...9-711-015 REV: DECEMBER 13, 2010 GUNNAR TRUMBULL ELENA CORSI ANDREW BARRON Santander Consumer Finance Centralization only makes sense if the final result is better than the simple sum of the parts. — Magda Salarich, CEO, Santander Consumer Finance Introduction On March 25, 2008, Magda Salarich Fernández de Valderrama, the Chief Executive Officer (CEO) of Santander Consumer Finance (SCF), a division of Grupo Santander, looked out across the bank’s shining new campus, the Ciudad Financiera, just south of Madrid. Salarich had been appointed CEO in January 2008 after working for 28 years for the French car producer Citroën, where she had risen through the ranks to the position of international marketing and sales manager for Europe and CEO for Spain. SCF had grown rapidly in the past five years under its former CEO, Juan Rodríguez Inciarte. Salarich’s job would be to chart the way forward for the next ten years. While the United States remained the largest market in the world for consumer finance, the sector had also been growing in the last 20 years within Europe. Inciarte had captured this trend. Under his helm (2002-2008) SCF had grown from a small group of units operating in Spain, Germany and Italy, into one of the largest consumer finance companies. Also, since 2006, Inciarte had invested outside the EU: in the United States, Latin America and Eastern Europe. In four months, Salarich would have to present a new strategy and direction for SCF to Santander’s Chairman...
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...CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation...
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...company became one of the strongest in property insurance. It has one of the highest shares in industrial fire, at 18.7%, based on the same 2009 IC statistics. In terms of gross premiums, direct business, the company is the third largest in the country with a portfolio mix of close 69:31 with motorcar accounting for a major part of its portfolio and the balance in non-motor insurance, primarily property insurance. The company’s nationwide retail operations, catering mostly to motorcar insurance, are the most extensive and most advance in the industry. It has 42 computerized and full service branches, with underwriting and claims handling capabilities, more than 250 car dealer tie-ups, technical operations for determining repair estimates and a call center. The technical operations are supported by more than a hundred specialized and mechanics and engineers deployed all over the country, with expertise in motor car repairs and a computerized parts database for all models of popular brand vehicles. In October 2010, Global Credit...
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...the Fed can use to manipulate the money supply and interest rates: open market operations, which affect the quantity of reserves and the monetary base; changes in discount lending, which affect the monetary base; and changes in reserve requirements, which affect the money multiplier. Because the Fed’s use of these policy tools has such an important impact on interest rates and economic activity, it is important to understand how the Fed wields them in practice and how relatively useful each tool is. In recent years, the Federal Reserve has increased its focus on the federal funds rate (the interest rate on overnight loans of reserves from one bank to another) as the primary indicator of the stance of monetary policy. Since February 1994, the Fed announces a federal funds rate target at each FOMC meeting, an announcement that is watched closely by market participants because it affects interest rates throughout the economy. Thus, to fully understand how the Fed’s tools are used in the conduct of monetary policy, we must understand not only their effect on the money supply, but their direct effects on the federal funds rate as well. The chapter thus begins with a supply-and-demand analysis of the market for reserves to explain how the Fed’s settings for the three tools of monetary policy determine the federal funds rate. We then go on to look in more detail at each of the three tools—open market operations, discount rate policy, and reserve requirements—to see how they are used in...
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...control systems recently put in place for his fiv e department managers (new and used car sales, service, body, and parts departments). Exhibit 1 descdbes each department. Mr. Liddy strongly believed in the concept of evaluating each department individually as a profit center. But he also recog· nized the challenge of getting his managers to "buy in" to the system by working together for the good of the dealership. Background North Country Auto, Inc., was a fmnchised dealer and factory-authorized service center for Ford, Saab, and Volkswagen. Multipl e franchi ses were becoming more common in the 1980s. But the value of multiple franchises did not com e ,vithout costs. Each of the three manufacturers used a different computerized system for tracking inventory and placing new orders. They also required their dea lerships to maintain an adequate service facility with a crew of trained technicians that, in turn , necessitated carrying an inventory of parts to be used in repairs. Exhibit 2 gives balance sheet data with a brea kout of investment for each product lin e. North Country also operated a body shop, and in mid-1989 opened a "whil e-you-wa it" oil change service for any ma ke of vehicl e. The dealership was situated in an upstate New York town with a population of about 20,000. It served two nearby towns of about 4,000 people as well as rural areas covering a 20-mile radius. North Country began operations in 1968, and in 1983 moved one mile down the road to its current...
