1

CHAPTER 1
INTRODUCTION
A study on employee job satisfaction

1.1 INTRODUCTION

An organization is nothing without human resources. Employees are the most

precious asset of an organization. The performance of human being is influenced

by psychological and social factors such as family, sex, age, education,

experience, job condition, welfare, salaries etc. Job satisfaction bring benefits

through improved motivation and productivity from a work place that feels they

are treated individuals and not as a commodity item.

"Job satisfaction is the set of favorable feelings with which employee view their

work "It is the positive attitude that individuals have extend towards their job.

We can say that job satisfaction is the result of employee's perception of how

well they provide those things which are viewed important Job satisfaction is

very important because most of the people spent a major portion of their life at

their working place. Moreover job satisfaction has its impact on the general life

of the employees also, because a satisfied employee is a contented and happy

human being.
 2

Job satisfaction is often determined by how outcome will meet the expectations.

If the employee working in the organization feels that they work much harder

than others in the department but are receiving lower rewards, they will be

dissatisfied and have a negative attitude towards the job, boss and the co-workers

Job satisfaction is a specific subset of attitude. Attitudes reflect to one's feelings

towards individual's organization and objectives But job satisfaction refers to

one's attitude towards job. Now a days it is widely accepted that a happy worker

is a valuable asset to an organization contributing to prosperity. It is true that man

can never be fully satisfied in his life. As the employee spent much time in their

work they will be satisfied in life only if the job is satisfied.

Job satisfaction is positively related to the degree to which one's personal needs

fulfilled in the job situation Employee are most satisfied and highly productive

when their job offers them security from economic strain, Recognition of their

effort, participation in decision making and managing the affairs clean definition

of duties and responsibilities, sound payment system, health and safety measures,

social security, compensation, good communication system and finally

atmosphere of mutual trust and respect. This study on job satisfaction had made

me to understand that training and development programs have a major role in

job satisfaction of employee

After the working hours, many employees are so tired and mentally depressed.

They are not satisfied with their aspect of life even though it is their livelihood.
 3

Job satisfaction is influenced by one's working environment, personal factors

such as personality, age, seniority. and organizational factor. This project was

conducted among the employee of Venture motors Mahindra to know their level

of job satisfaction under condition provided.

1.2 STATEMENT OF PROBLEM

The study is conducted to ascertain the satisfactory level of employee and also to

know the welfare facility provided to the workers. Despite the significance of

employment satisfaction, there is a lack o of comprehensive understanding

regarding the factors that contribute to employee satisfaction at Venture Motors

Mahindra.The problem statement for this study is to identify the key drivers of

employment satisfaction, as well as any areas of dissatisfaction, among

employees at “ Venture Motors Mahindra”

In this connection a project entitled "A Study on Employee Satisfaction at

Venture motors Mahindra" is done to the level of satisfaction in the organization.

1.3 SCOPE OF STUDY

Job satisfaction is the extend of positive attitude that individuals have towards

their jobs. Every employee is working not only to serve the company but also for

their benefits. So the employee will be satisfied if they receive their expected

benefits both in cash and kind. If the employee are convinced that the
 4

organization carries about their they care about the organization's interest in

return.

1.4 NEED/SIGNIFICANCE

● Keeping Talent: Happy workers stay longer, saving hiring costs.

● Better Work: Satisfied employees do their jobs well.

● Healthier Workers: Job happiness means less stress and sick days.

● Good Name: Happy employees attract new talent and make the company look

good.

● Bright Ideas: Happy workers are more likely to come up with new and creative

solutions.

1.5 OBJECTIVES OF THE STUDY

● To identify employee participation in decision making.

● To study satisfaction level of the employees.

● To find out the training adaptation methods used

● To analyses weather the employees are satisfied in the working conditions.

 5

1.6 RESEARCH METHODOLOGY

Research design

A research design is the arrangement of condition for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with

economy in procedure.

