Relationship management

Company's name
Who is managing the relationship

Mahindra and Mahindra

Caroline Keeley - Priyanka Kumari

1. Company description
Overall description of company activities
Total revenues
Breakdown of revenues in main activity areas
Chair or CEO bio
Company champions' bio

Companies shared value focus areas and business model description

Geographical footprint
2. Priorities
Main areas of interest for collaborations
Main areas, geographies of interest for PPPs
Main areas of interest for action learning
3. Engagement with Platform
Company action commitment statement
Participation in Symposiums
Participation in Action Group meetings
Participation in Collaboration meets
Participation in expert groups, field studies and other action learning

Overall description of the company and revenues

Overall description of company activities

Established in 1945, Mahindra and Mahindra is the flagship company of the Mahindra Group, with annual revenues o
companys core automotive and farm equipment business is comprised of the farm equipment sector which realized g
34,820 Cr.) in FY2012, up 34% from FY2011. Mahindra and Mahindras Farm Equipment Division is a top-selling glob
sales of 236,666 tractors in FY2012, an increase of 10% from FY2011 and has a presence in more than 40 countries
than 1,000 dealers worldwide. In the Indian market, Mahindras market share is 41%. Mahindra and Mahindra entere
2010-2011 after acquiring of a 38% stake in EPC Industries Limited, one of the leading micro-irrigation companies in
manufactures tractors at four state-of-the-art plants in India, two in China, three in the US, and one in Australia, groun
agricultural hubs. Mahindra has over 1000 dealers, with widespread distribution across India.

Revenues

Total revenues

FY2011-12
US$15.4 billion

FY2012-13

Breakdown of revenues of key Action Platform focus areas latest available year
Areas
2011-12
Farm equipment
US$6.4 billion

any and revenues

ny activities

Group, with annual revenues of US$15.4 billion in 2012. The

uipment sector which realized gross income of US$6.4 billion (Rs.
ent Division is a top-selling global tractor company, with annual
ence in more than 40 countries on six continents and among more
Mahindra and Mahindra entered the market for micro-irrigation in
g micro-irrigation companies in India. Mahindra and Mahindra
US, and one in Australia, grounding the company in four major
s India.

le year

Bios

Ashok Sharma Chief Executive - Auto and Farm Strategy, Agri and Allied Business

Mr. Ashok Sharma is the CEO for Auto and Farm Strategy, Agri and Allied Business at Mahi
and business excellence in the auto and farm businesses, agribusiness, engine application
Division of Mahindra in 1998 as General Manager, Sales. He has made significant contribut
business excellence. More recently, he has played a key role in expanding Mahindra's agrib
Mahindra in 1998, he was with Godrej & Boyce, Videocon International, and Daewoo Electr
has Bachelors in Mechanical Engineering from VJTI Mumbai and a Masters in Managemen

Anirban Ghosh, Vice President, Strategic Planning and New Business Development, Farm

Mr. Ghosh is the Vice President, Strategic Planning and New Business Development at Ma
Hewlett-Packard Division, Blue Star Ltd in 1987 and worked for Modi Xerox a few years lat
Mahindra Ltd in 1999, and has handled various positions in Sales, Marketing and Strategy.
2009. Mr. Ghosh has been a Board Member of the Association of Equipment Manufacturer
experience. He has been the visiting faculty and guest lecturer at IIM Ahmedabad, IIM Indo
among others. He has also been a member of the Board of Marketing Studies, NMIMS, Mu
Jadavpur University, Kolkata and was in the Fellow Program at IIMA

Shyam Sundar Vembar, Vice President, Agribusiness, Mahindra & M

Shyam Sundar Vembar is Vice President for Agribusiness at Mahindra and Mahindra Ltd.
he held positions as Chief Executive Officer of Monsantos Vegetable Seed Division. Direct
International marketing lead and country head of Indonesia, as well as a variety of other ma
Hindustan Unilever where he managed sales and brands. He has an MBA from the Indian
Engineering from the National Institute of Technology, Tiruchirappalli.

