SGIT, SCHOOL OF MANAGEMENT

Department of Business Administration

(Affiliated To GGSIP University, Delhi- 110078)

Subject Name: Entrepreneurial Mindset
(NEUS)
Subject Code: BBA(113)
Year/Semester: FIRST
SUBMITTED TO:- SUBMITTED BY:-
Mr. Aditya Verma KUSHAGRA MITTAL
(HOD)
ANAND
MAHINDRA
INTRODUCTION
Born: 1 May 1955 (age56)
Mumbai, Maharashtra, India
Residence: Mumbai, Maharashtra,
India
Nationality: Indian
Alma Mater: Harvard University
Occupation: Vice-Chairman,
Managing Director of Mahindra
Spouse: Anuradha Mahindra
EARLY LIFE
Anand Mahindra was born
into a well-known Punjabi
khatri business family.
He graduated magna cum
laude from
Harvard College,
Cambridge, Massachusetts
in 1977, where he was a
member of the Phoenix S.K.
Club.
And completed his MBA
from
Harvard Business School,
Boston, Massachusetts in
1981.
CAREER
Mahindra returned to India and joined the
Mahindra Urine Steel Company (MUSCO)
as Executive Assistant to the Finance
Director in 1981.
He became President and Deputy Managing
Director in 1989.
In 1991, he was appointed Deputy Managing
Director of Mahindra &Mahindra Ltd.
He became the Managing Director in 1997
and took on the additional responsibility of
Vice Chairman in 2003.
Mahindra was a co-promoter of Kotak
Mahindra Finance Ltd, which was converted
into a bank in 2003. Kotak Mahindra
Bank is one of the foremost private sector
banks today.
He has recently been ranked amongst the
most influential men & women in Mumbai by
Daily News and Analysis.
INTEREST
Mahindra used to play
tennis and has now taken
up sailing.
He studied filmmaking at
Harvard and remains a keen
photographer with a strong
interest in film.
Anand Mahindra has
recently become a regular
user of the social media tool
Twitter.
OTHER ACTIVITY
Mahindra is the co-founder of the
Harvard Business School
Association of India, an association
dedicated to the promotion of
professional management in India.
The association has grown
substantially over the years.
He is the co-chair at the World
Economic Forum Davos.
He is Past President 2003-04 of the
Confederation of Indian Industry
and has also been President of
the Automotive Research
Association of India (ARAI).
Mahindra is a Director of The
National Stock Exchange of India
Limited appointed under the
"Public Representatives" category.
He takes a keen interest in matters
related to 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.
He is the Chairman of
National Safety Council of India.
Mahindra is the Founder Chairman
of the Mumbai Festival, which was
launched in January 2005. The
event was the first comprehensive
festival to celebrate the rich cultural
diversity of the city.
He is the Co-Chairman of the
International Council of the Asia
Society, New York
MEMBER OF BOARD
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.
 AWARDS& ACHIEVEMENTS
Knight of the Order of Merit' by the
President of the French Republic.
Harvard Business School Alumni
Achievement Award 2008.
Top 25 Most Powerful Businesspeople in
Asia from Fortune magazine, 2011.
Rajiv Gandhi Award 2004
for outstanding contribution in
the business field.
2005 Leadership Award from the
American India Foundation for his, and the
Mahindra Group's commitment to corporate
social responsibility.
Person of the Year 2005 from Auto Monitor.
CNBC Asia Business Leader Award
for the year 2006.
The Most Inspiring Corporate Leader of the
Year 2007 from NDTV Profit.
Named Business Leader of the Year by
the Economic Times Awards2008-2009.
HISTORY OF

MAHINDRA
Mahindra and an independent India
began their rise together.
In 1945, two enterprising brothers
named J.C. Mahindra and
K.C.Mahindra joined forces with Ghulam
Mohammed and started Mahindra &
Mohammed a steel company in
Mumbai.
Two years later, India won its
independence, Ghulam Mohammed left
the company to become Pakistan’s first
finance minister, and the Mahindra
brothers ignited the company's
enduring growth with their decision to
manufacture Willys jeeps in Mumbai.
The company’s new name? Mahindra
& Mahindra, of course.
GROUP
OVERVIEW
It employs over 1,00,000 people
across the globe and enjoys
leadership position in utility
vehicles, tractors and information
technology, with a significant and
growing presence in financial
services, tourism, infrastructure
development, trade and logistics.
Mahindra embarked on its journey in
1945 by assembling the Willys Jeep in
India and is now a US $7.1 billion
Indian multinational.
The Mahindra Group today is an
embodiment of global excellence and
enjoys a strong corporate brand
image.
 The Mahindra Group expanded its
IT portfolio when Tec Mahindra
acquired the leading global business
and information technology services
company, Satyam Computer
Services. The company is now
known as Mahindra Satyam.

