Project Report onDISASTER MANAGEMENT, STRATEGY ALLIANCE & CORPORATE STRATEGY OF MAHINDRA COMPANYSubmitted byHEMANT DHANRAJ SONAWANEMASTERS IN COMMERCE SEM-II(ADVANCE ACCOUNTANCY)ACADEMIC YEAR 2013-2014Roll No.6272Submitted toUNIVERSITY OF MUMBAIMULUND COLLEGE OF COMMERCES.N ROAD, MULUND (W)-MUMBAI 400 080DECLARATION I, Mr. HEMANT DHANRAJ SONAWANE, the student of MULUND COLLEGE OF COMMERCE, S.N Road, Mulund (W), Mumbai 400 080, studying in M.Com part-I (ADVANCE ACCOUNTANCY) here by declaring that I have completed this project DISASTER MANAGEMENT, STRATEGY ALLIANCE & CORPORATE STRATEGY OF MAHINDRA COMPANY during the academic year 2013-14. The information submitted is true and original of best of my knowledge.

Date: Signature:Place: MUMBAI

CERTIFICATEI, Prof. , here by certify that Mr. HEMANT DHANRAJ SONAWANE of MULUND COLLEGE OF COMMERCE, S.N Road, Mulund (W), Mumbai 400 080, studying in M.Com part-I (ADVANCE ACCOUNTANCY) here by declaring that I have completed this project DISASTER MANAGEMENT, STRATEGY ALLIANCE & CORPORATE STRATEGY OF MAHINDRA COMPANY during the academic year 2013-14. The information submitted is true and original of best of my knowledge.

Signature: (Project Guide) Signature (Principal)

Signature: (Co-Ordinator) Signature: (External Examiner)

ACKNOWLEDGEMENT I would like to express my sincere gratitude to Principal of Mulund College of Commerce DR. (Mrs.) Parvathi Venkatesh, Course - Coordinator Prof. Rane and our project guide Prof. , for providing me an opportunity to do my project work on DISASTER MANAGEMENT, STRATEGY ALLIANCE & CORPORATE STRATEGY OF MAHINDRA COMPANY. I also wish to express my sincere gratitude to the non - teaching staff of our college. I sincerely thank to all of them in helping me to carrying out this project work. Last but not the least, I wish to avail myself of this opportunity, to express a sense of gratitude and love to my friends and my beloved parents for their mutual support, strength, help and for everything.

Date: Name: HEMANT DHANRAJ SONAWANE

Reg. No. Signature:

TABLE OF CONTENTSSr. No.TITLEPage No

1CHAPTER 1 :

Disaster Management6

National Organizations7

Emergency Planning Ideals10

Phases & Personal Activates12

International Organizations15

2CHAPTER 2 :

Introduction19

History21

Research Methodology22

3CHAPTER 3 :

Sales Promotion Strategy26

Strategic Alliances28

Characteristics of Alliances30

4CHAPTER 4 :

Corporate Social Responsibility33

Recommendation34

Findings35

The References & Disclaimer 36

5CHAPTER 5 :

Bibliography37

CHAPTER 1Disaster management

Disaster management(oremergency management) is the discipline of avoiding and dealing with both natural and man-made disasters. It involves preparedness, response and recovery plans made in order to lessen the impact of disasters.Preparedness training may be done by private citizens, as by theFederal Emergency Management Agency(FEMA) in the United States.All aspects of disaster management deal with the processes used to protect populations or organizations from theconsequencesofdisasters, wars and acts ofterrorism. This can be seen through government publications such as theNational Strategy for Homeland Securitywhich detail how individuals and varying levels of government respond during the different phases of a disaster.Emergency management can be further defined as the discipline and profession of applying science, technology, planning and management to deal with extreme events that can injure or kill large numbers of people, do extensive damage to property, and disrupt community life (Drabek, 1991a, p. xvii).An emergency is an unplanned event that can cause deaths or significant injuries to employees, customers or the public; or that can shut down your business, disrupt operations, cause physical or environmental damage, or threaten the facilitys financial standing or public image (FEMA, 1993).Emergency events can include terrorist attacks, industrial sabotage, fire, natural disasters (such as earthquakes, severe weather, etc.), public disorder, industrial accident, communications failure and loss, or corruption of critical information. Some examples of catastrophic incidents are:1. The 1995 Kobe, Japan, earthquake, which killed more than 6000 people and left another 30,000 injured.2. The 1994 Northridge, California, earthquake, which resulted in approximately $33 billion in damages.These individual events are significant enough, but the losses are even more dramatic when accumulated over time. Between 1989 and 1999, the average natural disaster loss in the US was $1 billion each week.Disaster management does not necessarily avert or eliminate thethreatsthemselves, although the study and prediction of the threats are an important part of the field. The basic levels of emergency management also include the various kinds ofsearch and rescueactivity.

