1. Considering Schneider’s typology, what type of Business Group do you think is Mahindra Group since the 1991 (the year the Indian economy started opening up)? How do you think Anand Mahindra’s differing approach to the M&M Group’s structure from business analysts, and therefore to his role as Chairman, affects the strategic management of subsidiaries in the M&M Business Group? What are the implications of this structure and his leadership vision on the innovativeness of the subsidiaries in the Business Group? (900 words)
2. How would you describe the internationalisation strategy of M&M in general and in South Africa in particular? What would you consider as the main underlying reasons for choosing such entry modes? Do you think M&M’s past internationalisation experience would affect the choice for South African subsidiary’s growth strategy, and if so, why and how? (650 words)
3. How should Pravin Shah determine which recommendation would be the most suitable option for growth strategy of M&M SA? How would you analyse the changing environment of South African auto industry with regard to market conditions, policy incentives, etc. and the competitiveness of M&M in this industry compared to its competitors? What are the opportunities and risks for M&M South Africa? Considering the strategic subsidiary management and the internationalisation strategy of the M&M Group as well as the implications of the contextual analyses on the regional growth strategy of M&M South Africa, what would you recommend to the board of M&M?