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CHAPTER I
INTRODUCTION

Concept of Exploration:

Marketing is a philosophy that leads to the process by which organizations, groups and
individuals obtain what they need and want by identifying value, providing it, communicating it
and delivering it to others. The core concepts of marketing are customers’ needs, wants and values;
products, exchange, communications and relationships. Marketing is strategically concerned
with the direction and scope of the long-term activities performed by the organization to
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obtain a competitive advantage. The organization applies its resources within a

changing environment to satisfy customer needs while meeting Clients
expectations.

Implied in this view of strategic marketing is the requirement to develop a strategy to cope
with competitors, identify market opportunities, develop and commercialize new products and
services, allocate resources among marketing activities and design an appropriate organizational
structure to ensure the performance desired is achieved.

There is no unique strategy that succeeds for all organizations in all situations. In thinking
strategically about marketing many factors must be considered: the extent of product diversity and
geographic coverage in the organization; the number of market segments served, marketing
channels used, the role of branding, the level of marketing effort, and the role of quality. It is also
necessary to consider the organization’s approach to new product development, in particular, its
position as a technology leader or follower, the extent of innovation, the organization’s cost
position and pricing policy, and its relationship to customers, competitors, suppliers and partners.

The challenge of strategic marketing is, therefore, to manage marketing complexity,

customer and Clients expectations and to reconcile the influences of a changing environment in the
context of a set of resource capabilities. It is also necessary to create strategic opportunities and to
manage the concomitant changes required within the organization. In this world of marketing,
organizations seek to maximize returns to shareholders by creating a competitive advantage in
identifying, providing, communicating and delivering value to customers, broadly defined, and in
the process developing long-term mutually satisfying relationships with those customers.

NEED & IMPORTANCE OF THE STUDY:

A marketing plan is a written document that details the necessary actions to achieve one
or more marketing objectives. It can be for a product or service, a brand, or a product line.
Marketing plans cover between one and five years. A marketing plan may be part of an overall
business plan. Solid marketing strategy is the foundation of a well-written marketing plan. While
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a marketing plan contains a list of actions, a marketing plan without a sound

strategic foundation is of little use.

• Research and Development

• Positioning Plan
• Brand Evolution Plan, Brand Use Plan
• Target Audience
• Product / Service Plan
• Media Strategy Plan
• Technology Brief
• Timeframe / Deadlines
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OBJECTIVES OF THE STUDY:

• To study various marketing strategies adopting by the company.

• To increase product awareness among the target audience by 30 percent in one year.

• To inform target audience about features and benefits of our product and its competitive
advantage, leading to a 10 percent increase in sales in one year.

• To decrease or remove potential customers' resistance to buying our product, leading to a 20

percent increase in sales that are closed in six months or less.
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METHODOLOGY OF THE STUDY:

Market methodology should include anything you need to know in order to formulate strategy
and make business decisions. Information is available in the form of statistical economic and
demographic data from clients, research companies and professional associations members interact
with the organization. This is called secondary research and will require some interpretation or
manipulation for own purposes. Additionally research has to be done through customer feed-back,
surveys, questionnaires and focus groups (obtaining indicators to wider views through discussion
among a few representative people in a controlled situation). This is called primary research, and
is tailored to precise needs. It requires less manipulation, but all types of research need careful
analysis. Be careful when extrapolating or projecting. If the starting point is inaccurate the resulting
analysis will not be reliable. The main elements typically need to understand and quantify are:

• customer profile and mix

• product mix
• demographic issues and trends
• future regulatory and legal effects
• prices and values, and customer perceptions in these areas
• competitor activities
• competitor strengths and weaknesses
• customer service perceptions, priorities and needs

Primary research is recommended for local and niche services. Keep the subjects simple and the
range narrow. Formulate questions that give clear yes or no indicators (ie avoid three and five
options in multi-choices) always understand how to analyze and measure the data produced. Try
to convert data to numerical format and manipulate on a spreadsheet. Use focus groups for more
detailed work. To be wary of using market research organizations as this can become extremely
expensive. If we do the most important thing to do is get the brief right.
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TECHNIQUES OF ANALYSIS:

Tabular data related to Mahindra is used for the data analysis and Graphical
representation of the data is made by means of pie charts, bar diagrams and columns etc.
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PERIOD OF THE STUDY:

To understand marketing strategy of Mahindra data have been collected from 2000 to 2019.
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SCOPE & LIMITATIONS OF THE STUDY:

 The study is confined to the study of marketing strategies adopted by the company.

LIMITATIONS:

Although the strategy of positioning a product to appeal to certain segments' distinctive

needs and wants is widely advocated by marketing professors, researchers have found little

evidence that such a strategy leads to domination of the targeted segment. In the report, 'Brand

Segmentation in the MNC’s and Cruise Industries: Fact or Fiction?,' Cornell marketing professor

Michael Lynn tested the effectiveness of these strategies in the software industry.

Using consumer panel data in the organization, we examined the customer profiles of eight

economy levels clients, twelve midlevel clients, and twelve high-end clients.
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CHAPTER II
REVIEW OF LITERATURE REVIEW OF
LITERATURE
Marketing strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable competitive
advantage. A marketing strategy should be centered on the key concept that customer satisfaction
is the main goal.

Key part of the general corporate strategy

Marketing strategy is a method of focusing an organization's energies and resources on a course of

action which can lead to increased sales and dominance of a targeted market niche. A marketing
strategy combines product development, promotion, distribution, pricing, relationship management
and other elements; identifies the firm's marketing goals, and explains how they will be achieved,
ideally within a stated timeframe. Marketing strategy determines the choice of target market
segments, positioning, marketing mix, and allocation of resources. It is most effective when it is
an integral component of overall firm strategy, defining how the organization will successfully
engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate
missions, and corporate goals. As the customer constitutes the source of a company's revenue,
marketing strategy is closely linked with sales. A key component of marketing strategy is often to
keep marketing in line with a company's overarching mission statement.