VIKRAM PURI, Chief Executive Officer , Mahindra Shubhlabh Services, Mah

Mr. Vikram Puri is the Chief Executive Officer of Mahindra Shubhlabh Services Ltd., a branc
management positions in several companies engaged in the production and marketing of ag
ventures with Asian and European companies in both horticultural and biotechnology, aimed
Asian Markets. Mr. Puri holds a Masters of Science in Agriculture (Plant Breeding & Geneti
Management degree from the Indian Institute of Management, Ahmedabad (IIMA). He has re
Sweden and Holland. With over 27 years of experience in agricultural inputs, plantation man
led Mahindra Agribusiness to emerge as the leading fresh grape exporter to Europe.

rategy, Agri and Allied Business, Mahindra & Mahindra Ltd.

Agri and Allied Business at Mahindra & Mahindra, where he is responsible for strategy
agribusiness, engine application and spare business units. He joined the Farm Equipment
He has made significant contributions in the areas of strategic planning, quality and
ole in expanding Mahindra's agribusiness and Powerol operations. Before joining
International, and Daewoo Electronics with positions in sales and marketing. Mr. Sharma
bai and a Masters in Management Studies from Jamnalal Bajaj.

ew Business Development, Farm Sector, Mahindra & Mahindra Ltd.

New Business Development at Mahindra and Mahindra Ltd. Mr. Ghosh began his career with
ed for Modi Xerox a few years later. He joined the Farm Equipment Sector, Mahindra and
in Sales, Marketing and Strategy. He was the President of Mahindra USA Inc. from 2007 to
ciation of Equipment Manufacturers, USA and has extensive teaching and academic
cturer at IIM Ahmedabad, IIM Indore, Mudra Institute of Communications and Advertising
of Marketing Studies, NMIMS, Mumbai. Mr. Ghosh earned his BE in Electrical Engineering from
am at IIMA

ent, Agribusiness, Mahindra & Mahindra Ltd.

at Mahindra and Mahindra Ltd. Prior to this position, Mr. Vembar worked at Monsanto where
s Vegetable Seed Division. Director of Global Business Development in the same division,
ia, as well as a variety of other management positions. Mr. Vembar started his career at
. He has an MBA from the Indian Institute of Management, Calcutta and a B Tech in Chemical
uchirappalli.

indra Shubhlabh Services, Mahindra & Mahindra Ltd.

Shubhlabh Services Ltd., a branch of Mahindra and Mahindra. Mr. Puri has held senior
he production and marketing of agricultural inputs and outputs. He has launched joint
cultural and biotechnology, aimed at delivery of products to the Indian and South East
iculture (Plant Breeding & Genetics) from the Punjab Agricultural University, and a
ent, Ahmedabad (IIMA). He has received specialized training in process technology from
agricultural inputs, plantation management, horticulture and agri-biotechnologies, Mr. Puri
grape exporter to Europe.

Contact information
ASHOK SHARMA may be reached at:
SHARMA.ASHOK@mahindra.com | +91 98920 62832 | Farm Equipment
sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India

Contact information
ANIRBAN GHOSH may be reached at:
Ghosh.Anirban@mahindra.com | +91 22 6648 31 80 | Farm Equipment
sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India

Contact information
SHYAM VEMBAR may be reached at:
Vembar.Shyam@mahindra.com | +91 22 66483018 | Farm Equipment
sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India

Contact information
VIKRAM PURI may be reached at:
PURI.VIKRAM@mahindra.com | + 91 022 6648 3016 | Mahindra & Mahindra
(Tractor Division)
Gate No.2, Akurli Road, Kandivili (E), Mumbai - 400 101

Companies shared value focus areas and business model d

Mahindra Shubhlabh Services Ltd. (MSSL)

Established in 2000, Mahindra Shubhlabh Services Ltd. (MSSL) is the agribusiness arm of the Mahindra Group, a $6
multi-utility vehicles in India (2010). MSSLs mission is to integrate the agriculture value chain from agri-inputs to farm
commodities. MSSL provides products, services and knowledge needed to run productive farms, ranging from seeds
materials and distribution services. Initially, MSSL focused on standard field crops such as basmati rice, maize, barle
sunflower, and mustard. MSSL has since expanded operations to engage farmers in higher value crops including gra
gherkins, garlic, onions, potatoes and crops destined for the seed industry. At present, within the agri-inputs area, MS
related to seed potato, wheat, maize and sunflower seed, as well as a range of Agrochemicals. The company has es
centers in various parts of India and reaches 5,000 farmers in eight states.

