appraiser and subordinate i.e. appraise. Performance
with respect of KRAs forms a basis for the calculation of Performance payout amount for an individual. There is a
particular format in which KRAs are set (Annexure E). Level of Performance (LOP) and Measure of Performance
(MOP) are decided at the time of setting KRAs. MOP means a measurable parameter which will indicate progress of
GOAL set. E.g. Goal - cost reduction has MOP - reduction in Variable Cost / Vehicle - 5%
LOP i.e. Level of performance is method to set targets for MOPs to indicate good, superior and excellent performance.
E.g. Reduction in variable Cost per vehicle –
Level 3 - 5%
Level 4 - 10%
Level 5 - 15%
Normally, KRAs for the next year are set before the final review. Signatures of both i.e. appraiser as well
KRA Setting
Mid-Term
Review
Performance
Appraisal
Review
Feedback &
Counselling
Communication
Workshop

36. 35
as appraise are taken on the KRA sheet. The KRA sheets are sent to Corporate HR Department.
Step 3: Mid – Term Review:
Mid – term reviews are conducted in the month of October. Mid – term reviews are done with a view to know how
much goals the appraise has achieved. If the appraise has failed to achieve the targeted level, then the superior can
have a discussion with the appraise regarding this and the reason for not achieving the desired level of performance is
found out.
Step 4: Performance Appraisal (Review):
Performance appraisalor reviews are done in the month of May. Appraises are reviewed on the basis of achievement
of KRAs,assessment of significant tasks other than KRAs, if any, leadership competencies (M&M Ltd has adopted 7
leadership competencies) and strengths of the appraise. Employee & Superior together fill up the appraisal form
based on which the assessment is carried out. Performance appraisal is a one to one discussion between the appraiser
& the appraise about
based on goals set & results achieved
At the end of the appraisal process employee’s comment on the process of appraisal feedback is recorded, to validate
transparency & fairness of the appraisal process. Discussion is held between appraiser & reviewer to jointly
arrive at overall rating of the employee. There is validation & moderation by Corporate HR. Distribution of
letters to all employees is carried out on 1st
August.
In MM Ltd., employees are rated on two scales:
a. Performance Pay Rating
ic KRA based on the Achievement levels agreed at
the beginning of the Financial Year.
b. Overall Rating Performance Pay Rating
- 50% competencies + 50% performance
- 40% competencies + 60% performance
For the performance pay calculation, the overall performance is divided into two parts:
As an employee goes higher on hierarchy, the share of business performance increases and that of the individual
performance starts reducing. The following table shows hierarchy wise (band wise) performance pay distribution

37. 36
Step 5: Feedback and Counseling: In M&M Ltd.,superior gives the feedback to the subordinate immediately after
the final performance appraisal. Following points explain the very purpose of Performance Dialogue:
agreed targets.
identifying Areas for Improvement.
to Increments,Promotions, etc. The next step that the Corporate HR
department takes after collecting all performance appraisals is checking whether all the performance appraisals are
normally distributed. If they are normally distributed, then Corporate HR department contacts the relevant
departments and then after discussion, final letters are sent to the employees on 1st August every year.
EMPLOYEE BENEFITS PROVIDED
 Gym Membership
 Extra time off around the Holidays
 Off-site Event
 New Tablets for new hire
 Clubs
 Onsite Childcare
 Healthcare Insurance
 Vacation/Paid time off
CAREER PLANNING AT MAHINDRA
A key HR function at Mahindra group is the career and succession planning. The objective of this function is to chart
out a detailed career path of each individual at the senior most levels. The career path taps both the strengths and
weaknesses and aspiration of each individual executive. The detailed career planning also leads to identification of
incumbents as successor to a specific responsibility. “What they try to do, through their succession planning is the
early identification of potential successors and both formally and informally, begin to provide expanded
responsibilities so that there is an on-the- job development of a larger perspective and understanding”.

38. 37
ORGANIZATION CULTURE AS PER EMPLOYEE REVIEW
 "Assistant Manager"
Former Employee - Assistant Manager in Hardwar
Recommends
Positive Outlook
Approves of CEO
I worked at Mahindra full-time (More than 3 years)
Pros
Lots of new opportunities for learning, Passionate environment for work, you can explore yourself a lot
Cons
Nothing much say in this
 Working in R&D department of Mahindra Truck and Bus Division has helped me learn and enhance my skill
set in the field of Automotive engineering. The work assigned is challenging and very interesting. The best
part of the job is you learn a lot, specially under engine calibration team.
Pros
Learning environment
Cons
Work load is too much sometime

39. 38
REFERENCES
i www.ibef.org.
ii www.mahindra.com
iii www.GoogleImages.com
iv www.ndtv.com
v www.mbaskool.com
vi www.economictimes.com
viiwww.moneycontrol.com
ix www.naukri.com
x www.mahindra.com
xi www.ukessays.com