Abstract

The Rs. 5,914 crore Mahindra and Mahindra (M&M) group covers a wide range of markets including automobiles, farm equipment, financial services, infrastructure and development, information technology and automotive components. In December 2002, M&M reached a low point in its history. M&M overhauled its operations, flagged off a business process re-engineering (BPR) exercise and launched operation Blue-chip, which raised the bar on performance. Now that M&M is in a better shape, Anand Mahindra, Vice Chairman and Managing Director, has finalised ambitious globalisation plans for each of its subsidiaries. He expects each business to clearly define the markets it wants to enter, the market share it wants in each product category and work independently towards building a global brand.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

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Keywords

Mahindra, Anand Mahindra, Globalisation, Business process re-engineering, Global brand, Blue-chip, Tractors, Global marketing, Scorpio, Core activity, Performance bar, USA, Restructuring, SBU's