National organizations

India

A protective wall built on the shore of the coastal town ofKalpakkam, in aftermath of the2004 Indian Ocean Earthquake.The role of emergency management inIndiafalls to National Disaster Management Authority of India, a government agency subordinate to the Ministry of Home Affairs. In recent years there has been a shift in emphasis from response and recovery to strategic risk management and reduction, and from a government-centered approach to decentralized community participation. The Ministry of Science and Technology.headed by Dr Karan Rawat, supports an internal agency that facilitates research by bringing the academic knowledge and expertise of earth scientists to emergency management.A group representing a public/private has been formed by the Government of India. It is funded primarily by a large India-based computer company and aimed at improving the general response of communities to emergencies, in addition to those incidents which might be described as disasters. Some of the groups' early efforts involve the provision of emergency management training for first responders (a first in India), the creation of a single emergency telephone number, and the establishment of standards for EMS staff, equipment, and training. It operates in three states, though efforts are being made in making this a nation-wide effective group. The Indian Army too plays an important role in most of the rescue operation caused by a disaster.New ZealandIn New Zealand, responsibility for emergency management moves from local to national depending on the nature of the emergency or risk reduction programme. A severe storm may be manageable within a particular area, whereas a national public education campaign will be directed by central government. Within each region, local governments are unified into 16 Civil Defence Emergency Management Groups (CDEMGs).Every CDEMG is responsible for ensuring that local emergency management is robust as possible. As local arrangements are overwhelmed by an emergency, pre-existing mutual-support arrangements are activated. As warranted, central government has the authority to coordinate the response through the National Crisis Management Centre (NCMC), operated by the Ministry of Civil Defence & Emergency Management (MCDEM). These structures are defined by regulation,[25] and best explained in The Guide to the National Civil Defence Emergency Management Plan 2006, roughly equivalent to the U.S. Federal Emergency Management Agency's National Response Framework.CanadaPublic Safety Canada is Canadas national emergency management agency. Each province is required to have legislature in place for dealing with emergencies, as well as establish their own emergency management agencies, typically called an "Emergency Measures Organization" (EMO), which functions as the primalization with the municipal and federal level.Public Safety Canada coordinates and supports the efforts of federal organizations ensuring national security and the safety of Canadians. They also work with other levels of government, first responders, community groups, the private sector (operators of critical infrastructure) and other nations.Public Safety Canadas work is based on a wide range of policies and legislation through the Public Safety and Emergency Preparedness Act which defines the powers, duties and functions of PS are outlined. Other acts are specific to fields such as corrections, emergency management, law enforcement, and national security.

AustraliaMain article: Emergency Management in AustraliaNatural disasters are part of life in Australia. Drought occurs on average every three out of ten years and associated heatwaves have killed more Australians than any other type of natural disaster in the 20th century.Australias emergency management processes embrace the concept of the prepared community. The principal government agency in achieving this is Emergency Management Australia.

