PROJECT REPORT MAHINDRA & MAHINDRA LIMITED

Submitted to Dr.Prachee Mishra

Submitted by Dhruv Kumar 2K11B11

INTRODUCTION
Mahindra & Mahindra Limited (BSE: 500520) is the flagship company of the Mahindra Group, a multinational conglomerate based in Mumbai, India. The company was set up in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra and Malik Ghulam Mohammed as a steel company in Mumbai. After India gained independence and Pakistan was formed, Mohammed immigrated to Pakistan where he became the nation's first finance minister. The company changed its name to Mahindra & Mahindra in 1948.

Mahindra & Mahindra was set up as a steel trading company in 1945. It soon expanded into manufacturing general-purpose utility vehicles, starting with assembly under license of the iconic Willys Jeep of U.S company in India. M&M later branched out into the manufacture of light commercial vehicles (LCVs) and agricultural tractors. Today, M&M is the leader in the utility vehicle segment in India with its flagship UV Scorpio and enjoys a growing global market presence in both the automotive and tractor businesses. The Mahindra brothers believed that new modes of transportation could be a key to Indias prosperity, so one of their first goals was to build rugged, simple vehicles capable of tackling the Indian terrain. Early pioneers of globalization, the brothers collaborated with a wide range of international companies and before long, Mahindras reach extended to steel, tractors, telecom, and more. Now, after 65 years, Mahindra has grown from a humble local outfit to a US $12.5 billion corporation employing more than 119,900 people around the world. Its been quite an adventure so far, and are proud of there global leadership in utility vehicles, tractors, and information technology, as well as significant presence in financial services, leisure and hospitality, engineering, trade, and logistics. Today, their operations span 18 key industries that form the foundation of every modern economy: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services, defense, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality,

logistics, real estate, retail, and two wheelers. As they accelerate into the 21st century, theyll continue to pursue innovative ideas that enable people to rise. Theyve come a long way, but their journey has just begun. Over the past few years, M&M has expanded into new industries and geographies. They entered into the two-wheeler segment by taking over Kinetic Motors in India in 2008. M&M has also taken over the controlling stake in REVA Electric Car Company in 2010 and acquired South Korea's SsangYong Motor Company in 2011. The US based Reputation Institute recently ranked Mahindra among the top 10 Indian companies in its 'Global 200: The World's Best Corporate Reputations' list. M&M BUILDS THREE THINGS: PRODUCTS, SERVICES, AND POSSIBILITIES. Mahindra and an independent India began their rise together. We are many companies united by a common purposeto enable people to Rise. We operate in the key industries that drive economic growth, enjoying a leadership position in utility vehicles, information technology, tractors, and vacation ownership. We have a growing presence in the automotive industry, aerospace, aftermarket, components, consulting services, defense, energy, financial services, logistics, real estate, retail, and two wheelers. A US $14.4 billion multinational group based in Mumbai, India, we are more than 137,000 people in over 100 countries. As of 31st March 2011, the Group flagship company Mahindra & Mahindra Ltd. has 110 Subsidiary Companies. Our federated structure enables each business to chart its own future and simultaneously leverage synergies across the entire Groups competencies. In this way, the diversity of our expertise allows us to bring our customers the best in many fields. M&M standalone net profit for quarter ended Sept 2011 stood at Rs 737.38 cr,

VISION To build flagship brands that can sustain through thick & thin & to become Indias most enduring & engaging company... MISSION

To make Mahindra & Mahindra Limited known world-wide for the quality of its products and services... GOALS The long term goal is to be the largest manufacturer in the world. PURPOSE & VALUES... Our motivation to give our best every day comes from our core purpose: we will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the worldto enable them to Rise. Our products and services support our customers ambitions to improve their living standards; our responsible business practices positively engage the communities we join through employment, education, and outreach; and our commitment to sustainable business is bringing green technology and awareness into the mainstream through our products, services, and lightfootprint manufacturing processes. This commitment to sustainabilitysocial, economic, and environmentalrests upon a set of core values. They are an amalgamation of what we have been, what we are, and what we want to be. These values are the compass that guides our actions, both personal and corporate. They are:

Good corporate citizenship: We will continue to seek long term success in alignment with the needs of the communities we serve. We will do this without compromising on ethical business standards. Professionalism: We have always sought the best people for the job and given them the freedom and the opportunity to grow. We will continue to do so. We will support innovation and well reasoned risk taking, but will demand performance. Customer first: We exist and prosper only because of the customer. We will respond to the changing needs and expectations of our customers speedily, courteously and effectively. Quality focus: Quality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our interactions with others. We will do it 'First Time Right.'

