Scorpio From Mahindra Developing Brand

This document is authorized for use only in Indian Institute of Management Rohtak's Doctoral; MM1 course by Prof.
SK Pandey from May 31, 2019 to Nov 30, 2019.
Indian Institute of Management

Ahmedabad IIMA/MAR0379
Developing Brand Identity
Mahindra & Mahindra Limited (M&M), the flagship company of the Mahindra group with a
turnover of Indian Rupees (Rs) 55 billion (US $ 1.2 billion), launched their new sports utility
vehicle (SUV)“Scorpio” in August 2002. In the year 2003, Scorpio was rated as the most
successful new brand launch in the country. During the first year of the launch, 12000
vehicles were sold. This rose to 24000 vehicles in the next year. This performance needed to
be reckoned in the context of the evolving automobile market in India. Many major
international players were making their foray into the Indian market. They were introducing
new brands and models in rapid succession. The competitive situation was steadily
intensifying.
Several initiatives were taken by the company to create a distinctive brand image for the
new brand. Communication strategy and launch initiatives were directed towards creating a
new customer experience with the brand Scorpio. This case study captures the
communication and launch strategy for the brand. Were these initiatives in tune with the
brand positioning strategy? Were the brand-building initiatives appropriate for the multiple
target audiences addressed? What indeed were the communication objectives behind each of
the initiatives undertaken by the company? A comprehensive review of the brand-building
efforts would provide directions for future initiatives and strategies.
Company Background
Mahindra & Mahindra was established in 1945 and converted into a public limited company
in 1948. Initially, the company imported and assembled Willys Jeep. Manufacturing
activities of the automotive division started in 1954 through collaboration with Willys
Overland Corporation (currently part of the Daimler Chrysler group). Production of light
commercial
Prepared by Professor Abraham Koshy, Indian Institute of Management, Ahmedabad, India.

Cases of the Indian Institute of Management, Ahmedabad, are prepared as a basis for class
discussion. Cases are not designed to present illustrations of either correct or incorrect handling of
administrative problems.
Generous financial support and cooperation by Mahindra & Mahindra for preparing this case study is
gratefully acknowledged. The author also acknowledges with thanks the support and cooperation of
Mr. V. Jagannathan, Vice President, Business Planning, M & M, who coordinated and facilitated data
collection at the company’s end; and expresses gratitude towards Dr. Pawan Goenka, President,
Automotive Sector of M & M, Mr. Rajesh Jejurikar, Executive Vice President (Marketing) and other
executives of the company for their sincere cooperation.
All data used in preparing this case study, unless noted specifically, were from company sources.
© 2006 by the Indian Institute of Management, Ahmedabad.
This document is authorized for use only in Indian Institute of Management Rohtak's Doctoral; MM1 course by Prof. SK Pandey from May 31, 2019 to Nov 30, 2019.
2 of 24 IIMA/MAR0379
vehicles (LCVs) started in 1965. The division had four manufacturing plants; three of them
were located in Maharashtra, an industrially developed state in western India. The
manufacturing plants located in Mumbai and Nasik produced utility vehicles and the one in
Igatpuri produced engines. The fourth plant located in Andhra Pradesh in South India
produced light commercial vehicles (LCVs) and 3 wheelers. The company acquired
International Tractor Company of India in 1977. The tractor brand “Mahindra” was
established in 1982 after the agreement to use International Harvester brand expired. In the
year 2003, the company sold about 87,000 vehicles and 47,000 tractors and had a turnover of
Rs.46 billion and a net profit of Rs. 1.46 billion. In 2003, the net worth of the company was
Rs. 15.7 billion.
Up to the year 1994, all the businesses of the group were under one company – Mahindra &
Mahindra. Subsequently, the company was re-structured and as a result, the core activity of
manufacturing utility vehicles, light commercial vehicles and tractors remained with the
flagship company. Under the flagship company, there were two operating divisions: (1) the
Automotive Sector that manufactured and marketed utility vehicles, light commercial
vehicles and three wheelers, and (2) the Farm Equipment Sector that manufactured and
marketed tractors and other farm implements.
From 1997 onwards, the company undertook initiatives to re-align their product and brand
portfolios and to introduce new market offers. These initiatives were prompted by the
changes in the automotive industry in India and the consequent competitive environment
and changes in the consumer tastes, performances and buying habits.
Rationalizing Brand Portfolio
The company conducted market research studies and carried out detailed exercises to obtain
consumer insights to get inputs for decisions on product and brand portfolio realignment.
Based on these inputs, several initiatives were taken. One of the major initiatives was
redesigning their existing brand Armada by changing not only the aesthetics, but also
physical features and creature comforts. The new model was named Mahindra Bolero. The
brand promise was “luxurious toughness” and the emotional benefit was communicated as
“break free”. Mahindra Bolero, launched in August 2000, allowed the company to enter the
city market as a serious contender. The brand was priced at Rs. 0.49 million, which was
about Rs. 60,000 lower than TATA Sumo. (TATA Safari was priced around Rs. 0.85 million).
The strategy was to provide a fully loaded vehicle, high on image dimensions at an
attractive price.
As part of the portfolio rationalization, modifications in other existing vehicles were also
made and these were marketed under new brand names. Marshal, M & M’s brand of hard
top vehicles, was modified and launched as MaXX, offering more space. This brand was
targeted at markets looking for stage carriage vehicles, economic contract carriage vehicles
and pick-up vehicles. With suitable modifications in M & M’s basic vehicle, a new personal
off-road vehicle was launched targeted at the young rich, especially in the rural areas (rich
rural farmers) under the brand name Invader. This was priced at Rs. 0.38 million. M & M’s
multi utility vehicle (MUV) was named Camper and was priced at Rs. 0.4 million.
In order to assess the effectiveness of these portfolio realignment exercises, a survey was
carried out among MUV/SUV owners. The results of this survey indicated that the new
brands, in a short time obtained high awareness and appreciation. Table 1, shows the key
results of the survey.
Table 1: Awareness and Overall Opinion of MUV/SUV Vehicles
Models Top of the Unaided Proportion of Average

