...Motors) Anhui Jianghuai Automobile Corporation Limited (JAC Motors) Anhui Jianghuai Automobile Corporation Limited (JAC Motors) Arai Arai Ashok Leyland Limited Ashok Leyland Limited Manish PADHARIA Pankaj GAUTAM Shibu APPUNNI Shekhar DRAVID Anand PATIL Devender KUMAR N C AGARWAL David JACKSON Suresh WILLIAMS Anurag KHARGONKAR Dhananjay KALE Jitendra JASANI Shamprasad PONKSHE Vivek SONAR K Chandra SEKHAR K Venkat RAO S Ravindra BABU Henry XIA Jack ZHANG Jina KANG Jina KANG D J KULKARNI M R SARAF Hitesh SHARMA Nitin KARULKAR Managing Director Area Manager Assistant Manager – Business Development Vice President - Business Development Assistant General Manager - Marketing General Manager (Marketing) President and Chief Executive Officer Director Business Development, Transport SBU Director (Marketing and Development) Vendor Development Deputy Manager Assistant General Manager Executive Vice President Senior General Manager Chief Mechanical Engineer Works Manager Chief Mechanical Engineer Sales Director Sales Manager Regional Manager Regional Manager Senior Deputy Director Deputy Director Deputy Manager...
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...the Ford Motor Company. The different aspect of their development and future production in discuss in the paper below. This company was selected by our team because of Ford Motor Company has come a long way despite having going through auto industry crash a couple of years ago. The company was founded in 1903 by Henry Ford. He was 39 when founded the company. He started producing cars in Detroit, Michigan where he introduce the first engine, which had a removable cylinder head and the first safety glass in windshield. Within a decade of starting, Ford led the world in the expansion and refinement of the assembly line. He also crested a scientific laboratory, which was responsible for the invention of the SQUID device. By the 1980’s, Ford introduces several highly successful vehicles around the world. Even to this day, no cannot think about getting a new car without thinking about some type of ford vehicle. Even though the first modern automobile was already created, Ford’s plan was to create a low price engine powered car that the average man could afford. 2014 was a year that started a successful plan into the right direction. Despite having a $12.6 billion in losses and plants years ago they have regain quite well for themselves. Their financial reports show a company growth and improvement in the fiscal health department. `Their pre-tax operating profit of $8.6 billion was among the best in their history and automotive operating-related cash flow hit a record, since at least...
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...Venture Capital Funding Proposal Venture Capital Funding Proposal 08 Fall 08 Fall EXECUTIVE SUMMARY Mobileye N.V. is a growing competitor in the Advanced Driver Assistance Systems (ADAS) industry. Mobileye is the successful developer of the EyeQ software on a low cost, automotive standards chip that allows for real time interpretation of data on visual surroundings, assisting drivers in prevention of collisions and identification of threats. The single camera system and strong relationship that Mobileye maintains with currently 18 original equipment manufacturers (OEMs) means the product is low cost, but still maintains quality and effectiveness. Mobileye being the developer of its flagship product, the EyeQ, with primary costs to production being the purchase of microchips on which the software is reproduced, means that cost of revenues is low, output is highly scalable and so Mobileye is capable of devoting substantial portions of future earnings to further research, improving existing products and gaining further growth through introduction of other ADAS products. This suggests extremely positive growth potential for Mobileye over the medium term. The ADAS market in which Mobileye operates shows a potential compound annual growth rate of more than 50% until 2018 (vli Ltd, 2014). This expected growth is attributed to several strong factors. Firstly, rapid technological progress has substantially lowered costs to production, meaning a much broader market of vehicles...
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... Alan Mulally, CEO, Ford Motor Company Alan Mulally is president and chief executive officer of Ford Motor Company. He also is a member of the company’s Board of Directors. Prior to joining Ford in September 2006, Mulally served as executive vice president of The Boeing Company, and president and chief executive officer of Boeing Commercial Airplanes. In that role, he was responsible for all of the company’s commercial airplane programs and related services. Mulally also was a member of the Boeing Executive Council and served as Boeing’s senior executive in the Pacific Northwest. Mulally was named Boeing’s president of Commercial Airplanes in September 1998. The responsibility of chief executive officer for the business unit was added in March 2001. Previously, Mulally served as president of Boeing Information, Space & Defense Systems and senior vice president of The Boeing Company. Appointed to that role in February 1997, he was responsible for Boeing’s defense, space and government business. Beginning in 1994, Mulally was senior vice president of Airplane Development for Boeing Commercial Airplanes Group, responsible for all airplane development activities, flight test operations, certification and government technical liaison. Earlier, Mulally served as Boeing’s vice president of Engineering, and as vice president and general manager of the 777 program. Mulally joined Boeing in 1969 and progressed...