Dignity of the individual: We will value individual dignity, uphold the right to express disagreement and respect the time and efforts of others. Through our actions, we will nurture fairness, trust, and transparency. BRAND Since 1945, weve built our company around the core idea that people will succeed if they are just given the opportunity. Employees across the Group constantly challenge conventional thinking to create solutions that make a significant difference in the lives of our customers. Thats why everything we buildbe it a tractor, financial service, solar-powered lamp, or softwareis designed to empower you to reach your potential. Internally, we follow three basic tenetsaccepting no limits, thinking alternatively, and driving positive change in everything we do. These brand pillars guide all our actions and business decisions from deciding whether or not to enter a new field or planning a portfolio of services. We hope youll take what we do and make it your own. We accept no limits, and ask the same of everyone else. In return, we work relentlessly to provide the tools, information, and inspiration to push past limitations and comfort zones. This challenger spirit galvanized us to meet the oil crisis in the 1970s by re-engineering our fuel efficient tractor engines for utility vehicles. It led us to take on the challenge of designing the Scorpio utility vehicle at a cost that many industry experts thought was impossibly low. Weve created completely new business models to enter areas others had written off or ignored, like our leading hospitality business and our rural financial services. And we just registered our highest ever profits despite the worst global recession since the Great Depression. This determination influences every aspect of our culture and our employees. As a result, each Mahindra business constantly pushes the envelope and raises the bar as we strive to deliver better value to our customers.

We are helping establish the largest identity management program in the world for the Government of India. Results 600 million Unique Identification

Numbers (Aadhaars) by 2015 Increased trust between public and private agencies and citizens Empowering the poor to access service

Under the Unique Identification Authority of India (UIDAI) initiative, every Indian will receive a unique 12-digit identification number, or Aadhaar. Holding an Aadhaar will help every citizen claim services and support across the country from all service providers, including government service programs. Mahindra Satyam is partnering with Morpho, a world leader in biometric technologies, to develop and maintain the IT systems for the implementation of a centralized database of Aadhars. This database will provide a wealth of information and a foundation for the empowerment of marginalized citizens. In the first two years alone, we expect to register 200 million people.

We supported the 2010 FIFA World Cupthe worlds biggest sporting event.

Results $1.6 billion in sponsorship revenue for FIFA 3.12 million purchasable tickets for 64 games Ticket sales of over 97 percent

Broadcast to 214 countries on 317 channels About 26 billion people (aggregated) watched the FIFA Football World Cup, held in South Africa in 2010. This event brought 32 teams to ten different locations across South Africa for a period of one month. FIFA needed a single IT platform to manage all aspects of the event. Mahindra Satyam stepped up to create an easy-to-use online Event Management System to coordinate the event, both locally and globally. Our cloud-based system handled every detail from volunteer management, transportation services, and venue management to authorization, multilingual ticketing, hospitality, and conferences. Our 24 member team provided round-theclock support to customers, the first time such support was available at this scale of sporting event. We answered almost 200,000 calls during last-minute ticket sales.

LEADERSHIP We have always believed that ethics and good governance coupled with vision and grit are fundamental to being a successful business, and our leadership team embodies these beliefs. Youll find many interesting personalities here; people that have helped shape the evolution of our businesses and continue to guide our destiny. Youll come across achievements and awards that we believe are merely a by-product of the work that we do. Were proud that our people drive change and lead from the front.

