CONTENTS

Executive Summary......................................................................................... 4

Situational Analysis..8

SWOT Analysis...............................................................................................12

PESTLE Analysis ...........................................................................................13

STP Analysis...................................................................................................14

BCG Analysis .................................................................................................15

Porters Five Forces.17

Marketing Mix.................................................................................................18

Future strategies & recommendations.....................................23

References ......................................................................................................25

Appendix - 1 ...................................................................................................26

Appendix - 2 ...................................................................................................29

Appendix 3 ..................................................................................................30

P a g e 1 | 33
EXECUTIVE SUMMARY
Founded in 1945 by J. C. Mahindra and Ghulam Mohammad as Mahindra & Mohammad; as a
steel company. The company, in 1948 was rechristened as Mahindra and Mahindra Limited[1].
In 1949, Mahindra and Mahindra joined hands with Willys overland corporation and started the
assembly of the Willys Jeep in India[2]. The first Willys Jeep of India?

In 1991, Mahindra developed the Commander range of vehicles with Armada following in
1993. In 1996, Mahindra Ford was established to manufacture passenger cars. Here is an excerpt
from history, which shows how intimately Ford was involved in Mahindras passenger car
business[3]:

P a g e 2 | 33
Goenka made a presentation on the Scorpio to the Ford management team, from chairman down. "They
could not believe an Indian company was daring to do something like this for shoestring budget of Rs 600
crore."

Come 1999, Mahindra setup a new division Mahindra Auto Specialities Ltd, and signed an
MoU with Plasan Sasa of Israel; for design and development armoured vehicles which can be
used by Indian Security forces. Mahindra delivered its first armoured vehicle brand Quadro
within a year.

In August 2001, Anand G. Mahindra was appointed as Vice Chairman and Managing Director
of the company. M&M launched four new variants of Bolero to explore into Urban utility
vehicle territory. It further signed a MoU with French automobile giant Renault; for importing
diesel engines, for the Scorpio it was about to launch in 2002.
In the year 2002, the company launched Scorpio, a new generation, world-class sports utility
vehicle. In the year 2004, the company launched Bolero and Scorpio in international markets.
They established Mahindra Renault Ltd, a joint venture with Renault to manufacture and market
Logan, a mid-sized sedan, in India. In the year 2009, the company launched Xylo, and due to
its reputation of making rugged vehicles of world class quality, it was able to sell 1788 Xylos
in two weeks and generate an order for 15000 copies in three months.
During the year 2010-11, the company acquired Ssangyong Motor Company, a premier
manufacturer of sports utility vehicles and recreational vehicles in Korea. September 2011
marked the launch of the first global SUV by Mahindra XUV 5OO, which was a path breaking
product and became an instant hit. During the year, the company also entered the Kenyan
passenger vehicles market with the launch of their utility vehicles, XUV5OO and Scorpio.
March 2013 marked the launch of E2O, the first electric vehicle by Mahindra after their
acquisition of Reva. In 2014, the company introduced Yoga Seats in Quanto Compact SUV,
which was launched back in 2012. During the year, the company signed MoU with Government
of Bhutan to promote usage of Electric Vehicles in the country. In 2015 the company launched
its tough & stylish SUV - TUV 3OO. In the same year, the new age XUV 5OO was launched
with an option of an automatic transmission. Pininfarina S.p.A (Pininfarina), an automotive
design and engineering services company was acquired by the Mahindra group during the year
under review.
In 2016, the company launched KUV100, Nuvo-sport and electric vehicle E2O facelift. In the
meanwhile, Mahindra has managed to become the third largest passenger car manufacturer in
India by sales volume, following Maruti Suzuki and Hyundai; and has been maintaining this
position since September 2012, when it surpassed Tata motors for the first time in history [4].

P a g e 3 | 33
WHAT MAHINDRA STANDS FOR
A quick journey back into the history made us aware of the roots of Mahindra as an auto
manufacturer. Indian population, especially the rural part, still considers Mahindra to be a tractor
manufacturer who makes equally sturdy and reliable cars. How was this thought build? Here is an
ad[5] from 50s which shows how Mahindra marketed itself even then:

What has changed? Then Mahindra was marketing itself as a brand which made the tough and
reliable go anywhere vehicles, today they market themselves as the vehicles for the people who
prefer to Live Young Live Free. It is a transition from this[2]:
P a g e 4 | 33
To this:

P a g e 5 | 33
SITUATIONAL ANALYSIS
In last 5 years, the Indian auto market has seen a drastic shift towards compact SUV segment. The
sales figures for last 5 years, given in Table 1. of Appendix 1 clearly indicate that the compact
SUV segment is indeed the fastest growing segment in India. The Market demand for the Compact
SUVs has been increasing over the years and it can be seen from the below graph, sales figures
have been furnished in Table 1. of Appendix 2.

