Scorpio - Mahindra & Mahindra
CASE STUDY ON – MAHINDRA AND MAHINDRA’S SCORPIO
Executive Summary:
Mahindra and Mahindra’s Scorpio was started in 1997 with a vision to continue the domination of Utility Vehicle (UV) market in India and also to be a global niche player. Their aim was to make M&M known worldwide for the quality, durability and reliability of its products and services. M&M’s share of business was largely from the semi urban and rural markets of India. Even though M&M had a wide variety of products, it was lacking with products that can cater the modern urban customer needs. The market of M&M was strong but stagnating. These reasons led to the thought of Sports Utility Vehicle (SUV) catering the urban customers. They succeeded in retaining their domestic market leadership with over 50% market share of the Indian utility vehicle segment and create their name in the global market.
1. Situation Analysis:
We can analyze the market environment of Scorpio using the 5C framework. 5C stands for Customers, Company, Competitors, Collaborators and Context.
Customers:
The basic need the customer is looking at is the value for money in terms of low unit cost, operating economics packaged with modern style and robust design. Some of the findings of IDAM (Integrated Design and Manufacturing) were the customers had a psychological feeling that “big size stands for status” they seek latest technology at affordable prices. They needed the thrill and passion to drive an SUV, luxury and an image of an international vehicle. Customers also had minutest demand of no noise and vibrations. The customers quoted “No one sees my house but everyone sees my car, so I need to make an impression with this purchase.
Company:
Mahindra & Mahindra was founded in 1945 and started manufacturing the Utility Vehicles (UV) since 1954. They built the image as a manufacturer light commercial vehicles (LCV’s) and tractors. In 1983 they were the top selling tractor brand in India. The core
Executive Summary:
Mahindra and Mahindra’s Scorpio was started in 1997 with a vision to continue the domination of Utility Vehicle (UV) market in India and also to be a global niche player. Their aim was to make M&M known worldwide for the quality, durability and reliability of its products and services. M&M’s share of business was largely from the semi urban and rural markets of India. Even though M&M had a wide variety of products, it was lacking with products that can cater the modern urban customer needs. The market of M&M was strong but stagnating. These reasons led to the thought of Sports Utility Vehicle (SUV) catering the urban customers. They succeeded in retaining their domestic market leadership with over 50% market share of the Indian utility vehicle segment and create their name in the global market.
1. Situation Analysis:
We can analyze the market environment of Scorpio using the 5C framework. 5C stands for Customers, Company, Competitors, Collaborators and Context.
Customers:
The basic need the customer is looking at is the value for money in terms of low unit cost, operating economics packaged with modern style and robust design. Some of the findings of IDAM (Integrated Design and Manufacturing) were the customers had a psychological feeling that “big size stands for status” they seek latest technology at affordable prices. They needed the thrill and passion to drive an SUV, luxury and an image of an international vehicle. Customers also had minutest demand of no noise and vibrations. The customers quoted “No one sees my house but everyone sees my car, so I need to make an impression with this purchase.
Company:
Mahindra & Mahindra was founded in 1945 and started manufacturing the Utility Vehicles (UV) since 1954. They built the image as a manufacturer light commercial vehicles (LCV’s) and tractors. In 1983 they were the top selling tractor brand in India. The core