PROJECT

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Project Report on
DISASTER MANAGEMENT, STRATEGY ALLIANCE &
CORPORATE STRATEGY OF MAHINDRA COMPANY
Submitted by
HEMANT DHANRAJ SONAWANE
MASTERS IN COMMERCE SEM-II
(ADVANCE ACCOUNTANCY)
ACADEMIC YEAR 2013-2014
Roll No.6272
Submitted to
UNIVERSITY OF MUMBAI
MULUND COLLEGE OF COMMERCE
S.N ROAD, MULUND (W)-MUMBAI 400 080

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DECLARATION
I, Mr. HEMANT DHANRAJ SONAWANE, the student of MULUND
COLLEGE OF COMMERCE, S.N Road, Mulund (W), Mumbai 400 080, studying in
M.Com part-I (ADVANCE ACCOUNTANCY) here by declaring that I have completed
this project “DISASTER MANAGEMENT, STRATEGY ALLIANCE & CORPORATE
STRATEGY OF MAHINDRA COMPANY” during the academic year 2013-14. The
information submitted is true and original of best of my knowledge.
Date: Signature:
Place: MUMBAI

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CERTIFICATE
I, Prof. , here by certify that Mr. HEMANT DHANRAJ SONAWANE
of MULUND COLLEGE OF COMMERCE, S.N Road, Mulund (W), Mumbai 400 080,
studying in M.Com part-I (ADVANCE ACCOUNTANCY) here by declaring that I have
completed this project “DISASTER MANAGEMENT, STRATEGY ALLIANCE &
CORPORATE STRATEGY OF MAHINDRA COMPANY” during the academic year
2013-14. The information submitted is true and original of best of my knowledge.
Signature: (Project Guide) Signature (Principal)
Signature: (Co-Ordinator) Signature: (External Examiner)

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ACKNOWLEDGEMENT
I would like to express my sincere gratitude to Principal of Mulund College of
Commerce DR. (Mrs.) Parvathi Venkatesh, Course - Coordinator Prof. Rane and our
project guide Prof. , for providing me an opportunity to
do my project work on “DISASTER MANAGEMENT, STRATEGY ALLIANCE &
CORPORATE STRATEGY OF MAHINDRA COMPANY”. I also wish to express
my sincere gratitude to the non - teaching staff of our college. I sincerely thank to
all of them in helping me to carrying out this project work. Last but not the least, I
wish to avail myself of this opportunity, to express a sense of gratitude and love to
my friends and my beloved parents for their mutual support, strength, help and for
everything.
Date: Name: HEMANT DHANRAJ SONAWANE
Reg. No. Signature:

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TABLE OF CONTENTS
Sr. No. TITLE Page No
1 CHAPTER 1 :
 Disaster Management 6
 National Organizations 7
 Emergency Planning Ideals 10
 Phases & Personal Activates 12
 International Organizations 15
2 CHAPTER 2 :
 Introduction 19
 History 21
 Research Methodology 22
3 CHAPTER 3 :
 Sales Promotion Strategy 26
 Strategic Alliances 28
 Characteristics of Alliances 30
4 CHAPTER 4 :
 Corporate Social Responsibility 33
 Recommendation 34
 Findings 35
 The References & Disclaimer 36
5 CHAPTER 5 :
 Bibliography 37

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CHAPTER 1
DISASTER MANAGEMENT
Disaster management (or emergency management) is the discipline of avoiding and
dealing with both natural and man-made disasters. It involves preparedness, response and
recovery plans made in order to lessen the impact of disasters.
Preparedness training may be done by private citizens, as by the Federal Emergency
Management Agency (FEMA) in the United States.
All aspects of disaster management deal with the processes used to protect populations or
organizations from the consequences of disasters, wars and acts of terrorism. This can be seen
through government publications such as the National Strategy for Homeland Security which
detail how individuals and varying levels of government respond during the different phases
of a disaster.
Emergency management can be further defined as “the discipline and profession of applying
science, technology, planning and management to deal with extreme events that can injure or
kill large numbers of people, do extensive damage to property, and disrupt community life”
(Drabek, 1991a, p. xvii).
An ‘emergency’ is ‘an unplanned event that can cause deaths or significant injuries to
employees, customers or the public; or that can shut down your business, disrupt operations,
cause physical or environmental damage, or threaten the facility’s financial standing or public
image’ (FEMA, 1993).
Emergency events can include terrorist attacks, industrial sabotage, fire, natural disasters
(such as earthquakes, severe weather, etc.), public disorder, industrial accident,

