Project Scorpio

A
SUMMER TRAINING PROJECT REPORT
ON
“ANALYSIS OF SCORPIO AWARENESS &

SCORPIO CUSTOMER SATISFACTION LEVEL”
SUBMITTED IN PARTIAL FULFILLMENT
FOR
THE AWARD OF DIPLOMA OF THE
POST GRADUATE DIPLOMA IN MANAGEMENT
(2014-15)
SUBMITTED TO SUBMITTED BY
Ms. Poonam Yadav Vinay Kushwaha
Supervisor 31209250319
rd
Management Department MBA 3 sem – 2014.
VENKATESHWARA INSTITUTE OF TECHNOLOGY, MEERUT

AFFILIATED TO MTU, GAUTAMBUDDHA NAGAR
1
DECLARATION
I hereby declare that I have carried out Summer Training Project on the topic entitled
“ANALYSIS OF SCORPIO AWARENESS & SCORPIO CUSTOMER
SATISFACTION LEVEL”. I further declare that this project work is based on my

original work and no part of this project has been published or submitted to anybody.
VIKASH GIRI
PGDM
2
ACKNOWLEDGEMENT
I am sincerely thankful to all those people who have been giving me any kind of
assistance in the making of this project report.
I would like thanks to Dr. Mani Kansal (HOD) for her incurring inspiration,
constructive criticism and affectionate encouragement throughout the tenure of the
project. Her association, profound motivation, sympathetic approach and untiring efforts
even at the cost of personal comport went a long way in the completion of this study and
preparation of this manuscript. I shall remain ever indebted to him for his parental
affection and developing in me a research aptitude and expanding my mental horizons.
I would like to extend my heartful thanks to Ms. Gunjan Maheshwari (Faculty) for
guiding me and giving their precious knowledge in my project. They have also helped me
in finding dealers of bikes needed for my research purpose. I also do not like to miss the
opportunity to acknowledge all the visible and non-visible hands which helped me in
completion of this project with great success.
Last of all but not the least I would like to acknowledge my gratitude to the
respondents without whom this survey would have been incomplete.
VIKASH GIRI
3
CONTENTS
1. COMPANY PROFILE
2. MAKING OF SCORPIO
3. SCORPIO ADVANTAGE
4. MODEL SPECIFICATIONS, FEATURES & PRICE
5. COMPARISONS
6. OBJECTIVE AND RESEARCH PROCEDURES
7. ANALYSIS: CUSTOMER NEED & SATISFACTION LEVEL
8. MARKETING STRATEGIES
9. PUBLIC RELATION EXERCISES
10. ADVERTISEMENT ANALYSIS
11. S.W.O.T ANALYSIS
12. CONCLUSION AND RECOMMENDATIONS
13. REFERENCES
14. ANNEXURE
'
4
COMPANY
PROFILE
5
COMPANY PROFILE
M&M was incorporated in 1945 and was originally formed to manufacture utility
vehicles for the Indian market, initially by importing and assembling Willys Jeep kits.
The manufacture of utility vehicles commenced in 1954 in collaboration with Willys
Overland Corporation and its successors, Kaiser Jeep Corporation and American Motor
Corporation (now part of the DaimlerChrysler group). The Company commenced
manufacturing Light Commercial Vehicles (LCV) in 1965.
Over the years, the Mahindra brands of vehicles have come to represent high quality,
ruggedness, durability, reliability, easy maintenance and operational economy. These are
the qualities that have endeared the vehicle to individuals as well as institutions like the
Indian armed forces. M&M is the leader in the MUV business in the country since
inception.
M&M has comprehensive manufacturing facilities with high level of vertical integration.
M&M's automotive division has four manufacturing plants, three in the state of
Maharashtra and one in Andhra Pradesh. In Maharashtra, its plants in Mumbai and Nasik
manufacture multi-utility vehicles, and engines are produced at the Igatpuri plant. Light
commercial vehicles. Their Mumbai and Nasik plants with the R&D facility at Nasik are
ISO/TS 16949 certified. The Mumbai plant has also been recommended for the TPM
excellence award. The engine plant at Igatpuri has QS 9000 certification.
M&M has a strong Research & Development set-up, with over 300 engineers in the
automotive division. The Company's technical prowess is proven by negligible import
content in our vehicle and by the design and development of a totally, from ground
upward, new contemporary SUV - Scorpio.
The division's marketing efforts are supported by a network of more than 275 dealers
across the country, which are managed by 20 sales offices. Additionally, the division has
6
a national network of authorised service stations and stockists to meet customer needs for
servicing and spare parts.
Having conquered a substantial portion of India's semi-urban and rural markets, the
division has in recent years secured significant success in urban regions following the
introduction of premium MUVs like Bolero, and Scorpio.
Scorpio is M&M's first indigenously developed Sports Utility Vehicle - an off road
vehicle with car like comforts. The Scorpio was launched in June, 2002 and has been
universally acclaimed. It was declared to be the "Car of the Year" by CNBC Autocar,
BBC Wheels and Business Standard Motoring.
M&M's automotive division also exports its products to several countries in Africa, Asia
and European & Latin American countries.
7
COMPANY PROFILE
Board of Directors
The Board of Directors of the Company has, as its members, eminent persons from
Industry, Finance, Investment and other branches of business, who bring diverse
experience and expertise to the Board. The Board of Directors comprises seventeen
members and has a mix of executive and non-executive directors. A majority of the
directors on the Board are non-executive directors.
The Company's current Board of Directors is as follows:
CHAIRMAN
Keshub Mahindra
Mr. Keshub Mahindra is the Chairman of Mahindra & Mahindra Ltd. A B.Sc. graduate
from Wharton, University of Pennsylvania, he joined the Company as a Director in 1948
and became the Chairman in 1963.
VICE CHAIRMAN & MANAGING DIRECTOR
8
Anand G.Mahindra
Mr. Anand Mahindra is a member of the class of '77, Harvard College, Cambridge,
Massachusetts from where he graduated Magna cum Laude (High Honours). In 1981, he
secured an MBA from the Harvard Business School, Boston, Massachusetts. In 1989 he
was appointed President and Deputy Managing Director of MUSCO. He relinquished this
position with effect from 4th April 1991 when he was appointed Deputy Managing
Director of Mahindra & Mahindra Ltd., the country's dominant producer of off-road
vehicles and agricultural tractors.
9
COMPANY PROFILE
Board of Directors
 R. K. Pitamber
 Deepak S. Parekh
 Nadir B. Godrej
 M. M. Murugappan
 David Friedman
 V. K. Chanana (Nominee of Unit Trust of India)
 B. R. Gupta (Nominee of Life Insurance Corporation of India)
 Narayanan Vaghul
 S. Ganguly
 R.K. Kulkarni
 Anupam Puri
 K.J. Davasia (Executive Director)
 Bharat Doshi (Executive Director)
 Alan Durante (Executive Director)
 Arun Nanda (Executive Director & Secretary)
10
COMPANY PROFILE
Milestones
Major Milestones
1945: On October 2, Mahindra & Mohammed formed
1948: The Company was renamed Mahindra & Mahindra Limited (M & M) Steel
Trading business was started in association with suppliers in U.
1948: Business connections in USA through Mahindra Wallace
1949: WallaceSteel trading on behalf of European suppliers Jeep Assembly commenced
1950: The first business with Mitsubishi Corporation (for 5000 Tons) for wagon
building plates for supply from Yawata Iron & Steel
1953: Otis Elevator Co. (India) established
1954: Technical & Financial Collaboration with Willys Overland Corporation
1956: Shares listed on the Bombay Stock Exchange Dr. Beck & Co. formed - a JV with
Dr. Beck & Co. ,Germany
1957: Mahindra Owen formed - a JV with Rubery Owen & Co. Ltd., UK
1958: Machine Tools Division starte
1960: Mahindra Sintered Products Ltd. (MSP) formed - a JV with the GKN Group, UK.
1962: Mahindra Ugine Steel Company (MUSCO) formed - a JV with Ugine Kuhlmann,
France
1963: International Tractor Co. of India (ITCI) formed - a JV with International
Harvester Co., USA
1965: Vickers Sperry of India Ltd. a JV with Sperry Rand Corporation, USA Roplas
(India) a collaboration with Rubery Owen, UK Manufacture of Light Commercial
Vehicles commenced.
1970: Mahindra Engineering & Chemical Products Ltd.(MECP) commenced operations.
1971: International Harvester collaboration ended
1975: Switch over to diesel vehicles in-house development.
1977: ITCI merges with M&M, to become its Tractor Division
1979: License from Automobiles Peugeot, France for manufacture of XDP 4.90 Diesel
Engines
11
COMPANY PROFILE
Milestones
1982: License from KIA for manufacture of 4 Speed Transmissions "Mahindra" brand
of tractors born Siro Plast formed
1983: M&M becomes market leader in Indian Tractor Market. (Position retained ever
since)
1984: Mahindra Hellenic Auto Industries S.A. formed - a JV in Greece to assemble and
market utility vehicles in Europe
1986: Mahindra British Telecom (MBT) formed - a JV with British
Telecommunications plc (BT), UK
1987: Acquired International Instruments Ltd.
1989: Automotive Pressing Unit (now MUSCO Stampings) acquired from GKW
1991: Introduction of Commander series.
1992: Triton Overwater Transport Agency Ltd., formed Implementation of the Service
Center project at Kanhe Merged diverse activities of Steel, Machine Tools,
Graphics into Intertrade Division
1993: Mahindra Steel Service Centre Limited formed in association with Mitsubishi
Corporation and Nissho Iwai Corporation of Japan. Mahindra Acres Consulting
Engineers Ltd. (MACE) formed - a JV with Acres International, Canada
Incorporation of MBT International Inc., USA, a wholly owned subsidiary of
MBT
The Company’s maiden international offering – the US$ 75m GDR issue.
Introduction of Armada.
1994: Mahindra Realty & Infrastructure Developers Ltd. (MRIDL) formed Mahindra
USA Inc., formed, for distribution of Tractors in the USA EAC Graphics (India)
Ltd., formed in collaboration with The East Asiatic Company Ltd. A/S, Denmark
Reorganization of the Group creating six Strategic Business Units
MSL Division (Auto Components) hived off to form Mahindra Sona Ltd.
Mahindra Nissan Allwyn Limited merged with the Company.
1995: Mahindra Holding & Finance Ltd.(MHFL) becomes a subsidiary of M & M to
carry out business as an investment company Technical collaboration with
Mitsubishi / Samcor to manufacture L300.
1996: Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co. USA to
manufacture passenger cars The Company made a Foreign Currency Convertible
Bond (FCCB) issue of US$ 115 million.
1997: A new die shop was inaugurated at Nasik Inauguration of The Mahindra United
World College of India.
12
COMPANY PROFILE
Milestones
1999: Launch of ‘Bijlee’ a battery-operated, 3-wheeler environmental-friendly vehicle.

