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Project Report on

DISASTER MANAGEMENT, STRATEGY ALLIANCE &

CORPORATE STRATEGY OF MAHINDRA COMPANY

Submitted by

HEMANT DHANRAJ SONAWANE

MASTERS IN COMMERCE SEM-II

(ADVANCE ACCOUNTANCY)

ACADEMIC YEAR 2013-2014

Roll No.6272

Submitted to

UNIVERSITY OF MUMBAI

MULUND COLLEGE OF COMMERCE

S.N ROAD, MULUND (W)-MUMBAI 400 080

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DECLARATION

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

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CERTIFICATE

I, 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)

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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:

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TABLE OF CONTENTS

Sr. No. TITLE Page No

1 CHAPTER 1 :

Disaster Management 6

National Organizations 7

Emergency Planning Ideals 10

Phases & Personal Activates 12

International Organizations 15

2 CHAPTER 2 :

Introduction 19

History 21

Research Methodology 22

3 CHAPTER 3 :

Sales Promotion Strategy 26

Strategic Alliances 28

Characteristics of Alliances 30

4 CHAPTER 4 :

Corporate Social Responsibility 33

Recommendation 34

Findings 35

The References & Disclaimer 36

5 CHAPTER 5 :

Bibliography 37

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CHAPTER 1

DISASTER MANAGEMENT

Disaster management (or emergency 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 the Federal Emergency

Management Agency (FEMA) in the United States.

All aspects of disaster management deal with the processes used to protect populations or

organizations from the consequences of disasters, wars and acts of terrorism. This can be seen

through government publications such as the National Strategy for Homeland Security which

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 facility’s 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,

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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 the threats themselves, 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 of search and rescue activity.

NATIONAL ORGANIZATIONS

India

A protective wall built on the shore of the coastal town of Kalpakkam, in aftermath of

the 2004 Indian Ocean Earthquake.

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The role of emergency management in India falls 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 Zealand

In 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).

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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.

Canada

Public Safety Canada is Canada’s 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 Canada’s 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.

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Australia

Main article: Emergency Management in Australia

Natural 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.

Australia’s emergency management processes embrace the concept of the prepared

community. The principal government agency in achieving this is Emergency Management

Australia.

EMERGENCY PLANNING IDEALS

‘Emergency 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

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Reaction Planning

Reporting & monitoring risk performance

Reviewing the Risk Management framework

Implementation ideals

The 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 testing

Emergency 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

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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 incidents

One 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 ACTIVITIES

Prevention

Prevention 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

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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.

Mitigation

Personal 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

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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.

Recovery

The 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 reconstruction

With 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

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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 ORGANIZATIONS

The International Emergency Management Society - TIEMS

The 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

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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 society’s 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 Managers

The 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 Platform

The 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

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of the International Strategy for Disaster Reduction (ISDR) system, IRP is a key pillar for the

implementation of the Hyogo Framework for Action (HFA) 2005–2015: 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 Crescent

National 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 Nations

Within 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 country’s government, by the UN Office for

the Coordination of Humanitarian Affairs (UN-OCHA), by deploying a UN Disaster

Assessment and Coordination (UNDAC) team.

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World Bank

Since 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.

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CHAPTER 2

INTRODUCTION

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.

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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&M

The 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 Management

CRM 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.

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HISTORY

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 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 its

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RESEARCH 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.

INTRODUCTION

This 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.

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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 PROCESS

The 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 RESEARCH

The method I used for exploratory research was

* Primary Data

* Secondary data

PRIMARY DATA

New 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.

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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 DATA

Information 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 websites

My 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.

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DESCRIPTIVE RESEARCH

STEPS 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

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CHAPTER 3

SALES PROMOTION STRATEGY

Sales Promotion Short term incentives to encourage the purchase or sales of a product or

services. Sales promotion includes includes several communications activities that attempt to

provide added value or incentives to consumers, wholesalers, retailers, or other

organizational customers to stimulate immediate sales. These efforts can attempt to

stimulate product interest, trail, or purchase. Examples of devices used in sales promotion

include coupons, samples, premiums, point of purchase (POP) displays, contests, rebates, and

sweepstakes

SALES PROMOTION STRATEGIES

There are three types of sales promotion strategies: Push, Pull, or a

combination of the two.

A Push strategy involves convincing trade intermediary channel members

to “Push” the product through the distribution channels to the ultimate consumer

via promotions and personal selling efforts. The company promotes the product

through a reseller who in turn promotes it to yet another reseller or the final

consumer. Trade – promotion objectives are to persuade retailers or wholesalers

to carry a brand, give a brand shelf space, promote a brand in advertising, and/or

push a brand to final consumers. Typical tactics employed n push strategy are:

allowances, buy‐ back guarantees, free trails, contests, specially advertising items,

discounts, displays, and premiums.

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A pull strategy attempts to get consumers to “pull” the product from the

manufacturer through the marketing channel. The company focuses its marketing

communications efforts on consumers in the hope that it stimulates interest and demand for

the product at the end user level. This strategy is often employed if

distributors are reluctant to carry a product because it gets as many consumers as

possible to go to showrooms and request product, thus pulling it through the

channel. Consumer‐ promotion objectives are to entice consumers to try a new product, lure

customers away from competitors’ products, get consumers to “load up” on a mature

product hold & reward loyal customers, and build

consumer relationships. Typical tactics employed in pull strategy are: samples, coupons,

cash refunds and rebates, premiums, advertising specialties, loyalty programs/patronage

rewards, contests, sweepstakes, games, and point of purchase (POP) displays.

Car dealers often provide a good example of a combination strategy. If

you pay attention to car dealers’ advertising, you will often hear them speak of cash

hack offers and dealer incentives.

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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 early

1960’s, 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 1980’s 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.

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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.

~ 30 ~

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

network’s 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.

~ 31 ~

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 depend

Both 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.

~ 32 ~

One of most important characteristic of this governance is how good it keeps collective

benefits going on. Many formal consortia’s 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.

~ 33 ~

CHAPTER 4

CORPORATE 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.

~ 34 ~

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.

~ 35 ~

FINDINGS

Based on the data gathered by administrating schedules to customers the following

observations are made.

1. Mahindra Bolero has excellent percentage of customer satisfaction according

to 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

service provided by Mahindra Bolero.

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

are satisfied with it.

5. Large numbers of Bolero user are aware of its power steering.

6. If we took the satisfaction level of people toward Bolero, it becomes good.

7. Its features and style satisfy most of the people.

~ 36 ~

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.

~ 37 ~

CHAPTER 5

BIBLIOGRAPHY

BOOKS:

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 printcehall

4. Country analysis 1997 “ A framework to identify and evaluate the national business

environment” Hardward business review

MAGAZINES:

A) OUTLOOK BUSINESS (FEB, 2009)

B) BUSINESS STANDARD (April-July 2009)

C) 4P’S OF BUSINESS AND MARKETING (June 2009)

D) BUSINESS TODAY - Pick and Choose

E) BUSINESS TODAY – Mahindra & Mahindra to bring new model of Xylo.

INTERNET:

1. Mahindra & Mahindra' Official Website

2. WWW.Business world.com

3. WWW.Autowold.com