Mind Awareness respondents rating Rating on
Awareness 8, 9 or 10 on Overall Overall
Opinion Opinion
TATA Sumo 9 63 32 6.39
Toyota Qualis 8 48 70 8.34
Bolero (M & M) 10 47 48 7.37
TATA Safari 4 44 49 7.23
Armada (M & M) 8 34 31 6.42
Marshal (M & M) 3 21 19 6.05
Armada Grand (M & M) 1 8 21 6.08
Sample Base 121 398 398 121
Source: Company records
Project Scorpio
The initiatives to re-assess product and brand portfolio helped the company in significantly
improving their performance and in making their market offers contemporary. Despite these
achievements, however, the question remained as to where the future growth will come
from. This was because, the utility vehicle (UV) segment constituted only about 10 -12 per
cent of the total vehicle market in India. The SUV segment was still evolving in India and
this segment constituted only a small niche in the market. UV segment traditionally offered
vehicles that were rugged, a category attribute. This lead to the decision to launch a new
vehicle designed to appeal to the needs, aspirations and desires of the evolving urban
customers in India.
In order to introduce a world-class, zero-defect, trouble free product to customers, and to

align all the elements of the value chain, the company undertook a major initiative. This
project was christened “Project Scorpio.” The project captured the spirit of the company’s
intention – to sting the competition with a superior market offer. For this purpose the
company started the product development process termed as IDAM – Integrated Design
and Manufacturing. The multifunctional project team consisted of people from different
functional departments such as design and development, testing and validation, marketing,
manufacturing, and supplier development, etc. The project group was further divided into
19 cross-functional teams. The cross-functional nature of the team ensured quick decisions
with built-in checks and balances. The IDAM team followed a systematic sequence of steps
in the product development process.
Following well defined processes and steps, activities like designing and testing the new
product, and validating supply chain and manufacturing systems were carried out.
Decisions on naming the new market offer were also based on consumer research. It was
decided to call the new vehicle “Scorpio” with the endorsement of the Mahindra brand. The
vehicle was finally named “Scorpio from Mahindra” wherein the name Scorpio was given
the prominence and the name Mahindra was given to provide the assurance of reliability,
ruggedness and quality – the positive characteristics that consumers associated with the
Mahindra brand.
Pricing decision was based on a careful analysis of the competitors’ prices and consumer
research inputs on customer price sensitivity. The base version of the vehicle with power
steering and air conditioning was launched with a price tag of Rs. 0.55 million. The price of
the fully loaded version of Scorpio at the launch stage was kept at Rs. 0.6 million. At this
price, Scorpio was lower in price by Rs. 75,000 when compared to the leading SUV in the
market.
Brand Positioning Decision
Overall, the utility vehicle market in India was only about 16 per cent of the passenger car
market. The size of the UV market in the urban area was even smaller. However, the
discernable trend observed was the poaching of the car market in a similar price band by the
new generation of utility vehicles. This was particularly evident as Qualis from Toyota was
drawing customers from the mid-size car market. The growth rate of the market for entry
level cars (Category A) declined from about 55 per cent in 1999 to about 34 per cent in 2001.
On the other hand, the semi luxurious car segment (Category B) was rapidly growing at the
rate of about 43 per cent in 2001 and the luxury car segment (Category C) was maintaining a
growth of about 14 per cent. These two categories of vehicles were generating healthy
volumes. The market for super premium cars (Categories D and E) on the other hand was
limited in size in terms of volume. These facts indicated that Scorpio needed to search for