Emergency planning idealsEmergency planning should aim where possible to prevent emergencies occurring, and when they do occur, good planning should reduce, control or mitigate the effects of the emergency. It is the systematic and ongoing process which should evolve as lessons are learnt and circumstances change (Office, 2013). Emergency planning should be viewed as part of a cycle of activities beginning with establishing a risk profile to help determine what should be the priorities for developing plans and ending with review and revision, which then restarts the whole cycle (Office, 2013). The cyclical process is common to many risk management disciplines, such as Business Continuity and Security Risk Management, as set out below: Recognition or identification of risks Ranking or evaluation of risks Resourcing controls Reaction Planning Reporting & monitoring risk performance Reviewing the Risk Management frameworkImplementation idealsThe implementation of an emergency plan involves much more than just its preparation. It must be regularly maintained, in a structured and methodical manner, to ensure it remains up to date and fit for purpose in the event of an emergency. Emergency managers will generally follow a common process to anticipate, assess, prevent, prepare, respond and recover from an incident.Pre-incident training and testingEmergency management plans and procedures should include the identification of appropriately trained member/s of staff responsible for decision making, perhaps in consultation with others, when an emergency has occurred. Training plans should not only consider internal people who have a role in the emergency plans, but it should also ensure contractors and civil protection partners are involved. The plans themselves should explicitly identify the nature and frequency of training and testing required.An organisation should regularly test the effectiveness of their emergency plans by carrying out test exercises, ensuring all key staff involved in the planning, or response. It may be necessary for multiple organisations to develop a joint emergency plan, with a formal set of instructions to govern them all, in order for a successful combined response. An example would be for the occupants of a multi-let building, within a business estate. Not only will a coordinated response be necessary for the multi-let building, it might also involve the other buildings within the estate and emergency services.Communicating and assessing incidentsOne of the most important stages of any emergency management plan is recognised to be the communication of an incident. Miscommunication can easily result in events escalating unnecessarily. The method and content of communication should always be carefully considered. Pre-planning of communications is critical and can be created in advance for the threats identified in the risk assessment.Once an emergency has been identified a comprehensive assessment should be undertaken to evaluate the level of crisis and the financial implications, or impact. Following assessment, the appropriate plan or response to be activated will depend on the specific pre-set criteria within the emergency plan. The risk treatment steps necessary should be prioritised to ensure critical functions are operational as soon as possible.

Phases and personal activitiesPreventionPrevention was recently added to the phases of emergency management. It focuses on preventing the human hazard, primarily from potential natural disasters or terrorist (both physical and biological) attacks. Preventive measures are taken on both the domestic and international levels. These are activities designed to provide permanent protection from disasters. Not all disasters,like particularly natural disasters, can be prevented, but the risk of loss of life and injury can be mitigated with good evacuation plans, environmental planning and design standards. In January 2005, 168 Governments adopted a 10-year global plan for natural disaster risk reduction called the Hyogo Framework. It offers guiding principles, priorities for action, and practical means for achieving disaster resilience for vulnerable communities.MitigationPersonal mitigation is a key to national preparedness. Individuals and families train to avoid unnecessary risks. This includes an assessment of possible risks to personal/family health and to personal property. For instance, in a flood plain, home owners might not be aware of a property being exposed to a hazard until trouble strikes. Specialists can be hired to conduct risk identification and assessment surveys. Professionals in risk management typically recommend that residents hold insurance to protect them against consequences of hazards.In earthquake prone areas, people might also make structural changes such as the installation of an Earthquake Valve to instantly shut off the natural gas supply, seismic retrofits of property, and the securing of items inside a building to enhance household seismic safety. The latter may include the mounting of furniture, refrigerators, water heaters and breakables to the walls, and the addition of cabinet latches.In flood prone areas, houses can be built on poles/stilts. In areas prone to prolonged electricity black-outs installation of a generator would be an example of an optimal structural mitigation measure. The construction of storm cellars and fallout shelters are further examples of personal mitigative actions.Mitigation involves Structural and Non-structural measures taken to limit the impact of disasters. Structural mitigation are actions that change the characteristics of a building or its surrounding, examples include shelters, window shutters, clearing forest around the house. Non-structural mitigation on personal level mainly takes the form of insurance or simply moving house to a safer area.

