MAHINDRA AND MAHINDRA

Every time the society needed us, we stepped in and helped create a new industry. In 1945,
our journey commenced with us getting into the steel business, and over time, we expanded to 22
key industries. A need for change in the agricultural practices pushed us to foray into that sector
right before the agriculture revolution began in India. We became one of the key torch-bearers of
the IT revolution in our country. Our focus now lies in developing alternate energy sources because
we believe energy conservation will play a huge role in ensuring a better future – for not just our
country and communities, but the entire world.

OTHER sectors OF MAHINDRA

PURPOSE OF MAHINDRA
A federation of companies, bound by one purpose – to Rise. Inspired by this spirit, our legacy and
values, our goal to always positively impact our partners, stakeholders, communities and the world
at large, remains unshakeable.
We’ve made humanity’s innate desire to Rise our driving purpose. We challenge conventional
thinking and innovatively use our resources to drive positive change in the lives of our stakeholders
and communities across the world, to enable them to Rise. This purpose is why we exist, come to
work every day, and strive continuously in delivering our promise.
We believe in being problem solvers. We relentlessly seek to break fresh ground through
alternative thinking and ingenious use of resources. It’s this constant want for innovation that
drives us forward

WE ENABLE OUR STAKEHOLDERS TO RISE

Our world gets better every time we choose to do good. In everything we offer, we care for quality but
also aim to always improve and transform the lives we touch. We don’t just do business, we constantly
create and innovate, to help our customers and communities to Rise.

VALUES OF MAHINDRA
Our set of core values is the compass that guides our actions, both personal and corporate.

We have always sought the most appropriate people for the job and have given them the
freedom and the opportunity to grow under our wings. We support and celebrate
innovation, out-of-the-box thinking, well-reasoned risk-taking and reward performance.
We are known in the business community for being an ethics-centric organisation. We
have always believed in doing business with a larger social purpose, keeping in mind the
welfare and growth of the communities we serve.
At Mahindra, we follow an internal metric called the ‘Customer as Promoter Score’. This is
one of the ways in which we measure the success of our businesses by their level of
customer-centricity. This is designed around our goal to create and sustain a positive
experience for our customers, because of whom we exist and prosper.
We put quality at the forefront, not just in our products but also in our actions and
interactions. Each of our businesses achieves its goal through individual strategy, while
keeping a close eye on maintaining quality, in every step of the way.
For us, the cornerstone of our business is our human resource – our people. This is not
something we merely preach, but something we truly believe in and practice, at all times.
We respect the time and efforts of our stakeholders and all our policies are designed,
keeping their well-being and betterment in mind.
 BUILDING A COMMUNITY OF FANS
It’s not just about the climb to the top. It’s about all the lives you have bettered, on your
way up. In our aim to transform lives, we extend our arms to empower the girl child, protect
our environment, employ the underprivileged and celebrate life through art and culture. At
Mahindra, we believe in growing together.

OUR HISTORY
What began as a steel-trading venture seven decades ago, steadily turned into a global
brand, spanning nations and industries. This is a story with an upward curve, narrating how
an Indian company paved its way to become a global powerhouse. We have come a long
way since 1945 and as we accelerate into the 21st century, we aim at achieving even
more.

Mahindra and Mahindra’s SWOT Analysis

Understanding the internal factors of the company will help influence your ability to take
advantage of an opportunity. SWOT Analysis is an extremely effective tool for analyzing
and studying an organization’s strengths, weaknesses, opportunities, and threats. 
Let’s dive into it:
Strengths 
1) Focus on innovation and investments in technology
2) Strong brand position in the domestic market
3) New launches have strengthened the portfolio
4) No.1 tractor brand globally by volume
5) Strong research and development
6) Apt for Indian roads
7) Low after-sales cost
 
Weaknesses
1) 2 wheeler segment not doing well
2) Tractor sales depend on the rural agricultural sector
3) Geographic dependence
4) Overdependence on the automotive industry
5) Product recall affects brand image
6) Brand Logan (partnership with Renault) did not live up to the international quality
Opportunities
1) Fast-growing automobile industry and export potential
2) Rising demand for power and infrastructure equipment
3) Hybrid cars have a growing market
4) Emerging nations 

Threats
1) Stiff Competition 
2) Stringent Regulations
3) Ever-increasing fuel prices
4) Government policies

How is mahindra and mahindra dealing with silicon chip production

Mahindra looks to new suppliers to tackle chip shortage.

Mahindra faced production loss of 20,000 units over chip shortages between October and
December last year.
Mahindra & Mahindra said it has worked out a strategy to manage the chip shortage that has dogged the
OEM (OPERATING EQUIPMENT MANUFACTURER), and is now confident that it would face no
production glitches in Q4 of the current fiscal. The company's top leadership made these remarks during
a meeting to announce the company’s October-December 2021 (Q3) results.
The strategy included roping in another source in the short term for the IC (Integrated Circuits), which is
a key part of the ECU, creating reserve stock of ICs and also sourcing from the open market. The
leadership emphasised that the impact of this policy is already being seen in February production, and
that it is confident of a smooth quarter ahead. The company has also outlined medium-term measures,
which include finding suitable substitutes for complex multi-function ICs along with looking into
multiple sources for ICs.

The carmaker reported strong demand for its SUVs in Q3 with over 1.5 lakh open bookings – bookings
made but car yet to be delivered. The new XUV700 accounted for a substantial share of this with  over
70,000 open bookings. The company said that other models too have received robust bookings, including
the Bolero family (7,000 bookings per month in Q3), XUV300 (with 7,500 monthly bookings), and the
Thar (4,500 monthly bookings).

The carmaker also reported volume loss of 20,000 units due to the chip shortage, but with all its products
garnering good bookings, it is clear that the company hopes that the new measures will enable it to see a
normal quarter on the production front this fiscal.
Mahindra to focus on margins
In the quarter under review, the company’s leadership said it has focussed on margi ns and that would
continue into the remaining quarter. This has meant looking at material cost savings, fixed cost
optimisation and selling price increases.