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A Study On Level of Satisfaction of Customers Towards Mahindra Scorpio in Lucknow
A Study On Level of Satisfaction of Customers Towards Mahindra Scorpio in Lucknow
ON
“A Study on Level of Satisfaction of Customers
towards Mahindra Scorpio in Lucknow”
Trapal Singh
Roll Number: 1712470165
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Phone: 2716431, 2716092
Fax: (0522) 2716092
E-mail: info@iccmrt.ac.in
Website: www.iccmrt.ac.in
Date
CERTIFICATE
Summer Training in the Mahindra And Mahindra, Lucknow from 10th June 2016 to
31nd July 2017 and carried out a study titled “A study on Level of Satisfaction of
The student has also made a presentation before a panel of experts at the Institute.
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DECLARATION
Programme at the Institute of Co- operative & Corporate Management Research and
Training, Lucknow hereby declare that all the information, facts and figures used in this
collected by me. I also declare that this project report has been prepared by me and the
same has never been submitted by the undersigned either in part or in full to any other
I confirm that this project report is my own original work and that I have not copied
ROLL NO:1712470165
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ACKNOWLEDGEMENT
form a background. “Greatness lies in being grateful and not in being great.” This
distinguished personalities for their precious suggestions and encouragement during the
project.
The experience which is gained by me during this project is essential for me at this turning
point of my career.
I am thankful to my project guides Mr. Bipin Gupta for kind support and
supervision under whose kind & constant guidance I had the opportunity to expand my
horizons and view the various problems from different prospective. I am also thanking
him for sparing his valuable time to listen my problems and difficulties faced by me
Trapal Singh
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PREFACE
opportunity to work in a truly professional environment where team work score over
executed and evaluated training helps a lot in inoculating good work culture. The project
Sales Services in Lucknow” has been made to facilitate effective understanding about
I have tried to summarize all our experience and knowledge acquired up till now, in this
report. This project is a keen effort to obtain the expected results and fulfill all the
information required.
understanding.
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.TABLE OF CONTENT
Front Page i
Certificate by supervisor ii
Declaration iv
Acknowledgement v
Preface vi
I.
Introduction to the Topic 1-13
II.
Findings 87-88
III.
Suggestion & Recommendations 89-90
IV.
Conclusion 91-93
V.
Limitations 94-95
VI.
Bibliography 96-97
Annexure 98-100
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Chapter-1
INTRODUCTION
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INTRODUCTION TO THE TOPIC
Organizations become increasingly customer focused and driven by demand, the need to
gain customer loyalty and retain their loyalty is critical. Customer satisfaction is the
most effective way to achieve customer loyalty. Customer satisfaction and customer
loyalty share many similar traits. Customer value is the customer‟s perception of the
ratio of benefits to what he or she gives to obtain those benefits. The customer Value
Triad is a framework used to understand what it is that customers want. The framework
consists of three parts: (1) perceived product quality, (2) value-based pricing, and (3)
Customers are satisfied, when value meets or exceeds expectations. If their expectations
of value are not met, there is no chance of satisfying them. Figuring out what the
customers want, however, is a difficult and complex process. To be able to create and
deliver customer value is important to understand its components. On the most basic
level, value from a customer‟s perspective is the ratio of benefits to the risks being taken
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CUSTOMER SATISFACTION - AN INSIGHT
more frequently than any other catch phrase used to describe a new found magic for
Satisfaction it is important to know about, who a customer is and what satisfaction really
means.
The question of defining who your customers are seems fairly easy particularly if you
have segmented your market properly and understand who you are trying to
satisfy. However subtlety that frequently goes undetected by many firms is that is that
customer set can be divided into two parts, the apparent customer and the user. The
apparent customer is the person or group of people who decide what product to buy and
basically have control over the purse strings. The user is a person or group who
with customer there is a subtlety that needs addressing. Satisfaction by most definitions
Customer satisfaction is a concept that more and more companies are putting at the heart
of their strategy, but for this to be successful they‟re needs to be clarity about, what
customer satisfaction means and what needs to happen to drive improvement. Without
this, there is a risk that customer satisfaction becomes little more than a good intention,
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with confused objectives failing to address the real issues for customers, one helpful way
to look at the problem is to rephrase the objectives: set the sights on helping the
Customer satisfaction can be defined in many different ways. Finding the right way for a
company depends on understanding your customer and on having a clear vision of the
role that customer satisfaction is to play in the strategy. For example, a focus on
the brand values. For the former, it may be sufficient to focus on improving customer
service, but for the latter a broader definition of customer satisfaction is necessary,
Whatever the strategy for customer satisfaction, it must at least include getting the basics
right. Failing to achieve this can destroy the reputation as well as losing valuable
customers. Every customer, regardless of their economic worth to the business, has the
objectives for the customer satisfaction strategy are defined there are a number of steps
With the increase in customer‟s demands and competition it has become a lot more
important to base the entire company on customer service. When doing this one must
first realize that every member of an organization plays an active role in customer
service. This includes both external customers and internal customers within a company.
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Customer focused organizations focus both on customer satisfaction and
profit. Achieving customer satisfaction generates the profit. In these organizations top
management has frequent contacts with external customers. The top management uses
customer. The staff focuses all of its attention on satisfying the customer‟s
needs. However, the management‟s job is to provide the staff with support necessary to
achieve these goals. The other department and staff in the organization that do not have
direct contact with the external customers deal exclusively with internal customer
satisfaction.
marketing and management theory and practice. As customer loyalty may act as a
sustainable competitive edge, (Keaveney, 1995; Gremler and Brown, 1996). During past
decades, customer satisfaction has frequently been advanced to account for customer
loyalty (Newman and Werbel, 1973; Oliver and Linda, 1981; LaBarbera and Mazursky,
1983; Bearden and Teel, 1983; Bitner, 1990; Fornell, 1992; Anderson and Fornell, 1994;
Dick and Basu, 1994; Oliver, 1996). Here, an implicit theme is that positive evaluations
to favour them with their patronage. However, the direct relationship between customer
evaluations of services and loyalty has remained somewhat equivocal. For instance,
Bloemer and Kasper (1995) demonstrate that the satisfaction-loyalty relationship is not
simple and straightforward as the level of elaboration on the part of the customer may
act as a moderator between satisfaction and loyalty. Furthermore, Oliva et al. (1992)
argue that the relationship between service satisfaction and loyalty is non-linear,
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meaning that in case satisfaction increases above a certain level, customer loyalty will
increase rapidly. However, it is also shown that loyalty remains unaffected over a
relatively large range of satisfaction levels that fall below that certain level. In this
paper, we investigate how two factors may have a complementary impact on customer
loyalty in relation to varying levels of customer satisfaction; (1) value attainment and (2)
positive mood. Previous research in the context of work experience and turnover
intentions (George, 1991; Judge, 1993; George and Jones, 1996) suggests that
for employee loyalty towards the organisation. Based on the work of Heskett et al.
(1994) who propose that job satisfaction and customer satisfaction are closely related,
we attempt to test the model of George and Jones (1996) from a mirror image
perspective, i.e. we focus on the role of value attainment and positive mood in relation to
Most research in services marketing has ignored the extent to which the service
possible explanation may be that the focus has been dominated by functional contexts,
such as hotel reservations and bank transactions (Price et al., 1995). Moreover,
measurement of service quality has primarily been done from a static rather than a
dynamic perspective, as a result of which service process elements have not been
addressed widely (Boulding et al., 1993). This is, for instance, reflected in the
dimensions of the SERVQUAL instrument, which has been designed to evaluate the
quality of services from the consumer's perspective. Some of the original ten dimensions
(see Parasuraman et al., 1990) have to do with the service delivery by the provider (e.g.