Market Volume
40000

35000

30000

25000

20000
Market Volume
15000

10000

5000

After having analysed the sales figures for various segments and cars for last 60 months[6], it has
been discovered that although market has moved ahead at a phenomenal pace, driven mainly by
premium hatchback and compact SUV segment, it is Mahindra which has been at the receiving
end. Their market share has already fallen from 12.36% to 6.23% between September 2012 to
July 2017 as indicated in Table 1. of Appendix 1.

As shown in the below graph Mahindra SUVs tend to have a grand opening, which starts tailing
with time, thanks to their strong reputation. But by the launches of failed products one after the
another it has started losing its brand value and hence products like Nuvosport did not gain any
sales momentum.

P a g e 6 | 33
 14000

12000
Bolero
10000 Scorpio
XUV 5OO
8000
Quanto
6000 Rexton

4000 Xylo
TUV 300
2000
KUV 1OO
0 Nuvosport

Nov/15
Aug/12
Nov/12
Feb/13

Aug/13
Nov/13
Feb/14

Aug/14
Nov/14
Feb/15

Aug/15

Feb/16

Aug/16
Nov/16
Feb/17
May/13

May/14

May/15

May/16

May/17
Adding insult to injury are players like Renault, Ford, Maruti-Suzuki and Hyundai took the first
movers advantage and captured the compact SUV market. M&M did not innovate then and held
on to their forte of manufacturing traditional SUVs. Mahindras share in the utility vehicle space
has been dropping consistently. From a peak of 55.59% in 2011-12, it shrank to 47.67% in 2012-
13, falling further to 41.72% in 2013-14 and 37.36% in 2014-15. The new launches in 2015-16 led
to a marginal recovery. It closed the year with a market share of 37.9%, according to Siam. The
companys total utility vehicle sales rose 7% to 222,324 units.

40000

35000

30000

25000

20000
Market Volume
15000 Mahindra Sales

10000

5000

P a g e 7 | 33
 Market Share of Mahindra in UV space in comparable price segments for last
60 months
60

50

40

30

20

10

0
Jun-13

Jun-14

Jun-15

Jun-16

Jun-17
Feb-13
Apr-13

Apr-14

Apr-15

Apr-16

Apr-17
Aug-12

Dec-12

Aug-13

Dec-13
Feb-14

Aug-14

Dec-14
Feb-15

Aug-15

Dec-15
Feb-16

Aug-16

Dec-16
Feb-17
Oct-16
Oct-12

Oct-13

Oct-14

Oct-15
The SUV and compact SUV segment of India is skyrocketing and moving faster than the growth
of the growth of car sales in India. There are new players getting into this market and doing
extraordinarily well and pushing M&Ms sales downhill, and same can be seen from the following
graph.

14000
Traditional SUV Sales Trends
12000

10000 Bolero
Scorpio
8000 XUV 5OO
Xylo
6000
Toyota Innova
Tata Safari
4000
Tata Aria /Hexa
Tata Sumo
2000
Chevrolet Tavera

0
Aug/12
Nov/12

Aug/13
Nov/13

Aug/14
Nov/14

Aug/15
Nov/15

Aug/16
Nov/16
Feb/13

Feb/14

Feb/15

Feb/16

Feb/17
May/13

May/14

May/15

May/16

May/17

P a g e 8 | 33
18000
TUV 300
16000 KUV 1OO
Nuvosport
14000
Honda WR-V
12000 Maruti Suzuki Vitara Brezza
Ford Ecosport
10000
Renault Duster
8000 Hyundai creta
Honda Mobilio
6000
Honda BR-V
4000 Nissan Terrano
Maruti Suzuki Ertiga
2000
Maruti Suzuki S Cross
0 Renault Lodgy
Aug/12

Aug/13

Aug/14

Aug/15

Aug/16
Dec/12

Dec/13

Dec/14

Dec/15

Dec/16
Apr/13

Apr/14

Apr/15

Apr/16

Apr/17
Chevrolet Tavera

P a g e 9 | 33
SWOT ANALYSIS:

P a g e 10 | 33
PESTEL ANALYSIS:

P a g e 11 | 33
STP ANALYSIS:
A brand is a thought, it is all about the first word, that comes in to the mind of your perspective
customer when they listen to your brand name. Its the market perception and customer outlook
towards the brand which can make it skyrocket or nose dive, it takes two to tango after all.