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...19 Make-To-Order Automobiles at GM’s Gravataí Plant 1 Introduction In December 2007, seven years after the launching of the Chevrolet Celta, Roberto Tinoco, the plant director, proudly recalled the inauguration of the Gravataí plant in mid-July 2000, an event that caught the eye of professionals and academia both in Brazil and abroad. The core notion was: to sell cars made-to-order for final consumers. The project, known internally by the handle “blue macaw,” was considered to be a true landmark for the world’s automotive industry. The Gravataí plant brought about a true revolution in how cars were made, from its concept to the direct-sale model, through its production management system. The lessons learned during the experiment were relevant because they contributed to the establishment of a new production model, helping put the world’s automotive industry on a new path. The plant was working at full capacity especially during the first years, and the production during this period is shown in the table below. The extraordinary increase in production in the last seven years is evident. The idea was to deliver a car assembled as per the consumer’s own specifications in the shortest possible time, at a cost lower than that of the traditional make-to-stock mass-production system. Year 2000 2001 2002 2003 2004 2005 2006 2007 Production 24,007 91,407 109,916 115,304 136,114 135,097 140,994 192,272 The Background of the Brazilian Automotive Industry In the ’90s...
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...Make-to-Order Automobiles at GM’s Gravataí Plant1 Introduction In December 2007, 7 years after the launching of the Chevrolet Celta, Roberto Tinoco, the plant director, proudly recalls the inauguration of the Gravataí plant in mid-July 2000, an event that caught the eye of professionals and the academia both in Brazil and abroad. The core notion was: To sell cars made to order for final consumers. The project, known internally by the handle “blue macaw,” is considered to be a true landmark for the world’s automotive industry. The Gravataí plant brought about a true revolution in how cars are made, from its concept to the direct-sale model, through its production management system. The lessons learned during the experiment are relevant because they contribute to the establishment of a new production model, helping put the world’s automotive industry on a new path. The plant was working at full capacity especially during the first years, and the production during this period is shown in the following table. The extraordinary increase in production in the last 7 years is evident. The idea was to deliver a car assembled as per the consumer’s own specifications in the shortest possible time, at a cost lower than that of the traditional make-to-stock mass-production system. 2000 Year Production 24,007 2001 91,407 2002 2003 2004 2005 2006 2007 109,916 115,304 136,114 135,097 140,994 192,272 The Background of the Brazilian Automotive Industry In the...
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...19 Make-To-Order Automobiles 1 at GM’s Gravataí Plant Introduction In December 2007, seven years after the launching of the Chevrolet Celta, Roberto Tinoco, the plant director, proudly recalled the inauguration of the Gravataí plant in mid-July 2000, an event that caught the eye of professionals and academia both in Brazil and abroad. The core notion was: to sell cars made-to-order for final consumers. The project, known internally by the handle “blue macaw,” was considered to be a true landmark for the world’s automotive industry. The Gravataí plant brought about a true revolution in how cars were made, from its concept to the direct-sale model, through its production management system. The lessons learned during the experiment were relevant because they contributed to the establishment of a new production model, helping put the world’s automotive industry on a new path. The plant was working at full capacity especially during the first years, and the production during this period is shown in the table below. The extraordinary increase in production in the last seven years is evident. The idea was to deliver a car assembled as per the consumer’s own specifications in the shortest possible time, at a cost lower than that of the traditional make-to-stock mass-production system. Year Production 2000 2001 2002 2003 2004 2005 2006 2007 24,007 91,407 109,916 115,304 136,114 135,097 140,994 192,272 The Background...