Population

A population refers to the entire group of individuals, objects, events, or other

elements that have a characteristic or attribute of interest. The population is the

target of the study, and the goal of the research is to make inferences about the

population based on a sample.

Sampling method and sample size

Sampling Method: To pick employees for the study, we'll divide them into

groups based on things like their job or how long they've been with the company.

Then, we'll randomly select people from each group. This way, we'll get a good

mix of different types of employees.

Sample Size: We'll aim for around 100-200 employees to participate. This

number gives us enough data to make good conclusions without taking too much

time or resources.
 6

Data collection methods

Primary sources : of data are those which are collected afresh and for the first time,

and thus happen to be original in character. Primary data has been collected using

questionnaire.

Secondary sources : of data are those which has already been collected by someone

and which have already been passed through the statistical process. Secondary data

has been collected from internet, organizational record and other documents

maintained in the organization.

Tools used for analysis

Data collected are converted into tables. The percentages were worked out and the

analysis is carried on simple percentage method. Analysis and the other various

findings and suggestions are made. The data is analyzed and interpreted with the help

of different tools such as percentages, tabulation and charts.

Period of the study

The study was conducted over a period of one months, from January 1, 2024, to 30,

of January 2024

Limitation of study

● In some information accurate response was not revealed by respondents.

● Due to time limit, the research could not be made more detailed

● Many of the employees did not answer all questions.

● Inadequacy of the time.

 7

Chapterisation Scheme:

1. Introduction

2. Literature Review

3. Theoretical framework

4. Data Analysis and interpretation

5. Finding, suggestions & conclusion

 8

CHAPTER 2
LITERATURE REVIEW
2.1 JOB SATISFACTION

Job satisfaction is one of the most research variable in the area of work place

psychologically, and has been associated with numerous ranging from leadership job

design Job satisfaction is not the same as motivation, although it is clearly linked. Job

design aims to enhance job satisfaction and performance; methods include job

relation, job enlargement and job enrichment. Other influence on satisfaction include

the management style and culture. employee involvement, pay work responsibility

etc.

2.2 DEFINITION

Job satisfaction a "the pleasurable emotional state resulting from the appraisal of one's

job as achieving or facilitating the achievement of one's job value. On the extent to

which people satisfaction or dissatisfaction their job.

According to Keith Davis Newsroom "job satisfaction is the set of favorable feelings

with which employee view their work"

2.3 CHARACTERISTICS OF JOB SATISFACTION

 9

• It is a pleasurable emotional state regulating from the job or job experience.

• Job satisfaction cannot be seen. But, it can only be interred.

• It is the result of employees' perception of how well their job provided things

that are viewed as important for them.

• Job satisfaction represents several relation attitudes which are most important

characteristics of a job such as the work itself, pay, promotion opportunities,

supervision and coworkers.

2.4 IMPORTANCE OF JOB SATISFACTION.

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior organization, citizenship, absenteeism

Job satisfaction can partially mediate the relationship of personally variable and

deviant work behavior common research finding is that the job satisfaction is

corrected with the life style this correlation is reciprocal meaning the people who are

satisfied with gives clear evidence that dissatisfied employer in work swing satisfied

workers lightly to work longer with the organization

FACTORS INFLUENCING JOB SATISFACTION

 10

ORGANIZATION FACTORS

The following are some of the major organizational factors influencing job

satisfaction.

Salary: Pay offered by the organization is an important element determining the

satisfaction levels of the employees. Most of the studies on job satisfaction show that

employees feel satisfaction when they are paid adequate salary or wages

Promotion opportunity: Another major factor influencing job satisfaction w promotion

opportunities and the nature and practice of promotion in the organization

Organization climate: Organizational climate has an important role in determining the

satisfaction of the workforce. Many studies on organizational climate and job

satisfaction concluded that an organizational climate of high degree of atomy, good

relationship etc.