For over five decades, Keshub Mahindra has enabled Mahindra and its people to rise. He joined Mahindra & Mahindra in 1947 and became Chairman in 1963. He continues to be involved with the day-to-day activities of the company today and has literally been the backbone of the company. Keshub is a philanthropist who redefined corporate governance by effectively channeling funds into the social sector. From building ethical corporate organizations in India to serving on prestigious boards and committees, Keshubs immense contribution to Indian business has established him as an inspirational business leader and an iconic corporate citizen Over the years, Keshub has been a member of organizations and committees like: Prime Ministers Council on Trade & Industry Employers Federation of India (President Emeritus) Centre for Research in Rural & Industrial Development Society (Chairman)

He has also been: President of the Bombay Chamber of Commerce & Industry (196667) President of the Indo-American Society (199192) Chairman, India Nominating Committee Single Nation Programme Eisenhower Exchange Fellowships, USA (19982005) Keshubs philanthropic leadership includes: Chairman Mahindra Foundation Vice President National Society for Clean Cities Director Pratham (Indian education initiative, 200308)

And he has been the recipient of a plethora of awards over the years. Here are just a few of them:

Business India Businessman of the year, India (1989) Rotary award for Vocational Excellence (1992) Ernst & Young Lifetime Achievement Award (2007) Keshub is a graduate from the Wharton School, University of Pennsylvania, USA. He

currently lives in Mumbai with his wife. They have three daughters and seven grandchildren.

Anand Mahindra started off at Mahindra in 1981 when he joined Mahindra Ugine Steel Co (MUSCO), a major producer of specialty steels, as Executive Assistant to the Finance Director. In 1989, he was appointed President and Deputy Managing Director of the company. While at MUSCO, Anand spearheaded Mahindras growth and diversification into new business areas like real estate and hospitality management. In 1991, he was appointed Deputy Managing Director of Mahindra & Mahindra, the countrys leading producer of tractors and off-road vehicles. He initiated a comprehensive change program to make the company an efficient and aggressive competitor in the new liberalized economic environment in India. In 1997, he was promoted to Managing Director, and in 2003 he also became Vice Chairman. A few of the boards and committees that Anand serves on are: Harvard Business School Association of India Cofounder and Asia/Pacific Advisory Board National Sports Development Fund (NSDF), Government of India Council and Executive Committee India Council for Sustainable Development

Anand has received a great many awards over the years. Some of these are:

Knight of the Order of Merit from the President of the French Republic Harvard Business School Alumni Achievement Award 2008 Business Leader of the Year 2009 from the Economic Times Top 25 Most Powerful Businesspeople in Asia from Fortune magazine, 2011

He takes a keen interest in education, and apart from being a Trustee of the K.C. Mahindra Education Trust, which provides scholarships to students, he is also on the Board of Governors of the Mahindra United World College of India. In 1996, he initiated the Nanhi Kali program to provide free education to economically underprivileged girl children in India. He is also a Life Trustee on the Board of the Nandi Foundation, a leader in providing academic support and daily meals to more than 1.3 million children in government schools as well as providing agriculture and natural resource management knowledge to small farmers across India. Anand frequently shares his views and ideas on economics and business through his writings in various business magazines. You can follow his personal views on Twitter at http://twitter.com/anandmahindra.

Anand graduated magna cum laude from Harvard College, USA in 1977 and earned an MBA from the Harvard Business School, USA in 1981. A strong believer in the power of liberal arts to shape the leaders of the future, Anand gave an endowment of $10 million to the Harvard Humanities Center in 2010now known as the Mahindra Humanities Center. Anand enjoys world cinema, reading, listening to the Blues, sailing, and tennis. He lives in Mumbai with his wife. They have two daughters.

ORGANISATIONAL STRUCTURE MAHINDRA AND MAHINDRA LIMITED

Our federated structure enables each business to chart its own future and simultaneously leverage synergies across the entire Groups competencies. In this way, the diversity of our expertise allows us to bring our customers the best in many fields. The structure in M&M is based on division structure which has a set of autonomous units, each typically a machine bureaucracy unto itself ,coordinated by a central headquarters. The strength of divisional structure is that it seeks to place full responsibility for a product or service in the hands of the divisional manager, so it provides more focus on the product.