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understanding). As Oliver (1996, p. 155) observes: "all have to do with delivering the
service, none directly assesses what service delivery does for the consumer". Particularly
sustained sensory and expressive content and ritualistic processes, such as art lessons,
deep sea diving and artistic performance, consumers are motivated by the realisation of
values and in turn these values help consumers to give meaning to the service experience
and this will affect patronage decisions. In the marketing communications and consumer
behaviour literature, the use of personal and social values has been heavily emphasised
(Peter and Olson, 1996; East, 1997). However, in the literature on service evaluations
this aspect is lacking. Therefore, in this paper we attempt to extend our knowledge about
loyalty in services by including value attainment as a factor that is not reflected in the
instrumental goals.
A second factor that we propose to take into account when explaining customer loyalty
context for consumer behaviour (Clark and Isen, 1982). This seems especially relevant
for the extended service experience in which consumers spend considerable time in
contact with the service provider and environment. As such, we view mood during the
service experience as a factor that is independent from the affective elements in the
satisfaction judgement, as mood in this sense is concerned with affective aspects that are
experienced during the service delivery process instead of the emotional component that
is directed towards the service offering itself (cf. George and Jones, 1996).
Following Oliver et al. (1992), we argue that in case of relatively high levels of
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However, especially in the case of extended service encounters it may not always be
possible to attain high levels of satisfaction, as multiple encounters take place. Extended
service encounters have the following characteristics: (1) a temporal duration; (2) an
affective or emotional content; and (3) the spatial proximity of service provider and
customer (Price et al., 1995, p. 83). In these encounters, value attainment and positive
mood may have an additional and even compensatory impact on customer loyalty
intentions, as previous research has demonstrated (George and Jones, 1996). Therefore,
multifarious and that a simultaneous consideration of cognition, affect and values holds
structured as follows. First, we will offer a brief synthesis of the extant literature on key
Satisfaction ha ces been recognised as "the central element in the marketing concept"
(Erevelles and Young, 1992, p. 104). In the abundant research literature both process
and outcome (or performance) definitions of satisfaction co-exist. With regard to the
(Oliver and DeSarbo, 1988; Tse and Wilton, 1988; Yi, 1990). The central theme in these
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either confirmation or disconfirmation. Customers' expectations are confirmed when
Process definitions of satisfaction enable fast evaluations with respect to brief service
interactions (e.g. buying a train ticket) as well as evaluations from service experiences
developed by Oliver (1989). On the basis of level of reinforcement and degree of arousal
(Oliver, 1996, p. 13). Particularly in a services context, the service delivery can be
reinforcement as end-states (Rust and Oliver, 1994). However, in the case of extended
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basis, because there may be many factors that influence satisfaction formation which are
If we accept that consumers use certain services in order to reach fulfilment of a valued
process of consumption, then values prompt consumers to seek out services that are
add to the positive value of a consumer's life (Oliver, 1996). Hence, consumer
satisfaction may not be the only contributor to service loyalty. We propose that the
They reflect the enduring conviction that a certain type of behaviour or state of existence
state of existence" (Rokeach, 1973, p. 5). Values change only gradually over time and
may have a continual influence on the evaluation of behaviour and/or events as they
draw attention to the product or service attributes which consumers perceive to have
goal satisfying capabilities (Mazanec, 1984; Henry, 1986; Homer and Kahle, 1988). As
such, they help consumers to give meaning to the service experience. Often a distinction
services may provide the benefits that help consumers realise their objectives. Terminal
values reflect aspects of self-actualisation, the ultimate goals that consumers desire to
reach in their lives. Services have often been related to instrumental values. For instance,
credit card companies related their services to privileges for members, to independence,
security and power. Therefore, in this paper, we conceptualise value attainment as the
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ambition and self-control. Instrumental value attainment thus focuses on the extent to
ways of behaving.
In addition, affect has been identified as a third contributor to the service experience
(Knowles et al., 1993). Affect is conceptually different from the outcome of a cognitive
evaluation process. Affect does not only form a source of motivation but it has also a
Several taxonomies have been proposed to classify and describe the large number of
subjective feelings consumers may have. Mano and Oliver (1993) suggest that affect can
Furthermore, the distinction between emotions and moods is often made. Emotions are
notable and intense forms of affect attributable to a specific cause, while moods reflect
mild generalised affective states that are induced by a variety of factors (Clark and Isen,
1982; Gardner, 1985; 1987; Gardner and Hill, 1988). Moods form an affective context
for behaviour (Clark and Isen, 1982). Although moods cannot be controlled by service
providers, they can be influenced by aspects of service provider behaviour, such as, for
Hochchild, 1983). Moods reflect how consumers feel during their encounters with the
service provider.
There is increasing evidence that mood can best be characterised in terms of two
(1985) the positive dimension refers to the extent to which an individual affirms a zest
for life. Clark and Isen (1982) suggest that people continuously strive for positive mood
and avoid negative mood states. This implies that consumers would attempt to avoid
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consumer experiences positive affect, we would expect this encourages him/her to repeat
the service experience and hence become loyal to the service provider.
The connection between satisfaction and loyalty has been one of much debate in the
literature. Oliva et al. (1992), for instance, propose that the relationship between service
satisfaction and service loyalty is nonlinear, resulting from the tendency to remain loyal
in spite of the pressure of switching incentives. The authors present evidence that, in
degrees of satisfaction and dissatisfaction. The absence of unequivocal support for the
relationship between satisfaction and loyalty leads us to incorporate the variables value
attainment and mood as moderators of that relationship. We argue that the parallel
consideration of satisfaction, value attainment and moods will yield a more in-depth and
services and more generally how the service experience may or may not lead to
Values have been related to satisfaction and loyalty in the literature. For example, Oliver
(1996) suggests that values can be seen as predisposing conditions for desires and as
satisfaction. Furthermore, it has been demonstrated also that both positive and negative
Although we recognise the potential impact of value attainment and mood on consumer
satisfaction and this forms an interesting research aim in its own right, we propose to
view value attainment and mood as independent contributors to customer loyalty and not
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as causally prior to satisfaction. We argue that mood during the service experience is
with the affect during the service delivery process rather than affect about or towards the
outcome of the service experience. We do not imply that mood and satisfaction during
the service experience are completely independent. Rather, we propose that mood and
evidence available from the field of organisational psychology (Abelson et al., 1982;
George, 1989; George and Brief, 1992; George and Jones, 1996). Abelson et al. (1982)
argue that mood at work is different from the affective component of job satisfaction in
that the former is less cognitively filtered than the evaluative judgements about work.
Likewise, we suggest that value attainment should also be viewed as a construct separate
from consumer satisfaction. As Rokeach (1973, p. 158) argues "values are also
significantly related to all kinds of behaviour". Hence, our concern in this paper is with
the simultaneous effects of satisfaction, value attainment and mood on customer loyalty.
The reason is that there is some empirical evidence of an interaction effect between
mood, value attainment and consumer evaluations of the service experience (Henry,
1986; Homer and Kahle, 1988; Knowles et al., 1993; Swinyard, 1993; Alford and
Sherrell, 1996). In addition, previous research in the context of work experience and
turnover intentions (George, 1991; Judge, 1993; George and Jones, 1996) suggests that
for employee loyalty towards the organisation. This paper should be viewed as an
attempt to replicate these findings from the work experience context for the service
experience domain.
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Chapter-2
COMPANY
PROFILE
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COMPANY PROFILE
Mahindra Scorpio
Mahindra Scorpio.