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communications failure and loss, or corruption of critical information. Some examples of
catastrophic incidents are:
1. The 1995 Kobe, Japan, earthquake, which killed more than 6000 people and left
another 30,000 injured.
2. The 1994 Northridge, California, earthquake, which resulted in approximately $33
billion in damages.
These individual events are significant enough, but the losses are even more dramatic when
accumulated over time. Between 1989 and 1999, the average natural disaster loss in the US
was $1 billion each week.
Disaster management does not necessarily avert or eliminate the threats themselves, although
the study and prediction of the threats are an important part of the field. The basic levels of
emergency management also include the various kinds of search and rescue activity.
 NATIONAL ORGANIZATIONS
India
A protective wall built on the shore of the coastal town of Kalpakkam, in aftermath of
the 2004 Indian Ocean Earthquake.

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The role of emergency management in India falls to National Disaster Management Authority
of India, a government agency subordinate to the Ministry of Home Affairs. In recent years
there has been a shift in emphasis from response and recovery to strategic risk management
and reduction, and from a government-centered approach to decentralized community
participation. The Ministry of Science and Technology.headed by Dr Karan Rawat, supports
an internal agency that facilitates research by bringing the academic knowledge and expertise
of earth scientists to emergency management.
A group representing a public/private has been formed by the Government of India. It is
funded primarily by a large India-based computer company and aimed at improving the
general response of communities to emergencies, in addition to those incidents which might
be described as disasters. Some of the groups' early efforts involve the provision of
emergency management training for first responders (a first in India), the creation of a single
emergency telephone number, and the establishment of standards for EMS staff, equipment,
and training. It operates in three states, though efforts are being made in making this a nation-
wide effective group. The Indian Army too plays an important role in most of the rescue
operation caused by a disaster.
New Zealand
In New Zealand, responsibility for emergency management moves from local to national
depending on the nature of the emergency or risk reduction programme. A severe storm may
be manageable within a particular area, whereas a national public education campaign will be
directed by central government. Within each region, local governments are unified into 16
Civil Defence Emergency Management Groups (CDEMGs).

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Every CDEMG is responsible for ensuring that local emergency management is robust as
possible. As local arrangements are overwhelmed by an emergency, pre-existing mutual-
support arrangements are activated. As warranted, central government has the authority to
coordinate the response through the National Crisis Management Centre (NCMC), operated
by the Ministry of Civil Defence & Emergency Management (MCDEM). These structures are
defined by regulation,[25] and best explained in The Guide to the National Civil Defence
Emergency Management Plan 2006, roughly equivalent to the U.S. Federal Emergency
Management Agency's National Response Framework.
Canada
Public Safety Canada is Canada’s national emergency management agency. Each province is
required to have legislature in place for dealing with emergencies, as well as establish their
own emergency management agencies, typically called an "Emergency Measures
Organization" (EMO), which functions as the primalization with the municipal and federal
level.
Public Safety Canada coordinates and supports the efforts of federal organizations ensuring
national security and the safety of Canadians. They also work with other levels of
government, first responders, community groups, the private sector (operators of critical
infrastructure) and other nations.
Public Safety Canada’s work is based on a wide range of policies and legislation through the
Public Safety and Emergency Preparedness Act which defines the powers, duties and
functions of PS are outlined. Other acts are specific to fields such as corrections, emergency
management, law enforcement, and national security.

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Australia
Main article: Emergency Management in Australia
Natural disasters are part of life in Australia. Drought occurs on average every three out of
ten years and associated heatwaves have killed more Australians than any other type of
natural disaster in the 20th century.
Australia’s emergency management processes embrace the concept of the prepared
community. The principal government agency in achieving this is Emergency Management
Australia.
 EMERGENCYPLANNING IDEALS
‘Emergency planning should aim where possible to prevent emergencies occurring, and when
they do occur, good planning should reduce, control or mitigate the effects of the emergency.
It is the systematic and ongoing process which should evolve as lessons are learnt and
circumstances change’ (Office, 2013). ‘Emergency planning should be viewed as part of a
cycle of activities beginning with establishing a risk profile to help determine what should be
the priorities for developing plans and ending with review and revision, which then restarts
the whole cycle’ (Office, 2013). The cyclical process is common to many risk management
disciplines, such as Business Continuity and Security Risk Management, as set out below:
 Recognition or identification of risks
 Ranking or evaluation of risks
 Resourcing controls