Basic theory:

1. Target customers
2. Proposition/Key Element
3. Implementation
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Market Strategy Scope

1. Single Market Strategy

2. Multi Market Strategy

3. Total Market Strategy

1. Single Market Strategy

• Concentration of efforts in a single segment.

• Requirements:

(a) Serve the market wholeheartedly despite initial difficulties (b)

Avoid competition with established firms.

2. Multi Market Strategy

• Serving several distinct markets.

• Requirements: (a) Careful selection of segments to serve (b) Avoid confrontation

with companies serving entire market.

3. Total Market Strategy

• Serving the entire spectrum of the market by selling differentiated products to

different segments in the market.
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• Requirements: (a) Employ different combinations of price,

product, promotion, and distribution strategies in different
segments (b) Top management commitment to embrace entire market (c) Strong
financial position.

Market Strategy Entry

1. First In Strategy

2. Early Entry Strategy

3. Laggard Entry Strategy

1. First In Strategy

• Entering the market before all others.

• Requirements: (a) Willingness and ability to take risks (b) Technological

competence (c) Strive to stay ahead (d) Heavy promotion (e) Create primary
demand (f) Carefully evaluate strengths.

2. Early Entry Strategy

• Entering the market in quick succession after the leader.

• Requirements: (a) Superior marketing strategy (b) Ample resources (c) Strong

commitment to challenge market leader.

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3. Laggard Entry Strategy

• Entering the market toward tail end of growth phase or during maturity phase. Two
modes of entry are feasible: (a) Imitator - Entering market with me-too product (b)
Initiator - Entering market with unconventional marketing strategies.
• Requirements: Imitator - (a) Market research ability (b) Production capability.
Initiator - (a) Market research ability, (b) Ability to generate creative marketing
strategies.

Product Strategy

1. Product Positioning Strategy

2. Product Repositioning Strategy

3. Product Scope Strategy

4. Product Design Strategy

5. New Product Strategy

1. Product Positioning Strategy

• Placing a brand in that part of the market where it will have a favorable reception
compared with competing brands.

• Requirements: (a) Successful management of a single brand requires positioning the

brand in the market so that it can stand competition from the toughest rival and maintaining its
unique position by creating the aura of a distinctive product.
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• (b) Successful management of multiple brands requires careful

positioning in the market so that multiple brands do not compete with nor
cannibalize each other.

2. Product Repositioning Strategy

• Reviewing the current positioning of the product and its marketing mix and seeking a new
position for it that seems more appropriate.
• Requirements: (a) If this strategy is directed toward existing customers, repositioning is sought
through promotion of more varied uses of the product

• (b) If the business unit wants to reach new users, this strategy requires that the product be
presented with a different twist to the people who have not been favorably inclined toward it.

• In doing so, care should be taken to see that, in the process of enticing new customers, current
ones are not alienated

• (c) If this strategy aims at presenting new uses of the product, it requires searching for latent
uses of the product, if any.

• Although all products may not have latent uses, there are products that may be used for
purposes not originally intended.

3. Product Scope Strategy

• The product-scope strategy deals with the perspectives of the product mix of a company.
• The company may adopt a single product strategy, a multiple product strategy, or a system-
of products strategy.

• Requirements: (a) Single product: company must stay up-to-date on the product and ven
become the technology leader to avoid obsolescence (b) Multiple products: products must
complement one another in a portfolio of products• (c) System of products: company must
have a close understanding of customer needs and uses of the products.
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4. Product Design Strategy

• The product-design strategy deals with the degree of standardization of a product.

• The company has a choice among the following strategic options: standard product,
customized product, and standard product with modifications.

• Objectives: (a) Standard product : to increase economies of scale of the company (b)
Customized product : to compete against Product producers of standardized products
through product-design flexibility (c) Standard product with modifications : to combine the
benefits of the two previous strategies.

5. New Product Strategy

• A set of operations that introduces (a) within the business, a product new to its previous
line of products (b) on the market, a product that provides a new type of satisfaction.

• Three alternatives emerge from the above: product improvement/modification, product

imitation, and product innovation.

• Requirements: A new-product strategy is difficult to implement if a new product

development system does not exist within a company.

• Five components of this system should be assessed: • corporate aspirations toward new
products • organizational openness to creativity • environmental favour toward creativity

• Screening method for new ideas, and • evaluation process.

Promotion Strategy

1. Promotion Mix Strategy

2. Media Selection Strategy

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3. Advertising Copy Strategy

1. Promotion Mix Strategy

• Determination of a judicious mix of different types of promotion.

• Requirements : • (a) Product factors: (i) nature of product (ii) durable versus nondurable (iii)
perceived risk (iv) typical purchase amount
• (b) Market factors: (i) position in the life cycle, (ii); market share, (iii) industry concentration,
(iv) Intensity of competition, and (v) demand perspectives

• (c) Customers factors: (i) household versus business customers, (ii) number of customers, and
(iii) concentration of customers• (d) Budget factors: (i) financial resources of the organization
and (ii) traditional promotional perspectives • (e) Marketing mix factors: (i) relative

price/ relative quality, (ii) distribution strategy, (iii) brand life cycle, and (iv) geographic scope of
the market

2. Media Selection Strategy

• Choosing the channels (newspapers, magazines, television, radio, outdoor advertising, transit
advertising, and direct mail) through which messages concerning a product/service are transmitted
to the targets.

• Requirements: (a) Relate media selection objectives to product/market objectives (b) Media
chosen should have a unique way of promoting the business (c) Media should be measure minded
not only in frequency, in timing, and in reaching the target audience but also in evaluating the
quality of the audience• (d) Base media selection on factual not artificial grounds, (e) Media plan
should be optimistic in that it takes advantage of the lessons learned from experience (f) Seek
information on customer profiles and audience characteristics.
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3. Advertising Copy Strategy

• Designing the content of an advertisement.

• Objective: To transmit a particular product/service message to a particular target. Requirements:

(a) Eliminate "noise" for a clear transmission of message (b) Consider importance of : • source
credibility

• balance of argument
• message repetition

• rational versus emotional appeals

• humor appeals

• presentation of model's eyes in pictorial ads

• comparison advertising.