Overview
Manufacturer Mahindra
Powertrain
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2.2L M-Hawk Turbodiesel I4 120 hp
Dimensions
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Mahindra Scorpio
Mahindra Limited (M&M), the flagship company of the Indian Mahindra Group. It was
the first SUV from the company built for the global market. The Scorpio has been
The Scorpio was conceptualized and designed by the in-house integrated design and
manufacturing team of M&M. The car has been the recipient of three prestigious Indian
awards: the "Car of the Year" award from Business Standard Motoring as well as the
"Best SUV of the Year" and the "Best Car of the Year" awards, both from BBC World
Wheels.
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Mahindra & Mahindra India Limited
Mahindra Rise
Type Public
BSE: 500520
Traded as
BSE SENSEX Constituent
Industry Automotive
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employees
Website www.mahindra.com
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Mahindra and Mahindra Limited (M&M) is an Indian multinational
is one of the largest vehicle manufacturers by production in India and the largest
conglomerate.
It was ranked 21st in the list of top companies of India in Fortune India 500 in 2011.
Its major competitors in the Indian market include Maruti Suzuki, Tata Motors, Ashok
Mahindra & Mahindra, branded on its products usually as 'Mahindra', produces SUVs,
saloon cars, pickups, commercial vehicles, and two wheeled motorcycles and tractors. It
owns assembly plants in India, Mainland China (PRC), the United Kingdom, and has
three assembly plants in the United States. Mahindra maintains business relations with
M&M has a global presence and its products are exported to several countries. Its global
subsidiaries include Mahindra Europe S.r.l. based in Italy,Mahindra USA Inc., Mahindra
Mahindra started making passenger vehicles firstly with the Logan in April 2007
under the Mahindra Renault joint venture. M&M made its maiden entry into the heavy
trucks segment with the Mahindra Truck and Bus Division, the joint venture with
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Mahindra produces a wide range of vehicles including MUVs, LCVs and three wheelers.
It manufactures over 20 models of cars including larger, multi-utility vehicles like the
Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India
At the 2008 Delhi Auto Show, Mahindra executives said the company was pursuing an
aggressive product expansion program that would see the launch of several new
platforms and vehicles over the next three years, including an entry-level SUV designed
to seat five passengers and powered by a small turbodiesel engine. True to their word,
Mahindra & Mahindra launched the Mahindra Xylo in January 2009, selling over 15,000
Also in early 2008, Mahindra commenced its first overseas CKD operations with the
launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group.
This was soon followed by assembly facilities in Brazil. Vehicles assembled at the plant
in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pick-up body
Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in
Alpharetta, Georgia. Mahindra announced it would import pickup trucks from India in
knockdown kit (CKD) form to circumvent the Chicken tax. CKDs are complete vehicles
that were assembled in the U.S. from kits of parts shipped in crates.On 18 October 2010,
however, it was reported that Mahindra had indefinitely delayed the launch of vehicles
into the North American market, citing legal issues between it and Global Vehicles after
Mahindra retracted its contract with Global Vehicles earlier in 2010, due to a decision to
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November 2010 report quoted John Perez, the CEO of Global Vehicles USA, as
estimating that he expected Mahindra's small diesel pickups to go on sale in the U.S. by
spring 2011, although legal complications remained, and Perez, while hopeful, admitted
that arbitration could take more than a year. Later reports suggested that the delays may
be due to Mahindra scrapping the original model of the truck and replacing it with an
upgraded one before selling them to Americans. In June 2012, a mass tort lawsuit was
filed against Mahindra by its American dealers, alleging the company of conspiracy and
fraud.
Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric Vehicles. In
2011, it also gained a controlling stake in South Korea's SsangYong Motor Company.
Mahindra launched its relatively heavily publicised SUV, XUV500, code named as
W201 in September 2011. The new SUV by Mahindra was designed in-house and it was
developed on the first global SUV platform that could be used for developing more
SUVs. In India, the new Mahindra XUV 500 came in a price range between 1,140,000–
1,500,000. The company was expected to launch 3 products in 2015 (2 SUVs and 1 CV)
and an XUV 500 hybrid. Mahindra's two wheeler segment launched a new scooter in the
first quarter of 2015. Besides India, the company also targeted Europe, Africa, Australia
and Latin America for this model. Mahindra President Mr. Pawan Goenka stated that the
company planned to launch six new models in the year.The company launched the CNG
version of its mini truck Maxximo on 29 June 2012.A new version of the Verito in
diesel and petrol options was launched by the company on 26 July 2012 to compete with
On 30 July 2015, Mahindra released sketches of a new compact SUV called the
TUV300 slated to be launched on 10 September 2015. The TUV300 design took cues
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from a battle tank and used a downsized version of the mHawk engine found on the
XUV500, Scorpio and some models of the Xylo. This new engine was christened as the
mHawk80.
Organization Structure:
CEO Secretary
Anand Mahindra NS
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SWOT Analysis of Mahindra & Mahindra with USP, Competition, STP (Segmentation,
Sector Automobiles
STP
Product Portfolio
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SWOT Analysis
employees
service cost
Strengths 4. Sturdy SUV‟s good for Indian roads and off-road terrain
future
global brand
world
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Competition
1.Honda
2.Toyota
3.Nissan Motors
4.Hyundai Motors
5.Fiat
6.Mitsubishi
7.Maruti Udyog
8.Tata Motors
9. Skoda
10. Toyota
11. Volkswagen
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Mahindra & Mahindra's Scorpio was started in 1997 with a vision to continue to
dominate the Utility Vehicle (UV) market in India. Their aim was to make M&M known
world-wide for their quality, durability and reliability of its products and services.
M&M's business was largely from semi-urban and rural markets of India. Even though
M&M had a wider variety of products, it was lacking the products that can cater the
modern urban customer needs. The market of M&M was strong but stagnating. These
reasons led to thought of Sports Utility Vehicle catering the urban customers and
targeted the 'C' class cars segment (Rs. 5 Lakhs and above). The SUV was positioned as
a 'better looking SUV' with a 'Car Plus' approach. But due to change in market scenario,
competition and consumer preferences the company has started shifting its focus from
'C' segment to 'D' segment to become a luxury car. Scorpio is a product for those who
seek latest technology at affordable prices and for those who feel that big size stands for
status. The Scorpio project was very important for M&M. It was banking on Scorpio to
help it shed its image as a manufacturer of vehicles for rural use and to break into the
urban market. It targeted individual car buyers in the top-end small car segment and
mid-size car segment, who already owned cars and were ready to invest in another
vehicle.
Mahindra & Mahindra used an aggressive promotional strategy to promote the SUV. As
it targeted the urban audience, television advertisement was a must. It promoted the
off, a phased communication strategy was plotted for the brand. During the first phase,
the need to deal with issues such as lifestyle imagery was identified by the Mumbai-
As a result, the television commercials depicted the product and even as the print
advertisements focused on functional benefits. So one got to see copies like `Car you
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walk into, and not crawl into' across newspapers. In phase two, the television campaign
was not changed but print creative were centred on communicating new product
developments. The third phase of communication was released in July 2004 when the
automotive giant focused on the `car plus' statement. What followed was a series of
advertisements focusing on people and lifestyle rather than the product. All Scorpio
advertisements show the vehicle in urban settings driven many times by women
Other international majors are battle scarred in other markets. All of them have
capabilities to compete with the best anywhere. But what Scorpio did was to alert all of
them that nothing but the best will do in the Indian market too. So it is very interesting
that the tag line of Scorpio TV ads says `nothing else will do'.
