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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
information submitted is true and original of best of my knowledge.
Date:
Signature:
Place: MUMBAI
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2013-14. The
CERTIFICATE
I, Prof.
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 (Principal)
Signature: (Co-Ordinator)
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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.
Date:
Reg. No.
Signature:
TABLE OF CONTENTS
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Sr. No.
TITLE
Page No
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CHAPTER 1 :
Disaster Management
National Organizations
10
12
International Organizations
15
CHAPTER 2 :
Introduction
19
History
21
Research Methodology
22
CHAPTER 3 :
Sales Promotion Strategy
26
Strategic Alliances
28
Characteristics of Alliances
30
CHAPTER 4 :
Corporate Social Responsibility
33
Recommendation
34
Findings
35
36
CHAPTER 5 :
Bibliography
37
CHAPTER 1
DISASTER MANAGEMENT
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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.
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
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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).
Every CDEMG is responsible for ensuring that local emergency management is robust as
possible. As local arrangements are overwhelmed by an emergency, pre-existing mutualsupport arrangements are activated. As warranted, central government has the authority to
coordinate the response through the National Crisis Management Centre (NCMC), operated
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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 Canadas 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 Canadas 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.
Australia
Main article: Emergency Management in Australia
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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.
Australias emergency management processes embrace the concept of the prepared
community. The principal government agency in achieving this is Emergency Management
Australia.
Resourcing controls
Reaction Planning
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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.
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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
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.
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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
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
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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, brickpaved 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
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 societys events,
education and research programs. This is achieved by establishing local chapters worldwide.
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Today, TIEMS has chapters in Benelux, Romania, Finland, Italy, Middle East and North
Africa (MENA), Iraq, India, Korea, Japan and China.
The Air Force Emergency Management Association, affiliated by membership with the
IAEM, provides emergency management information and networking for US Air Force
Emergency Managers.
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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]
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 countrys government, by the UN Office for
the Coordination of Humanitarian Affairs (UN-OCHA), by deploying a UN Disaster
Assessment and Coordination (UNDAC) team.
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
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CHAPTER 2
INTRODUCTION
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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.
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
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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.
HISTORY
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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 generalpurpose 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
RESEARCH METHODOLOGY
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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.
The various tasks that I have undertaken in the research design process are :
1* Defining the information need
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RESEARCH PROCESS
The research process has four distinct yet interrelated steps for research analysis
It has a logical and hierarchical ordering:
3* Determination of information research problem.
4* Development of appropriate research design.
5* Execution of research design.
6* 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
7* Primary Data
8* 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.
Qualitative or quantitative data that are newly collected in the course of research, Consists of
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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
9* Identification of information needed to solve the problem
10*
13*
Collection of information
14*
Analysis of information
15*
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CHAPTER 3
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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. Consumerpromotion 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
1960s, 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 1980s 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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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.
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CHARACTERISTICS OF ALLIANCES
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
networks 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.
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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.
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.
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One of most important characteristic of this governance is how good it keeps collective
benefits going on. Many formal consortias 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.
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CHAPTER 4
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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.
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As such, Mahindra should focus on the aspects, which will enhance the customer satisfaction
and thus the market share.
FINDINGS
Most of the people are satisfied with its low maintenance cost and after sales
service provided by Mahindra Bolero.
Based on the fuel consumption, most of the people are satisfied with it.
Based on Safety and Comfort, Design, Space, Maintenance most of the people
are satisfied with it.
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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.
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CHAPTER 5
BIBLIOGRAPHY
BOOKS:
1. Philip Kotler, Kevin Keller (2009),
2. Marketing Management, The Mc Graw. Hill Company Rajan Saxena (Third Edition)
3. Berman, Berry and Joel r Evans (Oct- 1997)
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