Distribution Strategy

1. Distribution Scope Strategy

2. Multiple Channel Strategy

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1. Distribution Scope Strategy

• Establishing the scope of distribution, that is, the target customers.

• Choices are exclusive distribution (one retailer is granted sole rights in serving a given
area), intensive distribution (a product is made available at all possible retail outlets), and
selective distribution (many but not all retail outlets in a given area distribute a product). •
Requirements: Assessment of :

• customer buying habits

• gross margin/ turnover rate

• capability of dealer to provide service

• capability of dealer to carry full product line

• product styling
2. Multiple Channel Strategy

• Employing two or more different channels for distribution of goods and services.

• Multiple-channel distribution is of two basic types: complementary (each channel handles

a different noncompeting product or market segment) and competitive (two different and
competing channels sell the same product). • Requirements: (a) Market segmentation,

(b) Cost/benefit analysis. • Use of complementary channels prompted by (i) geographic

considerations, (ii) volume of business, (iii) need to distribute non-competing items, and

(iv) saturation of traditional distribution channels. • Use of competitive channels can be a

response to environmental changes.
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Pricing Strategy

1. Pricing Strategies for New Products

2. Pricing Strategies for Established Products

3. Price Flexibility Strategy

4. Price Leadership Strategy

1. Pricing for New Products

• Skimming Pricing Strategy • Penetration Pricing Strategy

Skimming Pricing Strategy

• Setting a relatively high price during the initial stage of a product's life.

• Objectives: (a) To serve customers who are not price conscious while the market is at the
upper end of the demand curve and competition has not yet entered the market• (b) To
recover a significant portion of promotional and research and development costs through a
high margin.
• Requirements: (a) Heavy promotional expenditure to introduce product, educate
consumers, and induce early buying (b) Relatively inelastic demand at the upper end of the
demand curve (c) Lack of direct competition and substitutes.

Penetration Pricing Strategy

• Setting a relatively low price during the initial stages of a product's life.

• Objective: To discourage competition from entering the market by quickly taking a large
market share and by gaining a cost advantage through realizing economies of scale.
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• Requirements: (a) Product must appeal to a market large enough to support

the cost advantage (b) Demand must be highly elastic in order for the firm
to guard its cost advantage.

2. Pricing for Established Products

• Maintaining the Price

• Reducing the Price

• Increasing the Price

Maintaining the Price

• Objectives: (a) To maintain position in the marketplace (i.e., market share, profitability,
etc.) (b) To enhance public image.

Maintaining the Price

• Requirements: (a) Firm's served market is not significantly affected by changes in the

environment (b) Uncertainty exists concerning the need for or result of a price change (c)

Firm's public image could be enhanced by responding to government requests or public

opinion to maintain price.

Reducing the Price

• Objectives: (a) To act defensively and cut price to meet the competition (b) To act
offensively and attempt to beat the competition (c) To respond to a customer need created
by a change in the environment. • Requirements: (a) Firm must be financially and
competitively strong to fight in a price war if that becomes necessary (b) Must have a good
understanding of the demand function of its product.
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Increasing the Price

• Objectives: (a) To maintain profitability during an inflationary period (b) To take advantage
of product differences, real or perceived (c) To segment the current served market. •
Requirements: (a) Relatively low price elasticity but relatively high elasticity with respect
to some other factor such as quality or distribution, (b) Reinforcement from other
ingredients of the marketing mix

3. Pricing Flexibility Strategy

• One Price Strategy

• Flexible Pricing Strategy

One Price Strategy

• Charging the same price to all customers under similar conditions and for the same
quantities.

• Objectives: (a) To simplify pricing decisions (b) To maintain goodwill among customers.
• Requirements:

• Detailed analysis of the firm's position and cost structure as compared with the rest of the
Industry • Information concerning the cost variability of offering the same price to
everyone• Knowledge of the economies of scale available to the firm • Information on
competitive prices; information on the price that customers are ready to pay.
Flexible Pricing Strategy

• Charging different prices to different customers for the same product and quantity.

• Objective: To maximize short-term profits and build traffic by allowing upward and
downward adjustments in price depending on competitive conditions and how much the
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customer is willing to pay for the product. • Requirements: Have the

information needed to implement the strategy.

• Usually this strategy is implemented in one of four ways: (a) by market (b) by product (c)
by timing (d) by technology. • Other requirements include: • a customer-value analysis of
the product, • an emphasis on profit margin rather than just volume, and • a record of
competitive reactions to price moves in the past.

4. Price Leadership Strategy

• This strategy is used by the leading firm in an industry in making major pricing moves,
which are followed by other firms in the industry.

• Objective: To gain control of pricing decisions within an industry in order to support the
leading firm's own marketing strategy (i.e., create barriers to entry, increase profit margin,
etc.).

• Requirements:

• An oligopolistic situation

• An industry in which all firms are affected by the same price variables (i.e., cost,
competition, demand),

• An industry in which all firms have common pricing objectives

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Marketing mix:

The term "marketing mix" was first used in 1953 when Neil Borden, in his American Marketing
Association presidential address, took the recipe idea one step further and coined the term
"marketing-mix". A prominent marketer, E. Jerome McCarthy, proposed a 4 P classification in
1960, which has seen wide use. The four Ps concept is explained in most marketing textbooks and
classes. Jump to: navigation, search
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The four main fields of the Marketing mix.

Four Ps

Elements of the marketing mix are often referred to as 'the four Ps':

• Product – production of the software product which on request of the client or an in-house
product based development should be done for the success and use of the clients and the
persons who are going to use the products.

• Price – The price is the amount a customer pays for the product. It is determined by a
number of factors including market share, competition, material costs, product identity and
the customer's perceived value of the product. The business may increase or decrease the
price of product if other companies have the same product.

• Place – Place represents the location where a product can be purchased. It is often referred
to as the distribution channel. It can include any physical store as well as virtual stores on
the Internet.