ORGANISATIONAL CULTURE
Following Indian independence in 1947, Mahindra & Mahindra charted a course of product expansion and globalization. The philosophy led to the company's entrance into the worldwide tractor market.

To find the tractor that is right for your particular needs, the best person to talk to is your Mahindra dealer! A home away from homeis what Mahindra & Mahindra constantly strives to be. Innumerable employee initiatives, extensive drive towards continuous learning and development is what M&M applauds and lives by. 'People' form our core and we make every effort to facilitate the best work culture for them.

Our endeavor is to combine efficient work with a balanced life. We encourage our people to connect, communicate and celebrate the essence of life along with work. Well chalked out career development plans, customer focus, strong work ethics, operational transparency, team work are qualities that we have imbibed in the organization culture. We have built mechanisms which provide a platform to our employees to give constant feedback. Dipstick surveys, opinion polls, special blogs & chat forums enable us gather feedbacks, suggestions from employees on generic and specific areas concerning them. We promote an open feedback culture and thus are in sync with the needs and expectations of our employees from the organization. We empower our employees to act as change agents and revolutionize our ways of operation with fresh perspectives. We also strive for stakeholder feedback to achieve process improvements for enhanced customer delight.

ORGANISATIONAL CHANGE & DEVELOPEMENT

In 1947, it introduced India to the utility vehicle. More than 65 years later, they are still India's premier utility vehicle (UV) company, but they have also grown quite a bit. In addition to making groundbreaking UVs like the Scorpio and Bolero, Mahindra offers cars, pickups, and commercial vehicles that are rugged, reliable, environmentally friendly, and

fuel-efficient. Our global presence means you can find Mahindra vehicles on the roadsboth paved and unpavedof Australia, Europe, Latin America, Malaysia, and South Africa. And we're seeking out new terrain every day. Mahindra is also there for you through the construction of excellent components, provision of spares, and commitment to superior service. Our automotive businesses cover all your transportation needs thanks to strategic synergies between our expertise in design, manufacture, and service. Commercial Vehicles Alfa Gio Mahindra Navistar Trucks Bolero Maxi Truck Genio Loadking Maxximo Tourister Buses Personal Vehicles Bolero REVA Electric Cars Scorpio Thar Verito Xylo Actyon Actyon Sports Chairman W Korando Kyron Rexton II Rodius XUV 500

SUBSIDAIRIES COMPANIES : Mahindra & Mahindra-Automotive Division, Mahindra Graphic Research Design, Mahindra Navistar Automotive, Mahindra Navistar Engines, Mahindra Reva Electric Vehicles, Mahindra Vehicle Manufacturers, Ssangyong Motor Company.
MAHINDRA AND MAHINDRA diversified into defense systems around 1947. They have

been involved with defense systems since 1947 when they became importers, assemblers, and then adapters of the iconic Willys Jeeps used in WWII. From there, they moved into designing and constructing thier own line of armored vehicles to become the largest private sector supplier to the government. They have now expanded into defense systems like sea mines, surveillance solutions, weapons, ammunition, and more through its subsidiary companies Mahindra & Mahindra-Defense Division, Defense Land Systems

 After Utility vehicles M & M diversified into rural India and agriculture through its

