Case 11 Mabindra Mabindra B 
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Case 11 Mahindra & Mahindra
(B):
An Emerging Global Giant?
"I have been on record to say that my philosophy of going global is because if you don't succeed abmad or don't have the capacity to succeed abmad and to carve out some turf abroad you are not going to be safe at home [. . .}. If you want to compete with multinationals you have to be a multinational.
So that is the logical rationale for going abmad.HI
-ANAND G. MAHINDRA,
Vice Chairman and Managing Director,
Mahindra & Mahindra Ltd., in 2010.
In 20 II, India-based automotive giant Mahindra & Mahindra
Ltd. (M&M) was featured on the Forbes Global 2000 list,2 a ranking of the biggest and most powerful companies in the world. Besides M&M, some of the other Indian companies that figured on the list were Reliance Industries, State Bank of India, Oil & Natural Gas Corp., ICICI Bank, NTPC, Bharti
Airtel, Larsen & Toubro, and Tata Motors. Emerging markets such as China and India, with 113 and 56 members respectively on the list, were growing steadily and gaining prominence at the global level, industry analysts said.
Based in Mumbai, India, M&M was one of the leading players in the Indian Multi Utility Vehicles (MUV) and tractor segments of the automotive industry as of 2011. Besides the automotive industry, the company has a presence in agribusiness, aerospace, components, consulting services, defense, energy, financial services, industrial equipment, logistics, real estate, retail, steel, and two-wheelers. The Group's automotive sector, which manufactures and markets utility vehicles and light commercial vehicles, was the fourth-largest automaker in India as of 2010. As of 2011, M&M's model range included more than
20 vehicles, including the Scorpio and the Xylo utility vehicles.
After establishing its leadership in the Indian automotive market,
M&M began to seek opportunities in global markets. The company stormed into the global limelight with the formidable success of its Sports Utility Vehicle
Case 11 Mahindra & Mahindra
(B):
An Emerging Global Giant?
"I have been on record to say that my philosophy of going global is because if you don't succeed abmad or don't have the capacity to succeed abmad and to carve out some turf abroad you are not going to be safe at home [. . .}. If you want to compete with multinationals you have to be a multinational.
So that is the logical rationale for going abmad.HI
-ANAND G. MAHINDRA,
Vice Chairman and Managing Director,
Mahindra & Mahindra Ltd., in 2010.
In 20 II, India-based automotive giant Mahindra & Mahindra
Ltd. (M&M) was featured on the Forbes Global 2000 list,2 a ranking of the biggest and most powerful companies in the world. Besides M&M, some of the other Indian companies that figured on the list were Reliance Industries, State Bank of India, Oil & Natural Gas Corp., ICICI Bank, NTPC, Bharti
Airtel, Larsen & Toubro, and Tata Motors. Emerging markets such as China and India, with 113 and 56 members respectively on the list, were growing steadily and gaining prominence at the global level, industry analysts said.
Based in Mumbai, India, M&M was one of the leading players in the Indian Multi Utility Vehicles (MUV) and tractor segments of the automotive industry as of 2011. Besides the automotive industry, the company has a presence in agribusiness, aerospace, components, consulting services, defense, energy, financial services, industrial equipment, logistics, real estate, retail, steel, and two-wheelers. The Group's automotive sector, which manufactures and markets utility vehicles and light commercial vehicles, was the fourth-largest automaker in India as of 2010. As of 2011, M&M's model range included more than
20 vehicles, including the Scorpio and the Xylo utility vehicles.
After establishing its leadership in the Indian automotive market,
M&M began to seek opportunities in global markets. The company stormed into the global limelight with the formidable success of its Sports Utility Vehicle