• Promotion represents all of the communications that a marketer may use in the marketplace.
Promotion has four distinct elements: advertising, public relations, word of mouth and point
of sale. A certain amount of crossover occurs when promotion uses the four principal
elements together, which is common in film promotion. Advertising covers any
communication that is paid for, from cinema commercials, radio and Internet adverts
through print media and billboards. Public relations are where the communication is not
directly paid for and includes press releases, sponsorship deals, exhibitions, conferences,
seminars or trade fairs and events. Word of mouth is any apparently informal
communication about the product by ordinary individuals, satisfied customers or people
specifically engaged to create word of mouth momentum. Sales staff often plays an
important role in word of mouth and Public Relations

Broadly defined, optimizing the marketing mix is the primary responsibility of marketing. By
offering the product with the right combination of the four Ps marketers can improve their results
and marketing effectiveness. Making small changes in the marketing mix is typically considered
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to be a tactical change. Parm Bains says making large changes in any of the four Ps
can be considered strategic. For example, a large change in the price, say from
$19.00 to $39.00 would be considered a strategic change in the position of the product. However a
change of $130 to $129.99 would be considered a tactical change, potentially related to a
promotional offer.

The term 'marketing mix' however, does not imply that the 4P elements represent options. They are
not trade-offs but are fundamental marketing issues that always need to be addressed. They are the
fundamental actions that marketing requires whether determined explicitly or by default.

Four Cs（1）

A formal approach to this customer-focused marketing mix is known as Four Cs (Commodity, Cost,
Channel, Communication ). Koichi Shimizu proposed a four Cs classification in 1973.

The four elements are:

1. Commodity (Original meaning of Latin: Commodus=convenient) : the product for the

consumers or citizens. Not product out.

2. Cost (Original meaning of Latin: Constare= It makes sacrifices) : producing cost, selling
cost, purchasing cost and social cost.

3. Channel (Original meaning is a Canal) : Flow of commodity : marketing channels.

4. Communication (Original meaning of Latin:Communio=sharing of meaning) : marketing
communication : It doesn't promote the sales.

The Four Cs can be compared to the Four Ps. This system is basically the four Ps renamed and
reworded to provide a customer focus. The four Cs Model provides a demand/customer centric
version alternative to the well-known four Ps supply side model (product, price, place, promotion)
of marketing management. This is a part of 7Cs Compass Model.
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Four Cs（2）

Robert F. Lauterborn proposed a four Cs(2) classification in 1993. The Four Cs model is more
consumer-oriented and attempts to better fit the movement from Product marketing to niche
marketing. The Product part of the Four Ps model is replaced by Consumer or Consumer Models,
shifting the focus to satisfying the consumer needs. Another C replacement for Product is Capable.
By defining offerings as individual capabilities that when combined and focused to a specific
industry, creates a custom solution rather than pigeon-holing a customer into a product. Pricing is
replaced by Cost reflecting the total cost of ownership. Many factors affect Cost, including but not
limited to the customer's cost to change or implement the new product or service and the customer's
cost for not selecting a competitor's product or service. Placement is replaced by Convenience.
With the rise of internet and hybrid models of purchasing, Place is becoming less relevant.
Convenience takes into account the ease of buying the product, finding the product, finding
information about the product, and several other factors. Finally, the Promotions feature is replaced
by Communication which represents a broader focus than simply Promotions. Communications
can include advertising, public relations, personal selling, viral advertising, and any form of
communication between the firm and the consumer.

The Four Cs model has been criticized for simply being nothing more than the Four Ps with
different points of emphasis. In particular, the Four Cs inclusion of customers in the marketing mix
is criticized, since customers are a target of marketing, while the other elements of the marketing
mix are tactics. The Four Cs also exclude numerous strategies for product development,
distribution, and pricing, while assuming that consumers want two-way communications with
companies.
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Strategy evaluation

• Measuring the effectiveness of the organizational strategy, it's extremely important to

conduct a SWOT analysis to figure out the strengths, weaknesses, opportunities and threats
(both internal and external) of the entity in question. This may require to take certain
precautionary measures or even to change the entire strategy.

In corporate strategy, Johnson and Scholes present a model in which strategic options are evaluated
against three key success criteria:

• Suitability (would it work?)

• Feasibility (can it be made to work?)
• Acceptability (will they work it?)

Suitability

Suitability deals with the overall rationale of the strategy. The key point to consider is whether the
strategy would address the key strategic issues underlined by the organisation's strategic position.

• Does it make economic sense?

• Would the organization obtain economies of scale, economies of scope or experience
economy?

• Would it be suitable in terms of environment and capabilities?

Tools that can be used to evaluate suitability include:

• Ranking strategic options

• Decision trees
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Feasibility

Feasibility is concerned with whether the resources required to implement the strategy are available,
can be developed or obtained. Resources include funding, people, time and information.

Tools that can be used to evaluate feasibility include:

• cash flow analysis and forecasting

• break-even analysis
• resource deployment analysis

Acceptability

Acceptability is concerned with the expectations of the identified Clientss (mainly shareholders,
employees and customers) with the expected performance outcomes, which can be return, risk and
Clients reactions.

• Return deals with the benefits expected by the Clientss (financial and non-financial). For
example, shareholders would expect the increase of their wealth, employees would expect
improvement in their careers and customers would expect better value for money.

• Risk deals with the probability and consequences of failure of a strategy (financial and non-
financial).

• A Clients reaction deals with anticipating the likely reaction of Clients. Shareholders could
oppose the issuing of new shares, employees and unions could oppose outsourcing for fear
of losing their jobs, customers could have concerns over a merger with regards to quality and
support.

Tools that can be used to evaluate acceptability include:

• what-if analysis
• Clients mapping
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General approaches

In general terms, there are two main approaches, which are opposite but complement each other in
some ways, to strategic management:

• The Industrial Organizational Approach o based on economic theory — deals with issues
like competitive rivalry, resource allocation, economies of scale

o assumptions — rationality, self-discipline behaviour, profit maximization

• The Sociological Approach o deals primarily with human interactions o

Assumptions — bounded rationality, satisfying behaviour, profit sub-optimality. An

example of a company that currently operates this way is Google

The strategy hierarchy

In most (large) corporations there are several levels of management. Strategic management is the
highest of these levels in the sense that it is the broadest - applying to all parts of the firm - while
also incorporating the longest time horizon. It gives direction to corporate values, corporate culture,
corporate goals, and corporate missions. Under this broad corporate strategy there are typically
business-level competitive strategies and functional unit strategies.