subsidiary company Mahindra ShubhLabh Services around 1960s by providing services like crop care, fresh produce services, seed distribution, seed potato. They began manufacturing tractors in the early 1960s for the Indian market. Following their vision of farm-tech prosperity, They have also expanded into farm-support services, including agri-mechanization solutions under Mahindra AppliTrac; seeds, crop protection, and market linkages and distribution through Mahindra ShubhLabh; and agri-support information and counseling through the Samriddhi Initiative. Through this network of services, we aim to empower the rural farmer and transform rural productivity, income, and living standards. We want to improve farm lifestyles by making hard work easier, increasing yields, and increasing returns. All our tractor brands, ranging from the 15 HP engine to 75 HP, have been designed in close communication with farmers about their day to day tractor usage and farming practices. Our farm equipment and services provide a comprehensive support system to help farmers prosper. We see a tremendous latent demand for tractors in India. Less than 10 percent of all farmers own tractors, and 93 million of 116 million farm plots smaller than five acres. Our small, lowcost tractors have the potential to revolutionize these farmers productivity and work experience by mechanizing small farms for the first time, and our larger tractors help farmers continue to grow. Weve been the market leader in India for nearly three decades with a market share above 40 percent. This close relationship to Indian agricultural development has given us extensive expertise in designing and manufacturing farm equipment in response to local conditions, enabling us to enter foreign markets across the world. Today, we have footprints in the United States, China, Australia, New Zealand, Africa (Nigeria, Mali, Chad, Gambia, Angola, Sudan, Ghana, Morocco), Latin America (Chile, Argentina, Brazil, Venezuela, Central America and the Caribbean), South Asia (Sri Lanka, Bangladesh, Nepal), the Middle East (Iran, Syria) and Eastern Europe (Serbia, Turkey, Macedonia). We have a customer base of 1.45 millionand growing. Farming Implements Crop Harvesting Solutions Products by Region Tractor Tractors Australia Products International Series Arjun FengSho Bhoomiputra

Rice Farming Solutions Operations Sugarcane Farming Solutions US Products

u i Jinma Swaraj

Sarpanch Yuvraj

Huangha Shaan

SUBSIDIARY COMPANIES

Mahindra & Mahindra-Farm Equipment Division, Mahindra

(China) Tractor Co, Mahindra USA Inc, Mahindra Yueda (Yancheng) Tractor Co
Entered into the components industry (known internally as Systech) as India's global

competitiveness took off through Mahindra & Mahindra-Systech Division, Mahindra Castings, Mahindra Composites, Mahindra Engineering Services, Mahindra Forgings, Mahindra Forgings Europe, Mahindra Gears and Transmissions, Mahindra Intertrade, Mahindra Ugine Steel Co..
Mahindra entered the industrial equipment market in 1992 through Mahindra Conveyor

Systems.
Mahindra entered into IT around 1992 and has a leading presence in the global Information

Technology (IT) industry, offering a full range of IT solutions and support through four outstanding companies with special expertise through Bristlecone, CanvasM, Mahindra Satyam, Tech Mahindra.
We entered real estate in 1994 because we saw an opportunity to transform the way society

thinks about living and work space through Mahindra Life space Developers, Mahindra World City Developers.
When we entered Leisure & Hospitality in 1996, very few affordable vacation options were

available for Indian families. We saw a tremendous opportunity to open up a new industry and bring real benefits to a large segment of underserved customers through Mahindra Holidays & Resorts India, Mahindra Ocean Blue Marine.
The transportation needs of our automotive sector drew us into the logistics business in

2000 through Mahindra Logistics.

We entered the aftermarket industry in 2001 through Mahindra First Choice Services,

Mahindra First Choice Wheels.

 The Mahindra Aerospace division was created in 2007 to expand our existing automotive design and manufacturing expertise to the growing aerospace industry through Mahindra Aerospace, Aero staff Australia, Gipps Aero.
We entered the Two Wheeler industry in 2008 through Mahindra Two Wheelers. Mahindra & Mahindra entered the Construction Equipment industry in February 2011

with the launch of the Mahindra Earth Master Backhoe Loader through Mahindra Construction Equipment.
Our consulting services spread across two key areas in the evolution of the Indian business

environment: information security and infrastructure development through Mahindra Consulting Engineers, Mahindra Special Services Group, Mahindra Water Utilities.
We entered into rural finance and insurance because we saw an opportunity to provide

services in areas where the demand for financial products and services is higher than the formal banking system can supply through Mahindra & Mahindra Financial Services, Mahindra Insurance Brokers, Mahindra Rural Housing Finance.
Organized Indian retail grew at 20 percent over the last five years, and we expect it to

continue to expand at a scorching rate in the next five through Mahindra Retail.