JOB ENVIRONMENT FACTORS

The following are some of the major job environment factor influencing job

Supervision: The type of supervision and supervision and the feeling of workers

towards their supervisors influence the degree of job satisfaction or dissatisfaction

Co-workers: An employee is associated with the work group of ous workers is an

important factor in determining his job satisfaction. The workers derive satisfaction

When the co-workers are helpful, friendly and cooperation

 11

Working condition: Working conditions include the organization of work and work

activity, training, health, safety and well-being. The state of these factors decide the

satisfaction level of employees in the organization.

JOB FACTORS

The are some of the major job factor Job scope:

Most of the experts consider job scope as an important factor of job satisfaction. Job

scope refers to number of task which constitute a job.

Allocation of job: Mismatch between job and employee may lead to dissatisfaction

Allocation of job is an important factor determining job satisfaction.

PERSONAL FACTORS

The following are the some of the major personal factors influencing job satisfaction;

AGE: has also been found to have a major influence over the level of an employee. In

some job satisfaction studies, job satisfaction is higher with

Marital status: Marital status has an important role in deciding the job satisfaction.

Most of the studies have revealed that the married person founds dissatisfaction in his

job than his unmarried counterparts.

PSYCHOLOGICAL FACTOR

Health and Safety: Managing safe and healthy environment is one of the most

important environment challenge facing organizations. Good health and safety bring

more benefit that are healthy workers are more productive and can produce at a higher

quality
 12

Job nature: the main source of satisfaction is, of course, job characteristics and

carried out in correlation with working place protecting, testing that the very content

of work and autonomy by its implementation represent two most important motivation

factor correlated with labor. As research indicated, other main components of job

satisfaction are difficult job satisfaction. Without time for landau and job giving a man

one certain status. Dealing with a work load that is far too heavy and dealing that are

possible to reach can cause job satisfaction to erode for even the most dedicated

employee. Falling short of dealings in conflict between employee supervisors and

misses the stress level of the work place.

Job security: job security is the assurance that a particular employee will have their

job in long term due to low probability of losing potentially, Positive job security

nature also offered has the guaranteed security and reliable. Also, job security has a

great influence in increasing job satisfaction of its employees where once the

employee is confident about not losing the job, it will create no mental stress where

the employee has its own freedom fully concentrate better than an employee who is in

constant fear of losing a job. Although this fear can increase motivation in certain

situations, a lack of job security can be a source of distraction and result in excess and

low morale that hinders an employee's overall performance.

Job promotion: Comparing provide information to their employee’s consideration

experience, service and some companies reward promotions through measuring

 13

employee's talents and capability, using data from the 1989 and 1990 waves of the

NLSY. permit and velum (1989) find a positive correlation between promotions and

job satisfaction' (Kostas, ND) companies give their priority to current employee to

apply vacancy arises. In that situation individual goals obtaining promotion. Through

such a situation, increases employee's satisfaction and they more contribute the

productivity.

PHYSICAL FACTOR

Payment: Monet reward are multi complex and multi satisfied job satisfaction factor.

Money not only gives people an opportunity to satisfy the primary needs, but also

fosters satisfaction of higher level needs. Those who make more money are little more

satisfied than those who make considerably less. Moreover, relatively well paid

samples of individuals are only travelling more satisfied than relatively probably paid

samples (judge et, A12010) employees more often perceive their salary's level as are

reflection of that how management estimates their contribution to the company's

activity. If employee have an opportunity to choose independently indulgences from

the whole package rendered by the company, then they receive greater satisfaction

from indulgences receivable the job in the whole.

Working group: direct effect on job satisfaction make the very nature of work group

services for a single worker is a source of support, comfort, advice and enjoyment

from the very job. A" good "workers group fosters a giving of a greater joy and

pleasure from job. On another hand, when the opposite situation is observed, when it
 14

Is hard to get along with the people, the give factor imposes negative impact on job

satisfaction.

Welfare services: welfare include anything that is done for the comfort and

improvement of employee and is provided over and above the wages. Welfare helps in

keeping the morale and motivation of the employee for longer duration. Labor welfare

includes various facilities, services and amenities provided to workers for improving

their health, efficiency, economic betterment and social status.