Corporate strategy refers to the overarching strategy of the diversified firm. Such a corporate
strategy answers the questions of "which businesses should we be in?" and "how does being in
these businesses create synergy and/or add to the competitive advantage of the corporation as a
whole?"

Business strategy refers to the aggregated strategies of single business firm or a strategic business
unit (SBU) in a diversified corporation. According to Michael Porter, a firm must formulate a
business strategy that incorporates cost leadership, differentiation or focus in order to achieve a
sustainable competitive advantage and long-term success in its chosen areas or industries.
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Alternatively, according to W. Chan Kim and Renée Mauborgne, an organization

can achieve high growth and profits by creating a Blue Ocean Strategy that breaks
the previous value-cost trade off by simultaneously pursuing both differentiation and low cost.
Functional strategies include marketing strategies, new product development strategies, human
resource strategies, financial strategies, legal strategies, supply-chain strategies, and information
technology management strategies. The emphasis is on short and medium term plans and is limited
to the domain of each department’s functional responsibility. Each functional department attempts
to do its part in meeting overall corporate objectives, and hence to some extent their strategies are
derived from broader corporate strategies.

Many companies feel that a functional organizational structure is not an efficient way to organize
activities so they have reengineered according to processes or SBUs. A strategic business unit is
a semi-autonomous unit that is usually responsible for its own budgeting, new product decisions,
hiring decisions, and price setting. An SBU is treated as an internal profit centre by corporate
headquarters. A technology strategy, for example, although it is focused on technology as a means
of achieving an organization's overall objective(s), may include dimensions that are beyond the
scope of a single business unit, engineering organization or IT department.

An additional level of strategy called operational strategy was encouraged by Peter Drucker in his
theory of management by objectives (MBO). It is very narrow in focus and deals with day-to-day
operational activities such as scheduling criteria. It must operate within a budget but is not at liberty
to adjust or create that budget. Operational level strategies are informed by business level strategies
which, in turn, are informed by corporate level strategies.

Since the turn of the millennium, some firms have reverted to a simpler strategic structure driven
by advances in information technology. It is felt that knowledge management systems should be
used to share information and create common goals. Strategic divisions are thought to hamper this
process. This notion of strategy has been captured under the rubric of dynamic strategy. This work
builds on that of Brown and Eisenhart as well as Christensen and portrays firm strategy, both
business and corporate, as necessarily embracing ongoing strategic change, and the seamless
integration of strategy formulation and implementation. Such change and implementation are
usually built into the strategy through the staging and pacing facets.
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Reasons why strategic plans fail

There are many reasons why strategic plans fail, especially:

• Failure to execute by overcoming the four key

organizational hurdles[98] o Cognitive hurdle o
Motivational hurdle o Resource hurdle o Political hurdle

• Failure to understand the customer o Why do they

buy

o Is there a real need for the product o

inadequate or incorrect marketing research

• Inability to predict environmental reaction o What

will competitors do

 Fighting
brands
 Price wars o
Will government
intervene

• Over-estimation of resource competence o Can

the staff, equipment, and processes handle the new
strategy o Failure to develop new employee and
management skills

• Failure to coordinate o Reporting and control

relationships not adequate o Organizational
structure not flexible enough

• Failure to obtain senior management commitment o

Failure to get management involved right from the

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start o Failure to obtain sufficient company

resources to accomplish task

• Failure to obtain employee commitment o New strategy

not well explained to employees o No incentives given
to workers to embrace the new strategy

• Under-estimation of time requirements o No critical

path analysis done
• Failure to follow the plan o No follow through
after initial planning o No tracking of progress
against plan o No consequences for above

• Failure to manage change o Inadequate understanding of

the internal resistance to change o Lack of vision on the
relationships between processes, technology and
organization

• Poor communications o Insufficient information sharing

among Clients o Exclusion of Clients and delegates

Tactics and actions

A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a
set of specific actions required to successfully implement a marketing strategy. For example: "Use
a low cost product to attract consumers. Once our organization, via our low cost product, has
established a relationship with consumers, our organization will sell additional, higher-margin
products and services that enhance the consumer's interaction with the low-cost product or service."

A strategy consists of a well thought out series of tactics to make a marketing plan more effective.
Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill
market needs and reach marketing objectives. Plans and objectives are generally tested for
measurable results.
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A marketing strategy often integrates an organization's marketing goals, policies,

and action sequences (tactics) into a cohesive whole. Similarly, the various strands
of the strategy, which might include advertising, channel marketing, internet marketing, promotion
and public relations can be orchestrated. Many companies cascade a strategy throughout an
organization, by creating strategy tactics that then become strategy goals for the next level or group.
Each one group is expected to take that strategy goal and develop a set of tactics to achieve that
goal. This is why it is important to make each strategy goal measurable.
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CHAPTER III
PROFILE OF INDUSTRY AND COMPANY

Profile of industry:

Introduction

The Indian auto industry became the 4th largest in the world with sales increasing 9.5 per cent year-
on-year to 4.02 million units (excluding two wheelers) in 2017. It was the 7th largest manufacturer
of commercial vehicles in 2018.
The Two Wheelers segment dominates the market in terms of volume 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.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. Automobile exports grew 14.5 per cent during FY 2019. It is expected to grow at a
CAGR of 3.05 per cent during 2016-2026. In addition, several initiatives by the Government of
India and the major automobile players in the Indian market are expected to make India a leader
in the two-wheeler and four wheeler market in the world by 2020.