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...GROUP 9 SECTION B In today's automotive market, sound after-sales service has become a critical success factor in car sales. At the same time, along with the sharp increase in customer numbers, spare parts and service business is creating reliable revenues and considerable profits for automotive companies. Maruti Suzuki India Limited has been a market leader in the India Automobile Industry. The study attempts to study the channel management principles and dynamics in Car Spare parts adopted by Maruti Suzuki India Limited. GROUP 9 SECTION B In today's automotive market, sound after-sales service has become a critical success factor in car sales. At the same time, along with the sharp increase in customer numbers, spare parts and service business is creating reliable revenues and considerable profits for automotive companies. Maruti Suzuki India Limited has been a market leader in the India Automobile Industry. The study attempts to study the channel management principles and dynamics in Car Spare parts adopted by Maruti Suzuki India Limited. MARUTI SUZUKI INDIA LIMITED SPARE PARTS CHANNEL MANAGEMENT MARUTI SUZUKI INDIA LIMITED SPARE PARTS CHANNEL MANAGEMENT By- Aman Srivastava UM14069 Amiya Arnav Um14071 Anish Avinash Sahu UM14072 Rajesh Kumar Panda UM14101 Saurabh Paul UM14105 Tanya Singhania UM14117 By- Aman Srivastava UM14069 Amiya Arnav Um14071 Anish Avinash Sahu UM14072 Rajesh Kumar Panda UM14101 Saurabh Paul UM14105 Tanya Singhania UM14117 ...
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...Value Joel Sutherland Managing Director Center for Value Chain Research Lehigh University, 621 Taylor Street, Bethlehem, PA 18015 E-mail: jos206@lehigh.edu Bob Bennett President Lean Consulting Associates, LLC, and Group Vice President (retired) Toyota Motor Sales USA, Inc. 16 Deerhill Drive Rolling Hills Estates, CA 90274 E-mail: bobben1@cox.net CVCR White Paper #0701 Abstract A business value chain is an end-to-end set of activities that can be applied to a product or service making it ready for the next activity. Most resources used in an activity add value—some do not. The resources consumed (such as people, time or equipment) that do not add value add cost and should be eliminated. This is the essence of the Toyota Production System, or Lean (the term used in the U.S. for what was originally known as the "Toyota Production System"). This article reviews the evolution of Lean principles from the beginning of Henry Ford’s revolutionary assembly line process for his Model T automobile in the early 1900’s, through Taiichi Ohno’s creation of the famous Toyota Production System in the mid-20th century, to adoption of these principles in addressing today’s logistics and transportation challenges. This paper presents real examples from executives who worked within the Toyota Production System and were effective in expanding these principles beyond the traditional manufacturing/ assembly environment. Lehigh University Center for Value Chain Research www.lehigh.edu/~inchain ...
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...Using Teams in Production and Operations Management Marquita Jackson Dr. Laura Pogue Contemporary Business BUS 508 November 13, 2011 “Production and operations managers oversee the work of people and machinery to convert inputs into finished goods and services” (Boone 357). They must consider many factors such as taxes, employee needs, labor force skills and size, and economical transportations for materials and supplies, and the amount of energy services. These managers are responsible for planning the production process, selecting the most appropriate layout, implementing the production plan, and controlling the production process. Managers are also responsible for maintaining quality control and ensuring that goods or services that they provide meet the customers expectations (Boone 2011). General Electric is a major household brand that revamped and reformed their production and operations management. In 1890, Thomas Edison established the Edison General Electric Company to be able to bring together his various businesses. During that same period, a competitor company, Thomson-Houston Company, became a dominant innovation company. As both businesses expanded and grew it became more difficult for both companies to produce complete electrical installations relying solely on their own patents and technologies. In 1892, the two companies merged together and created a new organization called the General Electric Company. The first General Electric Appliance was an electric fan...
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...Limited has been running its merchant banking operations for about fourteen years. In this short period of time it has gained great momentum and expanding at a fascinating rate. However, the growth can be best evaluated by considering the financial factors as well as its operations. Capital market of Bangladesh is yet to play its potential role as a vehicle for financing long term investment. However, the hangover of an unpalatable historical past which saw a dramatic upsurge in the second half of 1996 only to be followed by a drastic and prolonged downswing has been successfully overcome. Discernible signs of renewed vitality have emerged. A number of actions have been considered by strategists to add depth to the market. Merchant banking, these days has been showing the path to achieve these goals. Although the concept is not too old in this country, its potential of meeting diverse challenges of capital market is high. This report emphasizes on the operations of Merchant Banking Division of Prime Finance & Investment Limited. It is aimed to achieve an overview on the operations of this division and measure how effective and efficient it has been in its working process. Keyword Prime Finance & Investment Limited, Merchant Banking, CDBL, DSE, SEC, TESA Merchant Banking Merchant banking is an emergent sector in the capital market. According to Securities and Exchange Commission (Merchant Banker and Portfolio Manager) Rules, 1996, merchant bankers is defined as...