Moreover the company has also taken social initiatives through CSR, working towards
upliftment of education, health and disaster relief, art and culture, environmental
initiatives, sports, etc. This also is a promotional strategy by the company to attract more
M&M initially used pull strategy through aggressive advertising through television
media as pull strategy of promotion involves the active engagement of the target market
through methods like advertisements or email marketing. The company also went for
huge level. Moreover the car was also involved at the Rally dos Sertoes in Brazil, which
is considered to be one of the world's toughest rallies, so as to bring the product into
eyes of those who love cars and want thrill in them, as Scorpio is a car with thrills.
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Further M&M also promoted Scorpio through public relations; direct marketing through
CRM activities like satisfaction surveys, events, festive offers and rewards programs.
All these activities were the part of push strategy by the company. But as the time,
customer preferences and competition are increasing the company is now moving to
With such a superlative advertising and promotion, M&M Scorpio was able to position
itself as a wonderful product with smart pricing and excellent services. To those young
people who like thrill, Scorpio is for car lovers, just like Harley Davidson is for bike
lovers. The company had been able to show the product in the same manner through its
promotion strategies. The company had been able to justify its promotional activities
completely with online promotion through its web site. The basics of all communication
are there on the site. It is appealing with a simple design and well written copy. The
powerful yet stylish looks and the sheer pride of possession that this brand offers are
truly conveyed through its promotional tools. The result of the company's promotional
strategies could be seen through the customer reaction. Scorpio has won many awards in
customer satisfaction and as the best SUV. It is among those brands which has got a
huge brand recall. Recently the company is using Gaming as one of the promotional
strategy whereby the internet users can play game on the web site of M&M Scorpio.
And it brings timely changes in its television ads as and when required and it had been
able show the product very clearly and specifically through its television ads. Moreover
the focus on the target market is also very clear through the promotional activities of the
company. So we can conclude that the product delivers a promise and its promotion has
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Marketing mix of Mahindra and Mahindra
India is one of the fastest growing markets for the automobile industry and the company
Mahindra and Mahindra is one such automobile company that has revolutionized the
markets. Founded in the year 1945, it is one of the leading brands for agricultural
organization has its headquarters in Mumbai and is a public limited company. It faces
Toyota
Tata Motors
Honda
Hyundai
Maruti-Suzuki
Ashok Leyland
Mahindra and Mahindra deal with farm equipment, utility vehicles and commercial
vehicles. Its portfolio includes a wide range of products that comprises heavy trucks,
light trucks, two wheelers, SUV‟s, tractors and school buses.Mahindra has also built
military vehicles and its Willys jeep was used for transportation in World War II. The
esteemed company has also entered into partnership deal with Renault S.A and its result
was the beautiful Mahindra Renault Logan. The various Mahindra products are-
Mahindra Scorpio
Mahindra Bolero
Mahindra Pick-up
Mahindra Quanto
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Mahindra XUV 5oo
Mahindra Xylo
Mahindra Thar
Mahindra e2o
Place in Marketing mix of Mahindra and Mahindra Mahindra owns many assembly
plants and manufacturing plants. Its assembly plants are located in China, India, Brazil
and United Kingdom. It has a global presence and its products are sent to countries like
Italy, China, South Africa, USA and UK. It has proved its capabilities by sending strong
messages. To test the markets of China it sent tractors to one single province and
managed to sell them at 20% higher price than its local rival because of its shrewd
business sense and the superior quality of the products. This is how it captured the
markets in China with determination and ample business sense. In India, its plants are
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Its manufacturing facilities are distributed and spread over a large area of
dealers, 600 stock points, 500 service points and all these are connected by an all-
encompassing IT structure. It has opened various showrooms all over the country that
have experienced and qualified salesperson with a distinctive market knowledge. The
offices are well-furnished and spare parts, equipment, services are available to the
The pricing policy of Mahindra and Mahindra is dependent upon various factors that
determine the sales price of the vehicles. The costs incurred at every stage includes
manufacturing to assembling the parts and making them a whole product and the costs to
reach the product to the consumer.The company has infiltrated in every corner of the
country with products that are reasonably priced and show quality.
The company follows the policy of both the premium pricing and the flexible pricing to
grasp the maximum consumer value. The rates of all its products are very competitive,
as it has taken a lot of market research as well as the cost factors and the competitor‟s
rates to arrive at a particular sales price. In order to cater to the whims of every section
of the masses they have launched products with different prices that are suitable for
different sections. These noticeable changes are consciously taken decisions with
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Promotion in the Marketing mix of Mahindra and Mahindra
Mahindra and Mahindra have taken various steps in order to promote their vehicles
throughout the world. It has decided to use the visual media and the print media fully so
that the people become aware of its potential and products. Advertisements featuring
attractive models with its products have been handled gracefully so that Mahindra and
In 2011, Mahindra launched Kareena kapoor Khan, the famous actor, as its brand
ambassador for Mahindra two wheeler‟s advertisements where she asks the consumers
to buy a two-wheeler as INR 1500 of petrol was being supplied free with it. This highly
entertaining and engaging campaign shows a peppy and charming Kareena enjoying her
ride. Advertisements have been placed in newspapers and various magazines as well as
Under additional activities for sales promotion, it has organized exhibition where
catalogues are distributed and contests are held. The company has also implemented
different programs where they have rewarded the best talent in the industry in terms of
cash and job offers. These have also proved to be a good promotional and beneficial
move.
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HISTORY OF MAHINDRA & MAHINDRA AUTOMOTIVE
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
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.
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.
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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 class.
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
Mahindra Bolero is also among the best fuel-efficient cars of India as the manufacturer
MAHINDRA SCORPIO
Mahindra & Mahindra Limited launched Mahindra Scorpio as its first Sports Utility
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.
MAHINDRAINGENIO
Mahindra & Mahindra is planning to launch a new multi-purpose vehicle (MPV) to 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
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MAHINDRA RENAULT LOGAN
Much awaited Mahindra-Renault Logan has been launched in India. This compact sedan
is a spacious, practical and affordable vehicle. The outlook of Logan is impressive and
the basic version is a value for money, however the top-end versions are a bit high on
price. The prominent feature of this car is its performance, interiors and economy.
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
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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DUAL HONOURS FOR CHAIRMAN MR. KESHUB MAHINDRA
Chairman, Mr. Keshub Mahindra was awarded the “Business Visionary Award 2006”
Chairman, Mr. Keshub Mahindra was also awarded the prestigious IBS Kolkata
Lifetime Achievement Award for his „unparalleled contribution to industrial growth and
The Institute of Chartered Financial Analysts of India‟s (ICFAI) India Business School
(IBS) presented it, Kolkata, at the Strategy Summit 2007, held in Kolkata.
Mr. Anand Mahindra, VC & MD, Mahindra Group, received a number of prestigious
o The prestigious CNBC Asia Business Leader of the Year Award for the Year 2006
o The „CEO of the Year‟ award at the India Brand Summit 2006 co-sponsored by
Business Standard and ITM Business School in association with Times Now and
DNA newspaper.
o The LMA Entrepreneur of the Year 2006 award, instituted by the Ludhiana
o The Most Inspiring Corporate Leader of the Year‟ Award by NDTV Profit
o The NDTV Profit – Car & Bike Award 2007 for Automobile Man of the Year.
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Mr. Anand Mahindra was also nominated as a Member of the Council of the
Executive Committee of the National Sports Development Fund (NSDF) of the Govt. of
India. He was featured in the list of 50 Most Influential Indians in Business Week‟s
M&M has received the highest Governance & Value Creation rating, CRISIL GVC
Level - I from CRISIL for the ability to create value for all stakeholders, while adopting
AWARDS 2006
Mahindra & Mahindra was rated as the leading Indian company in the Automobile -
Tractors sector in the „Dun & Bradstreet – American Express Corporate Awards 2006‟.