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 Reaction Planning
 Reporting & monitoring risk performance
 Reviewing the Risk Management framework
Implementation ideals
The implementation of an emergency plan involves much more than just its preparation. It
must be regularly maintained, in a structured and methodical manner, to ensure it remains up
to date and fit for purpose in the event of an emergency. Emergency managers will generally
follow a common process to anticipate, assess, prevent, prepare, respond and recover from an
incident.
Pre-incident training and testing
Emergency management plans and procedures should include the identification of
appropriately trained member/s of staff responsible for decision making, perhaps in
consultation with others, when an emergency has occurred. Training plans should not only
consider internal people who have a role in the emergency plans, but it should also ensure
contractors and civil protection partners are involved. The plans themselves should explicitly
identify the nature and frequency of training and testing required.
An organisation should regularly test the effectiveness of their emergency plans by carrying
out test exercises, ensuring all key staff involved in the planning, or response. It may be
necessary for multiple organisations to develop a joint emergency plan, with a formal set of
instructions to govern them all, in order for a successful combined response. An example
would be for the occupants of a multi-let building, within a business estate. Not only will a

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coordinated response be necessary for the multi-let building, it might also involve the other
buildings within the estate and emergency services.
Communicating and assessing incidents
One of the most important stages of any emergency management plan is recognised to be the
communication of an incident. Miscommunication can easily result in events escalating
unnecessarily. The method and content of communication should always be carefully
considered. Pre-planning of communications is critical and can be created in advance for the
threats identified in the risk assessment.
Once an emergency has been identified a comprehensive assessment should be undertaken to
evaluate the level of crisis and the financial implications, or impact. Following assessment,
the appropriate plan or response to be activated will depend on the specific pre-set criteria
within the emergency plan. The risk treatment steps necessary should be prioritised to ensure
critical functions are operational as soon as possible.
 PHASES AND PERSONAL ACTIVITIES
Prevention
Prevention was recently added to the phases of emergency management. It focuses on
preventing the human hazard, primarily from potential natural disasters or terrorist (both
physical and biological) attacks. Preventive measures are taken on both the domestic and
international levels. These are activities designed to provide permanent protection from
disasters. Not all disasters,like particularly natural disasters, can be prevented, but the risk of

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loss of life and injury can be mitigated with good evacuation plans, environmental planning
and design standards. In January 2005, 168 Governments adopted a 10-year global plan for
natural disaster risk reduction called the Hyogo Framework. It offers guiding principles,
priorities for action, and practical means for achieving disaster resilience for vulnerable
communities.
Mitigation
Personal mitigation is a key to national preparedness. Individuals and families train to avoid
unnecessary risks. This includes an assessment of possible risks to personal/family health and
to personal property. For instance, in a flood plain, home owners might not be aware of a
property being exposed to a hazard until trouble strikes. Specialists can be hired to conduct
risk identification and assessment surveys. Professionals in risk management typically
recommend that residents hold insurance to protect them against consequences of hazards.
In earthquake prone areas, people might also make structural changes such as the installation
of an Earthquake Valve to instantly shut off the natural gas supply, seismic retrofits of
property, and the securing of items inside a building to enhance household seismic safety.
The latter may include the mounting of furniture, refrigerators, water heaters and breakables
to the walls, and the addition of cabinet latches.
In flood prone areas, houses can be built on poles/stilts. In areas prone to prolonged
electricity black-outs installation of a generator would be an example of an optimal structural
mitigation measure. The construction of storm cellars and fallout shelters are further
examples of personal mitigative actions.
Mitigation involves Structural and Non-structural measures taken to limit the impact of
disasters. Structural mitigation are actions that change the characteristics of a building or its

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surrounding, examples include shelters, window shutters, clearing forest around the house.
Non-structural mitigation on personal level mainly takes the form of insurance or simply
moving house to a safer area.
Recovery
The recovery phase starts after the immediate threat to human life has subsided. The
immediate goal of the recovery phase is to bring the affected area back to some degree of
normalcy.
During reconstruction it is recommended to consider the location or construction material of
the property.
The most extreme home confinement scenarios include war, famine and severe epidemics
and may last a year or more. Then recovery will take place inside the home. Planners for
these events usually buy bulk foods and appropriate storage and preparation equipment, and
eat the food as part of normal life. A simple balanced diet can be constructed from vitamin
pills, whole-meal wheat, beans, dried milk, corn, and cooking oil.[1] One should add
vegetables, fruits, spices and meats, both prepared and fresh-gardened, when possible.
Climate-resilient reconstruction
With increasing numbers of extreme weather events related to climate change, planners are
embracing developments that help avoid destruction from similar future events when
reconstructing infrastructure. The monsoon floods of 2010 damaged or destroyed 1.9 million
houses in Pakistan. Around 2,000 people died and more than 20 million people were affected