MSSL leverages its relationship as an input supplier to establish mutually beneficial relationships with farmers. MSSL
contract farmers to meet the quality requirements for exports by signing a contract with specific quality standards. Fa
can access global markets and multinational supermarkets and gain awareness of the latest technologies for farming
extension officers. The farmers working as contract growers benefit from receiving higher gross margins due to highe
price risk due to minimum guaranteed price, and minimized production risks from infestation and weather changes du
MSSL. MSSL plays a crucial role in developing and maintaining value chains supporting the livelihoods of Indian far

Source and date

Source and date

IIMA-HBS Field Studies, 2011

HBS Field Studies, 2012
Related documents

Building Agri-solutions and Agri-finance. Mahindra, beyond tractors, 2011

Mahindra and Mahindra Company Profile for Symposium on Creating Shared Value in Agribusiness, 2012

eas and business model description

s Ltd. (MSSL)

Farm Machinery

arm of the Mahindra Group, a $6 billion market leader in

alue chain from agri-inputs to farm outputs or agriductive farms, ranging from seeds to crop protection
uch as basmati rice, maize, barley, other oilseeds such as
in higher value crops including grapes, pomegranates,
nt, within the agri-inputs area, MSSL has launched brands
ochemicals. The company has established agricultural

relationships with farmers. MSSL works directly with

with specific quality standards. Farmers working with MSSL
he latest technologies for farming through company
higher gross margins due to higher price realization, lower
festation and weather changes due to the support from
porting the livelihoods of Indian farmers.

Source:
Date:

ESP work for DCC, 2012

Related documents
Identifying Opportunities for Inclusive Business with Mahindra and

Farm Machinery

SP work for DCC, 2012

Related documents

clusive Business with Mahindra and Mahindra, 2012

Geographical footprint

Name
ALL INDIA
Andhra Pradesh
Arunachal Pradesh
Assam
Bihar
Delhi
Chhattisgarh
Goa
Gujarat
Haryana
Himachal Pradesh
Jammu and Kashmir
Jharkhand
Karnataka
Kerala
Madhya Pradesh
Maharashtra
Manipur
Meghalaya
Mizoram
Nagaland
Punjab
Odisha
Rajasthan
Sikkim
Tamil Nadu
Tripura
Uttar Pradesh
Uttarakhand
West Bengal
TOTAL number of states

Code

AP
AR
AS
BR
CT
GA
GJ
HR
HP
JK
JH
KA
KL
MP
MH
MN
ML
MZ
NL
PB
OR
RJ
SK
TN
TR
UP
UT
WB

Presence
(mark
with an X)
X
X
X
X
X
X
X
X

X
X
X
X

X
X
X
X
X
X
18

l footprint

Number of branches or
exclusive dealers

Top five areas of

business concentration

Main areas for collaborations

Areas of interest for collaboration
1

2
3

Main areas for PPPs

Focus activities of the company in PPPs
1
2
3
4

Main areas for action learning

Areas of action learning
1
2
3
4
5
6
7

Building integrated solutions through value chains

Building integrated solutions to inputs
Building, backing producer org, agro-enterprise
Building integrated agri-finance
Lessons learned in building collaborations
Moving from subsistence to commercial farming
Making agriculture attractive for next generation

Main areas of interest for collaborations, PPPs and action learning

Type of company

Companies of interest for collaboration

Input suppliers

Financial institutions
Agro-entrepreneurs and producer
organizations

Karnataka

Whether interested in PPPs in

Maharashtra

X (see email from Anirban)

Interested in participating in expert group

Interested in MBA field studies

Potential geographical focus

Source

Email from Anirban Ghosh to Nancy on March 12, 2013

in
Madhya Pradesh

Thank you for the interaction with the officials from Karnataka at ICRISAT on the occ
widespread productivity enhancement and in conjunction with the infrastructure being
done by Quality Consortium of India (QCI I may not have got the full form correct) i
good on-ground action in agriculture.