wider opportunities beyond the market for utility vehicles. Market trends indicated that
volumes could be generated if the new vehicle appealed to the Category C car buyers and
was enticing for the Category B buyers. For Scorpio to be successful, it had to generate
substantial volumes and garner a significant market share.
Various positioning options were evaluated to arrive at one that met the criteria specified by
the marketing objectives (volume objectives). As a part of the exercise to obtain a fix on the
positioning option, a ‘static and drive’ clinic was held in one city. The purpose was to
evaluate the vehicle vis-à-vis a leading competitor brand and to obtain customer reactions
that helped arrive at a positioning decision. The sample for the clinic was drawn from
people belonging to the age group of 21 to 60 years who owned a small car, or a mid-size car
or the leading competing brand of SUV. The criteria specified for the sample was that the
respondents should be first hand car owners and that they should be driving their vehicles
at least once in a fortnight.
In the vehicle clinic, the product received excellent ratings from the respondents. In the static
evaluation phase, aspects such as exterior fit and finish, exterior appearance, interior styling
and comfort and overall interior fit and finish received superior ratings. The respondents
liked the exterior appearance, overall design, finish and the looks of the rear and front lights.
The vehicle was perceived as ‘sturdy’. The response after driving the vehicle was also very
encouraging. Even amongst those who owned a competitive brand, the new vehicle scored
well on power and pick up, overall quietness of the vehicle, ease of gear shifting,
smoothness of clutch, interior drive comfort and overall drive quality. The clinic was also
used to obtain the acceptability of price for the diesel and the petrol versions of the vehicle.
Price acceptability was assessed using a sophisticated price sensitivity model. It was found
that the younger age group showed a propensity to pay a higher price for the vehicle than
the older age group.
The reactions of consumers (useful for arriving at a positioning decision) were varied. The
vehicle was perceived as a jeep-like MUV, sturdy and strong, but not very rough or rugged;
good-looking, stylish, having a good finish, nice curves, distinctive front grill; luxurious and
comfortable; a posh jeep; large and spacious; good for personal use and as a family vehicle.
Respondents felt that the vehicle was appropriate for weekend drives and long, cross-
country drives. They also felt that peer group of the vehicle consisted of Qualis, Sumo and
Safari.
The consumer clinic provided useful inputs for decisions. Consumer research indicated that
the vehicle offered superior technology, dynamic looks, a car-like product and great value
for the price. However, no specific positioning option “jumped out” of the research as
consumers found it difficult to neatly classify the newly designed vehicle. Indian consumers
were not very familiar with the concept of an SUV. Hence it was felt that the positioning
decision should not be confined solely to the limits of consumer perception. Instead, the
company had to “make a call” on the positioning option. Therefore the decision was taken to
highlight: (1) the rational benefits such as world class vehicle with good looks, car like
comforts and great value; (2) the emotional benefits such as the ownership experience of
thrill, excitement and power; and (3) the relational benefits such as a young, modern,
premium, city companion, and an extension of lifestyle. The positioning decision therefore
was to promote the brand with the promise of “Luxury of a car. Thrill of an SUV”.
Developing Brand Identity
In order to develop a distinctive brand identity and to create excitement amongst customers,
several initiatives were undertaken. These included retailing strategy, communication
strategy, launch strategy and customer relationship initiatives.
Retailing and Service Experience