Market Size

Overall domestic automobiles sales increased at 6.71 per cent CAGR between FY13-19 with 26.27
million vehicles getting sold in FY19 .Domestic automobile production increased at 6.96 per cent
CAGR between FY13-19 with 30.92 million vehicles manufactured in the country in
FY19
In FY19, year-on-year growth in domestic sales among all the categories was recorded in
commercial vehicles at 17.55 per cent followed by 10.27 per cent year-on-year growth in the sales
of three-wheelers.
Premium motorbike sales in India crossed one million units in FY18. During January-September
2018, BMW registered a growth of 11 per cent year-on-year in its sales in India at 7,915 units.
Mercedes Benz ranked first in sales satisfaction in the luxury vehicles segment according to J D
Power 2018 India sales satisfaction index (luxury).
Sales of electric two-wheelers are estimated to have crossed 55,000 vehicles in 2017-18.
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Profile of company:

About Mahindra Motor India Limited

Mahindra Motor India Limited (HMIL) is a wholly owned subsidiary of Mahindra

Motor Company, South Korea and is the second largest and the fastest growing car manufacturer
in India. HMIL presently markets 34 variants of passenger cars in six segments. The Santro in the
B segment, Getz Prime, i10 in the B+ segment, the Accent and Verna in the C segment, the Elantra
in the D segment, the Sonata Embera in the E segment and the Tucson in the SUV segment.

Mahindra Motor India, continuing its tradition of being the fastest growing passenger
car manufacturer, registered total sales of 299,513 vehicles in calendar year (CY) 2007, an
increase of 18.5 percent over CY 2006. In the domestic market it clocked a growth of 19.1 percent
a compared to 2006, with 186,174 units, while overseas sales grew by 17.4 percent, with exports
of 113,339 units.

HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts some
of the most advanced production, quality and testing capabilities in the country. In continuation
of its investment in providing the Indian customer global technology, HMIL is setting up its
second plant, which will produce an additional 300,000 units per annum, raising HMIL’s total
production capacity to 600,000 units per annum by end of 2008.

HMIL is investing to expand capacity in line with its positioning as HMC’s global export
hub for compact cars. Apart from expansion of production capacity, HMIL plans to expand its
dealer network, which will be increased from 183 to 250 this year. And with the company’s greater
focus on the quality of its after-sales service, HMIL’s service network will be expanded to around
1,000 in 2008.
The year 2007 has been a significant year for Mahindra Motor India. It achieved a
significant milestone by rolling out the fastest 300,000th export car. Mahindra exports to over 65
countries globally; even as it plans to continue its thrust in existing export markets, it is gearing
up to step up its foray into new markets.
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Mahindra Motor India attain other milestones such as the launch of the
Verna and yet another path-breaking record in its young journey by rolling out the
fastest 10,00,000th car.

The Mahindra Verna has bagged some of the most prestigious awards starting with the
title of "Car of the Year 2008" by India's leading automotive publication – Overdrive, the “Best

Mid-size Car of the Year” award by the NDTV Profit C&B Awards 2008, the “Best Value for
Money Car” by the CNBC Autocar Auto awards and ‘Performance Car of the Year 2008’ from
Business Standard Motoring.

Last Year Sonata Embera won the ‘Executive Car of The Year 2007’ award from
Business Standard Motoring Magazine and NDTV Profit – Car & Bike declared the Tucson as
the ‘SUV of The Year 2007’.HMIL has also been awarded the benchmark ISO 14001 certification
for its sustainable environment management practices.

That the company is fully owned by the parent group and the integrated unit at
Sriperambudur can today roll out cars with almost 85% localized content, bears testimony that
the Indian operations have been put down to play an important role in Mahindra's goal for the 21st
century - to be join the ranks of the GT-10 (Group 10) Companies.
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PRODUCT PROFILE

MAHINDRA BOLERO
Mahindra Bolero is one of the most successful and popular utility vehicle of the Mahindra and
Mahindra Group. The car is robust in appearance and it has been elegantly designed, keeping in
mind the conditions of the Indian roads. Mahindra Bolero is also among the best fuel-efficient cars
of India as the manufacturer has equipped it with a 2500 cc diesel engine with5- speed transmission.

MAHINDRA SCORPIO
Mahindra & Mahindra Limited launched Mahindra Scorpio as its first Sports Utility Vehicle in India
in 2002. This SUV has redefined the expectations for the design of SUVs with its sturdy looks and
powerful performance, the sophisticated interior design adds to the further glory to the appearance.
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MAHINDRA INGENIO

Mahindra & Mahindra is planning to launch a new multi-purpose vehicle (MPV) to 17 take on the
Toyota Innova and the Chevrolet Tavera in both the individual buyer and taxi segments. Mahindra
has currently named the project Ingenio. The vehicle is expected to hit the market in2009
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KUV 100 NXT

The Mahindra KUV100 NXT has 1 Diesel Engine and 1 Petrol Engine on offer. The Diesel engine is
1198 cc while the Petrol engine is 1198 cc. It is available with the Manual transmission. Depending
upon the variant and fuel type the KUV100 NXT has a mileage of 18.15 to 25.32 kmpl. The
KUV100 NXT is a 6 seater SUV and has a length of 3700mm, width of 1735mm and a wheelbase of
2385mm.
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MAHINDRA XYLO
Mahindra & Mahindra Limited launched their latest Multi Utility Vehicle (MUV) “Xylo” in India
on January 13, 2009. The car boasts of having all the luxurious features that are seen in today’s
sedans, with the ample space of a utility vehicle. Xylo's muscular stance contributes to its
commanding road presence. Fully packed with the latest features, the MUV is sure to impress Indian
consumers and provide a stiff competition to the other vehicles within its class. Performance Of
Mahindra XYLO Under the hood of Mahindra Xylo lies a 4-cylinder turbocharged, mEagle diesel
engine, which generates a power of 112bhp @ 3800 rpm and a peak torque of 24 kgm @ 1800-3000
rpm. The powerful engine is developed on the NEF CRDe platform and is mated to 5-gears manual
transmission. The car accelerates from rest to 60 km/h in just 5.8 seconds.
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RETAIL FINANCE PARTENERS

Mahindra has been associated with the following finance partners to facilitate the finance to
its customers.

TOP COMPETITORS

The following auto mobile companies are the top competitors to the Mahindra motor company.