The largest online used vehicle website in India launched by Mahindra Network
Services. The business of Intertrade Division and Mahindra Exports Ltd.
combined and renamed Mahindra Intertrade Ltd. The Company acquired major
stake in Gujarat Tractors. Mahindra & Mahindra Financial Services Limited
becomes a subsidiary of M&M
2000: The Company unveils new logo. Mahindra Auto Specialities Ltd. a new 100%
subsidiary is formed.
M&M sets up its first satellite tractor plant at Rudrapur. The Company launches
New Age Tractor, the Mahindra Arjun 605 DI (60 HP tractor). The Company
launches Bolero GLX a Utility Vehicle a response to needs of urban consumer.
2001: A 3-wheeler diesel vehicle "Champion" is launched. The Company launches
Mahindra MaXX a MUV positioned with the caption Maximum Space, Maximum
Comfort. M&M ties up with Renault for petrol engines. M&M established a
separate division to provide Defence Solutions
2002: M&M launches Scorpio - the new generation Sports Utility Vehicle
2003: M&M ventures into Industrial Engine business Mahindra Defence & Lockheed
Martin Information Systems, UK, strike an alliance for Defence Products
13
MAKING OF
SCORPIO
14
MAKING OF SCORPIO
"To make a car better than most cars, we decided not to make a car"
These are the words from M&M and the idea for a world class vehicle was born in 1996.
And became M&M most ambitious and prestigious project. So much so that M&M
embarked on what even a global car major would think twice about attempting - an all
new engine in an all new vehicle.
M&M succeeded too with the minimum strength of 120 in numbers. That's how few
M&M had in a team. According to industry standards that figure was scandalous. But it
worked. This team had an average age of 27 i.e. immense drive and at same time
experience to reinforce it. Working under Dr. Pawan Goenka, who brings 14 years of
international experience in the automobile industry, the team delivered the almost
impossible.
“Its easier to make what you can sell, than to sell what you have made”
That was the guiding force of IDAM or Integrated Design and Manufacturing. It was
conceived, working hand in hand with CSC, UK (formerly Lucas Engg.) to streamline the
delivery of a world class, zero defect, trouble-free product. Whether it is putting world
class systems and manufacturing processes in place or delivering a unique buying
experience to the customer or even providing process expertise to M&M vendors, IDAM
is at the core of every process. A result of M&M continued customer focus, IDAM gives
the customer, the product he wants. Instead of the customer choosing from whatever there
is.
"For the customer, by the customer, of the customer."

That describes M&M customer focus completely. Before M&M went to the design -
block they went to the customer. They interviewed people, asked for their opinions, found
out what they were looking for and even went back to them to keep abreast of changing
15
tastes and demands.
Then they evolved key buying factors and arrived at a list of product features that
customers wanted most. And when the vehicle entered production, they monitored every
phase (from design to production), allowing it to enter the next stage only if it cleared the
previous one. All this to give a vehicle that is always contemporary and truly world class.
"Because you cannot hide pedigree."

'The Scorpio's lineage is impeccable. Consider the manufacturing facilities set up at Nasik
with an investment of Rs.600 crores, the plant spans 120 acres with a press shop by Fukui
and dies from Fuji, Japan and fixtures in the body shop by Wooshin, Korea, A tester line
(in the Trim Chassis Final line) by Fori Automation, USA. And a paint shop in
collaboration with Durr, Germany. All world class and all equipped to deliver the best.
"Luxury shouldn't be an accessory. It should be standard equipment."

Consider this. The absolute plush comfort of the Lear seats and the exquisite interiors
from USA. The fluently flowing exteriors from Visteon, USA. The suspension system
from Samlip, Korea that glides over speed breakers, ditches, potholes and other such petty
impediments. The all absorbing shock absorbers from Armstrong. The sophisticated audio
system from Kenwood. The assurance of Bridgestone for tyres. The latches and door
closing mechanisms that shut with a hush, from Meritor, UK and the air conditioning that
follows you wherever you are from BEHR, Germany. Each one a world class vendor.
Each one with a major presence in India. And each one delivering only the best.
That's luxury for you. All on a platter. And in the petrol version, the engine is none other
than a Renault. That traces its lineage to a world class, racing heritage.
"A lesser car would probably sue for harassment."

74 That's the number of vehicles built only for testing. Then using extremely rigorous
testing processes M&M had them tested and tested and tested and tested. To check every
component till, only the best combination of form and function was left. Then under
different climatic conditions, over 1 million kilometres of diverse terrain was covered
including the army testing grounds and internationally reputed testing grounds in Belgium
and Korea.
16
M&M didn't stop with manufacturing a world-class product. From dealer development
programmes to exclusively designed showrooms that go beyond mere product display,
M&M focused entirely on the customer. And made each experience unique. M&M
showrooms across the country stand testimony to this focus.
CAR OF THE YEAR
BBC World Wheels, Business Standard Motoring and CNBC Autocar, have all chosen
Scorpio as the car of the year.
17
SCORPIO
ADVANTAGE
18
SCORPIO ADVANTAGE
Advantages of Scorpio thru five major broad areas:-
 Comfort
 Interiors
 Performance
 Safety
 Style
COMFORT
To say that the Scorpio is comfortable is understating it. The seats, from Lear
Corporation, USA, are contoured to give your body just the support it craves for. They
even fold up in many ways to delight you with more storage room. New seats provide
better thigh support, lumber support and shoulder support. The new rear suspension soaks
up anything the road may throw at you. And keeps you comfortable wherever you are -
front, middle or rear. Just like the powerful 6-vent AC.
Inside, there is enough space to accommodate a huge family; without risking a domestic
squabble. The foot-well makes getting in and out as easy as A-B-C. There is more
legroom too. And the ride is comfortable enough to keep a sleeping baby fast asleep.
NOT JUST PLUSH

 Front bucket seats with anti-submarine effect, with adequate back support.
 Spacious and flexible seating.
 Power steering, power windows and central locking.
 A cool, integrated HVAC system with A/C, heater and 4-speed blower.
 Stepped roof design for more headroom for passengers in the rear.
 Armrests in the front seats and middle seat.
INTERIORS
The new seats are upholstered in a vibrant, dual colour fabric that's not just pleasing to the
eye; it's inviting to the touch too. But that's not all. This fabric is actually fire-resistant.
19
And then, everything is seamless and within easy reach. Be it the dual coloured IP, the
classy wood finish dashboard, power windows control, the central locking, lights, wipers,
anything. Even the shape of the dash leads the eye effortlessly onto the road.
STYLE THAT MAKES SENSE TOO
 A classy, aerodynamic body.

 A sporty instrument panel designed for maximum visibility with easy access to all
switches.
 Injection moulded interiors.
 Vibrant two-colour upholstery that's fire-resistant too.
 Beige and tan coloured interiors.
 Dual coloured IP and classy wood finish dashboard.
 Colour coordinated seat belts.
 Theatre effect lamp dimming.
PERFORMANCE
The new SZ 2600 Plus DI diesel engine takes driving pleasure to a new high and brings
decibel levels to a new low. So even the softest notes on the state-of-the-art Kenwood are
loud and clear. But while the engine sounds subdued, its power is anything but that.
There is 80 KW (109 bhp) of power at your command and a staggering torque of 26 kgm
that's unparalleled in its category. So you could go from stop to 60 in under 9 seconds.
And if it's petrol you prefer, there is the 116 bhp engine from Renault, France that goes
from 0 to 60 in just around 8 seconds. The new Scorpio is thrifty too. It gives you more
miles for the same litre. So you have a combination that'll make you smile and other cars,
squirm.
THE PEDIGREE BEHIND THE PERFORMANCE
The 2.6 Turbo
The new SZ 2600 Plus DI diesel engine (India 2000 & BS II complaint) developed in
collaboration with AVL, Austria.
The Rev 116
The 2000cc MPFI petrol (BS II complaint) engine from Renault, France to give the power
which put others behind.
20
SAFETY
The all-new Scorpio comes with a unique Voice Assist feature that has special sensors
that tell you when a door is not properly closed to when fuel is in reserve and more. All to
enhance your driving experience. Call it safety, call it attention to detail or call it the new
Scorpio. It's just what other cars didn't want; it's just what you've been waiting for.
Perhaps the most reassuring luxury of all, in any mode of transportation, is peace of mind.
And in the Scorpio you'll find it in yogic proportions. Firstly, it's built like a tank. The
power steering is speed-sensitive for better control. Extra-wide radial tyres help it hug the
road better. LSPV brakes with 10-inch brake boosters prevent locking, even at high
speeds. And child locks will keep the apple of your eye, safely in your hair.
SAFER THAN SAFE
 Side intrusion beams for safety in case of collisions from the side.
 Crumple zones in the bonnet to safeguard passengers during frontal impacts.
 ELR seat belt with 3-point anchorage in all front facing seats.
 Integrated headrest in all front-facing seats for comfort and to prevent whiplash on
impact.
 Voice Assist system.
 Remote locking.
STYLE
If the engine makes sure you're not heard then the stunning new dual colours will ensure
you're not missed wherever you go. The front grille is as assertive as ever. The athletic
body lines are a feast for the eyes. And the headlamps curve around the corners,
seamlessly. But wait till you step inside.
SEAMLESS AND SPORTY
 A sensuous plain glass headlamp with a multi-faced reflector.

 A stylish front radiator grille and bumper.
 A tough, impact absorbing side cladding.
 Matching grille, colour coordinated wheel caps, mirror and door handles.
21
MODELS
SPECIFICATIONS
FEATURES
&
PRICE
22
MODELS SPECIFICATIONS
Mahindra Scorpio comes in two variants:-
1. Diesel models – Powered by SZ 2600 Plus DI diesel engine (India 2000 & BS
II complaint) developed in collaboration with AVL, Austria.
There are 4 variants in diesel category

a. Turbo 2.6
b. Turbo 2.6 DX
c. Turbo 2.6 GLX
d. Turbo 2.6 SLX
2. Petrol model – Powered by 2000cc MPFI petrol (BS II complaint) engine from
Renault, France. Scorpio launched his petrol version with the name REV-116.
Diesel Model
Turbo 2.6
Engine
Engine SZ 2600 Plus

Type Turbo charged DI Chain Drive
Cubic Capacity 109 bhp @ 3800 rpm
Max. Gross Power 26 kgm @ 1800 rpm
Gear Box
Type Synchromesh in all gears

1 Gear 3.78 : 1
2 Gear 2.24 : 1
3 Gear 1.43 : 1
4 Gear 1.00 : 1
5 Gear 0.79 : 1
Reverse 3.53 : 1
Model BA 10/5, 5 speed manual
Suspension
23
Frame Tubular (C in C) Ladder type
Front IFS with Coil Spring for 2WD, Torsion bar for 4WD
Rear Leaf Spring
Anti Roll Bar Provided in front & rear
Shock Absorbers Hydraulic, Double Acting, Telescopic
Steering
Mechanism Power Assisted, Rack & Pinion

Turning Circle Radius 5.7m for 2WD / 5.7m for 4WD
Diesel Model
Turbo 2.6
Brakes
Type Tandem Master Cylinder, vacuum assisted servo, with LSPV and BV
Front Ventilated Disc and calliper type
Rear Drum type
Clutch
Hydraulically operated, Single plate, dry type.
Axle
Front Axle 2WD - Non-drive, stub axle. 4WD - Full Floating, Drive axle.
Capacity/Ratio 4.55 : 1
Rear Axle Semi Floating Hypoid type.
Tires & Wheels
Rim 6J x 15
Tyres P 235/75 R15
Fuel System
Fuel tank capacity – 55 lts.
24
Dimensions
Wheel Base 2680mm

Overall Width 1774mm (mirrors closed)
Overall Length 4475mm (foot step in open condition)
Front Track 1450mm
Rear Track 1450mm
Min. Ground Clearance 180mm (below axle differential)
Diesel Model
Turbo 2.6 DX
Engine
Engine SZ 2600 Plus

Cubic Capacity 109 bhp @ 3800 rpm
Max. Gross Power 26 kgm @ 1800 rpm
Gear Box

1 Gear 3.78 : 1
2 Gear 2.24 : 1
3 Gear 1.43 : 1
4 Gear 1.00 : 1
5 Gear 0.79 : 1
Reverse 3.53 : 1
Suspension

Rear Leaf Spring
Steering
25
26
Diesel Model
Turbo 2.6 DX
Brakes
Rear Drum type
Clutch
Axle
Front Axle 2WD - Non-drive, stub axle. 4WD - Full Floating, drive axle
Front & Rear Axle for 4.55 : 1
4WD Capacity / Ratio
Tires & Wheels
Rim 6J x 15
Tyres P 235/75 R15
Fuel System
Diesel Model
Turbo 2.6 DX
Dimensions
Wheel Base 2680mm
27
Front Track 1450mm
Rear Track 1450mm
Diesel Model
Turbo 2.6 GLX
Engine
Engine SZ 2600 Plus