P a g e 12 | 33
BCG ANALYSIS:

STARS

XUV 5OO:

Being the only full size only Tata Hexa and Tata Safari pose real threat for the XUV 5OO.
Although there are some compact SUVs, which have claimed some part of the pie, but the
XUV5OO is still holding on to its turf. Mahindra still needs to continuously keep on updating the
XUV 5OO, just to make sure that the customers dont lose interest in their offering. The market
share of XUV 5OO is still being compromised; and has been reported to have fallen to 61.55%,
hence it calls for some more updates to the XUV 5OO.

CASH COWS

Mahindra Scorpio:

The dream child of Pawan Goenka; developed with a meagre budget of 600 crore[3] and launched
in 2002, Mahindra Scorpio is nothing short of a success story. As of the sales of August 2017,
Mahindra Scorpio has already sold around 5,97,700 copies worldwide. With average sales of 4,172

P a g e 13 | 33
units per month for last 60 months, Scorpio is indeed the highest revenue generator for the
Mahindra, enjoying a behemoth market share of 94.92%.

Mahindra Bolero:

The SUV to have raked the highest number of sales in Indian market ever, soon will be amongst
the very few Indian cars to have sold over 1 million units. Since the inception, with an average
sales number of 7741 units for last 6 years, Bolero has sold 4,64,447 copies between August 2012
and July 2017, making Bolero the market leader with a huge 86.67% market share.

QUESTION MARKS

Mahindra TUV 3OO:

With the average sales figures of 2,627 units since its launch, the TUV 3OO has been able to gain
a meagre market share of just 12.78%. Competing solely with the rivals like Ford Ecosport, Maruti
Suzuki Vitara Brezza, Honda WR-V and Mahindras own Bolero and Nuvosport, the TUV 3OO,
despite of having strong attributes, has been on a downhill path in terms of sales. The market share
of TUV has taken a huge dip from 28.05% to 7.75%. Still, this is a fast-growing segment which
has managed to outpace the market.

Mahindra KUV 1OO:

This compact urban SUV from Mahindra comes with unique SUV attributes like high ground
clearance and even 6 seats on offer. But still it hasnt been able to hit the cord amongst the buyers.
The sales of KUV 1OO stands at an average of just 2,959 units per month since the launch in
January 2016. This particular product has an immense potential, and with the addressing of minor
glitches and proper marketing strategies, the KUV 1OO can manage to rake in some impressive
numbers.

DOGS

Mahindra Nuvosport:

The oddly shaped Quanto facelift with a new name, has again lost the customer interest and is
barely managing to sell a meagre 217 averaging per month since its launch in March 2016. With
a market share that has fallen from 2.48% to 1.58% in just 3 quarters of the launch, the net sales
in the first quarter of launch were 2,914 units, which has fallen to a meagre 277 units for the last
quarter.

P a g e 14 | 33
Mahindra Verito / Vibe:

Where the e-Verito is having a monopoly in the electric sedan market and Vibe having a less than
0.01% market share in its respective segment, Verito /Vibe has managed to sell only an average
34 units per month in the last quarter. With the proposed entry of Maruti Suzuki in EV segment,
the future looks totally bleak.

P a g e 15 | 33
 MAHINDRA & MAHINDRA PORTERS FIVE FORCES
ANALYSIS

Threat of New Entrants(HIGH)

Always room for newer players

to enter the market.
Industry is growing and
expanding at a rapid rate.
Need to do something disruptive
Constant innovation is a
problem

Rivalry Among Existing Firms(HIGH) Buying Power(HIGH)

Supplier Power(LOW)
High number of High as there are
Many suppliers competitors large number of
ready to supply the sellers
same product Industry is growing and a wide range of
expanding at a rapid rate. products to choose
International Under immense pressure to from
suppliers/vendors deliver. they can now find
the products best
already have their Presence of dominating
suited to their needs
order-books filled players.
fierce competition
up
of wooing the
customers

Threat of Substitute Products(MEDIUM

TO HIGH)

large number of substitutes when

it comes to choosing the set of
wheels for their needs

wide variety of products to choose

from various manufacturers

P a g e 16 | 33
 INTEGRATED MARKETING PROGRAM

MARKETING MIX

4.1 Product in the Marketing mix of Mahindra and Mahindra

Mahindra and Mahindra deals with farm equipment, utility vehicles and commercial vehicles.
Its portfolio includes a wide range of products that comprises of heavy trucks, light trucks, two
wheelers, SUVs, tractors, defence vehicles and buses. The esteemed company has also entered
into partnership deal with Renault S.A and it resulted in production of the beautiful Mahindra
Renault Logan. The various Mahindra productss are-