TRACTOR DIVISION In 1962, M&M formed a joint venture with International Harvester to make tractors carrying the name Mahindra name-plate for the Indian market. Armed with engineering, tooling and manufacturing know-how gained from this relationship, M&M-a major auto maker- developed its first tractor, the B-275. This successor to International Harvester's incredibly popular B-414 is still the basis for some current Mahindra models. Nearly 50 years later, Mahindra is the third largest tractor manufacturer in the world and has the capacity to build 150,000 tractors a year with sales of nearly 85,000 units annually and over 1.6 million tractors sold to date in 40 countries. This places them ahead of John Deere & Kubota. In India, Mahindra has been the number one selling brand since 1983. Their products are making farms more prosperous in more than forty countries on six continents. Its sales are predominantly in the states of Gujarat, Haryana, Punjab, Maharashtra and the Southern States. Its sales in Gujarat are under the label Mahindra Gujarat and its sales in Punjab

are under the label Swaraj. In 1999, Mahindra purchased 100% of Gujarat Tractors from the Government of Gujarat and Mahindra purchased a 64.6% stake in Swaraj in 2004. Mahindra USA, INC: In 1994 Mahindra entered the American market as Mahindra USA. These tough and dependable tractors are being sold and serviced by hundreds of leading tractor dealers though out the USA. In 2002, Mahindra USA completed a major expansion of its Tomball (Houston Area), Texas headquarters. They tripled the size of the parts warehouse and the production assembly lines. In 2003, a second assembly and distribution center was established in Calhoun, Georgia. In 2004, a separate, much larger parts warehouse was put into operation outside of Houston, Texas, to keep up with the huge growth of Mahindra tractor sales in the U.S.A. Final assembly takes place here in the U.S.A. where they conduct a 51-point predelivery inspection, including dynamometer and road tests. To raise awareness about Mahindra in the US, Mahindra USA announced its new sponsorship in the NASCAR Nationwide Series with R3 Motorsports, which is participating with a #23 Mahindra Tractors Chevrolet. The car was be driven by Robert Richardson, Jr. Mahindra USA, Inc. announced a 17-race primary and 18-race associate sponsorship for the 2009 NASCAR Nationwide Series. With this sponsorship, Mahindra was the first Indian company to sponsor a car in NASCAR. In 2008, Mahindra was a sponsor of the McDonald Motorsports team which ran the #81 car in the NASCAR Nationwide Series. STRONG DEALERSHIPS: The success in the American market is a result of a strong dealer organization. The Mahindra dealer is fully qualified to not only put you on the right tractor, but continue to meet your needs after your purchase. Dealers have a toll-free number to get you parts within 24 hours if not in stock at your dealership. A Low-rate retail financing and on-site approval makes it quicker and easier to put you on the tractor to fit your particular needs. The company is also sourcing tractors from Mitsubishi of Japan and Tongyang of Korea and selling them in the US markets under the band M&M. In 2004, seeing an opportunity to enter the growing tractor market in China, Mahindra purchased an 80% stake in Jiangling Tractors from Jiangling Motor Company. Mahindra also has a factory in China. Mahindra has also formed a joint venture with Yueda group in Yancheng, China. Based in Brisbane, Mahindra Australia is a branch of Mahindra & Mahindra Ltd. In 2005, the company entered the Australian market with the launch of its assembly & customer