M & M had a retailing and service network of 150 dealer showrooms spread across India.
However, since the focus of the company before Scorpio was launched was on utility
vehicles, these showrooms were located mostly in rural and semi urban areas. The
showrooms at that time did not have an “up-market” appearance. Exhibit 1 (give at the end
of the case text) shows the interior and exterior of a typical retail outlet. The sales and service
processes followed were also by and large functional. However, with the launch of Scorpio,
the retail and service network also needed to undergo major transformation to deliver the
customer experience that the brand promised. For this purpose a major exercise to redesign
and revamp the dealer network was undertaken.
The company decided to provide a uniform customer experience across all touch points. For
this purpose, one of the major steps was to design retail showrooms that reflected the
vibrancy of the brand and the company. The company decided on the design of the retail
showrooms based on the professional inputs of a reputed architect. The design theme of the
retail showroom reflected the imageries of movement, technology and ‘sportiness’. The
theme of the design was expressed through a variety of ways such as using wood, steel, and
materials that conveyed metallic appearance for internal structural elements, judicious use
of red colour for painting walls, strategic lighting arrangements (backlit walls, focus light on
the vehicle), design of brochure dispensers, design of accessory display space, and using
wall-posters of high energy sports like water-rafting, skating, etc. The area of the showroom
was divided into a reception area, a display area, a customer discussion room and a lounge.
In Exhibit 2, a snapshot of a redesigned showroom is given.
One of the challenges for ensuring uniform customer experience across all the retail points
was getting the ‘buy in’ by the dealers in investing resources and adhering to design
standards. For this purpose, initially a set of dealers were identified and they were given a
manual that specified the design, materials to be used and proportion of different design
elements. In addition, seminars by the main architect were conducted for the dealers and
their own architects. Signage was given to the dealers free of cost to encourage them to
implement the retail design. Material suppliers were standardised and specified. A panel of
architects were made to conduct workshops and carry out showroom audit.
In order to upgrade the service delivery, a detailed exercise was carried out. Existing dealers
who could be upgraded were identified and selected. The company insisted on exclusive
sales people for dealing with customers of Scorpio. The current employees who were
dealing with utility vehicle sales were profiled to identify potential people who could be
transferred and trained for the new tasks. They were intensively trained to develop
appropriate manners, pleasing appearance, and adequate sophistication in dealing with the
new type of target customers of Scorpio. Training included in-class training, use of in-house
training materials like video and on the site training after observing their interactions with
customers.
Scorpio was launched in a phased manner to ensure that the retail and service facilities met
the standards. The first phase of the launch was restricted to the main metro cities. During
the next four months, the launch was expanded to cover another 20 cities and within one
year, covered 50 towns. This also facilitated synchronisation of production and demand.
Communication Strategy
The responsibility for planning and executing communication strategy was entrusted to
Interface Communications, a reputed advertising and communication agency in Mumbai.
For the agency, developing communication strategy provided interesting challenges such as
consumer perception issues, brand issues and product category issues. The positioning
strategy, evolved through consumer research and involvement of the advertising agency,
adopted the platform of “Luxury of a car. Thrill of an SUV” – a “Car Plus” positioning. This
implied the challenge of communicating an apparently SUV type vehicle as a “soft” product.
For a typical Indian consumer, a family vehicle that offered comfort and luxury for usage
situations such as office use and family use connoted a car. Subliminally, a car connoted
opposite of ‘Jeep’ and Jeep was a quintessential SUV for Indian consumers. In addition,
communication strategy also needed to cut Scorpio’s perceptual barriers of “not for city
drive and hence not for me”. Therefore, a communication strategy was developed to give
Scorpio a ‘big brand feel’ with significant impact. It was decided to adopt a strategy of using
multiple communication modes such as television and print advertisements, public
relations, direct marketing and events to obtain high impact.