Use of skills and ability: everyone has skilled and ability. Some are unique aptitudes

and talents, which may include musical ability (singing, playing, an instrument,

composing, and music). Artistic skills (drawing, painting, sculpting), athletic skills

(running, jumping, throwing), or any other ability that comes easily and naturally,

some skill and ability are used in daily worker’s life. The company should identify

which skills and ability are available in the employee and should give opportunities

for improve them.

ENVIRONMENT FACTOR

Working condition: one more factor imposing moderate impact on job satisfaction is

working condition. If conditions are geed (e.g. Office are meat and cozy, clean and

engaging), staff could easier manage their job. If bad working condition were

available (eg.it is hot or noisy in the office).it would be more difficult for employees

to implement their work. otherwise, working conditions affect job satisfaction similar
 15

to working group's influence if all were favorable around there would not be problems

with job satisfaction

Management style and organization culture: it's the organization's pattern of believe,

expectations and value as in company and industry practices a major organization

factor to which new employee must be socialized is the culture of the group they are

joining.

The potential benefit of improved job design are unlikely to be realized, if attention is

focused on the content of job alone equal, if not more important is the process by

which design is carried out this has led to recognition of the importance of

management style and increasingly of organization culture central to improve the

quality of working life is participative open style of management involving employer

in declarations that affect them, including those related to pay and benefit should

attempt to develop a relationship of trust all members and sections of the organization

and a confident partnership approach to among trade union.

CONSEQUENCES OF JOB SATISFACTION

The ultimate result of job satisfaction is satisfied customer and good image for the m

in the industry and market. The following are some of the consequences of job

satisfaction. Improve productivity: There is a saying "a happy worker is a productive

workers" Job satisfaction leads to increased productivity. An employee who

performance well in his job gets both intrinsic and extrinsic reward which will

improve his satisfaction. Reduced employee turnover: High employee turnover is a

disturbing and costly issue for the employers because it disrupts normal operations,
 16

cause morale problems for the existing staff and increases the cost involved in

selection and training new staff So the employer in order to minimize turnover should

make the employees feel satisfied on their jobs

Reduced absenteeism: There is a correlation between satisfaction and absence.

Workers who are dissatisfied are more likely to take leaves. Absenteeism is high when

satisfaction is low employees who feel satisfaction would keep regular attendance.

Reduced Accidents: Poor safety practices are a negative consequence of low

satisfaction level. When people are discouraged about their jobs, they are more likely

to lose their concentration on work which may cause accidents.

. Reduced job stress: Job stress is the body's responses to any job related factor that

threatens to disturb the person's equilibrium. Prolonged stress can cause the employee

serious ailments such as hearts diseases, ulcer, blurred vision etc. job dissatisfaction is

a major source of job stress. But job satisfaction is a guards the organization and

employees from all these problems.

THEORIES OF JOB SATISFACTION

Job satisfaction theories have a strong overlap with explaining human motivation. The

most common and prominent theories are:

• Maslow need hierarchy theory

• Herzberg's motivation hygiene theory

Job characteristic model

 17

Dispositional approach Locke's Affect Theory

The theories are described and discussed below AMASLOW NEED HIERARCHY

THEORY

Although commonly known in the human motivation literature, Maslow's needs

hierarchy DeVry was one of the first theories to examine the important contribution to

job satisfaction. The theory suggests that human needs from a five levels hierarchy

consisting of physiological acids, social needs, esteem need, and self-actualization

needs,

Maslow's needs hierarchy was developed to explain human motivation in general

However its main tenants are applicable to the work settings and have been used to

explain job satisfaction with in an organization, financial compensation and health

care are some of the benefit which help an employee meet their basic physiological

need, safety needs can manifest self through employee's feelings. Physically safe in

their work environment, as well as job security and for have suitable company

structure and policies when is satisfied. The employees can focus on feelings through

they belong to the work place. This can come in the form of positive relationship with

colleagues and supervision in the work place, and whether or not they feel they are a

part of their firm organization. Once satisfied employee will seek to feel as though

they are valued and appreciation by their colleagues' and their organization

HERXBERG'S TWO-FACTOR THEORY

 18

Herzberg's two factor theory or motivator hygiene theory attempts to explain

satisfaction and motivation in the workplace. This theory states that satisfaction and

dissatisfaction are driven by motivation and hygiene factors.