Max. Gross Power 109 bhp @ 3800 rpm
Max. Gross Torque 26 kgm @ 1800 rpm
Cubic capacity 2609cc
Gear Box

1 Gear 3.78 : 1
2 Gear 2.24 : 1
3 Gear 1.43 : 1
4 Gear 1.00 : 1
5 Gear 0.79 : 1
Reverse 3.53 : 1
Suspension

Rear Leaf Spring
Steering

28
29
Diesel Model
Turbo 2.6 GLX
Brakes
Rear Drum type
Clutch
Axle
Tires & Wheels
Rim 6J x 15
Tyres P 235/75 R15
Fuel System
Diesel Model
Turbo 2.6 GLX
Dimensions
Wheel Base 2680mm

Front Track 1450mm
Rear Track 1450mm
30
Diesel Model
Turbo 2.6 SLX
Engine
Engine SZ 2600 Plus Turbo charged DI

Type 4 Stroke, 94 x 94, 4 Cylinder
Max. Gross Power 109 bhp @ 3800 rpm
Max. Gross Torque 26 kgm @ 1800 rpm
Cubic capacity 2609cc
Gear Box

1 Gear 3.78 : 1
2 Gear 2.24 : 1
3 Gear 1.43 : 1
4 Gear 1.00 : 1
5 Gear 0.79 : 1
Reverse 3.53 : 1
Suspension
Front 2 WD Independent, Coil Spring, Anti Roll Bar,4 WD

Independent, Torsion Bar
Rear Leaf Spring, Anti Roll Bar
Steering

Diesel Model
Turbo 2.6 SLX
Brakes
31
Rear Drum type
Clutch
Axle
Tires & Wheels
Rim 6J x 15
Tyres P 235/75 R15
Fuel System
Diesel Model
Turbo 2.6 SLX
Dimensions
Wheel Base 2680mm

Front Track 1450mm
Rear Track 1450mm
Max GVW
Max. GVW : 2510 kg for 2 WD; 2610 kg for 4 WD.
32
Petrol Model
REV - 116
Engine
Engine Renault
Type Petrol MPFI
Cubic Capacity 1998cc
Max. Gross Power 116 bhp@ 5500rpm
Max. Gross Torque 18.7 Kgm@ 3800rpm
Gear Box

1 Gear 4.03 : 1
2 Gear 2.39 : 1
3 Gear 1.52 : 1
4 Gear 1.00 : 1
5 Gear 0.84 : 1
Reverse 3.76 : 1
Suspension

Front IFS with Coil Spring for 2WD, Torsion bar for 4 WD
Rear Leaf Spring
Anti Roll Bar Provided in front
Steering

33
Petrol Model
REV - 116
Brakes
Rear Drum type
Clutch
Axle
Tires & Wheels
Rim 6J x 15
Tyres P 235/75 R15
Fuel System
Petrol Model
REV - 116
Dimensions
Wheel Base 2680mm

Front Track 1450mm
Rear Track 1450mm
34
Diesel Model
Turbo 2.6
Engine SZ 2600 Plus Turbo DI

Power Steering Yes
HVAC Yes
Seating 7/8/9
Power Windows No
Central Locking No
Rear Wash & Wipe No
Ski Racks No
Tyres P235
Diesel Model
Turbo 2.6 DX

Paint Metallic
Power Steering Yes
HVAC Yes
Electric 4 WD Optional
Seating 7/8/9
Power Windows Yes
Central Locking Yes
Cladding Black/Grey
Rear Wash & Wipe Yes
Ski Racks No
Tyres P235
35
Diesel Model
Turbo 2.6 GLX

Paint Metallic
Power Steering Yes
HVAC Yes
Electric 4 WD Optional
Seating 7/8
Stereo (4 Speaker) Yes
Power Windows Yes
Central Locking Yes
Cladding Painted body colour
Ski Racks Yes
Tyres P235
Rear demister Yes
Diesel Model
Turbo 2.6 SLX

Paint Dual Colour Metallic
Power Steering Yes
HVAC Yes
Electric 4 WD No
Seating 7
Power Windows Yes
Central Locking Yes
Ski Racks Yes
Tyres P 235/75 R15
Rear demister Yes
Dual colour exteriors Yes
36
Matching grills, exterior mirrors & Yes
door handles
Colour coordinated wheel caps Yes
Stunning new colour coordinated Yes
interiors
Beige and tan coloured IP Yes
Wood finish dash Yes
Plush dual colour fabric seats Yes
Colour coordinated seat belts Yes
Theatre effect lamp dimming Yes
Remote locking Yes
Armrests in the front seats Yes
Armrests in middle seat Yes
HVAC (with vents in the rear) Yes
Child locks Yes
Petrol Model
REV -116
Engine Renault Petrol MPFI

Paint Metallic
Power Steering Yes
HVAC Yes
Electric 4 WD Not available in India
Seating 7/8
Power Windows Yes
Central Locking Yes
Ski Racks Yes
Tyres P235
Rear demister Yes
37
Diesel Model
Turbo 2.6
DELHI, DELHI(BS II/Euro 2) INR 632,987.00

KARNATAKA, BANGALORE (BS

INR 648,639.00
II)
KARNATAKA, BANGALORE
INR 626,593.00
(India 2000)
MAHARASHTRA, MUMBAI
INR 646,500.00
(BS II/Euro 2)
TAMIL NADU, CHENNAI

INR 635,997.00
(BS II/Euro 2)
WEST BENGAL, CALCUTTA

INR 641,024.00
(BS II/Euro 2)
Diesel Model
Turbo 2.6 DX
DELHI, DELHI(BS II) INR 684,441.00
KARNATAKA, BANGALORE(India 2000) INR 682,728.00
MAHARASHTRA, MUMBAI(BS II/Euro 2) INR 700,600.00
TAMIL NADU, CHENNAI(BS II/Euro 2) INR 687,911.00
WEST BENGAL, CALCUTTA(BS II) INR 641,024.00
38
Diesel Model
Turbo 2.6 GLX
INR 729,167.00
(BSII/Euro 2)
TAMIL NADU, CHENNAI(BS II/Euro 2) N/A
Diesel Model
Turbo 2.6 SLX
INR 745,940.00
(BSII/Euro 2)
39
Petrol Model
REV - 116
INR 699,409.00
(BSII/Euro 2)
WEST BENGAL, CALCUTTA(BS II) N/A
40
COMPARISIONS
41
COMPARISONS
Sports Utility Vehicles (SUVs) are slowly coming of age in India. In this exclusive giant
comparison test, we tell you which of these five best live up to the SUV tag.
T
here is a deep-rooted affinity in India for Utility Vehicles (UVs) which, for decades, have
been popular as people-carriers for commercial use. It’s quite a common sight to see these
UV taxis plying on the highways packed to full capacity with passengers. However, pre-
fix the UV with Sport and suddenly you’re looking at a niche whose potential has yet to
be exploited.
So, why don’t more buyers choose SUVs as personal transport? After all, we love their
macho size, looks, internal space, ruggedness and strength. In addition, our roads also
provide compelling reasons for driving vehicles that have a high ground clearance and
tough suspensions. The truth is that SUVs still lack in critical areas which prevents them
from being considered as alternatives to cars. This can be attributed to either a lack of
refinement or performance, traditional styling and limited comfort, which has resulted in
a ‘thanks but no thanks’ attitude from prospective buyers.
Will the new Scorpio from Mahindra change all that? We extensively tested this all-new
SUV in our previous issue but to put it in proper perspective, we had to compare it with
its rivals to find out which one comes out on top. The Safari and Qualis are the Scorpio’s
obvious rivals but we pulled in the Sumo Turbo and Bolero as well simply because these
models are looked upon as affordable SUVs.
42
Design & Engineering
Half the appeal of an SUV lies in its visual impact. SUVs must have those head-turning
looks and substantial street cred to get prospective customers interested. It’s here that the
aggressive looks of the Scorpio give it a huge advantage over the more dated competition.
DESIGN & ENGINEERING

MAHINDRA TATA TOYOTA TATA MAHINDRA
SCORPIO SAFARI QUALIS SUMO BOLERO
Height 1916mm 1910mm 1880mm 1976mm 1810mm
Length 4475mm 4800mm 4525mm 4352mm 4285mm
Width 1774mm 1810mm 1655mm 1700mm 1815mm
Wheelbase 2680mm 2650mm 2500mm 2400mm 2680mm
Front track 1450mm 1500mm 1355mm 1460mm 1443mm
Rear track 1450mm 1470mm 1350mm 1450mm 1346mm
Ground clearance 180mm 191mm 178mm 160mm 200mm
Kerb weight 1910kg 1920kg 1540kg 1730kg 1615kg
Mahindra & Mahindra styled the Scorpio completely in-house and have maintained the
rugged looks that have become synonymous with the company’s products. The striking
front end is dominated by an imposing fanned-out grille similar to the Jeep Cherokee or
the Hyundai Terracan, which is not a bad thing. The heavy-looking row of slats behind it
makes the grille a touch fussy and Mahindra should consider a sportier honeycomb
design. The classy looking clear-lens headlights, aggressive bumper with a mock bullbar
integrated into it and the high-quality side cladding all add up to make the Scorpio the
best-looking SUV of the lot. However, there are design weaknesses especially at the rear
where it looks relatively boxy, thanks to an upright stance and old-fashioned sliding
windows. The ‘blister-shaped’ tail-lights (which could have been bigger) are the saving
grace at the rear. The Scorpio’s panel gaps may not be wafer-thin but the surface finish is
top class and the doors shut with a nice solid thud. The Qualis’s doors feel tinny in
comparison.
43
The Safari has dated well. It’s still modern and sporty looking with a tad more rakishness
than the Scorpio. The front end, dominated by oversized headlights that straddle a small
grille, lacks the Scorpio’s character. At the rear, however it’s advantage Safari, which
looks good with the fixed flush-fitting side glass even if it is smaller than the rest of the
glass area. What sets the Safari apart is its sheer size. It is easily the largest of this bunch
and that gives it considerable street presence.
Look at the Bolero and you know where Mahindra got its new family face. The large
front grille, which drops down into a recess in the bumper, is very pronounced. Except for
the flat bonnet and windscreen, the rest of the Bolero is all Armada — this is very
obvious when you view the Bolero from any angle off-centre, as the integration of the
face-lifted design with the old one is not seamless. Still, the overall shape works better
than its rivals, the Qualis and Sumo, which are simply too boxy in comparison.
When the Qualis was launched in January 2000, it was castigated for its looks. Its lack of
aesthetics is now even more obvious after the arrival of the Scorpio. The Qualis makes no
bones about the fact that its design is purely functional, intended solely to transport
people. It makes a feeble attempt at looking attractive with large headlamps and
wraparound indicators, both at the front and rear. The boxiness of the Qualis is
accentuated by the tiny 14-inch wheels and the van-like tailgate. Though better
proportioned than the Qualis, the Sumo is almost as unappealing. Based on the short
wheelbase of the Sierra platform, the Sumo as a result has long front and rear overhangs.
Though the Sumo has received several cosmetic changes over the years, its slab-sided
looks have remained largely unchanged since it was launched in December 1994. Where
the Sumo suffers is in terms of fit and finish and though there have been improvements in
this area as well, it is as yet way behind the others.
All five SUVs also use a ladder-frame chassis, onto which the body, powertrain and
suspension components are bolted. The Qualis uses an old-fashioned C-section chassis,
the Sumo and Safari a box-section arrangement, while the Bolero uses a more rigid
tubular design and the Scorpio a ‘C-in-C’ section tubular chassis that allowed the
designers to optimise the chassis thickness at different points.
All, except the Safari which has coils at the rear, use a standard leaf spring non-
independent set-up at the rear. However the designs vary in the front.
While the Bolero, Sumo and Scorpio use wishbones with coil springs, the Qualis and
Safari employ a torsion bar set-up. In four-wheel-drive configuration, the Scorpio and
44
Sumo come with a torsion bar up front to accommodate the half-shafts and, like the
Safari, use a Borg-Warner ‘shift-on-the-fly’ four-wheel-drive system, which
electronically locks the front wheels via a small knob.
The Bolero 4WD also comes with the same feature, but unfortunately the front
suspension remains the old, crude leaf-springs mounted on a solid axle, like the earlier
Jeeps.
Interiors & Exteriors
Interior space and comfort is of paramount importance in choosing an SUV and they must
have the ability to transport a family and their luggage in comfort. All the SUVs here can
carry at least eight people but with varying levels of comfort.
INTERIORS, COMFORT & SPACE