The Development Commissioner had a few specific questions for us and I can see yo

Interested in receiving results of

action learning

As a follow up to the meeting and in response to your questionnaire let me say that:
1.
Mahindra is strongly committed to the Bhoochetana PPP (8/10)
2.
The main roles we can play are:
a.
Providing end-to-end agronomy solutions without buyback (Agri-Doctor sim
b.
Providing end-to-end solutions with buyback for pulses and / or grapes if possib
c.
Manufacture of farm equipment that will enhance mechanization
d.
Implementation of watersheds and other water conservation solutions
e.
Drip irrigation
3.
Therefore our areas of interest are
a.
Extension and advisory services
b.
Supply of inputs
c.
ICT services
d.
Irrigation
e.
Farm Equipment
f.
Value Chain development (pulses / grapes)
4.
Choice of Districts
No preferences as of now. Will be guided by suitability for pulses / grapes. If these va
the districts offered by the State Government.
5.
The PPP should focus on fruits and vegetables / pulses / cotton crops w
farming on his land he will want input on other crops he is growing as well (lea
6.
Payment arrangements
a.
The experiment must not be in the CSR space and hence, at the minimum, the
results achieved. Result benchmarks must be pre-decided.
b.
The payment mechanism must not be cumbersome else the project will be stillb
c.
Individual companies should bite only as much as it can chew as the success o
covered.
7.
Participation in June
Only if arrangements are adequate. So some of the interventions will not happen in J
8.
Other companies
Important to have other companies with PPP experience and with productivity enhan

6.
Payment arrangements
a.
The experiment must not be in the CSR space and hence, at the minimum, the
results achieved. Result benchmarks must be pre-decided.
b.
The payment mechanism must not be cumbersome else the project will be stillb
c.
Individual companies should bite only as much as it can chew as the success o
covered.
7.
Participation in June
Only if arrangements are adequate. So some of the interventions will not happen in J
8.
Other companies
Important to have other companies with PPP experience and with productivity enhan

ch 12, 2013

om Karnataka at ICRISAT on the occasion of the Bhoochetana review. The program is a fantastic one in the space of
njunction with the infrastructure being created by the Bounteous Karnataka project and the co-ordination work being
ay not have got the full form correct) in Karnataka which I learnt about yesterday, the state is likely to see a lot of

cific questions for us and I can see you have incorporated them in the questionnaire.

o your questionnaire let me say that:

Bhoochetana PPP (8/10)

without buyback (Agri-Doctor similar to Dr. Wanis concept of Farmers Friend used in Bhoochetana)
ck for pulses and / or grapes if possible in Karnataka
nhance mechanization
water conservation solutions

s)

tability for pulses / grapes. If these value chains are not possible then it will be guided by improvement potential in

getables / pulses / cotton crops where the farmer can earn more money. If the farmer practices mixed
er crops he is growing as well (learning from Agri Doctor pilot)

pace and hence, at the minimum, the costs of operation must be covered with additional returns being linked with
re-decided.
mbersome else the project will be stillborn and will not scale
much as it can chew as the success of the project will be in the results delivered and not in the area / farmers
the interventions will not happen in June.

perience and with productivity enhancement experience in the project, hence UPL, Jain.

pace and hence, at the minimum, the costs of operation must be covered with additional returns being linked with
re-decided.
mbersome else the project will be stillborn and will not scale
much as it can chew as the success of the project will be in the results delivered and not in the area / farmers
the interventions will not happen in June.

perience and with productivity enhancement experience in the project, hence UPL, Jain.

n the space of
on work being
ee a lot of

a)

potential in

s mixed

linked with

armers

linked with

armers

Company action commitment

Date received:
Overall objectives
Key Measures under the shared value
platform and quantitative targets for
2020

A1.

Build robust value chains with small

and medium farmers, not previously
engaged, including those in dairy, fruits
and vegetables for which specific
targets are provided.