RecoveryThe recovery phase starts after the immediate threat to human life has subsided. The immediate goal of the recovery phase is to bring the affected area back to some degree of normalcy.During reconstruction it is recommended to consider the location or construction material of the property.The most extreme home confinement scenarios include war, famine and severe epidemics and may last a year or more. Then recovery will take place inside the home. Planners for these events usually buy bulk foods and appropriate storage and preparation equipment, and eat the food as part of normal life. A simple balanced diet can be constructed from vitamin pills, whole-meal wheat, beans, dried milk, corn, and cooking oil.[1] One should add vegetables, fruits, spices and meats, both prepared and fresh-gardened, when possible.Climate-resilient reconstructionWith increasing numbers of extreme weather events related to climate change, planners are embracing developments that help avoid destruction from similar future events when reconstructing infrastructure. The monsoon floods of 2010 damaged or destroyed 1.9 million houses in Pakistan. Around 2,000 people died and more than 20 million people were affected by the flooding, more than one tenth of the population, from the Himalayan mountains to the Arabian Sea. The Punjab government subsequently constructed 22 'disaster-resilient' model villages, comprising 1885 single-storey homes, together with schools and health centres. The Climate & Development Knowledge Network was engaged to advise on how to make the new infrastructure resilient to extreme weather events occurring in the future. The idea was that the villages should provide 'triple wins' of limiting greenhouse gas emissions, promoting development and building resilience to climatic events. Now inhabited, the model villages incorporate biogas plants, solar energy systems, livestock sheds, covered sewerage, brick-paved streets, parks, play areas, markets and community centres.

International organizationsThe International Emergency Management Society - TIEMSThe International Emergency Management Society - TIEMS, is an international non-profit NGO, registered in Belgium. TIEMS is a Global Forum for Education, Training, Certification and Policy in Emergency and Disaster Management. TIEMS is dedicated to developing and bringing the benefits of modern emergency management tools, techniques and good industry practices to society for a safer world. This is accomplished through the exchange of information, methodology innovations and new technologies, to improve society's ability to avoid, mitigate, respond to, and recover from natural and man-made disasters.TIEMS provides a platform for all stakeholders within the global emergency and disaster management community to meet, network and learn about new technical and operational methodologies. It also aims to exchange experience on good industry practices. It believes this will influence policy makers worldwide to improve global cooperation and to establish global standards within emergency and disaster management.TIEMS focus on cultural differences to be understood and included in the societys events, education and research programs. This is achieved by establishing local chapters worldwide. Today, TIEMS has chapters in Benelux, Romania, Finland, Italy, Middle East and North Africa (MENA), Iraq, India, Korea, Japan and China.

International Association of Emergency ManagersThe International Association of Emergency Managers (IAEM) is a non-profit educational organization dedicated to promoting the goals of saving lives and protecting property during emergencies and disasters. The mission of IAEM is to serve its members by providing information, networking and professional opportunities, and to advance the emergency management profession.It has seven councils around the world: Asia,[8] Canada,[9] Europa,[10] International,[11] Oceania,[12] Student[13] and USA.[14]The Air Force Emergency Management Association, affiliated by membership with the IAEM, provides emergency management information and networking for US Air Force Emergency Managers.International Recovery PlatformThe International Recovery Platform (IRP) was conceived at the World Conference on Disaster Reduction (WCDR) in Kobe, Hyogo, Japan in January 2005. As a thematic platform of the International Strategy for Disaster Reduction (ISDR) system, IRP is a key pillar for the implementation of the Hyogo Framework for Action (HFA) 20052015: Building the Resilience of Nations and Communities to Disasters, a global plan for disaster risk reduction for the decade adopted by 168 governments at the WCDR.The key role of IRP is to identify gaps and constraints experienced in post disaster recovery and to serve as a catalyst for the development of tools, resources, and capacity for resilient recovery. IRP aims to be an international source of knowledge on good recovery practice.[15]