1. Maruti Suzuki India Limited

Maruti Suzuki India Limited is the premier car company in India. Maruti Suzuki Limited
(MSL) was established in Feb 1981. The company entered into collaboration with Suzuki Motor
Corporation of Japan to manufacture cars. Maruti is the highest volume car manufacturer in Asia,
outside Japan and Korea. Despite there being 11 companies now in the passenger car market in
India, Maruti holds about 60% of the total market share.

2. Toyota Motors
With the full devotion and round the clock services, Toyota Company has dragged the
attention of Indian customers to its products. Toyota tied up with Kirloskar Group by
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forming Toyota Kirloskar Motor Private Limited. Establishment of Toyota

Kirloskar Motor Private Limited or TKM took place ceremonially on 6th
October, 1997.

3. Tata Motors Limited

Tata Motors Limited is India's largest automobile company, with revenues of Rs. 24,000
crores in 2005-06. Its name comes first in the category of commercial vehicles and the second largest
in the passenger vehicles, mid size car and utility vehicle segments. The company is the world's fifth
largest medium and heavy commercial vehicle manufacturer.

BRAND AMBASSADORS
The following celebrities are the brand ambassadors to the Mahindra cars. Sharukh
khan.
Priety zintaZ
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Car of the Year

Compact Car of the Year

Car of the Year 2008

Small Car of the Year 2008

Car of the Year 2008

Car of the Year

Aaj Tak Viewers Choice Award

Mahindra i10 wins all the prestigious awards of the year 2008.

• CNBC-TV18 Autocar Auto Awards

2007: 'Best value-for-money car'

• Mahindra Getz is the CNBC Autocar Car of the Year 2005

• Company – Awards – CNBC Autocar India – Mahindra has been the manufacturer of the year
for two years in row.
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• 'Performance Car of the Year' 2007 - Mahindra Verna 1.5 CRDi.

• Mahindra Getz is BS Motoring's 'Car of the

Year' 2005

• BS Motoring – BS 1000 – Company of the year 2005 – Mahindra Motor India Limited

• Mahindra Santro is BS Motoring's 'Car of the Year' for 1999

• 'Mahindra Motor India Received

Engineering Export Promotion Council
EEPC Award (EEPC) ‘Top exporter of the year’ Award
for 2005-06 on June 1, 2007

Tucson - 'SUV of the year' by NDTV

Profit/Car & Bike Awards 2006

PM Presents “Star Company” Award to

Mahindra Motor Indi
a

TNS TCSS 2005 Accent Petrol - 'No 1 Entry Midsize Car'

TNS TCSS 2005 Accent CRDi - 'No 1 Midsize Diesel Car'

• Mahindra Motor India was adjudged the

‘Car Maker of the year’ at the ICICI
Bank – Overdrive awards 2003
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• Mahindra Santro has topped the JD Power Asia Pacific Intial Quality Study
(IQS) that measures product quality for three years in a row
(Years 2000, 2001 and
2002)

•Mahindra Santro has topped the JD Power Asia Pacific APEAL study that
measures customer satisfaction for three years in a
row (Years 2000, 2001 and 2002)
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Mahindra Motor Company - The Mission

In their fourth decade as an accomplished automobile company, and with 30 years of steady growth
behind them, Mahindra Motor Corporations corporate motto has remained the same - Pursuing
Happiness Through Cars

.
The company's strategic goal for the coming millennium aims at being one amongst the Global Top
Ten (GT-10). Their corporate philosophy seeks to improve the lives of everyone surrounding the
company, and make Mahindra a company that is respected by people all over the world. To advance
into the front ranks of the global auto industry in the next century.

Objectives of Mahindra

The objectives of Mahindra motor company are,

• Best customer service.

• Best technology.
• Best quality products.
• Best value for people.

Development in Mahindra
Ever since its inception 30 years ago, Mahindra has always given lot of attention to in-house
technical and design expertise. HMC has achieved its position as the leader of the Korean automobile
industry through the application of the latest technology and development of its own models.

The company has established a state-of-art Namyang R&D center at a cost of more than Rs.1700
crores. The Namyang facility includes a high-speed test oval, styling studios, a prototyping center
and world-class test facilities.

Mahindra's research and development staff is growing at a rapid rate and in fact, they have planned
to invest $5.7 billion between now and end of the century on new model development programs and
advanced technology. Along with Namyang, Mahindra's global research and development network
consists of eight research centers worldwide.
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Mahindra's overseas manufacturing locations -

Mahindra Motor America, California USA - April 1985

Mahindra Auto Canada, Ontario Canada -November 1995
Mahindra Motor Deutschland GmbH, Germany - November 1990
Wuhan Grand Motor Co. Japan - November 1993
Mahindra Assan Otomotiv Sanayi Ve Ticaret A.S. - Istanbul Turkey, 1994
Mahindra Motor India Ltd., Chennai India - May 1996
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CHAPTER IV
DATA ANALYSIS AND
INTERPRETATION

DATA PRESENTATION AND ANALYSIS

1. How do you advertise your business?

No. of
Options respondents percentage
News
paper 20 40%
Television 1 2%
Internet 14 28%
Others 15 30%
Total 50 100%

Others
30 % News paper
News paper
40 % Television
Internet
Others
Internet Television
28 % 2%
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Interpretation:

The above table discloses the facts that most of the respondents i.e., 40% use newspaper for
advertising, 30% of them uses their own advertisement tools.,28% of the respondents are using
online media for advertising.only2% of them are using Television as their advertising tool.

2. Do you think webs motor is the easiest way of advertisement?

Options No. of respondents percentage

Yes 29 58%

No 21 42%

Total 50 100%

No, 42% Yes

Yes , No
58 %
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Interpretation:

The above chart reveals that 58% of respondents are thinking webs motor is an easiest way of
advertising, 42% of them do not agree these. So, there is an increasing demand in online
advertising.
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3. Do you have webs motor? If Yes Please Mention your webs

motor?