Motivation Factor:

An enhancement of these factor will boost the satisfaction level of the workforce are:

• Achievement

• Recognition

• Work itself

• responsibility

• promotion
 19

CHAPTER 3

Theoretical framework

3.1 Industry Profile

Mahindra & Mahindra was incorporated as Mahindra & Mohammed in 1945 by the

brothers J. C. Mahindra and K. C. Mahindra, and Malik Ghulam Muhammad in

Ludhiana, Punjab to trade steel. Following the Partition of India in 1947, Malik

Ghulam Muhammad left the company and emigrated to Pakistan, where he became

the first finance minister of the new state (and later the third Governor General in

1951). In 1948, K. C. Mahindra changed the company's name to Mahindra &

Mahindra.

Building on their expertise in the steel industry, the Mahindra brothers began trading

steel with UK suppliers. They won a contract to manufacture Willys Jeeps in India

and began producing them in 1947. By 1956, the company was listed on the Bombay

Stock Exchange, and by 1969 the company became an exporter of utility vehicles and

spare parts. Like many Indian companies, Mahindra responded to the restrictions of

the Licence Raj by expanding into other industries. Mahindra & Mahindra created a

tractor division in 1982 and a tech division (now Tech Mahindra) in 1986. It has

continued to diversify its operations through both joint ventures and greenfield

investments.
 20

By 1994, the group had become so diverse that it undertook a fundamental

reorganization, dividing into six Strategic Business Units: Automotive; Farm

Equipment; Infrastructure; Trade and Financial services; Information Technology; and

Automotive Components (known internally as Systech). The new managing director,

Anand Mahindra, followed this reorganization with a new logo in 2000 and the

successful launch of the Mahindra Scorpio (a wholly indigenously designed vehicle)

in 2002. Along with an overhaul in production and manufacturing methods, these

changes helped make the company more competitive, and since then the Group's

reputation and revenues have risen noticeably. Currently, Mahindra & Mahindra is one

of the 20 largest companies in India. In 2009, Forbes ranked Mahindra among the top

200 most reputable companies in the world.

In January 2011, the Mahindra Group launched a new corporate brand, Mahindra

Rise, to unify Mahindra's image across industries and geographies. The brand

positions Mahindra products and services as aspirational, supporting customers'

ambitions to 'Rise.'

In April 2012, the Mahindra Group expressed interest in purchasing the bankrupt

automobile company Saab, and placed several bids for Saab, though was outbid by

Saab's new owner National Electric Vehicle Sweden.

Community initiatives

The Mahindra Group is extensively involved in philanthropy and volunteering. It is

considered an active participant in the Indian Corporate Social Responsibility field

 21

and received the Pegasus Award for CSR in 2007. Mahindra engages in philanthropy

primarily through the KC Mahindra Trust, which serves as the CSR arm of the group

(although many subsidiaries have their own CSR initiatives, notably Tech Mahindra

and Mahindra Satyam). Founded in 1953 by K.C Mahindra, the trust focuses

primarily on fostering literacy in India and promoting higher learning through grants

and scholarships. Mahindra operates several vocational schools as well as the

Mahindra United World College. The KC Mahindra Trust's primary project however

is Project Nanhi Kali, which targets the education of young Indian girls. [17] The

foundation currently supports the education of approximately 153,190 underprivileged

girls. [18] Other initiatives include Mahindra Hariyali (a 1 million tree planting

campaign) as well as sponsorship of the Lifeline Express, a mobile hospital train.

Mahindra employees also plan and lead their own service projects through Mahindra's

Employee Social Options Plans. In 2009, more than 35,000 employees participated.