Red Cross/Red CrescentNational Red Cross/Red Crescent societies often have pivotal roles in responding to emergencies. Additionally, the International Federation of Red Cross and Red Crescent Societies (IFRC, or "The Federation") may deploy assessment teams, e.g.[16] Field Assessment and Coordination Team (FACT) to the affected country if requested by the national Red Cross or Red Crescent Society. After having assessed the needs Emergency Response Units (ERUs)[17] may be deployed to the affected country or region. They are specialized in the response component of the emergency management framework.United NationsWithin the United Nations system responsibility for emergency response rests with the Resident Coordinator within the affected country. However, in practice international response will be coordinated, if requested by the affected countrys government, by the UN Office for the Coordination of Humanitarian Affairs (UN-OCHA), by deploying a UN Disaster Assessment and Coordination (UNDAC) team.World BankSince 1980, the World Bank has approved more than 500 operations related to disaster management, amounting to more than US$40 billion. These include post-disaster reconstruction projects, as well as projects with components aimed at preventing and mitigating disaster impacts, in countries such as Argentina, Bangladesh, Colombia, Haiti, India, Mexico, Turkey and Vietnam to name only a few.[18]Common areas of focus for prevention and mitigation projects include forest fire prevention measures, such as early warning measures and education campaigns to discourage farmers from slash and burn agriculture that ignites forest fires; early-warning systems for hurricanes; flood prevention mechanisms, ranging from shore protection and terracing in rural areas to adaptation of production; and earthquake-prone construction.[19]In a joint venture with Columbia University under the umbrella of the ProVention Consortium the World Bank has established a Global Risk Analysis of Natural Disaster Hotspots.[20]In June 2006, the World Bank established the Global Facility for Disaster Reduction and Recovery (GFDRR), a longer term partnership with other aid donors to reduce disaster losses by mainstreaming disaster risk reduction in development, in support of the Hyogo Framework of Action. The facility helps developing countries fund development projects and programs that enhance local capacities for disaster prevention and emergency preparedness.

CHAPTER 2Introduction

Customer Satisfaction is the buzzword used by the business people for the success of organization in the present days. Due to the increases of heavy competition in every product line it become difficult for the companies to retain the customers for longer time. So retain the customer for longer time the marketer has to do only one things i.e. customer satisfaction .If customer is fully satisfied by the product it not only rub the organization successfully but also fetch many benefits for the company . They are less process sensitive and they remain customer for a longer period. They buy addition products overtimes as the company introduce related produce related products or improved, so customer satisfactions is gaining a lot of importance in the present day. Every company is conducting survey on customer satisfaction level on their products .To make the products up to the satisfaction level of customers.

This project is also done to know the customers satisfaction on theMahindra and Mahindra Automobiles. The impact of automobile industry on the rest of the economy has been so pervasive and momentous that is characterized as second industrial. It played a vital role in helping the nation to produce higher value good and services and in the enhancing their skills and impose tremendous demand for automobile, lot of car manufacturers company facing cut throat competition in the fields of technology and price.Customer Satisfaction Strategies Followed By M&MThe different strategies followed by M&M consists of Customer relationship management, strategy to providing better facility to the owner, and strategy to provide better after sales service to customer.Customer Relationship ManagementCRM as a tool was used to create positive word-of-mouth, to monitor customer experiences and generate referrals. A series of CRM activities were implemented with regular direct communication, events and customer satisfaction surveys, Events, Festive offers, Rewards Program, etc.

HistoryMahindra & 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 to Mahindra & Mahindra in 1948. M&M started its operation as a manufacturer of general-purpose utility vehicles. It 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. M&M partnered with companies prominent in the international market, including 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. 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 itsResearch Methodology

A research process consists of stages or steps that guide the project from its conception through the final analysis, recommendations and ultimate actions. The research process provides a systematic, planned approach to the research project and ensures that all aspects of the research project are consistent with each other.Research studies evolve through a series of steps, each representing the answer to a key question.INTRODUCTIONThis chapter aims to understand the research methodology establishing a framework of evaluation and revaluation of primary and secondary research. The techniques and concepts used during primary research in order to arrive at findings; which are also dealt with and lead to a logical deduction towards the analysis and results.

RESEARCH DESIGN I propose to first conduct a intensive secondary research to understand the full impact and implication of the industry, to review and critique the industry norms and reports, on which certain issues shall be selected, which I feel remain unanswered or liable to change, this shall be further taken up in the next stage of exploratory research. This stage shall help me to restrict and select only the important question and issue, which inhabit growth and segmentation in the industry.The various tasks that I have undertaken in the research design process are :* Defining the information need* Design the exploratory, descriptive and causal research.

