M& M Case Summary

In: Business and Management

Submitted By likewhat22
Words 2066
Pages 9
At first Mahindra was a company dedicated to manufacturing general-purpose
Utility vehicles that later turned into a conglomerate with interests in oil drilling, bearings, time-share results, and instrumentation along with jeeps and tractors. In 1991 the Harvard educated scion told M&M that they would not continue business with them if they didn’t have global potential, resulting in the businesses being regrouped into four strategic business units (SBUʼs) such as; automotive, farm equipment services, IT services and trade and financial services. The company anticipated an economic downturn in the tractor industry that resulted in M&M creating the Operation Blue Chip. The drive was launched in 2000 and later in 2001 the domestic market for tractors collapsed as expected, and M&M was the only tractor company in the Indian industry that made profits. India was the worlds second largest tractor manufacturer and in the 1990s the country was expanding to more competitive markets such as the United States. M&M capitalized quickly on this opportunity and set up an assembly plant in Tomball, Texas in 1994. Elsewhere, the Indian tractor industry categorized 13 players in the Indian tractor industry on the basis of power delivered by the engines horsepower that also included three multinational corporations; New Holland, John Deere, and SAME.
Because of an emphasis by the federal government on increasing share of agricultural in the gross domestic product, the flow of farm credit had been rising over the years, contributing to one of the several growth drivers in the Indian tractor industry. Agricultural businesses were entering alliances with farmers for guaranteed returns on purchase of farm purchase and large-scale irrigation projects were taking place in Indian states, which showed a potential increase in the supply of farmland. Because the infrastructure sector was…...

Similar Documents

Mm&M Project Summary

...Strayer University M&M Project Summary Jeanette Willis Mat-300 09/14/2012 Introduction This M&M project was to get students such as myself to get a better understanding on how companies determine how they are going to package their product, market it and disburse among many different markets. The other purpose of this project was to determine statistical data analysis of M&M candies. However to determine what is statistical data analysis we must first try to define the term statistic in the first place. Statistic to me is a set of techniques that are used in collecting, analyzing, presenting, and interpreting data. The statistical method we used helps in a variety of occupations and also helps people to identify study and solve many complex issues in businesses and the entire economic world. It also helps us to understand complex data by make it simple so as to help in decision making processes. In this segment of the project I am performing a statistical analysis on M&M candies based on different colors in different bags, and different statistical methods will be perform during the entire process and based on those. First in order to determine the statistical methods we had to first focus on two perspective color following Blue 0.233, Orange 0.2102, Green 0.168, Yellow 0.1322, Red 0.1382 and Brown 0.1239. The mean for the six colors vary with Blue being the dominant color of 852, follow by orange 770, green,......

Words: 507 - Pages: 3

M&M's Case Study

...Summary The main purpose of this report is to identify the key business challenges for M&M’s, the confectionary brand of Mars Inc., and develop management solutions and specific recommendations on how effective leadership can meet these challenges in the company. The report proposes organisational change for the firm, which is fully driven by leadership and management strategies. It is identified that the key challenges for M&M’s are weak technological base, insufficient innovation in the sphere of product and package design, dependence on suppliers, conflict of interests in the management team, flat organisational structure, trade barriers, increased competition and insufficient CSR efforts. It is recommended that the organisational change should include the change of leadership style to more inspirational and transformational, achievement of more hierarchical organisational structure and implementation of the diversification marketing strategy. It is concluded that M&M’s should also cultivate innovativeness and creativity among its employees. Table of Contents 1. Introduction and Background 5 2. Environment Monitoring 6 3. External and Internal Analysis 7 4. Complexity of Environment 17 5. Business Challenges and Rationale for Leadership 17 6. Leadership and Improvement Options 19 7. Conclusion and Recommendation 25 References 27 List of Figures Figure 1: Cultural Web 12 Figure 2: Stakeholder Analysis 16 Figure 3: Hofstede’s Cultural......

Words: 7804 - Pages: 32

M&L Case Study

...M&L Manufacturing. Q1. What are some of the potential benefits of a more formalized approach to forecasting? The potential benefits for M&L manufacturing are: * Proper production planning in future of two of its most valuable and profitable product lines; * Fewer stock-outs in retail stores; * Less uncertainty with regard to unexpected orders and production failures; * Proper inventory management and control over the stock levels; * Better knowledge regarding which products to continue selling and discontinue selling. Q2. Prepare a weekly forecast for the next four weeks of each product. Briefly explain why you chose the methods you used. Product 1 The demand for product one has risen over the period of 14 weeks which depicts that demand can be expected to rise further in the coming four weeks. The pattern can be illustrated using a line graph, as shown in figure 1, below. Based on the shape of the graph, it can be stated that, except for the unusual order of 90 units in the seventh week, the demand has risen over the period in a rising trend. Because of the size of the order the graph gets put off from an otherwise linear pattern of the rising demand. In order to forecast demand of Product, the following features of the demand of the product need to be noted: * The demand has risen steadily over the period of 14 weeks; * The slight deviation in between has been caused by an unusual order which is not expected in future sales. The......