P a g e 17 | 33
 Mahindra Scorpio
Mahindra Scorpio Getaway
Mahindra Bolero
Mahindra XUV 5oo
Mahindra Xylo
Mahindra Thar
Mahindra e2o
Mahindra Verito

4.2 Place in Marketing mix of Mahindra and Mahindra

Mahindra owns many assembly plants and manufacturing plants. Its assembly plants are located
in China, India, Brazil and United Kingdom. It has a global presence and its products are sent to
countries like Italy, China, South Africa, USA and UK. In India, its plants are located in Bangalore,
Chakan and Nasik in Maharashtra, Haridwar in Uttarakhand.

Its manufacturing facilities are distributed and spread over a large area of 500,000 sq.meters. The
companys infrastructure includes 30 offices for sales, 500 dealers, 600 stock points, 500 service
points and all these are connected by an all-encompassing IT structure.
Distribution Strategy is to serve less markets at a time but serve them well.

4.3 Price/ Distribution in the Marketing mix of Mahindra and Mahindra

P a g e 18 | 33
The company follows the policy of both the premium pricing and the flexible pricing to grasp the
maximum consumer value. The rates of all its products are very competitive, as it has taken a lot
of market research as well as the cost factors and the competitors rates to arrive at a particular
sales price. A project cost of 120 million US Dollars may seem like a lot. But its only a fifth of
what a world major would have spent on a similar-sized project.

Scorpio was to compete with the midsize cars like Hyundai Accent, Ford Ikon, Opel Corsa, Maruti
Suzuki Esteem on the one side and UVs like Toyota Qualis, Tata Safari and Tata Sumo on the
other hand. Scorpio adopted the penetrative pricing strategy positioned in the psychological price
barrier of Rs. 5-7 Lakhs.

4.4 Promotion in the Marketing mix of Mahindra and Mahindra

Mahindra and Mahindra have taken various steps in order to promote their vehicles throughout the
world. It has decided to use the visual media and the print media fully so that the people become
aware of its potential and products.

Social media: Marketing on social networking sites is rapidly becoming a popular way to
showcase products and services, receive up to date customer feedback and stay abreast of
latest trends. Mahindra is connected with social networking sites to reach out to current
and future customers. Mahindra connects with leading social networking sites like
Facebook, Twitter, LinkedIn, YouTube and Google+.

P a g e 19 | 33
 The We Live Young We Live Free Campaign

The previous campaign for Live Young, Live Free shot in 2012 showcased its
previous collection of cars, effortlessly driving through rough roads as the song
played in the background. The earlier campaign was targeted at those who seek a
multitude of experiences and an alternative and adventurous lifestyle beyond the
ordinary and mundane. The campaign propagates the core value proposition of
Mahindra SUVs.

The sequel to the already popular TVC Live Young Live Free celebrates the
emotions of freedom and adventure among our SUV owners, and propagates the
capability of Mahindra SUVs to enable lifestyle enhancing experiences. Mahindra
vehicles with their unique tough and rugged DNA are best suited to offer a fun-filled
adventurous lifestyle to the customers and the film reflects this in a very
inspirational but relatable way.

Dubsmash & Win KUV100 Contest Mahindra & Mahindra announced dubmash
contest on 23rd December before the launch of car. For this participants had to be creative.
It brought out their innovation and creativity which means high level of engagement of
customers.
OFF road with Gulpanag :a Web series of 3 episodes helped Mahindra target and
attracted females in buying Mahindra SUV

Marketing Strategies Used By M&M

Change in leadership:

Mahindra And Mahindra Ltd announced that Mr. Anand Mahindra has been appointed as
Chairman of the Company and would be re-designated as Chairman and Managing Director.

Dr Pawan Goenka has been a pivotal member of the top management and has played a major role
in the incredible success of Scorpio to the elevation M&M to such a pedestal.

Identifying the need gap and utilizing the first movers advatantage to the fullest.

There was no SUV in the country that the people could buy. To make SUVs a largely accepted
concept in India; the utility vehicles needed to be seen as a comfortable, easy for the city driving
and should have imagery comparable international brands.

Therefore, as a strategy it was decided that Scorpio would not take the traditional Utility Vehicle
image of being tough, off-roading and 4X4. A 4X4 approach would be a very niche category and

P a g e 20 | 33
would not generate demand as expected. To appeal to a car buyer, the Scorpio had to be seen as a
car that offers much more. Still a variant is on offer with a part time 4x4 for the buyers who need
a tinge of adventure with their daily A to B commute, while the Thar has been built specially
keeping off road enthusiasts in mind.