Rear seat legroom (min) 62cm 76.5cm 65cm 64cm 58cm
Rear seat legroom (max) 77cm 96cm 82cm 79.5cm 74cm
Rear seat headroom 98cm 94.5cm 99cm 111cm 96cm
Rear seat width 136.5cm 136cm 127cm 132cm 120.5cm
Power steering Yes Yes Yes Yes Yes

Power windows No Yes Fr No Yes
Central locking Yes Yes Yes Yes Yes
Tilt steering No Yes No No No
Tachometer Yes Yes No No No
Alloy wheels No Yes No No No
Electric mirrors No Yes No No No
Stereo with four
Yes Yes Yes No Yes
speakers
Rear seatbelts Yes No Yes No No
Rear wash wipe Yes Yes Yes Yes No
Digital clock Yes Yes Yes No Yes
45
Seat back pockets Yes Yes Yes Yes Yes
High-mounted stop
No Yes Yes No No
lamp
Rear split seats Yes Yes Yes No No
18 months 18 months
Warranty period 2 years or 2 years or 1 year or
or or
Warranty mIleage 50,000km Unlimited 50,000km Unlimited Unlimited
Price (Rs lakh ex-
5.69 (DX
showroom, Mumbai )6.57 (DX) 7.67 (LX) 7.37 (GS) 5.61 (GLX)
Turbo)
Fr=Front only
Exteriors
Clear lens headlamps Yes No No No No
Fog lamps No Yes Yes No No
Sideview mirrors Yes Yes Yes Yes Yes
Full wheelcaps Yes Yes Yes Yes Yes
The Sumo has never been short on internal space, but the quality of its interiors just
doesn’t come upto scratch, despite several improvements in recent times which have
included borrowing parts from the more upmarket Safari. The look and feel of the
dashboard, the flimsy vents, the iffy rubber parts and the AC control knob — which looks
like it is an Ambassador spare part — give the Sumo’s insides a crude and utilitarian feel.
The front seats are fairly comfy and the middle row has decent legroom but suffers from a
backrest that is too upright. At the rear you only get side- facing seats.
The Bolero benefits from revamped interiors, which feel a cut above the Sumo, thanks
mainly to its textured dashboard and trim quality. The ergonomics however leave a lot to
be desired. The steering wheel is a touch large, obstructing the instruments, and the
location of the power window switches and Kenwood deck is far from ideal. However,
the Bolero’s biggest flaw is its lack of internal space. The narrow width of the cabin and
the not-so- substantial seats, especially at the rear, mean that only the undernourished will
be comfortable here.
At the other extreme is the Safari, easily the most spacious and also the most comfortable
SUV of this lot. The large front seats are well contoured with generous travel and the
46
middle row seats — thanks to a comfortable backrest angle, generous under-thigh support
and loads of width and legroom — couldn’t be better. A pair of jump-seats at the back are
optional.
Though the interiors are cavernous and well-equipped, the Safari does not match the
Scorpio nor the Qualis for quality. The mock wood looks just that, nasty bits of plastic
and rubber abound and we’ve never liked the feel of the steering column stalks which are
shared with the Indica.
The Qualis’s interiors are a mixed bag. A well-finished dashboard and instrument panel
greet you and the overall trim and quality is the best. Though the dashboard does not have
a rich-enough texture and the buttons, switchgear and dash panel look archaic, everything
feels hard-wearing and reliable, leaving you in no doubt how much Toyota
has put into the vehicle’s engineering. A major flaw is the lack of legroom for the front
seats, which means tall drivers have to sit with their legs splayed.
Things get better in the Qualis’s middle row which, after the Safari, has the maximum
legroom. And the relatively cramped third row of seats, which requires a certain athletic
ability to get in and out, makes it best suited for children. Step into the Scorpio and it
offers the best ambience with nicely rounded interiors that look functional and fresh.
Large buttons and knobs are logically placed in the uncluttered dashboard, which uses a
lot of parts from Ford’s bin. The chunky steering wheel feels best of all and the
instruments offer terrific clarity. The glass-holders and cubbyholes however seem to have
got second-rate treatment. Look closely and you can spot some sub-standard parts like the
rubber door handles.
The front seats are comfortable with good lower back support but the middle row, which
sorely lacks adequate legroom, is a real disappointment. Like the Qualis, the Scorpio
comes with a third row of forward-facing seats that can be accessed by tilting forward one
section of the 60:40 split middle seat. Comparing the two forward-facing back rows, the
Qualis is more comfortable than the Scorpio. All the SUVs here, except for the Sumo,
come with the versatility of split middle seats. The last row in the Qualis and Scorpio can
be easily removed to liberate even more luggage space.
47
All these SUVs come with good air-conditioning but only the Qualis, Scorpio and Safari
are equipped with dedicated vents for the middle seats.
The Safari also gets a third vent for the rearmost bench but this option is only available on
the pricier models.
Engine, Gearbox & Performance
A common complaint against Indian SUVs is a lack of power and refinement from their
motors. Low-tech diesel engines and the high kerb weight that UVs come with, make for
a serious mismatch. And though today’s SUVs boast better performance, they are still
sadly nowhere near as sprightly or smooth as a similarly-priced saloon car.
ENGINE, GEARBOX & PERFORMANCE

Engine displacement 2609cc 1948cc 2446cc 1948cc 2498cc
Max power 109bhp 90bhp 75bhp 90bhp 72.5bhp
Max torque 26.0kgm 19.0kgm 15.4kgm 19.0kgm 15.3kgm
2 per cyl,2 per cyl,2 per cyl,2 per cyl,2 per cyl,
Valve gear
SOHC SOHC SOHC SOHC OHV
Top speed 140kph 143.4kph 132kph 136kph 125kph
Acceleration (in seconds)

0-20kph 1.17 1.49 0.96 1.34 1.38
0-40kph 3.65 4.30 4.18 3.97 4.45
0-60kph 7.67 8.95 8.73 7.57 9.40
0-80kph 13.56 15.44 14.41 13.593 16.52
0-100kph 21.40 25.69 26.37 21.58 28.93
0-120kph 38.52 42.50 - 38.62 -
48
Acceleration through

gears (in seconds)
20-80kph in 3rd gear 18.5 (40-100) 19.4 9.8 (20-60) 19.3 9.6 (20-60)
40-100kph in 4th gear 24.5 29.1 14.2 (40-80) 27.0 17.7 (40-80)
The Scorpio leads this race for power and performance. It gets an all-new 2.6-litre direct
injection turbo-diesel that develops 109bhp, easily the most powerful diesel here, and is
off to a good start. It is the quickest SUV of the lot, accelerating to 100kph in a
respectable 21.4 seconds and going on to hit a top speed of 140kph. What’s more telling
than the Scorpio’s bare figures is the way it performs. With an impressive 26kgm of
torque peaking as low as 1800rpm, the Scorpio is surprisingly responsive and pulls lustily
as soon as you’ve got the orange rev counter needle past 1500rpm. With all the action
concentrated in the lower reaches of the rev band, the show is all but over before
5000rpm. Hence, you need to shift up early to extract the maximum from the engine. The
gearshift operates smoothly but needs a fair amount of effort to slot the long lever across
the gate.
The Scorpio cruises comfortably at speeds in excess of 120kph without feeling stressed.
As a result, and despite its 1910kg kerb weight, the Scorpio is rewarding to drive both in
the city and out on the highway.
Noise levels in the Scorpio are pretty acceptable, thanks to the use of generous amounts
of noise encapsulation material. The engine does have several rough edges though like a
rocking motion during idle and a boom at various points in the rev band. It’s only when
you compare the Scorpio’s engine to the Qualis that you realise the Mahindra powerplant
could have done with more refinement.
The Qualis’s 2.4-litre 75bhp engine is easily the smoothest and most responsive around.
And though it is left behind by its turbo-charged competitors on the drag strip, it feels
eager and willing with an ample torque spread in the real world. The engine’s responsive
nature and super-slick gearshift help make the Qualis the most car-like. Where the Qualis
loses out is in top-end performance. Beyond 100kph, progress is slow and the engine
doesn’t like being revved harder.
49
Both the Sumo Turbo and the Safari share the same 90bhp, 1.9-litre turbo-diesel engine
but differ considerably in performance because of different kerb weights and gearing. The
Sumo is the quicker of the two by a considerable margin and in fact nearly as quick as the
Scorpio, right up to 120kph. After that the bread-box aerodynamics of the Sumo take over
and you can hear and feel it battling the wind. The difference is that while the
Scorpio delivers its power in a more enthusiastic manner, the Sumo Turbo has to be
whipped to perform. The engine is more peaky and the turbo kicks in a lot later. As a
result, you have to use the gearbox more often, which by itself is typically vague. What is
impressive is that the Sumo Turbo is pretty refined at cruising speeds, thanks to taller
gearing.
The peaky nature of the 1.9 turbo is compounded in the heavier Safari. Tata has
compensated by giving a lower overall gearing but that doesn’t seem to have helped
greatly. You need to get the engine spinning past 2500rpm to wake it up. Steep inclines
and full loads pose a problem and you need to slip the clutch to gather momentum.
This lack of low-end performance makes the Safari a pain to drive in the city or on an
uphill twisty section. Thankfully, Tata has recently improved the gearshift, which is
slicker with a short, stubby lever.
The Safari cruises effortlessly on the highway and you can keep the engine spinning near
its peak torque, allowing you to sustain high speeds in a relaxed manner. The latest
Safaris have benefited from a host of powertrain improvements and are therefore much
more refined. However, it is still a long way behind the Qualis and that whine from the
huge mechanical fan drives us nuts even today.
Trailing the pack here is the Bolero with its ageing 2.5-litre Peugeot XD3P engine. This
naturally aspirated 72.5bhp engine can’t keep up with the Qualis, let alone its turbo-
charged rivals. In town, the Bolero gamely keeps up with traffic but on the highway you
need to plan overtaking manoeuvres and use the gearbox liberally. Mahindra’s constant
refinement-related improvements however are impressive. Just drive one of the older XD-
powered vehicles and you’ll agree.
50
Fuel Economy
FUEL ECONOMY
Highway (kpl) 10.8 10.4 12.4 11.1 11.4
City (kpl) 8.0 7.9 10.2 9.0 9.4
Predictably, the Qualis wins this important contest easily, thanks to its light weight and an
efficient, tried-and-trusted engine. It is for this reason that the Qualis is so popular in the
taxi market.
The Bolero acquits itself well with 9.4kpl in the city and 11.4kpl on the highway, proving
embarrassingly more fuel efficient than its more advanced sibling, the Scorpio.
Even after re-testing the Scorpio, it wasn’t particularly fuel-efficient, despite having an
inherently more fuel-efficient direct-injection system.
In fact the Scorpio’s figures of 8.0kpl (city) and 10.8kpl (highway) are less fuel efficient
than even the Sumo Turbo. Perhaps, the Scorpio’s heavy weight is the culprit here.
Similarly, the heavy Safari , whose engine needs to be constantly caned to perform, is not
surprisingly the thirstiest in this group.
Ride Handling & Braking
The Qualis stands out here with the most ‘car-like’ dynamics, making it the easiest to
drive. The steering feels amazingly accurate and well-weighted and takes the Qualis
exactly where you point it. The front suspension works well and the small 14-inch tyres
make the Qualis very nimble. Best of all, the Qualis’s handling inspires confidence like
51
none of the other SUVs do. The brakes are terrific as well, have the right amount of feel
and don’t unsettle the Qualis when applied hard. The suspension is on the soft side and
hence the Qualis rides best at low speeds and on paved roads. It’s only on really rough
roads that the Qualis has to give way to its stiffer-sprung and bigger-wheeled rivals as it
tends to pitch and bounce. The tiny 175 R14 tyres provided decent grip but a larger
footprint, especially under a full load, would be preferable.
Compared to the Qualis, the Safari with its 747 dimensions doesn’t feel at home in the
city. At low speeds you can feel a lumpiness in the suspension, which has been stiffened
from earlier Safaris to improve handling and reduce roll. The large dimensions and
turning circle and poor rear visibility make it a handful to park and manoeuvre. This is
clearly not a city vehicle. At speed on the highway, ride comfort improves dramatically,
leaving passengers oblivious to the road surface they are travelling on.
The Safari behaves best in a straight line, directional stability is superb, and is unfazed by
potholes, speedbreakers and the like. On twisty roads the Safari feels ponderous and top-
heavy. The brakes performed well and felt reassuring even when hauling this near-two-
ton beast down from high speed.
The Scorpio has the most supple suspension of the lot and rides like a dream at normal
speeds, floating over most bad patches with aplomb. The steering is effortless, which
makes the Scorpio easy to punt around. But this comfort-oriented suspension setup plays
havoc in the important handling department. Direction stability is poor for starters as the
light steering tugs the Scorpio offline at the slightest undulation or lightest input at the
wheel. This inherent nervousness only worsens when the Scorpio is cornered with the rear
feeling unhinged as well. At speed, on a rough or undulating road, the Scorpio feels a
handful and offers very little confidence.
The Sumo has seen a lot of suspension improvements over the years to overcome a
serious design flaw that affects its dynamics. The Sumo’s wheelbase is too short in
relation to its height, which compromises its stability. With the rear section loaded, the
weight behind the rear axle line can lead to sudden oversteer with sharp steering inputs —
a highly undesirable situation.
52
The Sumo feels most predictable in a straight line and with the load within its wheelbase.
In town, the fantastic visibility and light steering make it easy to handle. Overall ride
quality is good too and Tata has struck a good balance for both rough and smooth roads.
The Bolero’s handling, though not in the Qualis’s league, is more predictable than the
Sumo’s. The front end feels well planted on the road, which gives a feeling of confidence.
However, the handling isn’t fully sorted out with the steering being a touch too sensitive.
Even the brakes do not respond in a linear way.
The main bogey remains the ride quality which is not as good as any of the others here.
Low speed ride continues to be jiggly and at high speeds you can feel the harshness in the
suspension.
53
OBJECTIVE
&
RESEARCH
PROCEDURES
54
OBJECTIVE &
RESEARCH PROCEDURES
Primary objective
Analysis of Scorpio awareness & Scorpio customer satisfaction level.
Secondary objectives
 To know the product awareness.