The creative strategy that guided the development of the advertisements had several
specifications. Firstly, Scorpio should establish its superiority over cars as it offered the dual
advantages of the luxury and comfort of a car and the passion and thrill of an SUV. Second,
advertisements should create the premium imagery of SUV in the city context. Thirdly, the
‘hero’ in the advertisements should be the product. And finally, the campaign should have
similar ‘look and feel’ across all the media.
Based on these considerations, it was decided to use the television medium to communicate
the emotional benefits and to provide international imagery to the brand. Print medium was
to be used to communicate the functional benefits that supported the emotional claims. It
was decided to adopt the tone and the manner of advertisements that communicated a
premium, classy, urban, international image with an attitude that connoted superiority over
other cars, yet provided thrill and excitement. In order to achieve these objective, the
television as well as print advertisements were shot in Australia using international models
so as to connote an international city feel and resultant brand associations. The vehicle was
shot in urban locations to provide connotations that Scorpio is an urban vehicle. No visual
that suggested off-road usage of the vehicle was used. Typically, an SUV is known for its
multipurpose role. The advertisements in television depicted a woman driving the vehicle to
suggest that on functional and comfort dimensions, the vehicle was appropriate for all and
was easy to use. The print advertisements communicated the functional properties of the
brand and the word “car” repeatedly. Exhibits 3 to 8 give the sample of print advertisements
used.
The Scorpio launch advertisements were aired on August 15, the Independence Day of the
Republic of India. This special day provided advantages. Firstly, there was a positive rub off
of patriotism on Independence Day and therefore the new brand from an Indian company
would be perceived in a positive manner. Secondly, as this was a national holiday, it
provided media opportunity to increase visibility through advertisement and promotions.
On the launch day, 73 advertisement spots in different television channels were taken along
with sponsorship of the Independence Day events conducted by various television channels.
In the print medium, daily newspapers and magazines were used as communication
vehicles. The launch insertions in daily newspapers were double spread colour
advertisements. This was followed by five full page colour advertisements in the main eight
cities followed by four black and white full page advertisements. Smaller size
advertisements were used in other cities. The Independence Day Special issue of a leading
English magazine was selected for launch advertisements in magazines. This magazine, for
the first time, carried a ‘gate fold’ advertisement in the cover page. Encouraged by the
response to the innovative use of the cover page, similar advertisements were released in
other mass magazines and life style magazines.
The advertisements gave an international aura to the product. However, since the product
was designed, manufactured and marketed by an Indian company, the pride of patriotism
needed to be evoked. This was achieved through public relations campaigns that
highlighted the “Indianness” of the brand.
In order to create excitement and product visibility, cavalcades of three Scorpios, followed
by bikers were taken out in Mumbai (Bombay) during the peak office hours in the morning
and evening, stopping at key locations. One of the popular FM radio channels in Mumbai
covered the cavalcade in the city live and introduced a listener contest for the subsequent
four days. Bumper prizes (a holiday in Goa, a tourist destination in South India) and other
prizes were given to winners. One of the popular websites was used for the web launch. In
addition, the film “The Scorpion King” was jointly promoted in print and outdoor medium.
The brand also tied up with different lifestyle retail shops. In order to promote the cause of
safe driving, 17 Indian automotive journalists drove Scorpio across 29 states in India
travelling a distance of nearly 15,000 kilometres. Exhibit 9 gives the advertisement
announcing this event. The company, in association with ESPN, the television sports
channel and Timex, the reputed brand of watches, sponsored the “Scorpio Speedster”
competition for identifying the fastest Indian cricket bowler. Exhibit 10 gives the
advertisement released in connection with this event. More than 150 television sponsorships,
over 6000 television spots, more than 200 full page advertisements in newspapers and over
120 magazine insertions spread over one year delivered a high decibel message of Scorpio.
Managing Customer Relationship