support centre in Acacia Ridge, QLD. Currently, the companys products are sold and serviced by 40 dealers throughout Australia. Mahindra Australia is also responsible for sales in New Zealand and the rest of Australasia. The Company's products are distributed in Fiji by Carpenters Motors. In Western Australia and South Australia, Mahindra tractors are distributed by McIntosh Distribution. M&M also amalgamated Punjab Tractors Limited (PTL) with itself. Mahindra had acquired a 63.33 per cent stake in PTL in July, 2007, while its subsidiary MHFL has a 1.31 per cent holding in the company. Mahindra Tractors operates in 10 countries and has a fairly large customer base in the United States, Australia, Chile, Serbia, Indian Subcontinent, Iran, Syria and a major part of the African continent among many more Mahindra operates in China, North America and Australasia through its subsidiaries, Jiangling, Mahindra USA and Mahindra Australia. These subsidiaries are also responsible for sales. It also operates in some Indian states through its subsidiaries namely, Mahindra Gujarat and Swaraj. Entry into 2-wheeler: In 2008 Utility vehicles leader Mahindra & Mahindra entered into the two-wheeler segment by acquiring an 80 per cent stake in Hondas former Indian partner Kinetic Motor Company Ltd. M&M formed a new company Mahindra Kinetic Scooters & Motorcycles Ltd to execute the acquisition of Kinetic by purchasing all operating assets of the company. Kinetic holds 20 per cent stake in the new company. Mahindras entry into the fast-growing Indian two-wheeler market is expected to intensify competition in the segment. The two-wheeler market is still largely under-penetrated. This acquisition will provide greater opportunities, taking it into another orbit, which has a large customer base, especially among women, will continue as a long-term strategic partner. M&M, which has a sizable chunk of business in farm equipment, utility vehicles and sedan segments in domestic market, plans to design and roll out a range of scooters, value-engineered motorcycles and high-end motorcycles for the Indian and global markets in the future.
Change was brought in the acquired company by changing its name and bringing M&Ms beliefs and values into the company and it later introduced 2 new models Stallio and Mojo motorcycles in 2010.\

Acquisition of REVA: Mahindra and Mahindra bought a 55.2 percent stake in Reva in 2010, a global leader in producing low-cost electric cars to strengthen its position in the low-emission electric auto market. Reva was formed in 1994 as a joint venture between the family-owned Maini Group and AEV of the United States to manufacture eco-friendly cars. Reva Electric was renamed Mahindra Reva Electric Vehicle. Reva launched its electric cars in Bangalore in 2001 and in London through the G-Wiz brand in 2004. It has about 3,500 electric cars on the road in 24 countries across Europe, Asia and Central and South America. US giant General Motors has an existing tie-up with Reva to develop a plug-in version of the best-selling GM Spark mini-car. Acquisition of Ssangyong: M&M acquired Ssangyong in Feb 2011 for about Rs 2,105 cr, the company is also planning to bring a few global portfolio SUVs of Ssangyong in the Indian auto market.

Re-alignment was necessitated by changing dynamics in the business environment. The objective was to grow leadership positions in the UV and tractor market and developing successful businesses in relatively new business areas like IT, financial services, realty and infrastructure development and also service industries like Time share (Club Mahindra). Keeping in mind the new business objectives the challenge was to re-orient the human resource management towards these objectives,

Organisational Restructuring For the group, organisational restructuring posed the greatest challenge keeping in mind the changing dynamics in the business especially the tractor and automotive division. The emphasis was development of the long term strategy and fixing clear business goals. Taking the example of tractors, the long term goal was to be the largest manufacturer in the world. Thus the process began by changing internal benchmarks of excellence to global standards. Benchmarking all business processes from product development to customer care and commercial controls to JUSA (Japanese Union of Scientists and Engineers) was implemented. To achieve these objectives the company began a full reassessment of organisation and management structure with the help of consultants like Mckinseys, Arthur Anderson and Korn Ferry. The outcome was, clear roles and responsibilities were identified and the competency required for each role was mapped. The officers went through individual assessments of competencies against the requirement of each role. External consultants as well as internal assessors ran assessment centres and each individual were then placed based on competency and role fitment. The restructuring also led to the pruning of the staff. In 2001, there were 3970 officers in 13 grades and levels which was brought down to 3400 officers in five responsibilities namely strategic, executive, department/unit head, managerial and operational in 2003. This organisational restructuring based on business needs was later extended to smaller businesses in the group. For example, Mahindra Engineering services has recently been established by combining key engineering and design resources from the Tractors and Automotive division. Given the numbers involved the challenge was to manage expectations feeling of threat that is intrinsic to such an exercise, communications and counselling. HR function played an important role as it led the exercise with co-opera/tion from all line managers, Managing Key Resource Requirements The reassessment of organizational requirements brought in gaps in terms of management resources. While many of the roles were filled through internal promotions and parallel moves, certain gaps like inability of the senior management to fit in the role due to the rapidly changing business environment emerged. Therefore the company began inducting senior management resources from diverse companies like Xerox, Marico, Enron, Hindustan lever Ltd as well as