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...In 1908, entrepreneur and visionary Billy Durant had created the first automotive conglomerate and the industry’s first vertically integrated company through a series of mergers and acquisitions. There were 25 automobile manufactures , suppliers and others who operated independently and report directly to Durant. There were duplication , internal competition and high cost of production. By 1920 due to poor management and economic recession , Durant lost control of the company to the Dupont family. The Doponts appointed Alfred P. Sloan to reorganize GM’s structure and management processes to be line with Dupont strategy Sloan Strategy Three major strategies Ingenious Marketing policy : Pricing of various different cars from economic class to deluxe. Within the company there would be no duplication in the price fields. GM had car for every purse and purpose which gave competitive advantage from its competitors. Commitment to innovation: Innovation includes annual vehicle change, high compression , over head valves , V-8 engines, automatic transmissions they also include financial innovations like credit financing facilities. International Diversification: GM began exporting of cars in 1925 and the purchased British vehicle firm Vauxhall in 1925, German operation Opel in 1929 and Australian Holden in 1931. Structure Sloan devised a multidivisional structure to replace Durant’s loose management system. The system was known as “decentralization with coordinate control”....
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...COMPANY PROFILE Sime Darby Berhad REFERENCE CODE: 5C1EB837-8775-459E-B821-AC170A84896A PUBLICATION DATE: 8 May 2015 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Sime Darby Berhad TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 Business Description...........................................................................................4 History...................................................................................................................6 Key Employees...................................................................................................10 Key Employee Biographies................................................................................12 Major Products and Services............................................................................20 Revenue Analysis...............................................................................................22 SWOT Analysis...................................................................................................24 Top Competitors.................................................................................................30 Company View.............................
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...Cooper Industries Corporate Strategy * Reputable maker of engines and compressors to propel natural gas. * More than 150 years of Business duration. * Cooper Industries acquired more than 60 manufacturing companies in 30 yrs. Q1. What is Cooper’s corporate strategy * Cooper Industries’ main corporate strategy is broad diversification through M&A. * Cooper Industries acquired firms in order to lessen its dependence on cyclical natural gas industry and to exhibit stable earnings. * Cooper Industries acquired firms that had stable earning, a broad customer base and proven manufacturing operations using well-known technologies. * Cooper Industries had a good corporate level strategy of diversification. * Copper Industries acquired both related and non-related businesses. * As a result, Cooper Industries could exhibit stable earnings. * Reasons for Cooper’s diversification * Threats of its original industry : * Low growth level * Unstable market(cyclic) * Technology Issues * Expensive labor and high costs. * Cooper’s strengths : * Skilled labor and high technology that could be used in other businesses * Financially abundant. * In order to refrain from possible threats and maximize its strengths, Cooper chose to diversify its business both in size and scope. * By diversification, Cooper could achieve, * Update of processes and equipment ...
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...focus? AUTOMOTIVE / FINANCE SERVICES 3. Who is on the Board of Directors? William Clay Ford Jr. Executive Chairman Ford Motor Company Stephen G. Butler Retired Chairman and Chief Executive Officer KPMG, LLP Kimberly Casiano President and Chief Operating Officer Casiano Communications, Inc. Anthony F. Earley, Jr Chairman and CEO of DTE Energy Edsel B. Ford II Director and Consultant William Clay Ford Director Emeritus Richard A. Gephardt President and CEO of the Gephardt Group James Hance, Jr. Former CFO and former Vice Chairman Bank of America William W. Helman IV Partner Greylock Irvine O. Hockaday, Jr. Retired President and CEO Hallmark Cards Inc. Jon Huntsman Chairman Huntsman Cancer Foundation Richard A. Manoogian Executive Chairman and Chairman of the Board Masco Corporation Ellen R. Marram President The Barnegat Group, LLC Alan Mulally President and Chief Executive Officer Ford Motor Company Homer A. Neal Director, ATLAS Project, Professor of Physics, Interim President Emeritus UofMI Gerald L. Shaheen Retired Group President Caterpillar Inc. John L. Thornton Professor and Director, Global Leadership Program, Tsinghua University, Beijing, China 4. What are the company’s goals (as outlined in the Letter to Shareholders)? Strategic? Financial? Product? Other? Financial / Strategic: Ford plans to build on their performance in 2010 with continued improvement in total company pre-tax operating profit, excluding special items, and Automotive operating-...