Mahindra is also one of the few

Indian companies to receive an A+
GRI checked rating for its first
Sustainability Report for the year
2007-08 and has also received the
A+ GRI rating for the year 2008-
09.
MILESTONES OF
M&M
M&M established its business
connections in the USA through Mahindra
Wallace.
It started steel trading on behalf of European
suppliers
M&M was converted into a public limited
company on June 15,1955.
Machine Tools division was started.
Mahindra Engineering & Chemical
Products Ltd. (MECP) was formed.
M&M became the market leader in the
Indian tractor segment-1983
Mahindra British Telecom (MBT) was
formed as a joint venture with British
Telecommunication plc (BT), UK-
1986.
V ISION AND M ISSION
VISION:
To create a fully collaborative
environment in which suppliers can
deliver exactly what the company
needs, when it needs it, and at
competitive cost.
Wedant have a group-wide mission
statement. Our core purpose is what
makes all of us want to get up and
come to work in them owning´ Anand
Mahindra
MISSION:
To create India's largest automobile
and automobile-related products
distribution network by providing
dealers and customers with the largest
choice of unique world-class products
and services.
CORE BUSINESS
ACTIVITES
Aerospace Automotive

Components
Aftermarket

Agribusiness Construction Equipment

Consulting Services Farm Equipment

Consulting Services Finance & Insurance

Energy Industrial Equipment

Information technology Real Estate

Leisure & Retail

Hospitality

Two Wheelers
Logistics
M AHINDRA
ACQUISITIONS
2007
In July, M&M buys 64.6 per cent
of Punjab Tractors for about Rs 1,400
crore. Retains the Swaraj brand and
turns the company around in two years.
Selling over 202,000 tractors a year, it is
the world's largest tractor company by
volume. Farm equipment is the single
largest contributor to M&M's revenues.
2008
M&M buys an 80 per cent stake in
Kinetic Motors' two- wheeler business
for Rs 110 crore. This is run as
a separate company -Mahindra 2
Wheelers.
2009
Tech Mahindra, which began life as
a venture with British Telecom and later
became the information technology business
of the M&M Group, buys Satyam Computer
Services in June 2009 when the government
puts Satyam on the block following
revelations of an accounting fraud committed
by its Founder-Chairman B. Ramalinga
Raju.
May
2010
Mahindra buys a 55.2 per cent stake
in Reva Electric Car Co, most of it from
Reva's (in the pic) promoter.
November
2010
M&M acquires a 70 per cent stake in South
Korea's SsangYong Motor Co for about Rs
2,100 crore, including bonds.
BUSINESS
STRATE IES G
Restructuring of the company.
For the group, organizational
restructuring posed the greatest
challenge keeping in mind the
changing dynamics in the business
especially the tractor and automotive
division. In the last three years, the
emphasis was development of the long
term strategy and fixing clear
business goals.
E-business Initiatives
Joint ventures.
Foreign competition.
MARKETING
STRATEGIES
USP ±ruggedness
and performance.
Products that redefined the
market.
Network of dealers, sales
offices, service stations etc.
Strong market base in the
urban and semi-urban
areas.
CURRENT
NEWS
Mahindra launches
Verito Executive -a
limited edition of its
Sedan.
Mahindra's
XUV5OO
registers 5000+
bookings within 6
days of launch

Mahindra Satyam named

Systems Integrator of the Year
at CNME ICT Achievement
Awards
2011.
CORPORATE SOCIAL
RESPONSIBILITIES
CSR has always been an integral
part
of M&M groups on and the corner
stone
of our core value of good corporate
citizenship´
Keshub Mahindra
1.EDUCATION
2.ENVIRONMENT INITIATIVES
3.HEALTH & DISASTER RELIEF
4.ART & CULTURE
5.SPORTS
6.NANHI KALI
7.ESOPS
RISE CAMPAIGN
What is Spark the Rise?

Spark the Rise is a platform to help put

ideas into action to drive positive
change in India. Anyone with an
action plan can submit their idea
on www.sparktherise.comor offline
at a Mahindra dealership or office.
Others can read about their “Spark"
and get inspired to volunteer, donate,
or provide other support. You can also
vote for outstanding Sparks to win a
monthly grant from Mahindra.
SWOT
ANALYSIS
1. Strengths
Over the years the company has emerged
as one of the top players in the world in
terms of number of tractors sold. This
gives a clear indication that the
company's market share is one of
its biggest strengths.
The company's ability to introduce new
products in the market and to generate
sales from those new products is a major
strength.
The reason being that this is very
essential for any company, for its survival
in the long run. The company
has established its brand-named in other
countries of the world as well.
This is evident from the 40% market share
that it holds in the 30-40 HP tractors market
in the US.
2.WeaknessWeakness
The company is highly dependent
on the rural sector, and the rural sector
in turn is highly dependent on
the monsoons. As a result, if there
happen to be bad monsoons (less of
rains) fortwo consecutive years it could
have an adverse impact on the demand
of tractors for the company.

3.Opportunities
The government has been trying to
strengthen the exports of agricultural
products. As a result, the quality
of agricultural products necessarily has
to be very high. For this, they need better
rural and agricultural infrastructure. This
might result in an increase in demand
for tractors.
In India, the penetration of tractors is
10 tractors per 1000hectares of
cropped area, which is much below the
world average of 19 tractors for same.
Thus there is scope for the demand
to increase.

4.Threats
The company has a history of
having invested in unrelated
diversification such as telecom, holiday
and resort inns, financial services, etc.
which it has hived off as subsidiaries
from time to time when these turned
unmanageable.
This is a cause for concern as such
diversifications could divert the
company's attention from its core
business. It is dangerous tendency as it
leads to destruction of
shareholders value.
The entry of foreign players in the
tractors segment could posea threat to
the company as these foreign players are
technically more competitive than
Mahindra & Mahindra.