In order to provide superior customer experience, a customer relationship program was
launched. The original objective of the program was to build a customer database and use it
for favourable word of mouth publicity. Subsequently, the scope of the program was
changed to increase the lifetime value for the customers. Customer profiling, campaign
management, loyalty management and basic service analysis were the key aspects of the
customer relations management program. The CRM division of the advertising agency
(Interface Direct) was entrusted the responsibility of generating database and developing
appropriate relationship programs.
Capturing adequate customer data was a challenge that the program had to address. This
was because, at the time of customers’ interactions with the dealer during the purchase
process, which normally tended to be long, customers were reluctant to provide any data
other than the basic contact details. The service representatives of the dealers were trained to
obtain some data during the final transaction phase of the purchase process. However, these
data points were kept with the dealers. Hence sharing of data, centralization of the database
and maintaining confidentiality of data remained major issues.
For obtaining customer details, a person who purchased a vehicle was sent a detailed form
to be filled up to become a member of the “Top Gear Club” offered by the company.
Experience indicated that the response rate for such initiatives was low; leading companies
in the automobile sector in India received a response rate of only 40 to 45 per cent. In order
to improve the response rate, the company tied up with K.C. Mahindra Trust that does
charitable work amongst poor girl children through their scheme “Nanhi Kali” meaning
‘small bud’. The respondents were offered the incentive that for each Top Gear Club form
that they filled up and sent to the company, an amount of Rs. 50 would be donated by the
company on the respondents’ behalf to the charitable trust for the education of a poor girl
child. As a result, the response rate for the membership of the Top Gear Club reached about
75 per cent. Each of the subsequent communication from the company helped obtain some
more data from the customers. Exhibit 11 gives a sample of the Top Gear Club newsletter.
As a part of the relationship management program, several initiatives were taken. Firstly
two telephone calls immediately after purchase were made – the first call after seven days
and the second call after 30 days of purchase of the vehicle – to enquire whether everything
relating to the product and service were satisfactory or not. After two months of the
purchase, vehicle satisfaction survey and service satisfaction survey were conducted. Twice
a year, customers were sent special offers through tie-up with other product or service
providers. Exhibit 12 gives a sample of one of the special offers to customers. They were also
sent two newsletters in a year. (Exhibit 11 gives a sample of newsletter). On the marriage
anniversaries and birthdays of customers, they were sent greeting cards (Exhibit 13 and 14).
On the occasion of the first anniversary of the Scorpio launch, special cards were sent to
customers informing them about the event (Exhibit 15). In addition, special events either
organised by individual dealers or planned centrally were launched. For example, on the
first anniversary of the Scorpio launch, a cavalcade from Kandiveli (where the company has
a factory) to Nasik (where the Scorpio vehicles are manufactured) actively participated in by
75 customers was organised. All the communication from the company had the look and feel
similar to that of the advertisements.
The results of all the efforts had a positive impact on the market. The market for utility
vehicles started expanding. Exhibit 16, shows the relative expansion of the utility vehicles
market vis-à-vis C segment vehicles. The process of product development also received
attention of the international press. The cover story of the October 2002 issue of the
Automotive Industries magazine published in the US carried the Scorpio story of product
development process. Exhibit 17 shows the cover page of this magazine. The customer
ownership pattern also suggested an interesting trend. About 68 per cent of the Scorpio
customers owned a car previously; 29 per cent owned B segment cars, 27 per cent owned C
segment cars and 11 per cent, A segment cars.
Exhibit 1
A Typical Retail Showroom Before the Launch of Scorpio
Exhibit 2
Redesigned Showroom
Exhibit 3
A Sample of the Print Advertisement
Exhibit 4
Exhibit 5
Exhibit 6
Exhibit 7
Exhibit 8
Exhibit 9
Advertisement Announcing the Safe Driving Event
Exhibit 10
Sponsoring the Event to Identify the Fastest Cricket Bowler
Exhibit 11
A Sample of the Newsletter of the Top Gear Club
Exhibit 12
A Sample of Special Offers
Exhibit 13
The Marriage Anniversary Greeting Card Sent to Customers
Exhibit 14
The Birthday Greeting Card
Exhibit 15
The Card Sent on Anniversary of Scorpio Launch
Exhibit 16
Market Expansion
80% 79%
C Class
70% Premium UV
63% 63%
60%
56% 56%
50% 51%
49%
44% 44%
40%
37% 38%
30%
20% 21%
Exhibit 17
Cover Page of a Magazine Published in the US

Scorpio From Mahindra Developing Brand

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This document is authorized for use only in Indian Institute of Management Rohtak's Doctoral; MM1 course by Prof.

SK Pandey from May 31, 2019 to Nov 30, 2019.

Indian Institute of Management

Developing Brand Identity

Prepared by Professor Abraham Koshy, Indian Institute of Management, Ahmedabad, India.

Rationalizing Brand Portfolio

Table 1: Awareness and Overall Opinion of MUV/SUV Vehicles

Models Top of the Unaided Proportion of Average

In order to introduce a world-class, zero-defect, trouble free product to customers, and to

Brand Positioning Decision

Developing Brand Identity

Retailing and Service Experience

Managing Customer Relationship

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