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...General Motors Co Strategic and Financial Analysis ADVANCED CORPORATE FINANCE April 22, 2012 Authored by: Ana Romero, Roshan Picardo, Carlos Castro, Shikhar Agarwal 0 General Motors Co Strategic and Financial Analysis Executive Summary This report provides an evaluation of strategic and financial evolution of General Motors Company (GM) in the last ten years. Events like the global economic recession lead to a deep restructuring of the firm, filling for bankruptcy and a government bailout. The report provides an analysis of GM’s business model, products, the markets it is competing in, the global automotive and manufacturing industry and it also assess its attractiveness for incumbents and new entrants is also With a brief history of GM we evaluate its reaction to the global recession. We compare their business model before, during and after the recession, comprising the strategic and financial implications of their restructuring plan. We provide results from this restructuring, including improvements in GM’s financial ratios like ROA (from 0.05 in 2010 to 0.07 in 2011) and ROE (from 0.23 in 2010 to 0.25 in 2011). While the recession significantly affected GM, it also affected the rest of the automobile industry, including their American competitor Ford Motors. We compare the main differences between these two important companies and analyze the way they reacted to the recession. We also observe the approach that Ford has taken to recovery, in terms of governance...
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...Chief Executive Officer Tom Grant set many objectives for his company to achieve in order to be successful in their industry. These objectives included commanding a strong position in all their chosen markets worldwide, based on leading edge technology, total quality and high manufacturing efficiency, bringing the automotive, aerospace and industrial sectors to a better balance in their contribution to group sales and profits, achieving performance and profit levels which match and beat those of their international competitors in all their businesses, enhancing the value they are able to provide to their existing and potential customers, and developing a company culture that encourages and rewards enterprise, professionalism and flexibility at every level in the organization. In order for these objectives be achieved by Lanchester, Tom Grant created the concept of a Competitiveness Achievement Plan. This plan would help support the company’s strategy and objectives due to the fact that it required every department to produce a plan that would demonstrate how they are capable of matching the performance of its closest competitors in the same market or how it can be even more successful in the same market. With this plan being fully functional it is easy to see Lanchester rising to the top of the industry but as a result of poor execution, this company would fail at achieving their objectives. A few different factors played a part in causing the Strategic Leadership Plan at Lanchester...
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...Solutions to Questions 1-1 A strategy is a game plan that enables a company to attract customers by distinguishing itself from competitors. The focal point of a company’s strategy should be its target customers. 1-2 Customer value propositions fall into three broad categories—customer intimacy, operational excellence, and product leadership. A company with a customer intimacy strategy attempts to better understand and respond to its customers’ individual needs than its competitors. A company that adopts an operational excellence strategy attempts to deliver products faster, more conveniently, and at a lower price than its competitors. A company that has a product leadership strategy attempts to offer higher quality products than its competitors. 1-3 A person in a line position is directly involved in achieving the basic objectives of the organization. A person in a staff position provides services and assistance to other parts of the organization, but is not directly involved in achieving the basic objectives of the organization. 1-4 The Chief Financial Officer is responsible for providing timely and relevant data to support planning and control activities and for preparing financial statements for external users. 1-5 The three main categories of inventories in a manufacturing company are raw materials, work in process, and finished goods. 1-6 The five steps in the lean thinking model are: (1) identify value in specific products and services; (2) identify the...