RESEARCH PROCESSThe research process has four distinct yet interrelated steps for research analysis It has a logical and hierarchical ordering:* Determination of information research problem.* Development of appropriate research design.* Execution of research design.* Communication of results.Each step is viewed as a separate process that includes a combination of task , step and specific procedure. The steps undertake are logical, objective, systematic, reliable, valid, impersonal and ongoing.EXPLORATORY RESEARCHThe method I used for exploratory research was* Primary Data* Secondary data

PRIMARY DATANew data gathered to help solve the problem at hand. As compared to secondary data which is previously gathered data. An example is information gathered by a questionnaire. Qualitative or quantitative data that are newly collected in the course of research, Consists of original information that comes from people and includes information gathered from surveys, focus groups, independent observations and test results. Data gathered by the researcher in the act of conducting research. This is contrasted to secondary data, which entails the use of data gathered by someone other than the researcher information that is obtained directly from first-hand sources by means of surveys, observation or experimentation. Primary data is basically collected by getting questionnaire filled by the respondents. SECONDARY DATAInformation that already exists somewhere, having been collected for another purpose. Sources include census reports, trade publications, and subscription services. There are two types of secondary data: internal and external secondary data. Information compiled inside or outside the organization for some purpose other than the current investigation Researching information, which has already been published? Market information compiled for purposes other than the current research effort; it can be internal data, such as existing sales-tracking information, or it can be research conducted by someone else, such as a market research company or the U.S. government. Secondary source of data used consists of books and websitesMy proposal is to first conduct a intensive secondary research to understand the full impact and implication of the industry, to review and critique the industry norms and reports, on which certain issues shall be selected, which I feel remain unanswered or liable to change, this shall be further taken up in the next stage of exploratory research. Descriptive ResearchSTEPS in the descriptive research: Statement of the problem* Identification of information needed to solve the problem* Selection or development of instruments for gathering the information* Identification of target population and determination of sampling Plan.* Design of procedure for information collection* Collection of information* Analysis of information* Generalizations and/or predictions

CHAPTER 3SalesPromotionStrategySales Promotion Short term incentives to encourage the purchase or sales of a product or services. Sales promotion includesincludesseveralcommunicationsactivitiesthatattempt to provideadded value or incentivesto consumers, wholesalers,retailers, orother organizational customerstostimulateimmediatesales.Theseeffortscan attempt to stimulateproduct interest,trail, or purchase. Examplesof devices used in sales promotion include coupons, samples, premiums, point of purchase (POP) displays, contests, rebates, and sweepstakes

SALESPROMOTIONSTRATEGIESThere are three types of sales promotion strategies: Push, Pull, or a combinationofthetwo.APushstrategyinvolvesconvincingtradeintermediarychannelmembers toPushtheproductthroughthedistributionchannelstotheultimateconsumer viapromotionsandpersonalsellingefforts.Thecompanypromotestheproduct througharesellerwhointurnpromotesittoyetanotherresellerorthefinal consumer.Tradepromotionobjectivesaretopersuaderetailersorwholesalers tocarryabrand,giveabrandshelfspace,promoteabrandinadvertising,and/or pushabrandtofinalconsumers.Typicaltacticsemployednpushstrategyare: allowances,buybackguarantees,freetrails,contests,speciallyadvertisingitems, discounts,displays,andpremiums.Apullstrategyattemptstogetconsumerstopulltheproductfromthe manufacturerthroughthemarketingchannel.Thecompanyfocusesitsmarketing communicationsefforts on consumers in the hope that it stimulates interest and demandfor the product at the end user level. This strategy is often employed if distributorsarereluctanttocarryaproductbecauseitgetsasmanyconsumersas possibletogotoshowroomsandrequestproduct,thuspulling itthroughthe channel.Consumerpromotionobjectivesaretoenticeconsumerstotryanew product, lure customers away from competitors products, get consumers to load up on a mature product hold & reward loyal customers, and build consumerrelationships.Typicaltacticsemployed inpullstrategyare:samples, coupons, cashrefunds andrebates, premiums, advertisingspecialties, loyalty programs/patronage rewards, contests, sweepstakes, games, and point of purchase(POP)displays.Cardealersoftenprovideagoodexampleofacombinationstrategy.If youpayattentiontocardealersadvertising,youwilloftenhearthemspeakof cash hackoffersanddealerincentives.