Dec-12

Potential annual outreach,

impact by end 2020

At least 50 companies and

federations engage in building
robust value chains with 3 million
small and medium farmers

Fruits and vegetables

Key Measures under the shared value
platform and quantitative targets for
2020

A6.

Potential annual outreach,

impact by end 2020

To at least 500,000 commercial

small scale fruit and vegetable
Build solid, mutually beneficial value farmers, increasing farmers share
chains, aggregation structures, and in retail price from 25% to at least
35%.
value adding services. F&V value
chains will involve arrangements for
providing improved planting materials,
inputs and advice, demo plots, irrigation
At least half of these farmers
offerings, linkages to bank finance for
engaged directly with the
fixed investment and working capital
company or through producer
requirements, and attractive
organizations, with all
procurement terms.
arrangements geared to building
win-win value chains.

Inputs equipment and advice

Key measures under the shared
value platform and quantitative
targets for 2020

Potential annual outreach,

impact by end 2020

B1.

Use agro-dealer networks to provide

Integrated services for 10 million
improved inputs, advice, and be agents
farmers
for crop/weather insurance and credit

B2.

Back agro-entrepreneurs in agroservices

50,000 agro-entrepreneurs
supported

B2.

Back agro-entrepreneurs in agroservices

B3.

Tie advice, demos, aggregation

models to value chains

At least 2 million farmers gain

access to attractive markets, and
realize increased earnings for
farmer and value chain company

B4.

Combine ICT solutions with face to

face advice, improved inputs, market
links

Inputs and advice to 10 million

farmers
Engagement of 2 million farmers in
full value chains

Services to 10 million progressive

small farmers

Irrigation
Key measures under the shared
value platform and quantitative
targets for 2020

Potential annual outreach,

impact by end 2020

B7.

Initiatives by irrigation companies to

10 million additional hectares
extend the reach of MIS to small
under drip irrigation by 2020
farmers

B8.

Expand distribution systems of MIS

companies,and customize distribution
systems of farm machinery and input
supply companies

Farm equipment
Key measures under the shared
value platform and quantitative
targets for 2020

Potential annual outreach,

impact by end 2020
1 million medium sized farmers of
the 16 million farmers with 5 to 20
acres which are not yet using
tractors purchase and use tractors

B11.

Major equipment manufacturers

innovate in the production of low
cost farm equipment

B12.

Major tractor and equipment

manufacturers promote dealers
and/or at least 10,000 agro-service
entrepreneurs, for leasing of tractors Total outreach of 5 million farmers.
and farm equipment, spraying, soil
testing and other agro-services to
small farmers

B14.

B16.
B17.

Expand financing of tractors and

farm equipment
Build area development PPPs, with
equipment manufacturers joining with
irrigation and input supply companies
and companies providing information
and
advicein the production of low
Innovate
cost farm equipment

Finance at least one million

farmers

ommitment

Major company operations and

collaborations implemented in this
area

Annual outreach and impact of

these company measures as of
end 2011-2012

Mahindra Shublabh has built value

chains with ~ 300 farmers in fruits and
~ 400 farmers in Mahindra F&V value
vegetables, seed potatoes, other with chains
Mahindra providing inputs, advice and
financing

Major company operations and

collaborations implemented in this
area

See above. F&V value chains

Major company operations and

collaborations implemented in this
area

Annual outreach and impact of

these company measures as of
end 2011-2012

~ 400 farmers in Mahindra F&V value

chains as at end FY 2012

Annual outreach and impact of

these company measures as at
end 2011-12
At end FY2012, 150 Samriddhi
Centres providing inputs, advice to
an estimated 1,50,000 farmers in
Mahindra Samriddhi Centres providing CY2012.
agro-solutions, inputs, advice to
farmers.
Also offering access to tractors, farm
equipment and irrigation through
Mahindra dealers.

Key planned, company

initiatives 2012 to 2020 with
targeted outreach
~ 15,000 farmers in Mahindra F&V
value chains by 2020, with the
following breakdown by commodity
group:

Key planned, company

initiatives 2012 to 2020 with
targeted outreach

15,000 farmers in Mahindra value

chains by en FY2020.