The Mahindra Group was responsible for the creation of Mahindra United World

College, a UWC campus located in Pune.

Mahindra supports the Mahindra Excellence in Theatre Awards to recognize Indian

theater talent, the Mahindra Indo-American Film Festival, and the Mahindra Lucknow

Festival. In 2011, it held the first annual Mahindra Blues Festival with guests

including Buddy Guy, Johnny Lang, and Shemekia Copeland at the Mehboob Studios

in Mumbai. Mahindra partners with the NBA and Celtic Football Club to bring

grassroots basketball and football to India.

 22

3.2 BRIEF HISTORY OF ORGANISATION

Mahindra & Mahindra Two Wheelers Division is a part of the USD 19 billion

Mahindra Group.

Like all Mahindra companies, Mahindra & Mahindra Two Wheelers Division is

guided by the three tenets of Rise i.e., Accepting No Limits, Alternative Thinking, and

Driving Positive Change. With these three guiding principles, we have built a range of

scooters and motorcycles that offer distinctive styling, solid performance, great

mileage, and superior ride quality on tough Indian roads. Our products are also packed

with many consumer-inspired, new-to-market technological innovations such as

Height Adjustable Seats, Anti-Theft Alarms with Engine Immobilizer, Find Me

Lamps, and Remote Flip Keys among many others.

Our high-performance and innovative products are a manifestation of the strong

technical capabilities that have been developed at our highly advanced R&D Centre in

Pune. It is equipped with state-of-the-art facilities to develop world-class products.

Home to several talented engineers and designers, the Mahindra Two Wheelers R&D

facility is headed by two-wheeler experts who lead various futuristic technology and

product development projects.

All our products are manufactured at our state-of-the-art manufacturing unit in

Pithampur, Madhya Pradesh.

Our products have received widespread recognition from both leading auto experts

and consumers. Our flagship motorcycle, the Mahindra Centuro has received over 11
 23

industry and consumer awards while our newly launched scooter, the Mahindra Gusto,

has received 5 awards; in the ‘Scooter of the Year’ and ‘Innovation of the Year

categories among others.

We are rapidly expanding our already significant distribution and customer service

networks across the country. We have more than 1500 touchpoints and are constantly

widening our reach. To serve our customers better, we are now operating over 200

mobile service points on two-wheelers.

Mahindra & Mahindra Two Wheelers Division has recently acquired a 51% stake in

Peugeot Motorcycles (PMTC), part of the Euro 54 billion Peugeot S.A. (PSA) Group

based in France. PMTC, a key player in urban mobility in Europe for the last 116

years, is the oldest motorized two-wheeler manufacturer and offers one of the most

comprehensive ranges of scooters and mopeds, from 50cc to 400cc. Peugeot Scooters

offers one of the most comprehensive ranges of scooters and mopeds, from 50cc to

400cc, including the successful three-wheeled scooter – Metropolis. Peugeot Scooters

sells in more than 40 countries across Europe, Africa, Asia, and the Middle East. This

partnership with Mahindra & Mahindra Two Wheelers Division will help speed up

international expansion and further build our global design and technological

capabilities. Mahindra would offer access to the Indian market, and mass market

product technology while Peugeot brings a premium range, a strong European

footprint, and a globally recognized brand.

We are expanding our global footprint. And have a presence in 17 countries across

South Asia, Africa, the Middle East, and Latin America.

 24

Mahindra & Mahindra Two Wheelers Division products are as distinctive as they are

thoughtful. Explore our range and discover the delight of riding high on trust,

reliability, and innovation.

Nature of business

The nature of business of Mahindra Motors revolves around the manufacturing,

distribution, and sale of automobiles and related products. This includes designing,

producing, and marketing a wide range of vehicles such as SUVs, trucks, electric

vehicles, and two-wheelers. Additionally, Mahindra Motors may also provide

after-sales services, spare parts, and accessories to support its customers and maintain

their vehicles.