Options No. of respondents percentage

Yes 33 65%

No 17 35%
50
Total 100%

No, 35%
Yes
No
Yes ,
65%

Interpretation:

By observing the above graph we can known that 65% of the respondents have their own web
motors, only 35% of them do not maintain any webs motor. By seeing this we can know that many
of the respondents use Internet as tool for advertising.
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4 . How do you expose your ventures to public?

options No. of respondents percentage
News paper 20 40%
Television 1 2%
Internet 19 38%
Others 10 20%
Total 50 100%

Others
20%
News paper News paper
40% Television
Internet
Others
Internet Television
38% 2%

Interpretation:

Looking at the above picture 40% of the respondent’s use newspapers, 38% use internet, 20% of
the respondents are using their own way. By these we can conclude many respondents are
advertising their ventures through Newspapers and Internet.
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Q . What is the Avg. monthly sale of different web designs at varun motors pvt
ltd?

Static web design 13%

Dynamic Web design 27%
Stylish Web Design 15%
Flash Web design 19%
ERP application in Web Design 6%
Paypal account in web design 7%
Blog details in web design 6%
Google maps in web design 7%

Interpretation: For the monthly consumption of the company the sales are high for the web design
type Dynamic web sites and the least consumption ERP and Blog creations in web site.
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Q How many Number in days do the company develop the web sites?

Web type No. of Days

Static web design 05
Dynamic Web design 10
Stylish Web Design 21
Flash Web design 22
ERP application in Web Design 26
Paypal account in web design 38
Blog details in web design 16
Google maps in web design 12

Interpretation:
After getting the project the organization provide the final output after the avg. number of days
were calculated as for delivering PayPal account the company takes highest days as 38 working
days and as least the static web pages takes 5 working days.
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Q. Are you aware of the latest features and benefits of the product?

indication of levels
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5 indication of levels
0

Interpretation: the data shows that the survey of the customers of the organization of a particular
product is recommended in different ways like the highest awareness was at level 5 , very strong
and the least aware was at 1.5 level.
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R. Do you recommend the product to others?

5
4.5
4
3.5
3
Column1
2.5
2
1.5
1
0.5
0
No Yes

Interpretation: the data shows that the survey of the customers recommendations of the a
particular product in an organization like the highest recommendation level was at 5points , and
the least recommendations was at level 1.8 points.
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S. Do you want to use the services in future also?

5
4.5
4
3.5
3
Column1
2.5
2
1.5
1
0.5
0
Yes No

Interpretation: the data shows that the survey of the customers’ acceptance of future service of the
a particular product in an organization is like the highest want to use service was at level

4.5 points, and the least want of service was at level 0.8 points.
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T. How much you are aware about the product?

4.5

3.5
Column2
3

2.5 Column1
2
Do you have aware of the
1.5 product

0.5

0
No Yes

Interpretation: the data shows that the survey of the customers aware of the product of the a
particular product in an organization is like the highest aware of the product is at level 4.3points,
and the least want of service was at level 0.7points.
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CHAPTER V
FINDINGS, CONCLUSIONS &

SUGGESTIONS

FINDINGs :

OTHER REASONS STATED BY COMPANIES FOR BRAND PREFERENCE:-

ss price.
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9

PROBLEM FACED BY CLIENTS

the client had any complains about any brands, in regards to the price, transport, service

push the sale.

Clients are satisfied with the companies’ service.

CLIENTS REGRETS

he company as well as consultancy (i.e. all the

consultancy should have the same price offered in the market).

Conclusions:
 The target audience here informed about the features and benefits of the services and
the competitive advantage

 It was also concluded that majority of the potential consumer restricted to buy the
product because of the poor market strategies followed by the company

 Therefore it is suggested that the company has to adopted proper marketing strategies
Suggestions:
 A very exhaustive study has been made, keeping in the essence of the objective of
the project. With the efforts put on the project a detailed analysis was conducted and
result were derived, based on the results and market response few suggestions are
discussed

 A Price fluctuation creates problems for client as they cannot keep the commitments
of price to customers……
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 The reach to a significant amount of business is lost because of this.

At times it has been seen that the delivery commitments on the side of the company
is not prompt, this creates a bad name and again business is lost on interviewing
Consulting/Client the most important thing they said was about the price flexibility,
they want that the company should give them the price flexibility to play in the
market. (As the company has outlined that the price offered by the company should
only be offered to the customer, it should not be increased to the customer, it should
not be increased or decreased).

 The Brand Name is quite difficult to be pronounced and remember, so it should be

made short and easy for the Products to remember.

APPENDIX: ANNEXURE

QUESTIONNAIRE

Questionnaire

Organization Name:
Name:
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Age : 18-25 25-30 30 and

above
Address:
Contact No:

1. How do you advertise your business?

Newspaper television
Internet others
2. Do you think webs motor is the easiest way of advertisement?

Yes No
3. Do you have webs motor? If Yes Please Mention your webs motor?

Yes No

4. How do you expose your ventures to public?

Newspaper television
Internet others
5. Have you heard about these webs motors?

99acress Telugu properties

Hyd properties properties9

6. How important our webs motor services to you in terms of your business or information?
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Extremely important very important

Somewhat important Not at all Important

7. What is the purpose of watching these motors?

Selling purpose buying purpose
Supplying purpose others
8. What do you feel about the charges you pay to our webs motor?
Expensive somewhat high
Reasonable low
9. Quality motor Of our services in respect of webs motors?
Excellent Good
Fair poor

10. Which webs motor gives the clear information about the related wmotorh their images?
99acress telugu properties
Hyd properties properties9

11. Which one gives the exact information about Realtors?

Broker Webs motor

12. Do we have to make any changes in our webs motor?

Yes No
13. Do you find our webs motor gives full & right Information?

Yes No

14. Taking all factors into consideration what is your overall rating of our webs motor?
Excellent Good
Fair poor
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15. What suggestion is would you like to offer for motors improvement?
_________________________________________________

_________________________________________________

16. How do you feel about the customer relationship management services that are provided
by the company________________________________________?

Tele contact Online

E-mailing Direct Approach

Bibliography
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Marketing Management : Philip Kotler

Principles of Marketing : Philip Kotler Marketing

Research : G C. Berri

Marketing Research : D.D .Sharma

Webs motor

www.mahindramotors.com

www.google.com