A Scorpio had to be seen as providing car like drive pleasure and at the same time providing the
edge over cars in terms of space, power, style, fuel efficiency, luxury and comfort. In short provide
a status of a high-end SUV at the price of a midsize car.

Value proposition of Scorpio :

World class vehicle, good looks, car like comfort

Ownership experiences thrill, excitement and power
Young modern. Premium, city companion
Luxury of a car with the thrill of an SUV

Brand Strategy

A study for keeping a brand name was done internationally, the name that emerged most popular
using first qualitative an the quantitative techniques was SCORPIO.

Baseline used Nothing else will do encompassed the essence of the brand, which is superiority
and uncompromising attitude. It also summarises the spirit behind making of the Scorpio

Brand Endorsement Strategy

The strategy chosen for Brand Endorsement was- Scorpio from Mahindra- Shadow endorsement,
one which does not shout out Mahindra. The Mahindra brand image was not modern and young.
There was a need to create a strong distinct modern brand. Hence Mahindra as a master brand
could not contribute towards enhancing the Value Proposition. Yet Mahindra had to provide source
of reassurance. Also the Distribution would be through Mahindra dealerships. Hence it became a
shadow endorser.

Using Varun Dhawan as brand ambassador: As the company is trying to target the
youth, they have chosen a brand ambassador such that they can relate to him.

P a g e 21 | 33
 FUTURE STRATEGIES AND RECOMMENDATIONS
1. M&M should capture the niche market of Hybrid Electric Vehicle (HEV) at a rapid pace,
what is assuring is that they have already started working on hybrid and electric versions of
various SUVs. It already has a monopoly in the electric vehicle segment, and other
competitors like Tata Motors, Maruti Suzuki and Hyundai are to entering the market. They
should tie up with leading cab services like OLA which has shown interest in rolling out
electric vehicle as Cabs.

2. M&M has an advantage over the other companies as it has a Research and Development
team working on Electric vehicles for Passenger vehicle , Formula E and Electric sports
bike racing, and has done exceptionally well in the latter two areas. They can Revamp E-
Verito and collaborate with OLA in their initiative to use electric vehicle.

3. Investing in the development of Service centres in the one of the most explored places like
hilly areas of Himachal, Uttrakhand, Arunachal Pradesh etc. M&M should support its We
Live Young We Live Free campaign by assisting the customers whose vehicles break down
in these remote areas which are frequently explored by road trippers.

4. One of the biggest target, which M&M needs to work on is making or buying of powerful
and reliable petrol engines for their Passenger vehicles. M&M currently has only KUV100
with petrol engine and they are not as efficient as their counterparts in this segment.

5. This is visible from the drop of more than 50% of consumers of Diesel variant and increase
petrol variant in Delhi since the high pollution crisis. M&M should focus of inducting petrol
engines in their passenger vehicle segment.

6. On 16th August 2017 State-run firm Energy Efficiency Service Ltd (EESL) has floated a
tender for procurement of 10,000 electric cars including complete system warranty under
the faster adoption and manufacturing of electric vehicles in India (FAME) scheme of the
ministry of new and renewable energy. The tender is part of the governments plan to
promote electric vehicles in the country in a big way. Mahindra should take advantage and
use its R&D excellence in the field of Electric vehicles to meet this need and create a niche
for itself. This would even promote the use of electric vehicle and get people accustomed
to the use of electric vehicles.

P a g e 22 | 33
7. Going by the specifications of TUV 3OO Table 1 in Appendix 3, it has been discovered that
the vehicle is lagging in terms of overall performance and fuel efficiency, technically it has
been discovered that being the heaviest vehicle in its segment is what takes toll on
performance and fuel efficiency of TUV 3OO, so it is important for TUV 3OO to shed
weight. Hence a vehicle redesign has been proposed and the STP for the same is attached
in Table 2 in Appendix 3

8. Ssangyong Tivoli has gathered many accolades internationally for being a frugal and fun to
drive compact SUV, Mahindra can pitch it parallel to XUV 5OO and higher trims of
Scorpio; to take on the fight against the likes of Duster, Creta and Compass. There is a huge
chunk of urban customers who dont buy full size SUVs because they arent easily
manageable in tight urban confines. Table 3 in Appendix 3 contains Ssangyong Tivoli
technical specs and a quick comparison with Hyundai Creta, Renault Duster and Jeep
Compass.