 To know the factors why people wants to buy SUV.
 Effects of advertisement on customers.
 To know the present scenario of SUV markets.
 To know Scorpio potential through comparisons.
 To analyze Public Relation Practices.
 To know different models specifications and prices
 To know how ‘B’ and ‘C’ segment cars effecting the SUV industry and
vice versa
 To know who are the major players in SUV industry.
RESEARCH PROCEDURES
1. DATA COLLECTION
 Primary data is collected through Survey, observations and personal meets

at different dealers and work shops of Scorpio including “METAL TECH
SCORPIO”
 Secondary data is collected through different magazines, newspapers and

websites and technical journal editions.
2. SAMPLE SIZE OF SURVEY
 Scorpio awareness survey sample size – 150.

 Customer satisfaction survey (owners of Scorpio) sample size – 60.
55
OBJECTIVE &
RESEARCH PROCEDURES
QUESTIONNAIRE
The questionnaire is having both types of questions i.e. close ended and open ended. The
questionnaires are of two types one for the Scorpio user and other for the car users who
are willing to buy SUV’s.
LIMITATIONS IN THE RESEARCH
 Sample size is very small i.e. it led to errors also.

 Respondents may be biased while giving the response.
 Survey is restricted within Delhi.
56
ANALYSIS:
CUSTOMER NEED
& SATISFACTION
57
ANALYSING CUSTOMER NEED
AND SATISFACTION
Mainly the buyer profile of Scorpio is of

BUYERS PROFILE business class. They prefer Scorpio for its
rough tough premium car image. They
80% prefer Scorpio for space, safety and low
RESPONDENTS
60% maintenance cost.

40%
20%
0%
BUSINESS CLASS SERVICE CLASS
CATEGORY
The main reason for buying SUV’s for

REASONS FOR BUYING SUV Indian customer is – Status then it comes
to necessity and then to fashion. What we
found is Indian consumer do not know
8%
what SUV actually is. Indians mainly
STATUS relate SUV with premium car.
33% NECESSITY
59%
FASHION
LARGEST SELLING MODEL OF SCORPIO Scorpio comes in 5 variants in which

TURBO 2.6 largest selling model is TURBO 2.6 DX
6% 4% As it contains at most luxury at the lowest
21%
TURBO 2.6 DX price. Turbo 2.6 is having 21% share
13%
while GLX and SLX being high end
TURBO 2.6 GLX models enjoying share of 13% & 6%
respectively. The petrol version REV 116
TURBO 2.6 SLX is having 4% share as SUV’s with petrol
version are not easily accepted because of
REV 116 fuel efficiency.
56% (PETROL)
58
ANALYSING CUSTOMER NEEDS
AND SATISFACTION
Finance was the main purchasing mode for
PURCHASING MODE
70% the owners of Scorpio. Thanks to ICICI,
60% CITY BANK, HDFC, KMPL, MMFSL
banks who makes finance so easy and
RESPONDENTS
50%
40% affordable.
30%
20%
10%
0%
MODES
FACTORS INFLUENCING SALE OF

As Mahindra and Mahindra known for the
SCORPIO low maintenance, high performance
25%
17% vehicle producer company. 35% of
respondent poll for low maintenance cost
4%
then to fuel efficiency, then to looks
thanks to the young team and IDAM
19% process to make stunning look of Scorpio.
Price factor is having poll 19% because
35% Scorpio prices are also compete with ‘B’
LOOKS BRAND
& ‘C’ segment cars. But being a rural
PRICE LOW MAINTINANCE COST image of M&M brand suffers with poll of
MILEAGE & FUEL EFFICIENCY 4%.
Approx 94% customers are satisfied with
SCORPIO PERFORMANCE AS PER
the performance of Scorpio, 4% are
CONSUMER EXPECTATIONS unsatisfied. Rests 1% are not able to mark
94% Scorpio on satisfaction level.
100%
80%
RESPONDENTS
60%
40%
20% 4% 1%
0%
SATISFIED UNSATISFIED CAN'T SAY
RESULT
59
ANALYSING CUSTOMER NEEDS
AND SATISFACTION
SATISFACTION LEVEL OF SCORPIO OWNERS

100%
20% 20% 14%
90% 24%
80%
70%
RESPONDENTS
64%
74%
60%
60%
50% 57% 59%
56%
40% UNSATISFIED
30% SATISFIED
29% HIGHLY SATISFIED
20%
20%
23% 21% 26%
10% 20%
7% 6%
0%
E S S PS CE TY
AG
N R O VI I LI
I M TI
O
A LE H R AB
D M
O
DE KS SE A IL
R
AN O F O LE AV
BR PR N
O
F
W SA T
D R R
IO O
PA
AN AT N TE E
LE
S C TI
O AF AR
LO A
SA C SP
LO
As M&M suffers from rough and tough but rural image because of this customers are not
satisfied with brand image of Scorpio brand got 64% of unsatisfactory level.
Scorpio weakest point is it advertisement, sale and promotion activities most of the
customers are not satisfied by this – 74% of unsatisfactory in ad sales in promotion.
Customers are satisfied with dealer’s and workshops locations 56% & 57% satisfactory
level respectively in this scenario helps to achieve 59% satisfaction in after sales service.
60% customers are satisfied with easy spare part availability.
60
MARKETING
STRATEGIES
61
MARKETING STRATEGIES
The Scorpio story started in 1997 with a vision - a vision to continue the domination of
the Utility vehicle (UV) market in India; to be a global niche player. This vision also
clarified that M&M would focus on the niche UV market and, hence, would not directly
participate in the car market. Its founders passionately believed that Indians are second to
none. They had a dream: to make M&M known worldwide for the quality, durability and
reliability of its products and services and at the same time play an active role in the
development of the nation. The current management held this dream and vision as an
integral part of their existence and that led them to set themselves a challenging goal of
retaining their domestic market leadership with over 50 per cent market share of the
Indian utility vehicle segment and create their name in the global market.
Market Reality
The Indian automobile industry had undergone a radical change since the opening up of
the its economy in 1991. By 1997, the Indian automobile market was probably one of the
most open and competitive automobile markets in the world, with all major global players
having a presence there.
Consumer Context
The unique thing was that while these changes had led to creating a market of highly
demanding customers, the basic psyche of the Indian buyer had not changed. He still was
looking for Value for Money, VFM, in terms of low unit cost, operating economics
packaged with modern style and robust design.
Strategic Approach
With the above reality as a backdrop, M&M defined a two pronged strategy for the
Automotive Sector:
* Continue to dominate the rural and semi-urban market with a range of products catering
to the needs for low cost mass transportation needs.
* Develop a strong presence in the fast growing urban markets with a range of value for
money products.
To compete against the global players and also to meet its goal of developing a strong
presence in the urban market, M&M embarked on Project Scorpio.
A world class product which is also affordable is no mean task. It needs innovation and
out-of-the-box thinking. The approach taken was to focus on and to prioritise what the
customer values the most and to excel at it.
The broad objectives of the Project Scorpio were:
*To create a new segment and retain market domination
62
*To differentiate offering (vis-a vis MNCs)- an excellent value proposition
* To optimise project costs
New Product Development -to create a world class, yet Indian, product
M&M developed a new product to meet the above objectives and to create a world class
product. Key achievements of the product development process were as follows:
* A unique process called IDAM
*Best in the world tie-ups but in-house execution
*Customer focus from thought to finish
*A cross-functional, co-located, young, lean team
* Lowest Project Costs
* Intensive Testing
* All new Manufacturing Set up
A New Product Development Process called IDAM

Integrated Design and Manufacturing (IDAM), is a product development process, which
was adopted by M&M to streamline the delivery of a world class, zero-defect, trouble-
free product to the customer. It encompasses the entire value chain starting and ending
with the customer. This outside-in approach ensures that the product is designed around
the customer and not vice versa.
Unlike the traditional department structure, the IDAM team consisted of cross-functional
teams, co-located in the IDAM Centre in Mumbai. These teams had cross-functional
strengths that cover every aspect of product development, from ‘Design & Development,
Testing & Validation and Manufacturing’ to ‘Vendor Development and Marketing.’
Global Alliances for best of the world inputs