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...404-084-1 BAB041 Revised May 18, 2004 William F. Glavin Center for Global Entrepreneurial Leadership DaimlerChrysler Merger: The Quest to Create “One Company” Tom Stallkamp, Chrysler president and executive in charge of accelerating integration of the recently merged Daimler and Chrysler companies, was feeling great frustration. Why couldn’t he move the integration process along more rapidly? He could see clearly the amazing potential for payoffs, but it just wasn’t happening. He wasn’t used to being unable to move the organization, and he hated the feeling of being able to visualize great things without being able to mobilize people to action. What else could he do? Maybe it was time to let the two cultures duke it out, and allow the stronger one to win. That would be one kind of integration, though not quite what he had been working for. Background At 4:00pm on November 12, 1998 as the final bell rang on the New York Stock Exchange, U.S. automaker Chrysler Corporation and German automaker Daimler-Benz ceased to exist. They emerged the next day as a new global conglomerate named DaimlerChrysler AG. With combined revenues of $130 billion and a market capitalization of $92 billion, DaimlerChrysler became the fifth largest automaker in the world in number of vehicles sold and third largest in sales. The $40 billion stock deal was the largest ever in the industrial world. Upon completion of the transaction Daimler stockholders owned 57 percent of the new DaimlerChrysler...
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...Motion's (RIM) Founder Mike Lazaridis in 1996, providing wireless web enabled devices across multiple networks. At the time, Lazaridis was an engineering student at the University of Waterloo while Fregin was an engineering student at the University of Windsor. BlackBerry Limited (BlackBerry), incorporated on February 24, 2003, is a provider of mobile communications. The Company is engaged primarily in the provision of the BlackBerry wireless solution, consisting of smartphones, service and software. The Company's four areas of business are Devices business, Enterprise Services, BlackBerry Technology Solutions (BTS) business and Messaging. The Company's Devices business is focused on delivering smartphone products. BlackBerry's Enterprise Services business offers enterprise products and services. The Company's BTS business consists of five units: QNX Software Systems Limited (QNX), Certicom, Paratek, the BlackBerry Internet of Things (IoT) Platform, and Intellectual Property and Patent Licensing (IPPL). The Company's Messaging business is engaged in providing BlackBerry Messenger (BBM). The Company's smartphones are powered by the BlackBerry 10 operating system (OS). BlackBerry smartphones are available from various carriers and indirect channels, through a range of distribution partners, and are designed to operate on a range of carrier networks, including High Speed Packet Access (HSPA), HSPA+, Universal Mobile Telecommunications System (UMTS), Global System for Mobile Communications...
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...General Motors Co. (NYSE:GM, TSX: GMM) and its partners produce vehicles in 30 countries, and the company has leadership positions in the world's largest and fastest-growing automotive markets. General Motors, the world's largest auto manufacturer, makes cars and trucks, with brands such as Buick, Cadillac, Chevrolet, and GMC. GM also builds cars through its GM Daewoo, Opel, Vauxhall, and Holden units. Financing and insurance activities are conducted by Ally Financial (formerly known as GMAC), of which GM owns about a 10% stake. Throughout its financial woes, GM has received billions of dollars in loans from the Canadian and US governments, negotiated concessions with labor unions, and jettisoned brands. The auto giant went through a six-week bankruptcy protection in 2009; it issued an initial public offering and returned to the stock market in 2010. General Motors was founded on September 16, 1908, in Flint, Michigan, as a holding company for Buick, then controlled by William C. Durant. At the turn of the 20th century there were fewer than 8,000 automobiles in America and Durant had become a leading manufacturer of horse-drawn vehicles in Flint, MI, before making his foray into the automotive industry. GM's co-founder was Charles Stewart Mott, whose carriage company was merged into Buick prior to GM's creation. Over the years Mott became the largest single stockholder in GM and spent his life with his Mott Foundation which has benefited the city of Flint, his adopted home...
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...financial analysts, portfolio managers and others in understanding and evaluating the company. This book presents graphics, tabular and other statistical data about the consolidated company and its business segments. Forward-Looking Statements This DATA BOOK contains forward-looking statements which may be identified by their use of words like “plans,” “expects,” “will,” “anticipates,” “believes,” “intends,” “estimates” or other words of similar meaning. Although they reflect our current expectations, these statements are not guarantees of future performance, but involve a number of risks, uncertainties, and assumptions. Some of which include: fluctuations in energy and raw material prices; failure to develop and market new products and optimally manage product life cycles; global economic and capital markets conditions; litigation and environmental matters; changes in laws and regulations or political conditions; business or supply disruptions; ability to protect and enforce the company’s intellectual property rights; successful integration of acquired business and separation of underperforming or non-strategic assets;...
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