Words: 873 - Pages: 4

H&M Case Study

...Case study on H&M Introduction In recent years, H&M has marked the retail clothing industry by the phenomenal pace at which it has expanded the number of its stores across a diverse range of countries and markets spanning Europe, the United States and recently Asia. H&M distinguishes itself from its competitors notably by offering clothes that are trendy, fashionable yet accessible in terms of price. So how does H&M manage to combine these seemingly divergent characteristics, especially in such a fast-moving and fiercely competitive industry as the retail clothing business?  In the following report, I attempt to cast some light on some of the approaches that account for the success and reputation of the company and that have enabled it to remain competitive over the years and across markets in which it operates. I also seek to raise some of the drawbacks related to those approaches in terms of risk for the business. Practice of Market Orientation The practice of market driven marketing rests upon the core idea of generating and offering value to a particular target market better than competitors, which in turn will enable the company to grow and be successful.[1] Generally a market oriented strategy involves focusing on the buyer’s needs and determining the best means by which the consumer will be satisfied. As we will see in the next section, a market oriented strategy begins with identifying a particular target group within a segment and then focusing efforts in......

Words: 3484 - Pages: 14

Case M&a

...Wil-Mor Technologies: Is There A Crisis? November 2, 2010 Executive Summary       After nearly four years since its founding, Wil-Mor, the joint venture (JV) between American-owned parts manufacturer, Wilson, and Japanese-owned manufacturer, Morota – is fast approaching a crossroads. The JV was formed in 1993 to support the “transplant” model of assembling Japanese-designed cars in the United States. From an American business mindset, Japanese automakers like Toyota, Honda, and Nissan had a fiercely, almost irrational, loyalty to their suppliers. This loyalty, coupled with the growing market share of Japanese cars and increased domestic supplier competition, made the Wil-Mor JV a natural outgrowth for longstanding licensing partners Wilson and Morota.       However, Wil-Mor’s first 18 months was fraught with unexpected setbacks. Neither parent company anticipated the leadership characteristics required to harmonize cultural differences and Wil-Mor’s initial leadership proved so divisive that it had to be removed after a year into operations. Start-up times and costs were much higher than Wilson – and the Wil-Mor pro-forma – predicted. While Japanese quality standards were known to be high, the costs associated with quality (i.e. reduced production output) was also greater than Wil-Mor predicted.   And, until recently, Wilson was unaware that the two parent companies had very different definitions of Wil-Mor “success:” Morota’s main aim was to ensure their key buyer,......

Words: 915 - Pages: 4

M&S Case Study

...Quality for Money, Fashionable. Parents used to shop there - historical. Value proposition: Traditional department store. Value achieved by technologists, selectrs to design y dedicatd suppliers. all sold under same brand. network of well located stores. powerfull functional group - food clothes. fabric with japanese houses to try o work towards easy care fabrics with customers in mind. Fashion drove mns in 90s. industry influences customer choice. Rsetless - ho can we improve, how can we move forward, what can we do better, how can we innovate. Brand recognition. M&S 1. Value proposition and how was it provided? 2. What went wrong? Not tackling fundamental issues which were building up. Didnt lose many customers but lost touch with them. Over stock problem which led to heavy discounting, and didnt learn lesson as same thing happened again. Firm was pretending that everything was ok and short term issue for too long which later came as a suprise when dividends were cut. Competitors moved off shore, cheaper products of same quality and later even better quality. MNS had to take detail out of their product. Had to get Buying right as otherwise company couldnt recover. Suppliers tried to help as they were moving offshore but MNS didnt react fast enough. Didndt have fantastic product anymore. Ignored innovation in food. Lost direct command over the supply chain. 3. What is your assessment of Luc's approach? Took advantage of people feeling...

Words: 2613 - Pages: 11

M&a Case Study

...Introduction Currently, Mergers and Acquisition strategy has been significant growth in term of amount and size of organization (Hitt, Harrison, and Ireland, 2001). Since 1980s, the total value of M&A is approximately 1.3 million million dollar and has a huge of increasing amount more than 11 million million dollar in 1990s. The important reason most of companies do merger and acquisition is to empower in market, more opportunities to access not enough/less own resource of company, more powerful in negotiate with supplier and customer, expand distribution channel, also reducing cost of production risk or new service that company has not enough capability to generate. Moreover, Mergers and Acquisition could limit ability of competitor and hurdle competitor to do business as well as reducing cost of operation because Mergers and acquisition make company expansion. As a result, it could possible to advantage in scale and scope (B.Elango 2006). For acquired companys, they would gain the advantage in term of financial condition because they usually gain capital meaning stronger in company financial. However, there are some considering factors about the problem of internal management after acquiring or merging such as organizational culture, the risk or failure with wrong set objective. These might be effected to operate business in the future. Mergers and Acquisition could be influenced in different groups both company and acquirer. Thus, it is necessary to......