M&M tied up with the best in the world in their respective areas of the global auto
industry. Fukui, Japan for the Press shop. Fuji, Japan for the Dies. Korean company
Wooshin for body shop. Fori Automation, USA for the tester line for final assembly. Durr
Germany for the paint shop. Lear, USA for Seats and interiors. Visteon, USA for
exteriors. Samlip, Korea for suspension and BEHR, Germany for AC. M&M tied up with
Renault for petrol engines.
M&M facilitated the development of these aggregates and played the role of an
integrator. The vendors set up facilities in and around the factory. The end result was a
fully indigenous product with international quality at affordable price. The most
heartening of it all was the fact that not only was M&M a staunch follower of the IDAM
concept but even logistic support companies, vendors dealers bought into it whole
heartedly. This synchronicity in commitment aided implementation and guaranteed
success. Mahindra didn’t compromise on international quality and at the same time
ensured that the product was fully Indian.
Customer Focus- from thought to finish

The first step was to trap customer requirements and map the market potential of the
various vehicle categories. For this purpose, the in-house team visited the market and met
customers from various segments. As a result, key buying factors were evolved through
the Quality Function Deployment process (QFD). These customer requirements were then
63
converted into product specifications and were taken to the design phase. At every stage,
customer inputs were taken from first design to finished product.
A young lean team

Project Scorpio had just 120 people. These people worked in tandem, round the clock to
develop a product unsurpassable in its design and manufacturing. The IDAM team for
Scorpio was divided into 19 cross-functional design teams with people from design &
development, testing & validation, marketing, manufacturing and supplier development.
Low Project Cost

A project cost of 120 million US Dollars may seem like a lot. But it’s only a fifth of what
a world major would have spent on a similar-sized project. A typical ground up, new
platform project would have costed 500 million dollars. This low cost was achieved by a
series of innovative decisions.
Manufacturing Set Up
A world class manufacturing facility spread over 120 acres with a capacity of producing
40,000 units on a 2 shift basis was set up in Nashik with an investment of USD 120
million.
Infrastructure-wise, three new, state-of-the-art lines had been set-up for Scorpio:
1. A fully automated press shop set-up with help from Fukui of Japan with Dies imported
from Fuji, Japan to ensure quality output delivery.
2. The jig and fixtures in the body shop were developed with Wooshin of Korea, also on
an automated line, equipped with CMM to ensure a high quality final output with
excellent fit and finish.
3. A state-of-the-art Trim Chassis Final (TCF) line with a world class tester line, built in
collaboration with Fori Automation USA for vigorous testing from the wheel alignment
to squeak and rattle test. The paint shop was set-up in collaboration with Durr of
Germany.
The final assembly and testing is done on the TCF line. The programmed logistics and
flexible manufacturing system can accommodate a large number of variants in the
product mix. This fully conveyarised system with minimum handling and effort combined
with continuous improvement training for the workers ensures a quality product at the
end of the line.
First year of launch

Scorpio to capture 22 per cent of the premium hard top market in F03 (9 months)
* Sell 12000 Scorpios in F03 (9 months)
*Mahindra unaided brand recall score to increase by 22 pts (defined in terms of Brand
Track study scores)
* Scorpio brand recall score to achieve 50 points (in W4)
Within three years of launch

* Scorpio to capture 45 per cent of the premium hard top market
* Scorpio to sell 24,000 units in F04
* Mahindra to emerge as a true urban player
Market Context
The soft tops sales, which were Mahindra’s strength, were stagnating. Hard top vehicles
64
like Sumo and Qualis were garnering market share. The urban market was showing more
potential for vehicle sales and UVs were gaining higher acceptability in urban cities. The
competition was getting tougher with international UVs entering the market. And also
operating in the urban market meant competing with cars.
The market was moving from traditional multi utility, non-luxurious vehicles to luxurious
vehicles. M&M had launched Bolero in 2000 to cater to this newly emerging segment.
However, to add to the category’s woes, it declined at the rate of 3.1 percent in year 2001
over year 2000. UVs as a percentage of the overall passenger car market was just 16 per
cent in 2001. This simply meant that for attaining the volumes, Scorpio needed to look
beyond UVs in terms of competitive framework to decide on a marketing strategy.
Consumer Context
Having defined the competitive framework, the next task undertaken was that of
analyzing the consumer. Consumer segments of B and C category car buyers were
analyzed in terms of their expectations from a car, their perceptions about cars and their
relationship. Proprietary techniques of research, of the advertising agency Interface
Communications, like Mind & Mood, ICON and VIP were used to understand this
consumer. The findings were:
* Size matters- big size stands for status
* Consumers seek latest technology
* Imagery but at affordable prices
* The sheer thrill and passion of driving an SUV
* Power of the vehicle makes a statement
* But along with the others, luxury was a very important parameter
* International vehicles define imagery
Competitive Context
The conventional UV market was too small in size. The UV market in urban markets was
even smaller a percentage. The trend was that the UVs operating in the urban market were
eating into the car share, primarily the cars which operated in the same price bracket.
Qualis was taking market away from midsize cars. With these facts in place the whole of
automobile market was studied in details.
In the arena of cars, A-segment cars, which have been the leaders in terms of volumes and
grew at the rate of 55.2 percent in the year 1999, were having a reduced growth rate of
34.2 percent in the year 2001. It was found that the fastest growing segment (growing at
the rate of 42.9 per cent) in year 2001 was semi luxurious cars or B segment cars. And the
luxurious car segment i.e. C segment cars were also growing at a healthy rate of 14.2
percent in that year. However, super premium cars termed as segment D and E cars, were
not growing at such healthy rates and did not offer volume in terms of number of cars
sold.
It was imperative for Scorpio to look beyond UVs. Apart from appealing to a typically
UV buyer, it was also necessary to appeal to a wider target audience - prospective car
buyers belonging to 5 lakh and 5 lakh+ segment. The midsize car market (C class) which
was in the Rs. Five to Seven lakh price bracket had grown in F’00 at 36 per cent and in
F’01 at 22 per cent, and small luxury car segment (B class) which was up to Five lakh
segment was also showing a healthy growth.
Analysis showed that the volumes in the automobile industry were coming from B and C
segment cars. This meant that the mid size car market was the competitive arena for
Scorpio for it to attain the volume growth and market share it was looking for. It was
65
decided that the offer had to appeal to segment C buyer and should be aspirational for
segment B buyers. Therefore, an analysis of the offers of all the segment C cars and the
relevant UVs was done. The table below summarises the analysis:
Interpretations: All the vehicle are feature packed within a price range of Rs. 6-8 Lakhs.
All of them, including UVs, are with a proposition of luxury and comfort, with no
differentiation.
Implication: With this analysis it came out clearly that the positioning of Scorpio has to
be such that it should communicate that the vehicle is better than any of these cars and is
a better buy in terms of money.
Strategic Branding Approach - Identifying the need gap and occupying it

There existed a gap that wasn’t tapped. There was no SUV in the country that the masses
could buy. To make SUVs a mass concept in India - UVs needed to be seen as
comfortable, easy-for-city driving and should have imagery comparable to international
brands.
Therefore, as a strategy it was decided that Scorpio would not take the traditional UV
imagery of tough, off-roading and 4x4. A 4x4 approach would be a very niche category
and would not generate numbers. To appeal to a car buyer, the Scorpio needed to be seen
as a car that offers much more.
A Scorpio had to be seen as providing car-like driving pleasure and at the same time
providing the edge over cars in space, power, style, fuel efficiency, luxury and comfort.
In short, to provide status of a Pajero (international SUV) at the price of midsize car
The Scorpio product package offered - Superior technology, Dynamic Looks, Car-like
product and great value for the price
Brand Endorsement Strategy

The relation between Scorpio and the mother brand Mahindra was also deliberated upon.
The strategy chosen for Brand Endorsement was - Scorpio from Mahindra - shadow
endorsement, one which does not shout “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 Masterbrand could not contribute
towards enhancing the Value Proposition. Yet Mahindra had to provide source
reassurance. Also the distribution would be through Mahindra dealerships. Hence it
became a shadow endorser.
Advertising and Promotions Strategy

The creative strategy was to drive home the ‘Car Plus’ positioning forward. There was a
need to leverage on product strengths. And a need to establish car plus story. Hence the
product was to be the hero in all communications
The tone and manner was to help associate the brand with the modern and urban lifestyle.
The TVCs as well as the press still-shots were shot in Australia to provide an
international city feel. This brought in the international, premium, up-market association
for the brand.
Value Proposition for Scorpio: To capture the identified need -gap, the value
proposition of Scorpio was defined as -
‘Car plus’
Rational benefits: World class vehicle, good looks, car like comfort, great value
66
Emotional benefits: Ownership experience of thrill, excitement and power
Relational benefits: Young modern, premium, city companion / extension of lifestyle.
Brand Promise: ‘Luxury of a car. Thrill of an SUV’
This brand positioning addresses the key consumer Insight and the product delivers the
promise. The position is also a unique proposition, which will help the brand have a
distinct image in the consumers’ mind.
Baseline - “Nothing Else Will do”

The baseline captures the essence of the brand, which is superiority and uncompromising
attitude. It also summarises the spirit behind the making of the Scorpio.
Brand Strategy - Parent brand relationship defining

A study of international brand names was done and a classification of brand names of
midsize cars and SUVs was done into groups. International brand naming trends and
strategies were analysed. New names were generated. These brand names were
researched massively first by qualitative techniques and then by quantitative techniques.
The name that emerged as most popular, and which was also the most liked name
internally at Mahindra was SCORPIO.
Media Strategy
Role of Media
*Dramatic and high impact launch
* High visibility
* Push brand image even by the media vehicle
Building impact through multiple-media

* PR, Mass Media, Direct Marketing, Events
Public Relations
Pre-launch excitement and buzz was created by a full blown PR program. Media coverage
on the IDAM process, the people behind the Scorpio, the obsession, the world class
technology, etc set the tone for the hyped up launch. PR was also the first tool used for
launching the Scorpio. The coverage of the launch was massive. It got four cover stories
Mass Media
‘While the media targets would be achieved through the right selection of the media mix,
the Scorpio media posture was to ensure that Scorpio was present on the decided media
but ‘with a difference.’ Scorpio would use media innovations to create differentiation on
the traditional media and do things in a ‘bigger and better’ manner.
Customer Relationship Management (CRM)

CRM as a tool was used to create positive word-of-mouth, to monitor customer
experiences and generate referrals. A series of CRM activities were implemented with
regular direct communication, events and customer research. The CRM plan included a
welcome Pack on filling up Scorpio Club (Top Gear) form, satisfaction surveys, Events,
Festive offers, Rewards Program, etc.
Pricing Strategy: to be a premium brand yet having universal appeal

Scorpio was to compete with the midsize cars like Hyundai Accent, Ford Ikon, Opel
67
Corsa, Maruti Suzuki Esteem on the one side and UVs like Toyota Qualis, Tata Safari
and the Tata Sumo on the other. Scorpio adopted the penetrative pricing strategy
positioned in the psychological price barrier of Rs. 5 -7 Lakhs.
Distribution Strategy - Serve less markets at a time but serve them well
Since the Scorpio was targetted at an urban clientele it needed a stronger ditribution
presence in Metros and urban areas. Hence, the distribution channel had to focus on
providing an appealing experience for modern car buyers and on offering international
standards of auto retail.
Phased Launch
The Scorpio was launched in a phased manner - first in Metros Mumbai, Delhi,
Bangalore, Chennai. Twenty cities were included over a period of 4 months and within a
year 50 cities were covered. This ensured attention to main markets and to ensure that
initial production of the vehicle could match demand. Dealerships were revamped prior to
launch in a particular city.
Showroom Experience
The showroom revamp was centred around the intention to provide a uniform customer
experience at all the touch points and to provide the customer with a unique “experience”
and not just a “product”. Therefore the back office would remain outside the customer’s
line of vision because the customer would be concerned with the product and not with the
paperwork.
Infrastructure
Thirty-five showrooms across the country were redone entirely with the same look and
identity and a décor built around movement, technology and sportiness. The theme
focussed on giving the customer a memorable experience.
Response - The strategy delivered

Volumes and Market Shares: Scorpio achieved its targets on market share and achieved a
volume of 12000 vehicles in the first 9 months of its launch.
Image: Scorpio advertising had a very high recall for the Mahindra brand (Exhibit 3) as
well as for the product (Exhibit 4). Apart from this, advertising actually positioned
Scorpio as a powerful vehicle with a sporty look, solidly built with good cargo capacity
amongst the premium car consumers and sports utility vehicle consumers.
Overall response to the Scorpio was stupendous. The product was well received across
the country and got rave reviews across media. More importantly the product and the
strategy delivered in terms of the various objectives set before launch. Footfalls in the
showrooms had been massive and demand had far exceeded supply of vehicles with a
waiting period of three months.
68
SCORPIO
PUBLIC RELATION
EXERCISES
69
PUBLIC RELATION EXERCISES
A promotion intended to create goodwill for an organization are known as PUBLIC

RELATION EXERCISE. These types of exercises are very essential for an organization
to communicate with the potential customers and to make an image for we have to say
BRAND IMAGE in the market. It includes sales and promotions, award ceremonies,
contests, clubs etc.
Through PR we get an added advantage while launching a new product or to reposition an

existing product as it helps in maintaining corporate image.
In framework of Mahindra & Mahindra they do following practices in ration to PR.
 The hunt for India’s fastest bowler.