P a g e 23 | 33
References:
1. Certificate of Incorporation http://www.mahindra.com/resources/pdf/history/Certificate-of-
Incorporation.pdf Attached in Appendix 4
2. Mahindra and Mahindra The Story of Rise
http://www.theautomotiveindia.com/forums/indian-auto-sector/5777-mahindra-mahindra-
story-rise.html
3. Pawan Goenka is Anand Mahindras Go To Man In Mahindra and Mahindra
http://economictimes.indiatimes.com/news/company/corporate-trends/pawan-goenka-is-
anand-mahindras-go-to-man-in-mahindra-mahindra/articleshow/28574893.cms
4. Team-BHP, February 2013, Indian Car Sales Figures and Analysis http://www.team-
bhp.com/forum/indian-car-scene/133186-february-2013-indian-car-sales-figures-analysis.html
5. Do It better With A Jeep
http://www.mahindra.com/resources/pdf/history/Do%20it%20better%20with%20a%20Jeep.pdf
6. Indian Cars Sales figures and Analysis Team-BHP www.team-bhp.com
7. Diesel Car Sales Halve To 26% In 4 Years
http://auto.economictimes.indiatimes.com/news/industry/diesel-car-sales-halves-to-26-in-4-
years/53054722
8. Suzuki to setup Lithium-Ion Batteries Plant in Gujarat
http://auto.economictimes.indiatimes.com/news/passenger-vehicle/cars/suzuki-to-start-
electric-car-battery-plant-in-gujarat-through-jv/60514454
9. M&M Working On Electric Makeover for Scorpio and XUV 5OO, to spend 300-400 Cr on EVs
http://www.moneycontrol.com/news/business/companies/mm-working-on-electric-makeover-
for-scorpio-xuv500-to-spend-rs-300-400-cr-on-evs-2375189.html

P a g e 24 | 33
Appendix 1.
Table 1. Sales of Mahindra Vehicles for last 60 months, August 2012 to July 2017