Strategic Alliances

How did the idea of alliances begin? What made organizations to look beyond own organization to work with other organizations?The answers to these questions are not simple. Different theories have been debated and studied. But most prominent of all is the impact and influence of global economy. In early1960s, most of American large corporations were unchallenged for their technology, leadership, skills of marketing and ability to manage businesses with complex and large scale. However, this saw significant shift as mid 1980s the revolution spread globally and many companies outside America started matching or nearly matched American corporations. This was paradigm shift in newer technology driven computers market to skill based matured industries like Automobiles, where new entrants adapted more readily to changing requirements in the markets.This led to formation of relationships across different markets and domain that eventually shaped in to Alliances and partnerships. Alliances can be described in many ways based on how two or more companies decide to work together. It can be cross referrals, Outsourcing to 3 rd parties co-marketing, online affiliate arrangements, business partnership arrangements, joint venture companies, legal partnerships or strategic alignment. These can have different drivers for different organizations.

CONVENTIONAL APPROACH TO STRATEGIC ALLIANCES

The usual steps to forming a strategic alliance, each the subject of learned texts are: Locate and validate the alliance within the long-term vision, mission, and strategy of the organization for short term and long term Specify the objectives and scope of the alliance regarding the organization- specific resources and capabilities that are desired, and underscore the importance of these. Question what to offer and what to receive in exchange to highlight interdependence.(Alternatively, what must be retained internally for strategic purposes, what cannot be done internally, and what could be done externally) Evaluate and select potential partners based on the level of synergy and the ability of the organizations to work together. Identify and mutually recognize the opportunities, including the transparency and receptivity of information they call for. Evaluate negotiation capabilities.Understand joint task requirements and develop and propose a working interface with the prospective partner. (This might necessitate an evaluation of the impact on shareholders and stakeholders.) Negotiate and implement an agreement, anticipating longevity that defines progress and includes systems to monitor and evaluate performance (while eschewing performance myopia). Define the governance system that will oversee the alliance, enforce its administration, build trust and reciprocity, and curtail opportunistic behavior. Plan the integration and its points of contacts. Create the alliance and catalyze it with leadership commitment. CHARACTERISTICS OF ALLIANCES

To be successful, alliance group needs to be focused on a well-defined strategic purpose and clear roles of all the members. Alliance partners are collection of separate companies linked through collaborative arrangements. But it is not necessary that all components in one organization have such collaboration with all components in other organization.

Size

Alliances are created out of need for creating larger consortium that can benefit from economies of scale or larger market share. When the markets turn competitive with number of players or groups winning some or other business, then the size factor has significant impact. When the competition amongst networks centers on the establishment of an industry standard, the number of companies in the network and their combined share of the total market share are critical to success.

Pattern of Growth

Most of alliance networks do not come to operational model in fully formed model. They are built brick by brick, into pieces. Both rate of growth and sequence of joining members in an alliance network often defines role of each player in such alliance group as well affects networks competitive success. To attract newer members to align with partner ecosystem, the potential for joint benefits must be well visible and articulated well enough to demonstrate how partnership will result in success for every member.

Composition

For convergence industries, more than size of network and number of partners, often the composition of each partner and alliance is critical to success. Composition ensuring that all technologies and all markets crucial to product are covered holds key to success. Combination of technologies and presence in different markets bring new opportunities that eventually become business wins.

Internal Competition in Alliance Partners

This is more common in system integration businesses. The level of competition will dependBoth on how many similar functions are offered by partners and what is structure of relationship with each other is defined. Such competition has two opposing effects on performance. To certain point, it increases flexibility, drive innovation and ensure security of supply. But it can fragment part of business so much that none of partner can reach to economies of scales and make enough margins to sustain business and hence partnership. Too much competition amongst partners may finally kill the partnership but reasonable competition can work without larger impact.

Governance Structure

Cooperation between companies is never automatic. The partnership must provide incentives for performance. Without some collective governance, these alliance partnerships can turn to be simply haphazard collection of alliances.One of most important characteristic of this governance is how good it keeps collective benefits going on. Many formal consortias have governing bodies composed of multiple members of alliance partner companies but no individual member has a control. These alliance networks may function without joint management. In such cases, one company need to have clear lead and others are participants creating larger group. In such case lead company need to provide management to these multiple partnerships and execute role of integrator of different systems and services offered by members.