These awards recognize the virtues of size and growth in the awards methodology.
M&M ranked No. 1 in these two segments in the premier Dun & Bradstreet India
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MAHINDRA RECEIVES AMITY HR EXCELLENCE AWARD
Mahindra & Mahindra was honored with the Amity HR Excellence Award at the Fourth
Amity Global HR Summit 2007 held at the Amity International Business School, Noida.
The Amity HR Excellence Award recognized Mahindra as one the most admired
companies across the global on account of its innovative strategies for Human Resources
Mahindra & Mahindra won the Global HR Excellence Award for Innovative HR
practices (Manufacturing Sector), in the Asia Pacific HRM Congress, held in Mumbai.
These awards recognize organizations and individuals who have embraced change,
corporate world.
AWARD 2006-07
M&M was presented with the coveted Bombay Chamber Good Corporate Citizen
Foundation Day on September 21, 2007. Mr. Bharat Doshi, Executive Director, M&M
Ltd. and Mr. Rajeev Dubey, Member of the Group Management Board and Chairman,
Mahindra & Mahindra CSR Council, received the award on behalf of the company.
Social Investment.
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GOLDEN PEACOCK AWARD FOR EXCELLENCE IN
CORPORATE GOVERNANCE
Mahindra & Mahindra won the coveted Golden Peacock Award for Excellence in
corporate governance practices and reflects its transparent and ethical dealings with
stakeholders across the entire value chain. It recognizes the Management‟s commitment
to the highest standards of corporate conduct and its commitment to Corporate Social
Responsibility as a distinct activity that helps build commendable social values and adds
EXCELLENCE AWARD
Mahindra & Mahindra has been awarded as the organization with the “Best
India Times Mindscape (Times of India Group) along with the Business India Group
at the Express, Logistics & Supply Chain Awards held in Mumbai on September 28,
2007. A. C. Neilson is accredited with the research for the award nominees and
winners.
M&M was ranked second in the prestigious e Most Trusted Car Company in India study
conducted by TNS. M&M scored 127 points, just seven points below the top ranking
M&M was ranked 14th in The Economic Times prestigious „ET 500‟ list of top
achieving companies in India. The company has moved up four ranks from last
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year. To quote from the „ET 500‟ write-up: “M&M‟s „art-to-part‟ strategy of
diversification into the auto parts value chain and its plans for new platforms for
utility vehicles and joint venture with Renault for Logan have led to a gain in
ranks.”
M&M was ranked 22nd in Business India‟s annual survey of the country‟s top
M&M was ranked 31st in Business Today‟s annual survey of India‟s most
valuable companies
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MILESTONES OF MAHINDRA&MAHINDRA
YEAR ACHIEVMENTS
1947 In October, the first batch of 75 Utility Vehicles (UVs) imported in CKD
condition from Willys overland Export Corporation.
1949 Lease of 11,071 Sq. yards at Mazagaon from British India Steam
navigation. The first Willys Overland Jeep built in India at the Assembly
Plant , Mazagaon, Bombay (now Mumbai).
1967 Two wheelers drive Utility Vehicles introduced. The 101" wheel base
and Metal Body UVs introduced. Indigenous content goes up by 97 per
cent.
1969 The start of vehicles export. Export of total 1200 UVs along with spare
parts to Yugoslavia. Exported also to Ceylon, Singapore, Philippines and
Indonesia.
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1970 The contracts to export of 3304 vehicles, mainly to Yugoslavia and
Indonesia concluded.
1974 Maxi miller campaign launched for the conservation of fuel. CJ 4A was
introduced with new transmission and axle ratio. Collaboration
agreement with Jeep corporation (subsidiary of AMC, Detroit).
1975 FC 260 Diesel light truck and CJ 500 D Diesel was introduced with MD
2350 Diesel Engine.
1981 The Nasik Trucks Assembly Plant and Peugeot Engine Assembly Plant at
Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik
Assembly Line.
1983 FJ 460 model was introduced with 4-speed gearbox. Engine plant at
Igatpuri formally inaugurated by Mr. Jean Boillot, President of
Automobiles Peugeot of France for the manufacture of 25,000 Peugeot
and Petrol engines.
1985 The New Mahindra Vehicle-MM 540 was launched in Bombay. NC 640
DP with 4 speed gearbox and Mahindra MM 440 was introduced.
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1987 MM 540 DP metal Body Wagonette introduced.
1988 M&M signed a MoU with Hyderabad Allwyn Nissan Limited to form
Mahindra Nissan Allwyn Ltd., as its associate company with LCV
operations in Andhra Pradesh.
1991 Introduced CJ 500 DI model with MDI 2500 A direct injection diesel
engines. M&M bags order to export 10,000 CKD kits. Commander range
of models: 650 DI, 750 DP/HT were also launched with tremendous
market response.
Mahindra Nissan Allwyn Ltd. (MNAL) was merged with M&M and
1995 Zaheerabad LCV operations becoming part of Automotive Sector. FJ
series of LCVs were shifted from Nasik to Zaheerabad. Igatpuri Engine
Plant received ISO 9002 certificate.
1996 The new LCV model Cabking DI 3150 & Mahindra Classic vehicles
were launched. New Commander 5 Door Hard Top introduced.
1998 Die shop Inauguration at Nasik Plant 2-8/8/97. Voyager was launched by
the Chairman at Zaheerabad Plant on 12/11/97
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PRODUCT PROFILE
MAHINDRA “SCORPIO”
MAHINDRA “BOLERO”
MAHINDRA “XYLO”
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MAHINDRA “XUV 500”
BOLERO VARIANTS
Bolero SLX
Features and Specification
Make Mahindra
Model Bolero
Variant SLX
Body Type SUV
No. of Doors 5
Fuel Efficiency:
City Mileage 9.4 kmpl
Highway Mileage 15.9 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -
Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 180@1440 Nm@rpm
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Steering and Suspension
Steering Type Rack and pinion, power assist
Power Steering Yes
Front Suspension Independent with coil spring
Rear Suspension Leaf spring
Dimensions:
Length 4056 mm
Height 1880 mm
Width 1660 mm
Wheel Base 2680 mm
Clearance 200 mm
Boot -
Front Head Room Min: 60mm Max: 60mm
Front Leg Room - -
Rear Head Room Min: 60mm Max: 60mm
Rear Leg Room Min: 74mm Max: 94mm
Krebs Weight Min: 1615kg Max: 1615 kg
Gross Weight
Drive Train
Type Manual
Gears 5
Drive Line RWD
Comforts Features
AM / FM Radio Present
BOLERO SLE
Feature and Specification
Make Mahindra
Model Bolero
Variant SLE
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 9.5 kmpl
Highway Mileage 13.2 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -
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Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 180@1440 Nm@rpm
Dimensions:
Length 4056 mm
Height 1880 mm
Width 1660 mm
Wheel Base 2680 mm
Clearance 180 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room -
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -
Drive Train
Type Manual
Gears 5
Drive Line RWD
Comfort Features
Air-Conditioning Yes
Except Air conditioning, no other comfort features are present in the Bolero SLE.
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Same as SLX no safety features are present in the Bolero SLE.
BOLERO DIZ
Feature and Specification
Make Mahindra
Model Bolero
Variant DIZ
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 9.5 kmpl
Highway Mileage 13.2 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -
Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration -
Fuel System DI
Horse Power 63.12@3200 ps@rpm
Torque 137.5@2000-2500 Nm@rpm
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Dimensions:
Length 4056 mm
Height 1880 mm
Width 1815 mm
Wheel Base 2680 mm
Clearance 200 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room -
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight 5.4 kg
Drive Train
Type Manual
Gears 5
Drive Line RWD
This model of Mahindra Bolero do not consist any comfort features and safety features.