B Bolero, S Scorpio, X XUV 5OO, Q Quanto, R- Rexton, V- Verito, Xy Xylo

VV- Verito Vibe, T- TUV 3OO, K KUV 1OO, N - Nuvosport

Total Market
B S X Q R V Xy VV T K N Sales Volume % Sales
Aug-
12 8717 4204 3979 0 0 2102 2214 0 0 0 0 21216 171569 12.36587
Sep-
12 9499 4064 4603 1782 0 1536 1658 0 0 0 0 23142 214671 10.78022
Oct-
12 11071 4681 4320 2497 80 1553 2044 0 0 0 0 26246 231479 11.33839
Nov-
12 10098 4277 4237 2297 121 1235 1756 0 0 0 0 24021 212856 11.28509
Dec-
12 9278 3308 3566 2948 197 1026 1751 0 0 0 0 22074 191829 11.50712
Jan-
13 10659 4462 3721 2954 457 1500 2100 0 0 0 0 25853 230201 11.23062
Feb-
13 10053 3906 3472 2099 476 1036 1871 0 0 0 0 22913 214298 10.69212
Mar-
13 11675 4658 3187 1857 452 1211 2117 0 0 0 0 25157 243100 10.34842
Apr-
13 9766 4437 2253 1338 345 568 1547 0 0 0 0 20254 199090 10.17329
May-
13 9780 5165 2144 1279 262 1371 1719 0 0 0 0 21720 192565 11.27931
Jun-
13 7983 3628 1377 891 174 1316 1212 0 0 0 0 16581 187152 8.859643
Jul-
13 6955 3256 2045 347 147 344 1070 683 0 0 0 14847 176381 8.417573
Aug-
13 7030 3356 2225 347 132 465 1085 490 0 0 0 15130 180377 8.387987
Sep-
13 8925 4345 2159 382 126 449 1275 448 0 0 0 18109 207318 8.73489
Oct-
13 10705 5230 3226 500 137 369 1394 521 0 0 0 22082 228634 9.658231
Nov-
13 8474 3594 2262 315 57 278 1014 244 0 0 0 16238 194713 8.339453
Dec-
13 8465 3418 2391 169 67 244 806 198 0 0 0 15758 180313 8.739248
Jan-
14 8664 4413 3522 803 126 198 980 236 0 0 0 18942 215017 8.809536
Feb-
14 9137 4503 2878 450 131 236 879 249 0 0 0 18463 212898 8.672228
Mar-
14 11294 5605 3525 594 139 249 989 241 0 0 0 22636 208723 10.845
Apr-
14 8942 4092 2877 259 109 149 760 142 0 0 0 17330 227306 7.624084
May-
14 8846 4002 2946 269 155 125 687 129 0 0 0 17159 180588 9.501739
Jun-
14 7909 3849 3035 177 112 139 675 149 0 0 0 16045 199819 8.029767
P a g e 25 | 33
 Jul-
14 6748 3443 2813 205 92 192 323 168 0 0 0 13984 210249 6.651161
Aug-
14 6826 2275 2804 158 86 123 898 106 0 0 0 13276 191884 6.918763
Sep-
14 8541 6060 3035 168 78 104 1046 142 0 0 0 19174 206232 9.297296
Oct-
14 9090 5049 3100 108 92 148 720 77 0 0 0 18384 216245 8.501468
Nov-
14 6300 4205 2047 56 43 69 445 83 0 0 0 13248 213460 6.206315
Dec-
14 9748 3469 2506 205 37 167 658 62 0 0 0 16852 208130 8.096863
Jan-
15 8515 5000 3294 133 39 193 780 61 0 0 0 18015 206080 8.741751
Feb-
15 8607 4813 2835 113 66 164 662 134 0 0 0 17394 227125 7.658338
Mar-
15 10481 5250 3126 88 101 250 818 108 0 0 0 20222 227614 8.884339
Apr-
15 8729 4730 2690 59 55 0 677 373 0 0 0 17313 239523 8.083803
May-
15 7569 4249 3200 109 28 0 706 231 0 0 0 16092 214169 7.530253
Jun-
15 6093 3666 3326 114 27 0 661 369 0 0 0 14256 213698 6.67547
Jul-
15 5902 3381 3105 46 28 0 742 301 0 0 0 13505 213558 6.168751
Aug-
15 4804 3455 3200 35 12 0 648 300 0 0 0 12454 218926 5.445205
Sep-
15 5585 4321 3110 15 12 0 606 326 4313 0 0 18288 228715 6.90864
Oct-
15 7754 4719 3964 3 12 0 723 312 4551 0 0 22038 264712 9.436337
Nov-
15 6875 4118 2794 2 4 0 452 221 3889 0 0 18355 233544 8.05284
Dec-
15 7133 3387 2456 8 12 0 443 185 3525 0 0 17149 227932 7.523009
Jan-
16 6160 4013 2493 2 3 0 500 293 3816 3413 0 20693 227954 8.990741
Feb-
16 7446 4064 2790 123 3 0 511 217 2635 4486 0 22275 230159 9.678092
Mar-
16 6211 4015 3161 1 32 0 602 289 2614 5157 1298 23380 249064 9.387145
Apr-
16 5785 4328 2821 0 1 0 457 138 1928 5097 553 21108 238589 8.847013
May-
16 4419 4264 2264 0 1 0 500 182 1902 4446 371 18349 229367 7.999843
Jun-
16 3699 3366 2288 0 19 0 564 266 1722 3543 221 15688 219272 7.154584
Jul-
16 3929 3480 2210 0 7 0 566 375 2175 2964 223 15929 255769 6.227885
Aug-
16 4841 3918 2222 0 4 0 614 388 2279 2601 248 17115 255606 6.695852
Sep-
16 5744 3902 2695 0 2 0 651 381 2855 2703 225 19158 274798 6.971666
Oct-
16 8323 5251 2639 0 46 0 585 462 3022 2615 238 23181 277190 8.362856
Nov-
16 4939 3099 1069 0 28 0 360 291 1357 1183 63 12389 239102 5.181471
Dec-
16 5928 3556 1689 0 9 0 451 252 1804 1953 74 15716 225188 6.979057

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 Jan-
17 6598 4387 2144 0 4 0 508 339 2408 2695 69 19152 262308 7.30134
Feb-
17 6442 4611 2190 0 0 0 314 97 2349 2926 43 18972 251925 7.530813
Mar-
17 8681 5157 2663 0 0 0 1018 48 2440 2972 89 23068 278123 8.294172
Apr-
17 6358 4489 1999 0 0 0 746 16 1988 2141 62 17799 274564 6.482642
May-
17 6832 4730 2093 0 0 0 6681 9 2341 1989 60 24735 248145 9.967962
Jun-
17 6290 3279 1598 0 0 0 264 4 2121 1449 15 15020 194932 7.705251
Jul-
17 6597 4389 2282 0 0 0 724 34 2384 1889 32 18331 294006 6.234907

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Appendix 2.
Table 1. Sales of compact SUVs since September 2015