 The Great Escape event.
 The Scorpio journey event.
 Launch of the year Award.
 Top Gear at Bowling Co, Mumbai
THE HUNT FOR INDIA’S FASTEST BOWLER
The hunt for India’s fastest bowler will travel across the country, before the finals at
Mumbai. Last year the contest saw over 18,000 fired up participants. More than 70,000
across 10 cities watched the action. 54,618 deliveries were bowled, 1286 balls were used
and 37 stumps lay shattered by speed and spirit. Finally, Karnataka’s ace bowler N.C.
Aiyappa delivered a 135 kmph ball to walk away with the title and a 3-week training
course under Damien Fleming at the Australian Center of Excellence in Brisbane.
THE GREAT ESCAPE EVENT
70
Since 1996 The Great Escape has generated tremendous enthusiasm wherever it has been
held. In a short span of four years, Mahindra has organised 20 such events in places like
Jodhpur, Goa, Chikmangalur, Lonavala, Mahabaleshwar, Bhopal, Bangalore, Mandawa,
Coorg, Silvasa, Delhi & Panvel - Mumbai.
The Great Escape is an action packed adventurous off-beat rally. The key objective is to
get away from the city grind, unwind in the wilderness where one would never have
dreamt of going. It 's a series of off-road expeditions organised by Mahindra & Mahindra.
Held in various parts of the country at regular intervals, the event provides the
participants with an opportunity to test themselves and their Mahindra vehicles when put
through the arduous grind on off-road conditions.
THE SCORPIO JOURNEY EVENT
The Scorpio turned one this June. And what a first year it's been. Rave reviews, three Car
of the Year awards, 29 states in 29 days, 15,000 satisfied owners and still counting. So it
was time to celebrate. Celebrate in a way that would be unforgettable. That would get
together Scorpio owners from across the country. To gather where the Scorpio was born
and experience the Scorpio Journey. A journey that takes you through the different phases
of the making of a Scorpio. On July 26th, Scorpio owners from across the country drove
to Nasik in their Scorpios for two fun-filled days. And witness the making of the Scorpio.
Close to 50 Scorpios drove down in a cavalcade and what a sight it was. And when they
reached Nasik, the warm comfort of the Taj and loads of fun awaited them there. What
followed the next day was a quick guided tour of the plant with visits to the Body Shop,
Press Shop followed by a presentation on how the Scorpio is made. The visitors were
overwhelmed, to say the least, by the state-of-the-art manufacturing facilities that go into
the making of their vehicles. And when they went back they carried some very wonderful
memories of the entire stay and the one question that probably lingered was "Will it
happen again?"
LAUNCH OF THE YEAR AWARD
71
The Awards committee of India Leadership Summit presented the award to Mr. Rajesh
Jejurikar,V.P.Marketing, Mahindra & Mahindra Ltd. at a specially organized seminar at
Nehru Centre, Mumbai on 21st November 2002. The India Leadership Summit is a
rendezvous of Business Leaders, Management experts and Best Business Schools across
India.
The Scorpio Petrol, REV 116 was launched in Mumbai at the Grand Maratha Sheraton
on 24th October 2002. Among the first few owners of the REV 116 were Antara Mali &
Rahul Khanna. They were handed over the car keys at the launch function, well attended
by top brass of Renault, India and top media representatives.
TOP GEAR AT BOWLING CO, MUMBAI
The first activity of the Top Gear - the Scorpio Club was organised at the Bowling Co - a
complete family entertainment centre, on 24th November 2002. Top Gear members had
to register themselves for this exclusive event. Every Top Gear member and his family
could play games, bowl, have a sumptuous lunch, have unlimited beverages - all in all
unlimited fun.
72
SCORPIO
ADVERTISEMENT
ANALYSIS
(Are they making impact?)
73
ADVERTISEMENT
Analysis
M&M associate Scorpio with the modern and urban lifestyle. The TV commercials as
well as the press still-shots were shot in Australia to provide an international city feel.
This brought Scorpio in the international, premium and up-market.
74
ADVERTISEMENT
Analysis
The way of advertisements are very impressive. The matter they written are eye catching.
Like in this ad the statement “THE CAR THAT MAKES OTHERS SIT UP AND YOU
SIT BACK” not only makes other sit up for the car but also to make another ad to beat
this one.
75
ADVERTISEMENT
Analysis
It is very important to show the superiority of the product in the ads through facts and
figures and M&M does not lose in this phase also. Their ads contain a NFO Total
Customer Satisfaction study with other cars to prove Scorpio the best and it works!
76
ADVERTISEMENT
Analysis
An ad needs a high visibility both in terms of product display and written matter. The ad
team of Scorpio did this thing in very decent manner. Like this ad contains the main
motive that Scorpio even comes in Dual colors showing the product with greater visibility
and color combinations.
77
ADVERTISEMENT
Analysis
Brand Endorsement Strategy in advertisements
Brand Endorsement Strategy in advertisements
The strategy chosen for Brand Endorsement was - Scorpio

from Mahindra - shadow endorsement, one which does not
shout “Mahindra.” They use shadow endorsement because the
Mahindra brand image was not modern and young. There was
a need to create a strong distinct modern brand.
Hence Mahindra as a Masterbrand could not contribute
towards enhancing the Value Proposition.
Yet Mahindra had to provide source reassurance. Also the

distribution would be through Mahindra dealerships. Hence it
became a shadow endorser.
And this is also clear with all the advertisements as they do

not contain any name and logo of Mahindra and Mahindra.
78
ADVERTISEMENT ANALYSIS
Scorpio ads are not able to make
ANALYSIS OF SCORPIO ADS
impact as they have to make.
80% In Attractiveness – nearly 63% un

70% satisfaction.
60% ATTRACTIVENESS
RESPONDENTS
50% EFFECTIVENESS
40% RETENTION
In Effectiveness 66% of un
30% satisfaction.
20%
10% In Retention above 70% of un
0% satisfaction is measured.
FACTORS
We ask the respondents that – is

IS SCORPIO ADS GIVING ANY Scorpio ads giving any technical
TECHNOLOGICAL INFO information more than 75%
respondents say ‘NO’, and they
80% suggested being a SUV ad they
RESPONDENTS
60% have to give some technical

40% information in their ads
20%
0%
YES NO CANT SAY
Scorpio is not having any celebrity

NEED OF CELEBRITY in their ads. On this more than
ENDORSEMENT 80% respondents say they have to
do celebrity endorsement, by this
100% they also can build the image of
RESPONDENTS
80% M&M.
60%
40%
20%
0%
YES NO CANT SAY
79
ADVERTISEMENT ANALYSIS
Awareness of PR program is also
AWARENESS OF PR PROGRAMMES unsatisfactory in case of M&M Scorpio.
More than 75% respondents say they are
80% not aware of any PR programs of Scorpio.
60%
RESPONDENTS
40%
20%
0%
YES NO CANT SAY
Ads of Scorpio are also not

IMAGE FORMED AFTER WATCHING up to the mark, most of the
AD viewers not got the feeling
of watching a SUV ad.
40%
After watching the ad the
35% image formed in their mind
RESPONDENTS
30% about Scorpio is of just an

25%
20% ordinary utility vehicle or
15% of jeep too. That is Scorpio
10%
5% ads are not able to put
0% Scorpio in perfect shelf.
PREMIUM A JEEP UTILITY SUV ANY
SEGMENT VEHICLE OTHER
CAR
80
S.W.O.T
ANALYSIS
81
S.W.O.T ANALYSIS
STRENGTHS
 Baseline - “Nothing Else Will do”. The baseline captures the essence of the
brand, which is superiority and uncompromising attitude. It also summarises the
spirit behind the making of the Scorpio.
 Scorpio backed by Mahindra, up till now a leader in the UV segment, The

Mahindra share of business was largely from the semi urban and rural markets of
India. A large contribution also came from institutional sales - army, police,
paramilitary groups and other institutional groups.
 Scorpio is being manufactured in an Integrated Design and Manufacturing

process (IDAM), a product development process, adopted by M&M to streamline
the delivery of a world class, zero-defect, trouble-free product to the customer.
 Global Alliances for best of the world inputs for SCORPIO. M&M tied up
with the best in the world in their respective areas of the global auto industry.
Fukui, Japan for the Press shop. Fuji, Japan for the Dies. Korean company
Wooshin for body shop. Fori Automation, USA for the tester line for final
assembly. Durr Germany for the paint shop. Lear, USA for Seats and interiors.
Visteon, USA for exteriors. Samlip, Korea for suspension and BEHR, Germany
for AC. M&M tied up with Renault for petrol engines.
 A young lean team. Project Scorpio had just 120 people. The team Scorpio was
divided into 19 cross-functional design teams.
 Low Project Cost. The project cost is 120 million US Dollars which is One
Fifth of what a world major would have spent on a similar-sized project. This low
cost was achieved by a series of innovative decisions.
82
 Manufacturing Set Up. A world class manufacturing facility spread over 120
acres with a capacity of producing 40,000 units on a 2 shift basis was set up in
Nashik with an investment of USD 120 million.
 Scorpio captured 45 per cent of the premium hard top market up till now. M&M
decided Scorpio to sell 24,000 units in F04
 SHADOW ENDORSEMENT & Media Strategy and Role of Media in Scorpio

scenario is dramatic and having high impact launch, High Visibility, Push brand
image even by the media vehicle, shadow advertisement by M&M was the best
move in endorsing the product.
83
S.W.O.T ANALYSIS
STRENGTHS
 Pricing Strategy: to be a premium brand yet having universal appeal