Words: 7876 - Pages: 32

O&M Case Analysis

...Case Analysis - Owens and Minor, Inc. 1.1) What are the services rendered by the distributor to manufacturers and hospitals? Owens and Minor Inc. is a dominant distribution company that distributes medical and surgical supplies to hospitals, integrated health care systems and group purchasing organizations. It takes on the financial risk of owning and managing inventory for customers. It tracks and verifies their customer’s prices. In addition, O&M supplies customer usage and sales numbers, market trends, buying patterns and product penetration to manufacturers. 1.2) How has the nature of distribution changed over time? In the mid1980s hospitals joined together to gain more control of supply costs. They began carrying less inventories and demand more services from distributors without paying more, which led to the consolidations of distributors as well. Customers wanted the distributors to package the products in smaller units and shipped them directly to nursing and surgical units. They also placed smaller orders more frequently. This new trend shifted some of inventory related costs to distributors. Companies like O&M had a hard time find a way to price these new complex services for each individual account. They underpriced services and some customers such as those with stockless system were unprofitable for the companies. 1.3) How is O&M different from other distributors? O&M decided to focus solely on distributing medical and surgical supplies while......

Words: 1464 - Pages: 6

H&M Case Study

...Introduc.on   •  Introduce  H&M  and  explain  what  type  of  business  it  is   o         In  which  market  does  it  operate?   o  Describe  who  their    typical  customers  are     •  History:   o  Name  the  founder   o  When  did  the  business  begin  (year),  and  where?   •  In  which  countries/con@nents  do  H&M  operate?     •  What  is  the  annual  turnover  for  H&M?     •  Using  Porter’s  ideas,  explain  which  generic  strategy  H&M  is  following  –  explain   your  ideas  using  suppor@ng  evidence     Faculty  of  Higher  Educa@on                                                   City  College  Plymouth  in  conjunc@on  with   the  University  of  Plymouth   10  marks           2   Assignment  1   •  What  are  corporate  values?    Give  a  defini@on  then  cite  those   for  H&M     •  Describe  some  theore@cal  concepts  about  organisa.onal   culture     •  Analyse  the  case  study  to  determine  the  culture  you  believe   prevails  in  H&M.    Give  specific ......

Words: 684 - Pages: 3

H&M Case

...Hennes & Mauritz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion, up 11% from the previous year, and operating profits were $3.3 billion, up 8.3%. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the previous decade, revenues had grown 15% per year and operating profits, 18%. Although Gap, Inc. (Gap) began the millennium as the clear global leader in the apparel retail market with sales more than four times larger than those of H&M, H&M had grown quickly and passed Gap in 2009. However, Spain’s Inditex, with its fast-fashion chain, Zara, had done even better. It passed H&M in sales in 2005 and, by 2011, had also become more profitable. H&M had also lagged behind Inditex in supply pipeline speed, brand diversification, online retail presence, and expansion into China. Meanwhile, the world’s leading hypermarket chains, including Wal-Mart and Tesco, were making significant headway in apparel. In 2012, CEO Karl-Johan Persson, grandson of the company’s founder Erling Persson, promised increased expansion into underdeveloped markets, a stronger push to online retailing, and the launch of a major new retail brand. He noted, “We are looking forward to an exciting 2013 full of new opportunities. We have great respect for the macroeconomic climate and how it may affect consumption in many of our markets, but we believe strongly in our offering and are convinced that H&M will......

Words: 8569 - Pages: 35

M&M Case Study

...M&M’s Brand Case Study Update Prepared By: Alana Allred, Nate Matthewson, Arianna Mevs, April Seeley & Krystal Simpson 2008: History of the Organization Mars Snackfood U.S. proclaims Green the new color of love this Valentine’s Day. M&M’s used myths, rumors, and innuendo surrounding Green M&M’s Chocolate Candies. Ms. Green used her alluring ways to promote M&M’s Chocolate Candies as green interrupted the pink and red of traditional Valentine’s Day colors. After Valentine’s Day at the end of February 2008, M&M’s Brand introduced M&M’s Wildly Cherry Chocolate Candies marking the first time the brand used cherry fruit flavoring. M&M’s also released limited edition M&M’s Mint Crisp Chocolate Candies, in conjunction with the new movie Indiana Jones and the Kingdom of the Crystal Skull. 2008 also brought the announcement of personalized M&M’s Chocolate Candies. Consumers can now visit mymms.com and upload photos to be combined with custom messages creating personalized candies for birthdays, weddings and more. M&M’s Brand released Limited Edition Strawberried Peanut Butter Chocolate Candies to celebrate the release of Transformers: Revenge of the Fallen. M&M’s Brand releases Pretzel M&M’s. 2010: Orange Candy Spokesman becomes the new official M&M’s Pretzel Chocolate Candies Spokesman, featured in advertisements and on packaging with an x-ray image showing its pretzel center. 2009:  2012: Ms. Brown makes her debut during the Superbowl. Original......