BOLERO DI
Feature and Specification
Make Mahindra
Model Bolero
Variant DI
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 10.7 kmpl
Highway Mileage 15.9 kmpl
Fuel Capacity 60 liters
Fuel Type Diesel
Fuel Grade -
Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System DI
Horse Power 63.08@3200 ps@rpm
Torque 180@1440 Nm@rpm
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Steering and Suspension
Steering Type Rack and pinion, power assist
Power Steering No
Front Suspension Independent with coil spring
Rear Suspension Leaf springs
Dimensions:
Length 4260 mm
Height 1810 mm
Width 1815 mm
Wheel Base 2680 mm
Clearance 183 mm
Boot -
Front Head Room Min: 60mm Max: 60mm
Front Leg Room -
Rear Head Room Min: 60mm Max: 60mm
Rear Leg Room Min: 74mm Max: 94mm
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -
Drive Train
Type Manual
Gears 5
Drive Line RWD
Comfort Features
Air-Conditioning Yes
Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.
BOLERO DI PLUS
Feature and Specification
Make Mahindra
Model Bolero
Variant Plus
Body Type SUV
Number of Doors 5
Fuel Efficiency:
City Mileage 9.4 kmpl
Highway Mileage 15.1 kmpl
Fuel Capacity 60 litre
Fuel Type Diesel
Fuel Grade -
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Engine Parameters:
Displacement 2523cc
Bore -
Stroke -
Cylinder Configuration 4 inline
Valve Gear Operation -
Compression Ratio -
No. of Valves 8
Aspiration Turbo Charged
Fuel System Direct Injection
Horse Power 63.08@3200 ps@rpm
Torque 180@1440-1550 Nm@rpm
Steering and Suspension
Steering Type Rack and pinion, power assist
Power Steering No
Front Suspension Independent with coil spring &
anti roll bar
Rear Suspension Parabolic Leaf springs
Dimensions:
Length 4440 mm
Height 1977 mm
Width 1660 mm
Wheel Base 2794 mm
Clearance 195 mm
Boot -
Front Head Room -
Front Leg Room -
Rear Head Room -
Rear Leg Room Min: 74mm Max: 94mm
Krebs weight Min: 1615kg Max: 1615 kg
Gross weight -
Drive Train
Type Manual
Gears 5
Drive Line RWD
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Comfort Features
Air-Conditioning Yes
Except Air conditioning, no other comfort features are present in the Bolero SLE.
Same as SLX no safety features are present in the Bolero SLE.
These are:
MAHINDRA “XYLO”
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MAHINDRA “SCORPIO”
SCORPIO S2 8,92,873
SCORPIO S4 9,37,737
MAHINDRA “BOLERO”
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MAHINDRA RENAULT “LOGAN”
Jan,
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Marketing mix of Mahindra and Mahindra
India is one of the fastest growing markets for the automobile industry and the company
Mahindra and Mahindra is one such automobile company that has revolutionized the
markets. Founded in the year 1945, it is one of the leading brands for agricultural
organization has its headquarters in Mumbai and is a public limited company. It faces
Toyota
Tata Motors
Honda
Hyundai
Maruti-Suzuki
Ashok Leyland
Mahindra and Mahindra deal with farm equipment, utility vehicles and commercial
vehicles. Its portfolio includes a wide range of products that comprises heavy trucks,
light trucks, two wheelers, SUV‟s, tractors and school buses.Mahindra has also built
military vehicles and its Willys jeep was used for transportation in World War II. The
esteemed company has also entered into partnership deal with Renault S.A and its result
was the beautiful Mahindra Renault Logan. The various Mahindra products are-
Mahindra Scorpio
Mahindra Bolero
Mahindra Pick-up
Mahindra Quanto
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Mahindra Xylo
Mahindra Thar
Mahindra e2o
Mahindra owns many assembly plants and manufacturing plants. Its assembly plants are
located in China, India, Brazil and United Kingdom. It has a global presence and its
products are sent to countries like Italy, China, South Africa, USA and UK. It has
proved its capabilities by sending strong messages. To test the markets of China it sent
tractors to one single province and managed to sell them at 20% higher price than its
local rival because of its shrewd business sense and the superior quality of the products.
This is how it captured the markets in China with determination and ample business
sense. In India, its plants are located in Bangalore, Chakan and Nasik in Maharashtra,
Haridwar in Uttarakhand.
Its manufacturing facilities are distributed and spread over a large area of
dealers, 600 stock points, 500 service points and all these are connected by an all-
encompassing IT structure. It has opened various showrooms all over the country that
have experienced and qualified salesperson with a distinctive market knowledge. The
offices are well-furnished and spare parts, equipment, services are available to the
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Price in the Marketing mix of Mahindra and Mahindra
The pricing policy of Mahindra and Mahindra is dependent upon various factors that
determine the sales price of the vehicles. The costs incurred at every stage includes
manufacturing to assembling the parts and making them a whole product and the costs to
reach the product to the consumer.The company has infiltrated in every corner of the
country with products that are reasonably priced and show quality.
The company follows the policy of both the premium pricing and the flexible pricing to
grasp the maximum consumer value. The rates of all its products are very competitive,
as it has taken a lot of market research as well as the cost factors and the competitor‟s
rates to arrive at a particular sales price. In order to cater to the whims of every section
of the masses they have launched products with different prices that are suitable for
different sections. These noticeable changes are consciously taken decisions with
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Promotion in the Marketing mix of Mahindra and Mahindra
Mahindra and Mahindra have taken various steps in order to promote their vehicles
throughout the world. It has decided to use the visual media and the print media fully so
that the people become aware of its potential and products. Advertisements featuring
attractive models with its products have been handled gracefully so that Mahindra and
In 2011, Mahindra launched Kareena kapoor Khan, the famous actor, as its brand
ambassador for Mahindra two wheeler‟s advertisements where she asks the consumers
to buy a two-wheeler as INR 1500 of petrol was being supplied free with it. This highly
entertaining and engaging campaign shows a peppy and charming Kareena enjoying her
ride. Advertisements have been placed in newspapers and various magazines as well as
Under additional activities for sales promotion, it has organized exhibition where
catalogues are distributed and contests are held. The company has also implemented
different programs where they have rewarded the best talent in the industry in terms of
cash and job offers. These have also proved to be a good promotional and beneficial
move.
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Mahindra & Mahindra's Scorpio was started in 1997 with a vision to continue to
dominate the Utility Vehicle (UV) market in India. Their aim was to make M&M known
world-wide for their quality, durability and reliability of its products and services.
M&M's business was largely from semi-urban and rural markets of India. Even though
M&M had a wider variety of products, it was lacking the products that can cater the
modern urban customer needs. The market of M&M was strong but stagnating. These
reasons led to thought of Sports Utility Vehicle catering the urban customers and
targeted the 'C' class cars segment (Rs. 5 Lakhs and above). The SUV was positioned as
a 'better looking SUV' with a 'Car Plus' approach. But due to change in market scenario,
competition and consumer preferences the company has started shifting its focus from
'C' segment to 'D' segment to become a luxury car. Scorpio is a product for those who
seek latest technology at affordable prices and for those who feel that big size stands for
status. The Scorpio project was very important for M&M. It was banking on Scorpio to
help it shed its image as a manufacturer of vehicles for rural use and to break into the
urban market. It targeted individual car buyers in the top-end small car segment and
mid-size car segment, who already owned cars and were ready to invest in another
vehicle.