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by the flooding, more than one tenth of the population, from the Himalayan mountains to the
Arabian Sea. The Punjab government subsequently constructed 22 'disaster-resilient' model
villages, comprising 1885 single-storey homes, together with schools and health centres. The
Climate & Development Knowledge Network was engaged to advise on how to make the
new infrastructure resilient to extreme weather events occurring in the future. The idea was
that the villages should provide 'triple wins' of limiting greenhouse gas emissions, promoting
development and building resilience to climatic events. Now inhabited, the model villages
incorporate biogas plants, solar energy systems, livestock sheds, covered sewerage, brick-
paved streets, parks, play areas, markets and community centres.
 INTERNATIONAL ORGANIZATIONS
The International EmergencyManagementSociety - TIEMS
The International Emergency Management Society - TIEMS, is an international non-profit
NGO, registered in Belgium. TIEMS is a Global Forum for Education, Training, Certification
and Policy in Emergency and Disaster Management. TIEMS is dedicated to developing and
bringing the benefits of modern emergency management tools, techniques and good industry
practices to society for a safer world. This is accomplished through the exchange of
information, methodology innovations and new technologies, to improve society's ability to
avoid, mitigate, respond to, and recover from natural and man-made disasters.
TIEMS provides a platform for all stakeholders within the global emergency and disaster
management community to meet, network and learn about new technical and operational
methodologies. It also aims to exchange experience on good industry practices. It believes

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this will influence policy makers worldwide to improve global cooperation and to establish
global standards within emergency and disaster management.
TIEMS focus on cultural differences to be understood and included in the society’s events,
education and research programs. This is achieved by establishing local chapters worldwide.
Today, TIEMS has chapters in Benelux, Romania, Finland, Italy, Middle East and North
Africa (MENA), Iraq, India, Korea, Japan and China.
International Association of Emergency Managers
The International Association of Emergency Managers (IAEM) is a non-profit educational
organization dedicated to promoting the goals of saving lives and protecting property during
emergencies and disasters. The mission of IAEM is to serve its members by providing
information, networking and professional opportunities, and to advance the emergency
management profession.
It has seven councils around the world: Asia,[8] Canada,[9] Europa,[10] International,[11]
Oceania,[12] Student[13] and USA.[14]
The Air Force Emergency Management Association, affiliated by membership with the
IAEM, provides emergency management information and networking for US Air Force
Emergency Managers.
International Recovery Platform
The International Recovery Platform (IRP) was conceived at the World Conference on
Disaster Reduction (WCDR) in Kobe, Hyogo, Japan in January 2005. As a thematic platform

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of the International Strategy for Disaster Reduction (ISDR) system, IRP is a key pillar for the
implementation of the Hyogo Framework for Action (HFA) 2005–2015: Building the
Resilience of Nations and Communities to Disasters, a global plan for disaster risk reduction
for the decade adopted by 168 governments at the WCDR.
The key role of IRP is to identify gaps and constraints experienced in post disaster recovery
and to serve as a catalyst for the development of tools, resources, and capacity for resilient
recovery. IRP aims to be an international source of knowledge on good recovery practice.[15]
Red Cross/Red Crescent
National Red Cross/Red Crescent societies often have pivotal roles in responding to
emergencies. Additionally, the International Federation of Red Cross and Red Crescent
Societies (IFRC, or "The Federation") may deploy assessment teams, e.g.[16] Field
Assessment and Coordination Team – (FACT) to the affected country if requested by the
national Red Cross or Red Crescent Society. After having assessed the needs Emergency
Response Units (ERUs)[17] may be deployed to the affected country or region. They are
specialized in the response component of the emergency management framework.
United Nations
Within the United Nations system responsibility for emergency response rests with the
Resident Coordinator within the affected country. However, in practice international response
will be coordinated, if requested by the affected country’s government, by the UN Office for
the Coordination of Humanitarian Affairs (UN-OCHA), by deploying a UN Disaster
Assessment and Coordination (UNDAC) team.