Words: 5299 - Pages: 22

John M Case

...JOHN M. CASE COMPANY Mergers and Acquisitions OCTOBER 6, 2015 FINA 5513D - MERGERS AND ACQUISITIONS Syed Ali Ahmad (100978220), Long Thanh Dinh (100986227) Zeeshan Halim (100986227) Table of Contents Executive Summary .................................................................................................................. 2 Why the J.M.C. Company is an Attractive Target for the Firm’s Management ............... 3 Why purchase the J. M. C. Company by LBO ...................................................................... 4 Target Selection ...................................................................................................................... 4 Industry ................................................................................................................................... 4 Improve Operational Performance .......................................................................................... 5 Management Competence ....................................................................................................... 5 Valuation of the LBO................................................................................................................ 6 LBO Financing Structure......................................................................................................... 7 Ownership Retention ......................................................................................................................

Words: 3693 - Pages: 15

H&M Case Study

...------------------------------------------------- Case Study on H&M Module 1, Business Organization and EnvironmentHuman, physical and financial resources to create goods and servicesH&M is a popular clothing store and it is usually cheaper than other brands. H&M carry out its goods and services through human, physical and financial resources. The resources are designer, stylist, Media (models), stakeholders, distributing channels (stores or online) and share holders. Human resources like designer, stylist, models and shopkeepers are promoted through media to attract customer to increase demands. Most importantly the clothing is up to date with the most recent fashion trend. It sets up a positive image that H&M’s clothing are fashionable and at the same time customers does not need to spend a huge amount of money to be fashionable. Promotion through media also helps gain popularity for their goods and services.H&M Physical Resources plays an important role to create goods and services. The distribution channels are the only possible direct access for customers to consume their goods and services. H&M has distribution channels world wide even on online stores. This various types of distribution channels not only increase its popularity but become similar to a convenient store where customers can easily access to H&M’s goods and services. The Financial resources come from the shareholders, customers and other stakeholders. These people are the......

Words: 4122 - Pages: 17

John M. Case Company

...Overview History/Growth This case concerns the John M. Case Company, which at one time was the leading producer of business calendars in the United States. The company was founded by the grandfather of John M. Case in 1920 and was inherited in 1951. The company had experienced profitable operations every year since 1932, and held approximately a 60-65% market share by 1984. Sales had been increasing annually at about a 7% compound rate, and the return on average invested capital was about 20%. The cost structure of the company was 100% equity, owned solely by Mr. Case. The capital budget was the leftover earnings generated from internal operations minus the amount Mr. Case wished to withdrawal as income (dividends) for the year. Also, the seasonal accumulation of inventories and receivables were financed internally (although they did hold lines of credit worth $2 million at major banks). Strengths/Weaknesses Strengths of the company were its market share and production process, which created great economies of scale and allow extremely efficient and low cost production. Even though it was subject to a business with highly seasonal sales, concentrating the sales in the middle six months of the year and giving moderate discounts (for early delivery) could help get around most of the risks. Even though the company focused on high-quality customer service and a high-quality product, there were believed advantages from a marketing viewpoint. Since......

Words: 1287 - Pages: 6

H&M Case Study

...H&M Case Study Since 2000 Swedish retailer’s H&M growth rate is high. Its motto is to offer fashion and quality at the best price. Nowadays H&M’s growth target is to increase the number of stores by 10 – 15 percent per year, while increasing sales in comparable units. The growth will proceed with an emphasis on and continued high profitability. While entering the U.S. market in 2000, they face several problems. The primary problem of H&M is that it tries to expand around the world too fast without spending enough time to research and analyze the market it enters. In the United States they have chosen incorrect marketing mix strategy; consequently the company has low sales and low profits. Their lack of marketing mix strategy results in the following secondary problems: H&M has not taken into account the competition of inexpensive chains such as Express, Old Navy and Wet Seal. The U.S. customers are not aware of the higher quality of H&M products. So Swedish retailer is not able to compete with U.S. rivals effectively. Another problem H&M encounters in the U.S. market is its inefficient distribution network. Company has chosen too big outlets at poor locations in the suburbs, where they have a lot of direct competitors and few customers, who look for fashion and quality products. The company has suppliers in Europe and Asia, but not in America. It probably increases the turnaround period because of the long distance between suppliers and......

Words: 619 - Pages: 3