Mahindra First Choice Explosive Growth - … · Mahindra First Choice Explosive Growth ... •...
Transcript of Mahindra First Choice Explosive Growth - … · Mahindra First Choice Explosive Growth ... •...
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Mahindra First ChoiceExplosive Growth
GOODMAN SCHOOL OF BUSINESSBROCK UNIVERSITY
BRADEN DAY, CARSON BENDER, PULKIT MODI, ASHWANI JANAGAM
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Issue
How to achieve explosive growth in the used vehicle and out of warranty service industry?
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Recommendation
Partner MFCS with an American Service Center to generate the funds needed for rapid expansion in India.
Use funds and experience from Cox Automotive to expand to MFCW within India.
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Key Success Factors
Growth
Economies of Scale
Technological Advancements
Customer Service
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Plan
MFCS
• Sell 20% of MFCS to an American Service Center to raise $25 million• Use US supply chain knowledge to open parts distribution centers to generate
economies of scale• Continue with the franchise model• Provide 3 months additional warranty to service of parts to make customer service
the distinguishing competitive advantage• Sell 1500 new franchise agreements using American backing by 2023• Provide a temporary replacement for car that is being serviced
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PlanMFCW
• Expand to 3000-4000 outlets in 1000 cities by 2021• Collaborate with standalone dealers to integrate unsold cars on on-line platform• Provide certification for cars sold with vehicle evaluation reports• Market on-line platform to young buyers through digital marketing• Provide a temporary replacement for car that is being serviced
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Situation Analysis
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Current SituationMFCS
Moving from 2% share of the car servicing market share in 2016 to 8% in 2020 Brand recognition and trust Organized multi-brand service chainPoor supply chainHigh Parts costWeak marketing
MFCW
Expected to grow from 3.3 million cars sold to 6.6 million by 2021
Decreasing profits in India50% of revenues in cloud
Weak marketing
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Core CompetenciesExperience in Car manufacturing and aftersales market
Relationship building experience with franchises
Trust from customers Ability to attract customers from technological presence on online platforms
Pan India Presence
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SWOT• Leading in auto mobile industry• Expertise to handle situations • Growing in used cars industry
S• Lack of Competitive advantage over standalone
dealers• Lack of strong supply chain • Low level of control
W• Growing economy in India – More used car buyers• More cars on the road • Using unsold cars and network of individual playersO• Increasing internal competitors • Big foreign competitors can enterT
Need to gain supply chain knowledge and capital resources.
Expand the service centers as more cars on the road will need more servicing
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GrowthHow does the current situation warrant growth?
Provide competitive advantage over individual dealers Provide additional benefits to customers
Relying on the trust customer put on M&M brand
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ScalabilityHow does the current situation warrant economies of scale?
Ability to purchase parts in bulk from OEM if larger quantities purchased Improved distribution networks and logistics
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Alternative Strategies
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Alternative Strategy Issuing an IPO in near futureGo to other international marketsMerge MGCS and MFCW Going with franchise model and penetrating MFCW wider and develop competitive advantages
Collaborate with Individual standalone dealersSell 20% equity of MFCSIncreased value proposition for MFCS customer
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Rejected Alternative 1Issuing an IPO in near future:
To raise money through IPO, MFCS and MFCW needs a stronger balance sheets
The business model and future can be understood by Investors from automotive industries (eg Cox Automotives) but not by a layperson
To be profitable, It will take at least 3 more years
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Rejected Alternative 2Go to other international markets
+ Growth potential huge + Similar clientele from culturally proximate countries like Bangladesh, Shrilanaka and Nepal
- No proven profit in home country - Risk component high
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Rejected Alternative 3Merge MFCW and MFCS
MFCS can achieve more broader presence as it is capital light as compared to MFCW
For additional funding in future, Separate entity provides stronger past performance records
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Decision MatrixAdditional funds
Growth Potential Scalability Risk factor
Issuing an IPO in near future
Go to other international markets
Merge MFCW and MFCS
Franchise model and selling stake of MFCS
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Financials
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Expansion
0
500
1000
1500
2000
2500
3000
3500
4000
4500
2018 2019 2020 2021 2022 2023
Num
ber o
f Loc
atio
ns
Year
Number of Locations
MFCW Dealerships MFCS Centers
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Fund GenerationBased on the valuation of MFCW given in 2015/16 and the revenue generatedValuation of 125 million USD or 7500 million INRSell 20% stake for 25 million USD or 1500 million INR
Approximately 700 million INR remains from Cox Automotive to fund expansion in MFCW
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MFCSMillion INR 2018 2019 2020 2021 2022 2023
Gross Turnover 1187.1 1543.23 2314.85 3472.27 5555.63 8889
Profit after Tax -100 154.32 347.22 694.45 1111.1 1777.8
Workshops 400 600 800 1000 1200 1500
NPV of 180 million INR and a 5.4 year payback
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MFCS Costs
Million INR 2018 2019 2020 2021 2022
Technology 400 100 100 100 100
Expansion 300 350 350 350 350
Distribution 9.6 12 12 12 12
Marketing 25 25 25 25 25
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MFCW
NPV of 79 million INR and a 5.8 year payback
Million INR 2018 2019 2020 2021 2022 2023
Gross Turnover 1585.94 2378.917 2616.80 2775.40 3013.29 3171.89
Profit after Tax -220 -80 261.68 277.54 451.92 539.22
Cars Sold 366000 549000 603900 640500 695400 732000
Outlets 2000 3000 3300 3500 3800 4000
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MFCW Costs
Million INR 2018 2019 2020 2021 2022
Cloud increase 120 120 120 120 120
Marketing 25 25 25 25 25
Expansion 200 200 50 50 50
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Implementation
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Implementation MFCS
0-6mo
• Approach US firms for potential sale• Utilize new contacts to expand technology• Provide additional guarantee on service
1 year
• Launch advertisement campaign focussed on new technology• Use American partner to help improve logistics• Provide temporary cars while vehicles are serviced
1-2• Open 10 warehouse clusters to support new franchises• Open 400 franchises
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Implementation MFCW
0-6mo• Increase presence in cloud technology – data collection• Create a virtual marketplace for individual dealers
1 year• Launch advertisement campaign focussed on brand image• Invest in infrastructure to build new workshops
1-2• Open 2-4 outlets per city • Reach to 1000 cities
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Risks and Mitigations
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Risk 1Imitation From Competitors
Utilize US backing to provide a selling advantage Focus on established infrastructure and network
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Risk 2Failure to secure deal from US partner for MFCS
Look to other investors with car service and supply chain knowledge – Smaller international players. Lower the valuation
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Key Takeaways
Growth: 1500 MFCS locations; 3000-4000 MFCW locations
Customer Service: labour warranty on all service performed; CSI to 90%
Economies of Scale: Distribution centers able to purchases parts at volume discounts
Technological advancement: Improving supply chain management