Scorpio adopted the penetrative pricing strategy positioned in the psychological
price barrier of Rs. 5 -7 Lakhs.
 Distribution Strategy - Serve less markets at a time but serve them well
The distribution channel providing an appealing experience for modern car buyers
and on offering international standards of auto retail.
 State of art similar Infrastructure. Thirty-five showrooms across the country

were redone entirely with the same look and identity and a décor built around
movement, technology and sportiness. To provide the customer with a unique
“experience” and not just a “product” the back office would remain outside the
customer’s line of vision because the customer would be concerned with the
product and not with the paperwork.
 Buyer’s profile. Scorpio managed to pull out customers from the C segment of
vehicles. That is the luxury car buyers and the strategy delivered with more and
more small and midsize car buyers choosing the Scorpio over the others.
 Scorpio going global. Having done well in the domestic market, Mahindra and
Mahindra is now moving forward on its path to become a global niche player. i.e,
it is stretching its activities in foreign markets. The company is in the process of
negotiating joint ventures in markets like Spain, Italy, South Africa,
Indonesia, Russia, Equador for marketing of Scorpio.
84
S.W.O.T ANALYSIS
WEAKNESS
 They do not have any kind of endorsement with known person like
Amitabh Bachhan or any other famous actor in their ads, and this make
their ads less attractive and less retainable.
 The Mahindra Image was a big barrier for Scorpio. Though it had
positives as rugged, tough, reliable, economical vehicles, the brand was
not seen as modern or technologically advanced.
 The negative parameters of Mahindra and Mahindra image over Scorpio

were - rural imagery, uncomfortable, rough, not easy-to-drive, down
market etc.
 Dependences on other companies for technology and goods. Like they

depend on Japanese company FUJI for dies, for AC on BHER, Germany
for petrol engines they depend on Renault.
 Advertisements are not able to emphasize Scorpio as a SUV? - In their

ads they have to show Scorpio as SUV they have to differentiate b/t SUV
and a normal Jeep. Because Indian customers still treating it as a Jeep.
 They are lacking in the stream of Public Relations, they have to give
more emphasis on PR.
 In House Competition - They are having Mahindra Bolero in the stream

line of SUV’s that is “In house competition for Scorpio”.
85
S.W.O.T ANALYSIS
OPPORTUNITIES
 Relational benefits: Young modern, premium, city companion / extension

of lifestyle. Mainly Scorpio is liked by Young dynamic and enthusiastic
persons and they are the key consumer of the SUV market.
 Less competition- As compare to the competition in ‘A’, ‘B’ and ‘C’

segment cars Mahindra can cash the image of Scorpio as competition is
less in SUV segment.
 The conventional Utility Vehicle market was too small in size but growing
in a rapid manner so Scorpio is having a scope to attain the SUV position
by making innovations to beat high end cars like Pagero etc.
 A-segment cars, which have been the leaders in terms of volumes and
grew at the rate of 55.2 percent in the year 1999, were having a reduced
growth rate of 34.2 percent in the year 2001. It was found that the fastest
growing segment (growing at the rate of 42.9 per cent) in year 2001 was
semi luxurious cars or B segment cars. And the luxurious car segment i.e.
C segment cars were also growing at a healthy rate of 14.2 percent in that
year. Scorpio being in the range of 5-7 lacks can also dominate the cars
of B and C segment.
 As trend of SUV’s increasing because buyers want luxury, space, power,
style and all other things and being a Value for Money product Scorpio
is giving it all.
 Scorpio is having scope in global market. It is stretching its activities in
foreign markets as the company is in the process of negotiating joint
ventures in markets like Spain, Italy, South Africa, Indonesia, Russia,
Equador for marketing of Scorpio.
86
S.W.O.T ANALYSIS
THREATS
 Scorpio have 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 the Tata Sumo on the other which
is a real threth for Scorpio.
 Global majors like TOYOTA had realised the intensity of competition in

the passenger car segment and were now eyeing the utility vehicle
segment. The products they planned to launch in the Indian market were
all to be positioned in the urban market, making it a highly competitive
market.
 Chevrolet already launched his SUV Tavera in Indian market.
 Hyundai launched his SUV Terracan.
 Honda is driving with his CRV SUV.
 The soft tops sales, which were Mahindra’s strength, were stagnating.
Hard top vehicles like Sumo and Qualis were garnering market share and
the competition is getting tougher with international UVs entering the
market
 High Society consumers do not want to buy Scorpio because of its low
power, performance, and style as compare to SUVs like Pajero, Land
87
Cruiser and Prado and in coming days this problem will led to threat for
Scorpio as global majors are coming in India with slashed prices.
88
CONCLUSION
&
RECOMMENDATIONS
89
CONCLUSION &
RECOMMENDATIONS
CONCLUSION
Through the research it is obvious that Scorpio is currently heading the SUV industry
with its Style, Safety, Comfort, Performance and Interiors. Scorpio is creating large
customer base with over 35 showrooms over the country and 100’s of dealers and service
stations. With state of art show rooms M&M is attracting the customers in a perfect
manner.
Awareness of Scorpio among people is fine but they have to put a little more stress on it.
Consumers are satisfied with their Scorpio performance some consumers are not happy
with less number of service stations. M&M is in the process of opening of more and more
showrooms and sevice stations to put the Scorpio with in the consumers reach and also
innovating Scorpio on regular intervals, M&M also involve in PR exercises & Mass
media to advertise Scorpio more and more. Being a UV leader in the market M&M also
have to fight with ‘B’ & ‘C’ car segment companies and emerging SUV’s companies like
Chevrolet, Honda, Toyota, Hyundai etc. To compete in market M&M have to put their
best to let the Scorpio the leading SUV in the market.
RECOMMENDATIONS
 M&M is weak in advertisements of Scorpio so they have to put more

emphasis on it by making endorsement through a well known face.
 They also have to look forward on after sale service.
 Increase the number of dealers and service station to be with in the reach
of customer.
90
 Give emphasis on Public Relation exercises to improve the image of
Mahindra and Mahindra.
 Provide attractive finance schemes to the customer.
 Do tie ups with other foreign companies to export the Scorpio to make the
Brand global.
91
REFERENCES
92
REFERENCES
MAGAZINES & NEWSPAPERS
 AUTO INDIA
 AUTO DRIVE
 TIMES OF INDIA
 THE HINDUSTAN TIMES
 THE ECONOMIC TIMES
WEBSITES
 WWW.MAHINDRASCORPIO.COM
 WWW.MAHINDRA.COM
 WWW.GOOGLE.COM
 WWW.BUSINESSWORLD.COM
 WWW.INDIANAUTOINDUSTRY.COM
93
ANNEXURE
94
QUESTIONNAIRE
(FOR SCORPIO USERS, TO ANALYSE CUSTOMER SATISFACTION)
PERSONAL DETAILS
NAME: ______________________________
ADDRESS: _____________________________________________________________
OCCUPATION: Service class ( ) Business class ( )
MARITAL STATUS: Single ( ) Married ( )
AGE GROUP: 18-24 ( ) 25-30 ( ) Above 30 ( )
GENERAL QUERIES
Q. Reasons for buying SUV (Give order of preference 1 to 3).
a). Status ( )
b). Necessity ( )
c). Fashion ( )
Q. Which model of Scorpio you are having?
a). Turbo 2.6 ( )

b). Turbo 2.6 DX ( )
c). Turbo 2.6 GLX ( )
d). Turbo 2.6 SLX ( )
e). REV 116 ( )
Q. What was the purchasing mode while buying Scorpio?
a). Finance schemes ( )

b). Cash payment ( )
c). Bank loans ( )
d). Others (plz. specify) (___________________________)
Q. Reasons for buying this Scorpio Model (Give order of preference from 1-6).
a). Looks ( )
b). Brand ( )
c). Price ( )
d). Safety ( )
e). Mileage & ( )
Fuel efficient
95
Q. From where you came to know about Scorpio.
a). Advertisements ( )
b). Dealers ( )
c). Hoardings ( )
d). Friends & relatives ( )
e). Auto shows ( )
d). Any other (plz. Specify) ( )
QUERIES REGARDING CUSTUMER SATISFACTION
Q. Are you satisfied with . . .
a) . . . Brand Image of Scorpio?

Highly Satisfied ( ) Satisfied ( ) Unsatisfied ( )
b) . . . Advertisements and Sales Promotion of Scorpio?

c) . . . Locations of Dealers?
d) . . . Locations of Workshops and service stations?

e) . . . After Sales Service?

f) . . . Spare part availability?

g) . . . finance scheme? (If purchased is thru finance scheme)

Q. Is Scorpio performing exactly as you thought?

Yes ( ) No ( )
If not, then Why not? ________________________________________________

__________________________________________________________________
Any Suggestions regarding improvement of Scorpio

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
96
QUESTIONNAIRE
(TO ANALYSE AWARENESS OF ADVERTISEMENTS, PR AND SALES
PROMOTIONS)
PERSONAL DETAILS
NAME: ______________________________
ADDRESS: _____________________________________________________________
OCCUPATION: Service class ( ) Business class ( )
AGE GROUP: 18-24 ( ) 25-30 ( ) Above 30 ( )
Q 1. How you rate Attractiveness of Scorpio ads?

Excellent ( ) Moderate ( ) Low ( ) Unsatisfactory ( )
Q 2. How you rate Effectiveness of Scorpio ads?

Q 3. How you rate Retention of Scorpio ads?

Q 4. Are advertisements of Scorpio giving any information regarding to technology?

Yes ( ) No ( ) Can’t say ( )
Q 5. Are you aware of any sales promotion, events and public relation activities held by
Scorpio?
Q 6. All TV commercials of Scorpio consist of foreign commercial models. Do you think

that appearance of Indian commercial models can affect the viewers in more efficient
manner?
Q 7. Is there any need of celebrity endorsement in Scorpio TV Commercials?

Q 8. After watching the Ads what kind of Image you form about Scorpio?
Premium segment car ( )
A Jeep ( )
Utility Vehicle ( )
Super Utility Vehicle ( )
Any other (Plz. Specify) ______________________________________
97

Project Scorpio

Caricato da

Informazioni sul documento

Descrizione originale:

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Project Scorpio

Caricato da

Copyright:

Formati disponibili

A

SUMMER TRAINING PROJECT REPORT

“ANALYSIS OF SCORPIO AWARENESS &

POST GRADUATE DIPLOMA IN MANAGEMENT

VENKATESHWARA INSTITUTE OF TECHNOLOGY, MEERUT

SATISFACTION LEVEL”. I further declare that this project work is based on my

4. MODEL SPECIFICATIONS, FEATURES & PRICE

6. OBJECTIVE AND RESEARCH PROCEDURES

7. ANALYSIS: CUSTOMER NEED & SATISFACTION LEVEL

9. PUBLIC RELATION EXERCISES

10. ADVERTISEMENT ANALYSIS

11. S.W.O.T ANALYSIS

12. CONCLUSION AND RECOMMENDATIONS

The Company's current Board of Directors is as follows:

VICE CHAIRMAN & MANAGING DIRECTOR

1999: Launch of ‘Bijlee’ a battery-operated, 3-wheeler environmental-friendly vehicle.

"For the customer, by the customer, of the customer."

"Because you cannot hide pedigree."

"Luxury shouldn't be an accessory. It should be standard equipment."

"A lesser car would probably sue for harassment."

CAR OF THE YEAR

Advantages of Scorpio thru five major broad areas:-

NOT JUST PLUSH

STYLE THAT MAKES SENSE TOO

 A classy, aerodynamic body.

THE PEDIGREE BEHIND THE PERFORMANCE

The 2.6 Turbo

The Rev 116

SAFER THAN SAFE

SEAMLESS AND SPORTY

 A sensuous plain glass headlamp with a multi-faced reflector.

Mahindra Scorpio comes in two variants:-

There are 4 variants in diesel category

Engine SZ 2600 Plus

Type Synchromesh in all gears

Mechanism Power Assisted, Rack & Pinion

Tires & Wheels

Fuel tank capacity – 55 lts.

Wheel Base 2680mm

Engine SZ 2600 Plus

Type Synchromesh in all gears

Frame Tubular (C in C) Ladder type

Mechanism Power Assisted, Rack & Pinion

Tires & Wheels

Fuel tank capacity – 55 lts.

Wheel Base 2680mm

Engine SZ 2600 Plus

Type Synchromesh in all gears

Frame Tubular (C in C) Ladder type

Mechanism Power Assisted, Rack & Pinion

Tires & Wheels

Fuel tank capacity – 55 lts.

Wheel Base 2680mm

Engine SZ 2600 Plus Turbo charged DI

Type Synchromesh in all gears

Front 2 WD Independent, Coil Spring, Anti Roll Bar,4 WD

Mechanism Power Assisted, Rack & Pinion

Tires & Wheels

Fuel tank capacity – 55 lts.

Wheel Base 2680mm

Max. GVW : 2510 kg for 2 WD; 2610 kg for 4 WD.

Type Synchromesh in all gears