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World Bank
Since 1980, the World Bank has approved more than 500 operations related to disaster
management, amounting to more than US$40 billion. These include post-disaster
reconstruction projects, as well as projects with components aimed at preventing and
mitigating disaster impacts, in countries such as Argentina, Bangladesh, Colombia, Haiti,
India, Mexico, Turkey and Vietnam to name only a few.[18]
Common areas of focus for prevention and mitigation projects include forest fire prevention
measures, such as early warning measures and education campaigns to discourage farmers
from slash and burn agriculture that ignites forest fires; early-warning systems for hurricanes;
flood prevention mechanisms, ranging from shore protection and terracing in rural areas to
adaptation of production; and earthquake-prone construction.[19]
In a joint venture with Columbia University under the umbrella of the ProVention
Consortium the World Bank has established a Global Risk Analysis of Natural Disaster
Hotspots.[20]
In June 2006, the World Bank established the Global Facility for Disaster Reduction and
Recovery (GFDRR), a longer term partnership with other aid donors to reduce disaster losses
by mainstreaming disaster risk reduction in development, in support of the Hyogo
Framework of Action. The facility helps developing countries fund development projects and
programs that enhance local capacities for disaster prevention and emergency preparedness.

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CHAPTER 2
INTRODUCTION
Customer Satisfaction is the buzzword used by the business people for the success of
organization in the present days. Due to the increases of heavy competition in every product –
line it become difficult for the companies to retain the customers for longer time. So retain
the customer for longer time the marketer has to do only one things i.e. customer satisfaction
.If customer is fully satisfied by the product it not only rub the organization successfully but
also fetch many benefits for the company . They are less process sensitive and they remain
customer for a longer period. They buy addition products overtimes as the company introduce
related produce related products or improved, so customer satisfactions is gaining a lot of
importance in the present day. Every company is conducting survey on customer satisfaction
level on their products .To make the products up to the satisfaction level of customers.

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This project is also done to know the customers satisfaction on theMahindra and Mahindra
Automobiles. The impact of automobile industry on the rest of the economy has been so
pervasive and momentous that is characterized as second industrial. It played a vital role in
helping the nation to produce higher value good and services and in the enhancing their skills
and impose tremendous demand for automobile, lot of car manufacturers company facing cut
throat competition in the fields of technology and price.
Customer Satisfaction Strategies Followed By M&M
The different strategies followed by M&M consists of Customer relationship management,
strategy to providing better facility to the owner, and strategy to provide better after sales
service to customer.
Customer Relationship Management
CRM as a tool was used to create positive word-of-mouth, to monitor customer experiences
and generate referrals. A series of CRM activities were implemented with regular direct
communication, events and customer satisfaction surveys, Events, Festive offers, Rewards
Program, etc.

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HISTORY
Mahindra & Mahindra (M&M) was established in 1945 as Mahindra & Mohammed. Later
on, after the partition of India, one of the partners - Ghulam Mohammad - returned to
Pakistan, where he became Finance Minister. As a result, the company was renamed to
Mahindra & Mahindra in 1948. M&M started its operation as a manufacturer of general-
purpose utility vehicles. It assembled CKD jeeps in 1949. Over the passing years, the
company expanded its business and started manufacturing light commercial vehicles (LCVs)
and agricultural tractors.
Apart from agricultural tractors and LCVs, Mahindra & Mahindra also showed its dexterity
in manufacturing army vehicles. Soon, it started its operations abroad, through its plants set
up in China, the United Kingdom and the USA. M&M partnered with companies prominent
in the international market, including Renault SA, International Truck and Engine
Corporation, USA, in order to mark its global presence. M&M also started exporting its
products to several countries across the world. Subsequently, it set up its branches including
Mahindra Europe Srl (based in Italy), Mahindra USA Inc., Mahindra South Africa and
Mahindra (China) Tractor Co. Ltd.
At the same time, M&M managed to be the largest manufacturer of tractors in India, by
holding leadership in the market of the country, for around 25 years. The company is an old
hand in designing, developing, manufacturing and marketing tractors as well as farm
implements. It made its entry to the passenger car segment in India, with the manufacture of
Logan (mid-size sedan) in April 2007, under the Mahindra Renault collaboration. Soon after
the considerable success of Logan, M&M started launching a wide range of LCVs and three
wheelers as well as SUVs including Scorpio and Bolero. In the present time, Bolero has
gained immense popularity in India. It is one of the most opted vehicles in its

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RESEARCH METHODOLOGY
A research process consists of stages or steps that guide the project from its conception
through the final analysis, recommendations and ultimate actions. The research process
provides a systematic, planned approach to the research project and ensures that all aspects of
the research project are consistent with each other.
Research studies evolve through a series of steps, each representing the answer to a key
question.
INTRODUCTION
This chapter aims to understand the research methodology establishing a framework of
evaluation and revaluation of primary and secondary research. The techniques and concepts
used during primary research in order to arrive at findings; which are also dealt with and lead
to a logical deduction towards the analysis and results.
RESEARCH DESIGN
I propose to first conduct a intensive secondary research to understand the full impact and
implication of the industry, to review and critique the industry norms and reports, on which
certain issues shall be selected, which I feel remain unanswered or liable to change, this shall
be further taken up in the next stage of exploratory research. This stage shall help me to
restrict and select only the important question and issue, which inhabit growth and
segmentation in the industry.