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...Evolution The origins of the State Bank of India can be traced back two hundred years to the establishment of the Bank of Calcutta. The keen interest shown by the directors of the bank in maintaining records found an echo in 1975 when R.K. Talwar, a former chairman of the State Bank, commissioned an account of the bank's evolution from its earliest days. Banking in those days was a far cry from what it is today-an unbiased, uniform system that has led to increased purchasing power across classes. At the time, even though the rupee was the unifying currency, there also existed a confusing array of coinage whose value could vary by the region. Besides the cowrie-sea shells brought in from the Maldives-were the sicca, the Arcot rupee, notes issued by various banks and copper, silver and gold coins that the British tried to introduce as a standard coinage. Only the wealthy Indians and the Europeans had any use for bank notes-for the greater part of the population even the lowly copper coin had a purchasing power beyond their day-to-day needs. Rates of interest, while regulated for the banks to a maximum of 12 per cent, were exorbitant for the peasants, labourers and artisans with 50 per cent being fairly standard. The organizational set-up had its own share of anomalies, with salaries far lower for Indians than Europeans. The highest an Indian could aspire to was the position of khazanchee, a thankless job whose responsibility was equal to that of the secretary and treasurer...
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...FINC/070 CO PY IBS Center for Management Research Commercial Paper Market in India D O N O T This case was written by Nitya Nand Tripathi, IBS Center for Management Research and D.S. Chary, IBS, Hyderabad. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2011, IBS Center for Management Research. All rights reserved. To order copies, call +91-08417-236667/68 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad 501 504, Andhra Pradesh, India or email: info@icmrindia.org www.icmrindia.org FINC/070 Commercial Paper Market in India “Volumes of commercial papers will increase because it will be cheaper for companies to raise money through this route rather than loans from banks.”1 - Paritosh Kashyap, www.livemint.com, in March 2010 CO PY “Close to $210 billion have flown into the Indian debt market this calendar year alone. Investment by local banks in commercial paper has surged from Rs 25.188 billion in March 2010 to Rs 37.863 billion in August. Is the moribund Indian debt market finally showing signs of life 18 years after it was opened up to global money?… The current sets of circumstances have been favorable for the Indian bond market.”3 - Abheek Barua, The Economic Times4, November 2010 “CP issuances are going to rise...
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... RAMGO INTERNATIONAL CORPORATION 540 Jennys Avenue, Maybunga Pasig City, Philippines (63 2) 641-6808/642-5828/643-8883 Position: Regional Sales Manager - Mindanao: 05/02/12 to Present a] Agro-chemical and Vegetable seeds sales and marketing planning for Mindanao b] Formulate the go to market, channel and influencer management strategies c] Formulate sales target per Area, Product and Salesperson d] Evaluate and propose the pricing strategy e] Formulate the sales and marketing programs f] Implementation of highly professional Below-The-Line [BTL] activities g] Implementation of quality Pre-Commercial Trail activities g] Accounts receivable management i] Customer service management j] Develop KRA for sales and marketing personnel k] Conduct quarterly and annual performance review l] Safety and QTM implementation SYNGENTA PHILIPPINES, INC. [Merger of Novartis and Zeneca] 12F Two World Square, 22 Upper McKinley Road McKinley Town Center, Fort Bonifacio, 1630 Taguig City Philippines (63 2) 856-9242 to 50 Achievement/s: Y2007 Excellence in Performance Award Y2007 APAC Success Story Finalist [Functional Team Award] Y2006 Sales/Market Expansion Recognition Y2005 Business Development Award Position: Crop/Product Manager: 01/01/10 to 10/31/10 a] Basic demand creation b] Market linkage development c]...
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