Board of Directors / Managing Partners

Name Designation

Amit Sinha President

Anand G Mahindra Chairman

Anish Shah Managing Director & CEO

C P Gurnani Non Ex Non Ind.Director

Haigreve Khaitan Independent Director

Keshub Mahindra Chairman Emeritus

Manoj Bhat Group CFO & President

Mohit Kapoor Executive Vice President

Muthiah Murugappan Independent Director

Narayan Shankar Co. Secretary & Compl. Officer

 25

Naveen Raju Executive Vice President

Nisaba Godrej Independent Director

Parag Shah Executive Vice President

R Velusamy President

Rajesh Jejurikar Executive Director

Rajeshwar Tripathi Chief Human Resource Officer

Shikha Sharma Independent Director

T N Manoharan Independent Director

Veejay Ram Nakra President

Vijay Kumar Sharma Nominee Director

Vikram Singh Mehta Lead Independent Director

Vinod Sahay President

Vishakha N Desai Independent Director

Business operations with branches

Mahindra Motors operates through a network of branches and facilities across various regions
globally.

1. Manufacturing facilities: Mahindra Motors has manufacturing plants where vehicles are
produced. These facilities are strategically located to cater to different markets and regions.

2. Distribution centers: The company has distribution centers that manage the storage, logistics,
and distribution of vehicles, spare parts, and accessories to dealerships and customers.

3. Dealerships: Mahindra Motors has a network of dealerships and authorized sales outlets in
different cities and towns, both domestically and internationally. These dealerships serve as
points of sale and provide customer support services.

4. Service centers: Mahindra Motors operates service centers where customers can avail of
maintenance, repair, and after-sales services for their vehicles. These service centers are
equipped with trained technicians and genuine spare parts to ensure quality service.
 26

5. Research and development facilities: The company may also have research and development
centers dedicated to innovation, product development, and engineering advancements in
automotive technology.

Overall, Mahindra Motors' business operations with branches are designed to efficiently manage
production, distribution, sales, and customer service to meet the needs of its diverse customer
base.

PRODUCT PROFILE

Mahindra Two Wheelers Limited (MTWL) is a group venture owned by Mahindra & Mahindra

Limited (M&M), which manufactures scooters and motorcycles. Mahindra Two Wheelers

Limited was founded in 2008, when Mahindra & Mahindra Limited acquired the business assets

of Kinetic Motor Company Limited. MTWL has partnered with Taiwan's SanyangIndustry

Company (SYM) to help develop its scooter portfolio, and with Italy-based Engines Engineering

for research and product design. Today Mahindra owns some of the renowned European two

wheeler brands like BSA and Peugeot as well.

MAHINDRA RODEO

The Mahindra Rodeo is one of the three scooters produced by Mahindra since 2009.

Mahindra Rodeo Tachometer

Mahindra Rodeo is a 125 cc gearless power scooter and incorporates technological and design

input from Taiwan's SYM & Italy's Engines Engineering.Rodeo is supplied with telescopic

suspension. The manufacturer has also included a tachometer and a digital console incorporating

a trip meter, clock, and a USB mobile phone charger.

MAHINDRA CENTURO

Mahindra Centuro is a 110cc Motorcycle manufactured in India by Mahindra Two

Wheelers. The Centuro gets a remote lock with a flip key, the remote lock uses a
 27

96-bit secure access just like four wheelers. The Centuro has already created a buzz in

the market with its design and features and is likely to give leaders Hero MotoCorp,

Bajaj, TVS and Honda some serious competition. The bike has been designed and

developed from the ground-up at their R&D facility in Pune, in view of demands and

much criticism received from thousands of customers in the segment.

MAHINDRA MOJO

Mahindra has launched the BS6 Mojo in the Indian market. The Mahindra Mojo BS6

price starts at Rs 1.99 lakh for the base variant, while the dual-tone variant retails at

Rs 2.11 lakh (both prices are ex-showroom, pan India). The new Mojo BS6 is

available in four colour options - Black Pearl, Garnet Black, Ruby Red and Red

Agate.