Mahindra & Mahindra used an aggressive promotional strategy to promote the SUV. As
it targeted the urban audience, television advertisement was a must. It promoted the
off, a phased communication strategy was plotted for the brand. During the first phase,
the need to deal with issues such as lifestyle imagery was identified by the Mumbai-
As a result, the television commercials depicted the product and even as the print
advertisements focused on functional benefits. So one got to see copies like `Car you
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walk into, and not crawl into' across newspapers. In phase two, the television campaign
was not changed but print creative were centred on communicating new product
developments. The third phase of communication was released in July 2004 when the
automotive giant focused on the `car plus' statement. What followed was a series of
advertisements focusing on people and lifestyle rather than the product. All Scorpio
advertisements show the vehicle in urban settings driven many times by women
Other international majors are battle scarred in other markets. All of them have
capabilities to compete with the best anywhere. But what Scorpio did was to alert all of
them that nothing but the best will do in the Indian market too. So it is very interesting
that the tag line of Scorpio TV ads says `nothing else will do'.
Moreover the company has also taken social initiatives through CSR, working towards
upliftment of education, health and disaster relief, art and culture, environmental
initiatives, sports, etc. This also is a promotional strategy by the company to attract more
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Use of Push or Pull Strategy
M&M initially used pull strategy through aggressive advertising through television
media as pull strategy of promotion involves the active engagement of the target market
through methods like advertisements or email marketing. The company also went for
huge level. Moreover the car was also involved at the Rally dos Sertoes in Brazil, which
is considered to be one of the world's toughest rallies, so as to bring the product into
eyes of those who love cars and want thrill in them, as Scorpio is a car with thrills.
Further M&M also promoted Scorpio through public relations; direct marketing through
CRM activities like satisfaction surveys, events, festive offers and rewards programs.
All these activities were the part of push strategy by the company. But as the time,
customer preferences and competition are increasing the company is now moving to
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Critical appraisal of company's promotion
With such a superlative advertising and promotion, M&M Scorpio was able to position
itself as a wonderful product with smart pricing and excellent services. To those young
people who like thrill, Scorpio is for car lovers, just like Harley Davidson is for bike
lovers. The company had been able to show the product in the same manner through its
promotion strategies. The company had been able to justify its promotional activities
completely with online promotion through its web site. The basics of all communication
are there on the site. It is appealing with a simple design and well written copy. The
powerful yet stylish looks and the sheer pride of possession that this brand offers are
truly conveyed through its promotional tools. The result of the company's promotional
strategies could be seen through the customer reaction. Scorpio has won many awards in
customer satisfaction and as the best SUV. It is among those brands which has got a
huge brand recall. Recently the company is using Gaming as one of the promotional
strategy whereby the internet users can play game on the web site of M&M Scorpio.
And it brings timely changes in its television ads as and when required and it had been
able show the product very clearly and specifically through its television ads. Moreover
the focus on the target market is also very clear through the promotional activities of the
company. So we can conclude that the product delivers a promise and its promotion has
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SWOT Analysis of Mahindra & Mahindra Ltd.
Mahindra and Mahindra Limited is the flagship of the large Mahindra Group which is a
vehicle in India.
Mahindra Ltd.:
Market leader in multiple automotive segments: Mahindra & Mahindra has leading
market share in a tractor as well as in the utility vehicles segment. Also, the company
has strong market share in the commercial vehicle as well as passenger vehicle segment.
Strong market share provides a competitive advantage to the company and allows the
Strong Research & Development (R&D): M&M has a highly focused R&D
majorly focuses on Value addition and Value engineering (VAVE) approach, designing
SUVs are suited perfectly to Indian road conditions especially, Mahindra Scorpio which
Low after sale cost: M&M has a competitive advantage on after sale cost since it is
lower than the industry average and also have high availability of spare parts to different
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Weaknesses in the SWOT Analysis of Mahindra &
Mahindra Ltd. :
Geographic dependence: M&M is depended for the majority of its revenue (over 60%)
from India, which would affect its business in case of any economic slowdown or high
inflation.
its automotive business which makes it vulnerable to any breakthrough in the industry or
Product Recalls affects brand image: M&M has had to recall many of its products in
the recent past. For instance, In February 2015, M&M recalled XUV500 manufactured
before July 2014. Such incidents affect the brand image of the company and
Mahindra Ltd. :
Growth in Indian automotive industry: The Indian automotive industry is growing
year on year with over 12% growth from the previous 3 years. The industry is expected
to grow at a CAGR of 13% in the next 4 years. This growth can be beneficial for M&M.
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Increasing Demand for Hybrid Electric Vehicles: There is an increasing demand for
Hybrid Electric Vehicles (HEVs) around the world. The demand for HEVs is expected
to grow at a CAGR of 19% in the next 3 years. M&M has a strong portfolio of HCVs
Emerging nations: M&M should look forward to tapping the emerging nations around
the world which have high potential. M&M should build over its global footprint to tap
Mahindra Ltd. :
Competition in the automotive industry: M&M faces intense competition from
various automotive companies such as Tata Motors, Ford, Volvo and General Motors
etc. This can affect M&M‟s market share and put pressure to constantly innovate on
M&M.
Competition in other businesses put pressure on M&M: Mahindra group faces strong
competition in other businesses as well. For example, its IT business faces competition
from IT giants such as Infosys. This reduces market share and increases competitive
pressure.
environmental agencies in terms of emission levels, noise levels etc. Such regulations
keep changing and thus increase compliance costs for the companies.
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Chapter-3
Objectives of the study
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OBJECTIVE OF THE STUDY
Mahindra Motors.
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Chapter-4
Methodology of
Study
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RESEARCH METHODOLOGY
Definition:
research study has been undertaken, how the research problem has been defined. In what
way and why the hypothesis has been formulated, what data have been collected and
particular method has been adopted. Why particular technique of analyzing data has
been used and a host of similar other questions are usually answered when we talk of
A research design serves as a bridge between what has been established (the research
objectives) and what is to be done, in the conduct of the study. In this project research
Descriptive design was choose to measure the satisfaction level of customers on the
basis of different parameters such as quality, price, features, technology, after sale
services etc.
This design ensured complete clarity and accuracy. It also ensured minimum bias in
collection of data and reduced the errors in data interpretation. Statistical method was
followed in this research because the data was of descriptive nature and it also enabled
accurate generalizations.
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SOURCES OF DATA
Primary data:
Primary data are those which are collected a fresh and for the first time, and thus happen
to be original in character. It was collected through questionnaire and personal
interviews.
Secondary data:
The secondary data are those which have already been collected by someone else and
which have already been through the statistical process. The data were collected in the
form of company profile and produce profile from the web sites and news paper. Some
of the books were referred for theoretical concepts.
Sample Size- 50
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Chapter-5
Data Analysis
&
Interpretation
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Data Analysis & Interpretation
Table No. 1 Satisfaction towards Mahindra Scorpio
78% 22%
Source: Questionnaire
Figure:1
Interpretation 1:
The sample drawn on probability basis shows that 78% of the customers were
satisfied with Bolero variant and only 22% were not satisfied with Bolero variant.
Observation:
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Table No: 2 Factors affecting customer satisfaction towards Mahindra Scorpio
Factor Percentage
Features 12%
Comfort 18%
Style 16%
Source: Questionnaire
Figure:2
12%
34%
16% Features
Style
Comfort
18%
After sales service
20%
Low maintenance cost
Interpretation 2: The sample drawn on the probability basis clearly shows that 34%
(51respondents) are the opinion that low maintenance is the satisfaction factor Mahindra
Scorpio and 20 %( 30 respondents) of them who view After Sales Service as a vital
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respondents), Style with 16%(respondents) and only 12%(18 respondents) of them view
Observation:
Majority of the respondent are of the idea that low maintenance of the top most feature
contributing to customer satisfaction followed by after sales services comfort style and
features As such, Mahindra should focus on the aspects, which will enhance the
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Table No: 3 Customer opinions towards fuel consumption.
