Scorpio-Developing a Word-Class Product for the Indian Market

Topics: Marketing, Mahindra & Mahindra Limited, Vehicle Pages: 3 (611 words) Published: October 24, 2009
The case examines the marketing strategies adopted by Mahindra & Mahindra (M&M), leading Indian automobile manufacturer, for its newly launched sports utility vehicle 'Scorpio' in the early 21st century. It traces M&M's evolution from being just another Mahindra Group company into a major Indian business conglomerate (multi-industry company). The reasons for the decision to develop the Scorpio are explained and details on the efforts that went into the creation of the vehicle are provided. Thereafter, the case discusses the marketing strategies (positioning, advertising, pricing and promotion) adopted by M&M for Scorpio. The case not only examines M&M's strategies for popularizing Scorpio, it also explores the increasing competition in the Indian SUV market. Situation Analysis:

Understand how changing market dynamics can force an industry leader to restructure its strategies (in terms of modifying the product mix and entering new segments)

Background Notes:

Mahindra & Mahindra Ltd. (M&M) is the flagship company of the Mahindra Group, a diversified business group with interests in key sectors of the Indian economy. M&M was set up in 1945 to make general-purpose utility vehicles. The company soon expanded its operations to include tractors and light commercial vehicles (LCVs) in its product profile.

Over the decades, M&M diversified into other businesses with the help of alliances and joint ventures with Indian as well as foreign companies and secured a significant presence in many major business sectors in India and abroad.

By the 1990s, M&M emerged as a respected business conglomerate, catering to Indian and overseas markets, with a presence in many sectors such as automobiles, farm equipment, trade and finance related services, information technology and infrastructure development. In 1994, the group restructured its operations as part of a Business Process Re-engineering program. After the restructuring, the core activities of...
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