There have been no changes made on the cosmetic front apart from the introduction of

new colours and the new motorcycle looks similar to its predecessor. The 2020

Mahindra Mojo will be available only in the UT 300 variant, which means it will miss

out on features like Pirelli tyres, USD fork and features a single exhaust muffler.

The 295cc liquid-cooled motor on the UT 300 saw a major drop in power as it went

for a carburettor and the motor was rated at 23PS and 25.2Nm of torque. The new

engine is fuel-injected to meet the new BS6 emission norms. The Mojo BS6’s motor

produces 25.7PS at 7300rpm and 25.9Nm at 6000rpm. It continues to feature a

6-speed gearbox and misses out on a slipper clutch.

With respect to specifications, the Mahindra Mojo BS6 will take on the Bajaj

Dominar 250, Royal Enfield Classic 350, Jawa and the Suzuki Gixxer 250.
 28

STRATEGIES – BUSINESS, PRICING, MANAGEMENT.

Mahindra is a multi-billion-dollar conglomerate with a presence in multiple industries,

including automotive, defense, aerospace, agribusiness, two wheelers, construction

equipment, finance, hospitality, information technology, leisure and hospitality, real

estate, retail, and telecommunications. The company's success can be attributed to

several key strategies, including:

1. Business diversification: By expanding into multiple industries, Mahindra has

been able to minimize the impact of economic slowdowns in any one

particular sector.

2. Innovation: Mahindra is known for its focus on innovation and has established

several R&D centers in India and abroad to develop new products and

technologies.

3. International expansion: The company has a strong global presence, with

operations in over 100 countries. This has helped it tap into new markets and

reduce its dependence on the Indian market.

4. Partnerships and collaborations: Mahindra has formed partnerships and

collaborations with several global companies to jointly develop new products

and technologies, and expand into new markets.

5. Employee engagement: The company places a strong emphasis on employee

engagement and provides training and development opportunities to help its

employees reach their full potential.

In terms of pricing, Mahindra follows a value-based pricing strategy, where the price

of its products is based on the value it provides to the customer. The company also
 29

regularly conducts market research to understand customer preferences and adjust its

pricing accordingly.

Finally, with regards to management, Mahindra has a strong management team, with a

clear organizational structure and well-defined roles and responsibilities. The

company also places a strong emphasis on corporate social responsibility and

sustainability, with a focus on reducing its environmental impact and giving back to

the communities it operates in.

SWOT ANALYSIS OF THE COMPANY

Understanding the internal factors of the company will help influence your ability to

take advantage of an opportunity. SWOT Analysis is an extremely effective tool for

analyzing and studying an organization’s strengths, weaknesses, opportunities, and

threats. Let’s dive into it:

Strengths

• Focus on innovation and investments in technology

• Strong brand position in the domestic market

• New launches have strengthened the portfolio

• No.1 tractor brand globally by volume

• Strong research and development

• Apt for Indian roads

 30

• Low after-sales cost

Weaknesses

• Geographic dependence

• Overdependence on the automotive industry

• Product recall affects brand image

• Brand Logan (partnership with Renault) did not live up to the international

quality

Opportunities

• Fast-growing automobile industry and export potential

• Rising demand for power and infrastructure equipment

• Hybrid cars have a growing market

• Emerging nations

Threats

• Stiff Competition

• Stringent Regulations

• Ever-increasing fuel prices

• Government policies

Future prospects and growth

 31

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'. We will value individual

dignity, uphold the right to express disagreement and respect the time and efforts of

others.

VISION STATEMENT

To create a fully collaborative environment in which suppliers can deliver exactly

what the company needs, when it needs it, and at a competitive cost.

"We don't have a group-wide mission statement. Our core purpose is what makes all

of us want to get up and come to work in the morning"

QUALITY POLICY FOLLOWED

• Understanding customer requirements.

• Involvement of suppliers and other business partners.

• Setting the annual business objectives aligned with our vision.

• Total employee involvement

• Adopting a 'process' approach

• Delivering 'first time right' Products