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The various tasks that I have undertaken in the research design process are :
* Defining the information need
* Design the exploratory, descriptive and causal research.
RESEARCH PROCESS
The research process has four distinct yet interrelated steps for research analysis
It has a logical and hierarchical ordering:
* Determination of information research problem.
* Development of appropriate research design.
* Execution of research design.
* Communication of results.
Each step is viewed as a separate process that includes a combination of task , step and
specific procedure. The steps undertake are logical, objective, systematic, reliable, valid,
impersonal and ongoing.
EXPLORATORY RESEARCH
The method I used for exploratory research was
* Primary Data
* Secondary data
PRIMARY DATA
New data gathered to help solve the problem at hand. As compared to secondary data which
is previously gathered data. An example is information gathered by a questionnaire.

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Qualitative or quantitative data that are newly collected in the course of research, Consists of
original information that comes from people and includes information gathered from surveys,
focus groups, independent observations and test results. Data
gathered by the researcher in the act of conducting research. This is contrasted to secondary
data, which entails the use of data gathered by someone other than the researcher information
that is obtained directly from first-hand sources by means of surveys, observation or
experimentation.
Primary data is basically collected by getting questionnaire filled by the respondents.
SECONDARY DATA
Information that already exists somewhere, having been collected for another purpose.
Sources include census reports, trade publications, and subscription services. There are two
types of secondary data: internal and external secondary data. Information compiled inside or
outside the organization for some purpose other than the current investigation Researching
information, which has already been published? Market information compiled for purposes
other than the current research effort; it can be internal data, such as existing sales-tracking
information, or it can be research conducted by someone else, such as a market research
company or the U.S. government.
Secondary source of data used consists of books and websites
My proposal is to first conduct a intensive secondary research to understand the full impact
and implication of the industry, to review and critique the industry norms and reports, on
which certain issues shall be selected, which I feel remain unanswered or liable to change,
this shall be further taken up in the next stage of exploratory research.

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DESCRIPTIVE RESEARCH
STEPS in the descriptive research:
Statement of the problem
* Identification of information needed to solve the problem
* Selection or development of instruments for gathering the information
* Identification of target population and determination of sampling Plan.
* Design of procedure for information collection
* Collection of information
* Analysis of information
* Generalizations and/or predictions

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CHAPTER 3
SALES PROMOTION STRATEGY
Sales Promotion Short term incentives to encourage the purchase or sales of a product or
services. Sales promotion includes includes several communications activities that attempt to
provide added value or incentives to consumers, wholesalers, retailers, or other
organizational customers to stimulate immediate sales. These efforts can attempt to
stimulate product interest, trail, or purchase. Examples of devices used in sales promotion
include coupons, samples, premiums, point of purchase (POP) displays, contests, rebates, and
sweepstakes
 SALES PROMOTIONSTRATEGIES
There are three types of sales promotion strategies: Push, Pull, or a
combination of the two.
A Push strategy involves convincing trade intermediary channel members
to “Push” the product through the distribution channels to the ultimate consumer
via promotions and personal selling efforts. The company promotes the product
through a reseller who in turn promotes it to yet another reseller or the final
consumer. Trade – promotion objectives are to persuade retailers or wholesalers
to carry a brand, give a brand shelf space, promote a brand in advertising, and/or
push a brand to final consumers. Typical tactics employed n push strategy are:
allowances, buy‐ back guarantees, free trails, contests, specially advertising items,
discounts, displays, and premiums.

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A pull strategy attempts to get consumers to “pull” the product from the
manufacturer through the marketing channel. The company focuses its marketing
communications efforts on consumers in the hope that it stimulates interest and demand for
the product at the end user level. This strategy is often employed if
distributors are reluctant to carry a product because it gets as many consumers as
possible to go to showrooms and request product, thus pulling it through the
channel. Consumer‐ promotion objectives are to entice consumers to try a new product, lure
customers away from competitors’ products, get consumers to “load up” on a mature
product hold & reward loyal customers, and build
consumer relationships. Typical tactics employed in pull strategy are: samples, coupons,
cash refunds and rebates, premiums, advertising specialties, loyalty programs/patronage
rewards, contests, sweepstakes, games, and point of purchase (POP) displays.
Car dealers often provide a good example of a combination strategy. If
you pay attention to car dealers’ advertising, you will often hear them speak of cash
hack offers and dealer incentives.