Key planned company initiatives

2012 to 2020 with targeted
outreach

At end FY2020, 600 Samriddhi

Centres providing financial
services to a projected 20,00,000
farmers in CY2020.

Mahindra Shubh Labh provides

inputs, advice, procurement in grapes,
apples, banana with about farmers
in Mahindra Shublabh value chains as
at end FY2012

Samriddhi and Mahindra Shublabh

to work together to provide inputs,
advice to farmers, in seed
potatoes, fruits and veg, other
products.
Mahindra Samriddhi building agridoctors service help desk,
combining mobile based ICT
solutions with face to face
technical services.

Major company operations and

collaborations implemented in this
area
MIS to small and medium farmers,
with training and technical services
geared to optimize results in
productivity and earnings, and water
conservation.
Expand dealer network to expand
access to MIS in key India states.

Major company operations and

collaborations implemented in this
area

Annual outreach and impact of

these company measures as at
end 2011-12

Key planned company initiatives

2012 to 2020 with targeted
outreach
Not available / known

~ 400 MIS dealers in 12 states,

bundling provision of agronomy
advisory and irrigation offerings

Annual outreach and impact of

these company measures as at
end 2011-12

Not available / known

Key planned company initiatives

2012 to 2020 with targeted
outreach

Small tractor of 20 HP developed with Annual sales of >20 HP tractor:

sales initiated in 2010.
11000 units in 2011/12.

Projected annual sales of ~90,000

>20 HP tractors in FY2020.

A significant portion of Mahindra

tractors used for custom hiring.

Not known

Not known

Not available / known

Not available / known

Estimated 20,000 individuals to be

impacted by water supply of
watershed operation by FY 2014

Not available / known

Have developed watershed PPP in

one state.
Mahindra developing low cost farm
equipment

Not available / known

Proposed collaborations in this Company manager responsible for

area and collaborators sought
delivering in this objective

Input supply companies, JV partners

in F&V

Proposed collaborations in this Company manager responsible for

area and collaborators sought
delivering in this objective

Proposed collaborations in this Company manager responsible for

area and collaborators sought
delivering in this objective

Input supply companies in seeds,

plant protection to sell own brand
and private label.

While financing will be offered

through Mahindra Finance, tie-ups
also sought with banks providing
finance for agro-entrepreneurs

While financing will be offered

through Mahindra Finance, tie-ups
also sought with banks providing
finance for agro-entrepreneurs
Input supply companies in seeds,
plant protection and fertilizer

Export buyers and local fruit and

veg processing companies

Proposed collaborations in this Company manager responsible for

area and collaborators sought
delivering in this objective
Collaborations with seed and
plant protection companies to
provide package of productivity
enhancing measures.

Proposed collaborations in this Company manager responsible for

area and collaborators sought
delivering in this objective

Bank financing of tractor and farm

equipment purchase
State governments
Input supply companies.

Participation in Platform activities

Year
2012 Symposium
2013 Symposium

Symposium
Who from company participated
Vikram Puri, CEO, Mahindra ShubhLabh Services
Ltd.
Shyam Vembar, VP Agribusiness
Ashok Sharma, Chief Executive
Anirban Ghosh, VP
Steering Committee

Year

Who participated
Anirban Ghosh
Anirban Ghosh
Anirban Ghosh

Jul-12
Oct-12
Dec-12

Action Group
Value Chains
Producer Organizations
Agri-finance
Natural Resources
Subsistence to Commercial
Next Generation
Agri-finance

Meet

Activity
PPPs Expert Group
Inputs Expert Group
HBS Field Studies

Action Group meetings

Date
Jul-12
Jul-12
Jul-12
Jul-12
Jul-12
Jul-12
Dec-12

Collaborations Meets
Date

Expert groups, field studies and other action learning

Date
Dec-12
Dec-12
2011-12

eetings
Who from company participated
Gyaneshwar Tewari, General Manager

Anirban Ghosh
Shyam Vembar
Vinod Menon, Director General Manager
Anirban Ghosh
Vikram Puri, CEO
Shyam Vembar

Meets
Who from company participated

d other action learning

Who from company participated
Anirban Ghosh
Anirban Ghosh
Samriddhi Centre