Mahindra & Mahindra

Mahindra & Mahindra

Mahindra & Mahindra Last Updated Monday, 16 August 2021 11:31 Mahindra & Mahindra Parent Company Mahindra Category Sedans, SUV’s, Two-wheelers Sector Automobiles Tagline/ Slogan Rise; Every 2 minutes a Mahindra is born USP 1 / 4 Mahindra & Mahindra Last Updated Monday, 16 August 2021 11:31 Mahindra SUV’s have a stronghold in the Indian commercial taxi market which have good performance o tough terrains STP Segment Complete automobile segment including sedans & SUV’s Target Group Young executives from the upper-middle income bracket Positioning A brand which promotes new thinking, accepts no limits and drives positive change Product Portfolio Brands 2 / 4 Mahindra & Mahindra Last Updated Monday, 16 August 2021 11:31 1. Mahindra Bolero 2. Mahindra Renault Logan 3. Mahindra Scorpio 4. Mahindra Verito 5. Mahindra Xylo SWOT Analysis Strengths 1. Mahindra has been one of the strongest brands in the Indian automobile market 2. Mahindra group give employment to over 110,000 employees 3. Excellent branding and advertising, and low after sales service cost 4. Sturdy SUV’s good for Indian roads and off-road terrain Weaknesses 1. Mahindra’s partnership with Renault did not live up to international quality standards through their brand Logan Opportunities 1. Developing hybrid cars and fuel efficient cars for the future 2.Tapping emerging markets across the world and building a global brand 3.Fast growing automobile market 3 / 4 Mahindra & Mahindra Last Updated Monday, 16 August 2021 11:31 4.Growing in the market through electric car Reva (controlling stake) and entry into two-wheeler segments Threats 1. Government policies for the automobile sector across the world 2. Ever increasing fuel prices 3. Intense competition from global automobile brands 4. Substitute modes of public transport like buses, metro trains etc Competition Competitors 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 12. Ford 4 / 4.

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