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STRATEGIC ALLIANCES
How did the idea of alliances begin? What made organizations to look beyond own
organization to work with other organizations?
The answers to these questions are not simple. Different theories have been debated and
studied. But most prominent of all is the impact and influence of global economy. In early
1960’s, most of American large corporations were unchallenged for their technology,
leadership, skills of marketing and ability to manage businesses with complex and large
scale. However, this saw significant shift as mid 1980’s the revolution spread globally and
many companies outside America started matching or nearly matched American
corporations. This was paradigm shift in newer technology driven computers market to skill
based matured industries like Automobiles, where new entrants adapted more readily to
changing requirements in the markets.
This led to formation of relationships across different markets and domain that eventually
shaped in to Alliances and partnerships. Alliances can be described in many ways based on
how two or more companies decide to work together. It can be cross referrals, Outsourcing to
3 rd parties co-marketing, online affiliate arrangements, business partnership arrangements,
joint venture companies, legal partnerships or strategic alignment. These can have different
drivers for different organizations.

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CONVENTIONALAPPROACHTO STRATEGIC ALLIANCES
The usual steps to forming a strategic alliance, each the subject of learned texts are:
• Locate and validate the alliance within the long-term vision, mission, and strategy of the
organization for short term and long term
• Specify the objectives and scope of the alliance regarding the organization- specific
resources and capabilities that are desired, and underscore the importance of these.
• Question what to offer and what to receive in exchange to highlight interdependence.
(Alternatively, what must be retained internally for strategic purposes, what cannot be done
internally, and what could be done externally)
• Evaluate and select potential partners based on the level of synergy and the ability of the
organizations to work together.
• Identify and mutually recognize the opportunities, including the transparency and
receptivity of information they call for.
• Evaluate negotiation capabilities.
Understand joint task requirements and develop and propose a working interface with the
prospective partner. (This might necessitate an evaluation of the impact on shareholders and
stakeholders.)
• Negotiate and implement an agreement, anticipating longevity that defines progress and
includes systems to monitor and evaluate performance (while eschewing performance
myopia).
• Define the governance system that will oversee the alliance, enforce its administration,
build trust and reciprocity, and curtail opportunistic behavior.
• Plan the integration and its points of contacts.
• Create the alliance and catalyze it with leadership commitment.

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 CHARACTERISTICS OF ALLIANCES
To be successful, alliance group needs to be focused on a well-defined strategic purpose and
clear roles of all the members. Alliance partners are collection of separate companies linked
through collaborative arrangements. But it is not necessary that all components in one
organization have such collaboration with all components in other organization.
SIZE
Alliances are created out of need for creating larger consortium that can benefit from
economies of scale or larger market share. When the markets turn competitive with number
of players or groups winning some or other business, then the size factor has significant
impact. When the competition amongst networks centers on the establishment of an industry
standard, the number of companies in the network and their combined share of the total
market share are critical to success.
PATTERN OF GROWTH
Most of alliance networks do not come to operational model in fully formed model. They are
built brick by brick, into pieces. Both rate of growth and sequence of joining members in an
alliance network often defines role of each player in such alliance group as well affects
network’s competitive success. To attract newer members to align with partner ecosystem,
the potential for joint benefits must be well visible and articulated well enough to
demonstrate how partnership will result in success for every member.

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COMPOSITION
For convergence industries, more than size of network and number of partners, often the
composition of each partner and alliance is critical to success. Composition ensuring that all
technologies and all markets crucial to product are covered holds key to success.
Combination of technologies and presence in different markets bring new opportunities that
eventually become business wins.
INTERNAL COMPETITION IN ALLIANCE PARTNERS
This is more common in system integration businesses. The level of competition will depend
Both on how many similar functions are offered by partners and what is structure of
relationship with each other is defined. Such competition has two opposing effects on
performance. To certain point, it increases flexibility, drive innovation and ensure security of
supply. But it can fragment part of business so much that none of partner can reach to
economies of scales and make enough margins to sustain business and hence partnership. Too
much competition amongst partners may finally kill the partnership but reasonable
competition can work without larger impact.
GOVERNANCE STRUCTURE
Cooperation between companies is never automatic. The partnership must provide incentives
for performance. Without some collective governance, these alliance partnerships can turn to
be simply haphazard collection of alliances.

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One of most important characteristic of this governance is how good it keeps collective
benefits going on. Many formal consortia’s have governing bodies composed of multiple
members of alliance partner companies but no individual member has a control. These
alliance networks may function without joint management. In such cases, one company need
to have clear lead and others are participants creating larger group. In such case lead
company need to provide management to these multiple partnerships and execute role of
integrator of different systems and services offered by members.