Maruti
Suzuki
Ford Vitara Mahindra Mahindra Honda Mahindra Market Mahindra
Ecosport Brezza Bolero TUV 300 WR-V Nuvosport Volume Sales
Sep-
15 3142 0 5585 4313 0 0 13040 9898
Oct-
15 3417 0 7754 4551 0 0 15722 12305
Nov-
15 3617 0 6875 3889 0 0 14381 10764
Dec-
15 1481 0 7133 3525 0 0 12139 10658
Jan-
16 3047 0 6160 3816 0 0 13023 9976
Feb-
16 2638 0 7446 2635 0 0 12719 10081
Mar-
16 4456 5563 6211 2614 0 1298 20142 10123
Apr-
16 3789 7832 5785 1928 0 553 19887 8266
May-
16 3033 7193 4419 1902 0 371 16918 6692
Jun-
16 4609 6673 3699 1722 0 221 16924 5642
Jul-
16 4885 10232 3929 2175 0 223 21444 6327
Aug-
16 5248 9554 4841 2279 0 248 22170 7368
Sep-
16 4417 9374 5744 2855 0 225 22615 8824
Oct-
16 3936 10056 8323 3022 0 238 25575 11583
Nov-
16 4092 9719 4939 1357 0 63 20170 6359
Dec-
16 1560 8971 5928 1804 0 74 18337 7806
Jan-
17 3761 8932 6598 2408 0 69 21768 9075
Feb-
17 4561 10046 6442 2349 316 43 23757 8834
Mar-
17 4662 10057 8681 2440 3833 89 29762 11210
Apr-
17 3924 10653 6358 1988 3266 62 26251 8408
May-
17 3565 12375 6832 2341 2814 60 27987 9233
Jun-
17 3313 8293 6290 2121 4243 15 24275 8426
Jul-
17 4375 15243 6597 2384 4894 32 33525 9013

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Appendix 3
Table 1. Mahindra TUV 3OO Vs Competition Technical Specifications comparison
Mahindra Maruti Suzuki Ford Tata Honda

TUV 3OO Vitara Brezza Ecosport Nexon (Upcoming) WR-V

Length (mm) 3995 3995 3999 3994 3999

Width (mm) 1835 1790 1765 1811 1734

Height (mm) 1839 1640 1708 1607 1601

Seating Capacity 5+2 5 5 5 5

Boot space (Liters) 384 328 362 350 363

Kerb Weight (KG) 1654 1195 1297 1305 1204

Engine size (cc) 1493 1248 1498 1497 1498

Peak Power (BHP) 100 90 100 110 100

Peak Torque (Nm) 230 200 205 260 200

0-100 kph (seconds) 17.22 12.96 13.67 13.68 12.9

Fuel Efficiency (kpl) 13.49 24.3 22.7 18 27.3

Power to weight ratio 60.45 75.31 77.101 82.91

Torque to weight 145.102 167.36 158.05 165.83

ratio

Price in lakhs 8.85-11.51 8.38-11.16 9.06 To Be Announced 9.84-11.17

11.48
(On Road, Delhi)

*Data Taken from Autocar India, September 2017 Issue

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Table 2. STP for TUV 3OO after improvements proposed

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Table 3. Technical Specifications Comparison for Ssangyong Tivoli

Ssangyong Tivoli** Renault Duster* Hyundai Creta*

Version 1.6l 1.6l 1.5l 1.5l Diesel 1.6l Petrol 1.6l

Petrol Diesel Petrol 110 PS
Diesel

Length (mm) 4202 4202 4315 4315 4270 4270

Width (mm) 1798 1798 1822 1822 1780 1780

Height (mm) 1600 1600 1695 1695 1630 1630

Seating Capacity 5 5 5 5 5 5

Boot space (Liters) 423 423 475 475 405 405

Kerb Weight (KG) 1300 1422 1320 1439 1265 1350

Engine size (cc) 1597 1597 1498 1461 1591 1582

Peak Power (BHP) 128 115 106 110 123 128

Peak Torque (Nm) 160 300 142 245 151 260

0-100 kph (seconds) 12.2 13.3 13.10 12.83 12.70 10.81

Power to weight ratio 98.46 80.87 80.30 76.44 97.23 94.81

Torque to weight ratio 123.07 210.97 107.57 170.25 119.36 192.59

Fuel Efficiency (kpl) 15.62 23.25 13.06 19.6 15.2 19.6

Price in lakhs To be Announced 9.59- 13.39- 10.02- 15.37-

11.80 16.22 14.31 16.38
(On Road, Delhi)

*Data Taken from Autocar India, September 2017 Issue, **Data Taken from Ssangyong Singapore
Official Website

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