Factor Percentage
Satisfied 49%
Neutral 17%
Dissatisfied 7%
Total 100%
Source: Questionnaire
Figure: 3
7%
17% 27%
More Satisfied
Satisfied
Not Satisfied & Dissatisfied
49% Dissatisfied
satisfied with the fuel consumption of the Bolero. Followed by 27% was extremely
satisfied, 17% are neutral and rest of the 7% is more dissatisfied with fuel consumption
of Mahindra Scorpio.
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Observation: As majority of the respondents are satisfied with the fuel consumption of
Mahindra Scorpio, 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
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Table No: 4 Customer opinions toward Safety and Comfort.
Factor Percentage
Satisfied 47%
Dissatisfied 10%
Total 100%
Source: Questionnaire
Figure: 4
10%
23%
20%
Extremely Satisfied
Satisfied
Neutral
47% Dissatisfied
satisfied with the safety and comfort feature of the Bolero. Followed by 27% was
extremely satisfied, 17% are neutral and rest of the 7% was dissatisfied with safety and
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Observation: As majority of the respondents are satisfied with the safety and comfort
feature of Mahindra Scorpio, 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.
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Table No: 5 Customer opinions toward Design.
Factor Percentage
Satisfied 40%
Neutral 27%
Dissatisfied 13%
Total 100%
Source: Questionnaire
Figure: 5
13% 20%
Extremely Satisfied
27%
Satisfied
Neutral
40% Dissatisfied
satisfied with the Design of the Bolero. 20% were more satisfied, 27% of them neutral
and 13% are dissatisfied with the design of the Mahindra Scorpio.
Observation: As majority of the respondents are satisfied with the design of Mahindra
Scorpio, 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
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Table No: 6 Customer opinions toward space availability in Mahindra Scorpio.
Factor Percentage
Satisfied 53%
Dissatisfied 3%
Total 100%
Source: Questionnaire
Figure: 6
17% 27%
Extremely Satisfied
Satisfied
Neutral
53%
Dissatisfied
Interpretation 6: The sample drawn on the probability basis shows that out of 100% of
respondents 53% of the respondents approached were satisfied with the space
availability of the Bolero. 27% were more satisfied, 17% of neither satisfied and
dissatisfied and 3% are dissatisfied with the space availability of the Mahindra Scorpio.
Observation: As 80% of the respondents are happy with the space availability of the
Mahindra Scorpio vehicle, it can be conducted that the company has undertaken proper
The 20% of the respondents who have answered negatively may be comparing with the
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Table No: 7 Customer satisfactions toward Maintenance of Mahindra Scorpio
Factor Percentage
Satisfied 51%
Neutral 21%
Dissatisfied 5%
Total 100%
Source: Questionnaire
Figure:7
5%
23%
21%
Extremely Satisfied
Satisfied
Neutral
51% Dissatisfied
Interpretation 7: The sample drawn on the probability basis shows that out of 100% of
respondents 51% of the respondents approached were satisfied with the maintenance of
the Mahindra Scorpio. 23% were extremely satisfied, 21% of neutral and 5% are
Observation: Though majority of the customer are satisfied that the maintenance cost of
Mahindra Scorpiois less, around 20% are not satisfied which may be because of
comparison of Mahindra Scorpio with the newly launched competing brands coming
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Table No: 8 Customer awareness about power steering.
Aware 80%
Unaware 20%
Total 100%
Source: Questionnaire
Figure: 8
20%
Aware
80% Unaware
were aware of the power steering present in some variant of Mahindra Scorpio and 20%
were not aware of the power steering present in some variant of Mahindra Scorpio.
Observation: Most of the respondents approached were aware of power steering system
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Table No: 9 Customer perceptions about Mahindra Scorpio
Source: Questionnaire
Figure: 9
12%
20%
21%
Very Good
Good
47%
Average
Bad
Interpretation 9: The sample drawn on the probability basis shows that out of 100%
of respondents 47% of the respondents gave Good response to Mahindra Scorpio. 20%
gave Very Good response, 21% gave Average response and 12% gave bad response to
Mahindra Scorpio.
Observation: As 67% of the respondents are satisfied that they are happy with
Mahindra Scorpio, it satisfies that the customer satisfaction levels are very high. If the
company were to identify the pitfalls in their product and undertake remedial measure,
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Chapter-6
Findings
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Findings
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
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
5. Large numbers of Mahindra Scorpio user are aware of its power steering.
good.
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Chapter-7
RECOMMENDATION
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RECOMMENDATION
The company can undertake R&D to improve the existing feature which helps to
The company should promote about the entire features offered by it. As majority
of the customer give opinion that they are satisfied by the factor, services and
design of the product, the company should not only maintain the existing
As majority of the respondents are satisfied with the safety and comfort feature
of Mahindra SUV, the company should maintain the same standard and it is
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
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Chapter-8
CONCLUSION
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CONCLUSION
1. Mahindra Scorpio has a very good market share in the state of U.P. for the SUV
segment.
the customer.
3. Majority of the customer are satisfied with the design of the vehicle.
4. Mahindra and Mahindra Motors have a very good market share in the state of
the customer.
6. Majority of the customer are satisfied with the design of the vehicle.
7. Mahindra & Mahindra motors are providing better facilities compare with other
brand.
8. As 67% of the respondents are satisfied that they are happy with Bolero, it
satisfies that the customer satisfaction levels are very high. If the company were
to identify the pitfalls in their product and undertake remedial measure, thus it
9. Though majority of the customer are satisfied that the maintenance cost of
Mahindra Scorpio is less, around 20% are not satisfied which may be because of
As 80% of the respondents are happy with the space availability of the Mahindra
Scorpio vehicle, it can be conducted that the company has undertaken proper
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10. The 20% of the respondents who have answered negatively may be comparing
Mahindra and Mahindra Co. is a Good automobile company in India. They also
provide good features vehicles every year for their customer for increase the
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Chapter-9
LIMITATIONS
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LIMITATIONS OF THE STUDY
The scope of study is limited to the respondents are selected from in and around
Lucknow, U.P
places i.e. locally and even in the neighboring states. Only opinion of
respondents of Lucknow city was consider for finding out the opinions of
respondents. The project is valid for the predefined area of work Lucknow (Uttar
Pradesh).
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BIBLIOGRAPHY
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BIBLIOGRAPHY
Books :
Kothari. C.R (2004): Research Methodology Methods & Techniques‟, New Age
International Publishers, New Delhi, 2nd Edition.
Richard I. Levin, David S. Rubin (2004): „Statistics for Management‟, Prentice Hall of India
Private Limited, New Delhi, 7th Edition.
Websites:
http://www.mbaskool.com/brandguide/automobiles/1298-mahindra-a-
mahindra.html
https://en.wikipedia.org/wiki/Mahindra_%26_Mahindra
https://en.wikipedia.org/wiki/Mahindra
http://www.mahindra.com/business/automotive
http://www.mahindra.com/about-us
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ANNEXURE
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QUESTIONNAIRE
1) Customer profile
a) Name b) Occupation
c) Age d) Income
e) Address:-
4) Are you satisfied with the Safety and Comfort of Mahindra Scorpio?
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
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6) Are you satisfied with space available in Mahindra Scorpio?
a. Extremely Satisfied
b. Satisfied
c. Nor Satisfied & Dissatisfied
d. Dissatisfied
10) Do you want to give any suggestion about any change in the Mahindra Scorpio?
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