Mahindra & Mahindra Limited, the flagship company of the Mahindra group with a turnover of `55 billion (US$ 1.2 billion), was planning to launch their new sports utility vehicle as a strategic response to the rapidly changing hues of the Indian automobile market. The case describes the rationale of the new product activity and issues pertaining to the branding strategy. An important decision that this case focuses is on the positioning strategy of the new vehicle. Inputs from the consumer clinics suggested some directions for the positioning strategy for the new product. However, debate about the wisdom of according consumer inputs a dominant role in the decision existed. Another set of decisions pertain to branding. Should the company follow an independent brand strategy with limited or no reference to the company name? Or will a sub-brand or a endorsed brand strategy be more appropriate?