from engineering, tractor and automobile sectors. This enabled the company to induct a talent pool with rich background which was suitable to the changing business requirements of the group. Also in order to bring in young talent keeping in mind the long term objectives, the group has started a formal Management Trainee Scheme through campus recruitments. The move threw up an interesting observation, that of acceptability of young blood working initially at operational level jobs with older experienced people. To avoid the feeling of animosity and in order to build comaraderie, the group has put in place a Mentoring system, where each management trainee has a senior executive who plays the role of mentor. The mentor reviews the progress made by the trainee every two-three months and provides guidance and counselling if the need so arises. Further in order to encourage existing management resources to seek internal opportunities beyond their immediate business group, a formal internal advertisement has been established, which puts up vacancies on the Mahindra intranet. Management Development Management development like any other company has also emerged as a special area of focus at the Mahindra group. The need to enhance internal talent and leadership potential was felt keeping in mind the changing business scenario. The thrust was on building leadership development at middle and senior management levels and this objective was being met through a series of initiatives at all levels including the top management, where the emphasis was on strategy, leadership and change. A three tier approach was in place to develop the capabilities of the management. The management development has been structured to meet the needs at each responsibility band of management. So, if the emphasis in the top management is on strategy, leadership and change, for the strategic and executive management band, the focus is on team building, people skills, understanding and managing technology and financial and marketing orientation. Similarly for department and unit head management band, the emphasis is on... general management skills, managerial and personal effectiveness and multi functional understanding. Apart from the in house management development programme, the group also utilises selective outside programmes for high potential managers. These include management programmes run by Harvard Business School, London Business School and India School of Business - Hyderabad. The idea is to take the management development programme to the lowest level of the hierarchy

to bring out the leadership potential, which is extremely crucial for the companys growth as it moves ahead. Managing Succession A key HR function at Mahindra group is the career and succession planning. The objective of this function is to chart out a detailed career path of each individual at the senior most levels. The career path taps both the strengths and weaknesses and aspiration of each individual executive. The detailed career planning also leads to identification of incumbents as successor to a specific responsibility. What we try to do, through our succession planning is the early identification of potential successors and both formally and informally, begin to provide expanded responsibilities so that there is an on-the-job development of a larger perspective and understanding,

CONCLUSION Mahindra and Mahindra Limited started off from a small enterprise of steel trading company in 1945 and after 66 years it has a market capital of more than Rs 60,000cr

 Objective was to grow leadership positions in the UV and tractor market and developing

successful businesses in relatively new business areas like IT, financial services, realty and infrastructure development and also service industries. A number of acquisitions and expansion plans have enabled the group to diversify into new markets.
Organizations objective was the development of the long term strategy and fixing clear

business goals. Example- To become the largest manufacturers of tractors.

Organization change: would have been introduced into the company as the Group

diversified into different countries and products by acquiring local players or establishing its own footprint into the countries market, the size of the organization increased considerably, the resistance would have been in the employees with issues related to direct costs, saving face, fear of the unknown, breaking routines, incongruent systems, incongruent team dynamics. To reduce the restraining forces the management indulged in communication, training, employee involvement, stress management, negotiation, coercion with the employees in all the new acquired divisions.
The company inducted senior management resources from diverse companies. Thrust was on building leadership development at middle and senior management levels Key HR function at Mahindra group is the career and succession planning.

References
http://rise.mahindra.com/the-story-of-rise/ http://www.theofficialboard.com/org-chart/mahindra-mahindra http://www.mahindra.com/ http://www.petrolfreeworld.com/

http://www.wikipedia.org/ http://businessfinancemag.com/ http://www.techmahindra.com/ http://www.mahindra2wheelers.com/ http://www.financialexpress.com/news/strategy-for-overall-overhaul-at-mahindra-&mahindra/86524/ http://www.moneycontrol.com/ http://www.timesofindia.com/ http://news.google.com/ http://economictimes.indiatimes.com/