CHAPTER 4Corporate Social Responsibility

At Mahindra Finance, we feel a strong sense of responsibility towards the environment in which we thrive. Hence, the very essence of our business model is based on a vision to enable and augment Sustainable Development. With an active sustainability council comprising the senior management, we work with great dedication to ensure that the principles of sustainability are deeply embedded in the company's working and planning systems. We also aim to reduce the ecological impact of our operations and to restrategise businesses in order to achieve sustainable growth.Being a Triple Bottom Line company, we greatly focus on the below three essential pillars:People:Ensuring fair and beneficial business practices with respect to labour, the community and the region in which we conduct our operations.Planet:Sustainable environmental practices to maintain the natural balance and harmony of elements and resources.Profit:It is the economic yield shared by all the stakeholders involved.

Recommendation

Mahindra Company has to implement good customer relationship management strategy that enhances customer satisfaction level.The company can for the undertake R&D to improve the existing feature which field help increase in the customer satisfaction.The company should promote about the entire feature offered by it. As majority of the customer give opinion that they are satisfied is the factor, services and design of the product of the company should taken not only maintain the existing standard but also enhance them. As majority of the respondents are satisfied with the safety and comfort feature of Mahindra Bolero, 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. Majority of the respondents are satisfied with the safety and comfort feature of Mahindra Bolero, 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. As such, Mahindra should focus on the aspects, which will enhance the customer satisfaction and thus the market share.

Findings

Based on the data gathered by administrating schedules to customers the following observations are made.0. Mahindra Bolero has excellent percentage of customer satisfaction according to the data shown in table 1 of the data analysis and Interpretation topic.0. Most of the people are satisfied with its low maintenance cost and after sales service provided by Mahindra Bolero.0. Based on the fuel consumption, most of the people are satisfied with it.0. Based on Safety and Comfort, Design, Space, Maintenance most of the people are satisfied with it.0. Large numbers of Bolero user are aware of its power steering.0. If we took the satisfaction level of people toward Bolero, it becomes good.0. Its features and style satisfy most of the people.

THE REFERENCES AND DISCLAIMER

The study and analysis of the paper is based on large access to information available on Internet. Research reference from research firms like Gartner and Forrester has been considered. Various interviews and research material, white papers on Internet are referred.Multiple reading material and case studies are referred including Harvard Business Reviews and real life cases of alliance ecosystem in Information Technology markets.The discussion with key executives and presentations from leading Information Technology, Telecommunication and Product companies, software companies has been referred for completion of this report.This paper is purely for a report for educational study purpose and is not a commercial document. Any reproduction or duplication of any or part or full content of this report is strictly prohibited without written permission of the author.The views and material in the paper above is personal views and does not intend to provide any official views from any company or not expresses as part of any company. They are purely personal views and produced based on reading material and does not claim or depict any verdict. Any liabilities in direct or indirect, in any form, arising from or through or any reference to this paper is not responsibility of author and no claims shall be solicited in any form in any jurisdiction.

CHAPTER 5BibliographyBOOKS:1. Philip Kotler, Kevin Keller (2009), Marketing Management (Thirteenth Edition)2. Marketing Management, The Mc Graw. Hill Company Rajan Saxena (Third Edition)3. Berman, Berry and Joel r Evans (Oct- 1997) Retail Management: A strategic approach 8th edition Englewood cliffs NJ printcehall4. Country analysis 1997 A framework to identify and evaluate the national business environment Hardward business reviewMAGAZINES:A) OUTLOOK BUSINESS (FEB, 2009)B) BUSINESS STANDARD (April-July 2009)C) 4PS OF BUSINESS AND MARKETING (June 2009)D) BUSINESS TODAY - Pick and ChooseE) BUSINESS TODAY Mahindra & Mahindra to bring new model of Xylo.INTERNET:1. Mahindra & Mahindra' Official Website2. WWW.Business world.com3. WWW.Autowold.com~ 34 ~