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CHAPTER 4
CORPORATE SOCIAL RESPONSIBILITY
At Mahindra Finance, we feel a strong sense of responsibility towards the environment in
which we thrive. Hence, the very essence of our business model is based on a vision to enable
and augment Sustainable Development. With an active sustainability council comprising the
senior management, we work with great dedication to ensure that the principles of
sustainability are deeply embedded in the company's working and planning systems. We also
aim to reduce the ecological impact of our operations and to restrategise businesses in order
to achieve sustainable growth.
Being a Triple Bottom Line company, we greatly focus on the below three essential
pillars:
People: Ensuring fair and beneficial business practices with respect to labour, the community
and the region in which we conduct our operations.
Planet: Sustainable environmental practices to maintain the natural balance and harmony of
elements and resources.
Profit: It is the economic yield shared by all the stakeholders involved.

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RECOMMENDATION
Mahindra Company has to implement good customer relationship management strategy that
enhances customer satisfaction level.
The company can for the undertake R&D to improve the existing feature which field help
increase in the customer satisfaction.
The company should promote about the entire feature offered by it.
As majority of the customer give opinion that they are satisfied is the factor, services and
design of the product of the company should taken not only maintain the existing standard
but also enhance them.
As majority of the respondents are satisfied with the safety and comfort feature of Mahindra
Bolero, the company should maintain the same standard and it is suggested to come up with
suitable measure to reduce the negative opinion among the consumer who are of the opinion
that the fuel consumption is a dissatisfying factor.
Majority of the respondents are satisfied with the safety and comfort feature of Mahindra
Bolero, the company should maintain the same standard and it is suggested to come up with
suitable measure to reduce the negative opinion among the consumer who are of the opinion
that the fuel consumption is a dissatisfying factor.
As such, Mahindra should focus on the aspects, which will enhance the customer satisfaction
and thus the market share.

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FINDINGS
Based on the data gathered by administrating schedules to customers the following
observations are made.
1. Mahindra Bolero has excellent percentage of customer satisfaction according
to the data shown in table 1 of the data analysis and Interpretation topic.
2. Most of the people are satisfied with its low maintenance cost and after sales
service provided by Mahindra Bolero.
3. Based on the fuel consumption, most of the people are satisfied with it.
4. Based on Safety and Comfort, Design, Space, Maintenance most of the people
are satisfied with it.
5. Large numbers of Bolero user are aware of its power steering.
6. If we took the satisfaction level of people toward Bolero, it becomes good.
7. Its features and style satisfy most of the people.

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THE REFERENCES AND DISCLAIMER
The study and analysis of the paper is based on large access to information available on
Internet. Research reference from research firms like Gartner and Forrester has been
considered. Various interviews and research material, white papers on Internet are referred.
Multiple reading material and case studies are referred including Harvard Business Reviews
and real life cases of alliance ecosystem in Information Technology markets.
The discussion with key executives and presentations from leading Information Technology,
Telecommunication and Product companies, software companies has been referred for
completion of this report.
This paper is purely for a report for educational study purpose and is not a commercial
document. Any reproduction or duplication of any or part or full content of this report is
strictly prohibited without written permission of the author.
The views and material in the paper above is personal views and does not intend to provide
any official views from any company or not expresses as part of any company. They are
purely personal views and produced based on reading material and does not claim or depict
any verdict. Any liabilities in direct or indirect, in any form, arising from or through or any
reference to this paper is not responsibility of author and no claims shall be solicited in any
form in any jurisdiction.

37. ~ 37 ~
CHAPTER 5
BIBLIOGRAPHY
BOOKS:
1. Philip Kotler, Kevin Keller (2009), Marketing Management (Thirteenth Edition)
2. Marketing Management, The Mc Graw. Hill Company Rajan Saxena (Third Edition)
3. Berman, Berry and Joel r Evans (Oct- 1997) Retail Management: A strategic approach
8th edition Englewood cliffs NJ printcehall
4. Country analysis 1997 “ A framework to identify and evaluate the national business
environment” Hardward business review
MAGAZINES:
A) OUTLOOK BUSINESS (FEB, 2009)
B) BUSINESS STANDARD (April-July 2009)
C) 4P’S OF BUSINESS AND MARKETING (June 2009)
D) BUSINESS TODAY - Pick and Choose
E) BUSINESS TODAY – Mahindra & Mahindra to bring new model of Xylo.
INTERNET:
1. Mahindra & Mahindra' Official Website
2. WWW.Business world.com
3. WWW.Autowold.com