...MITSUBISHI MOTORS CORPORATION : Announces Fiscal 2013 First Quarter Operating Results 07/30/2013 | 03:14am US/Eastern Recommend: 0 Tokyo, July 30, 2013 - Mitsubishi Motors Corporation (MMC) today announced its sales and financial results for the first quarter of the 2013 fiscal year (FY) ending March 31, 2014. 1. Performance overview MMC posted a consolidated net sales of 409.4 billion yen for the first quarter of fiscal year 2013 (April 1, 2013 through June 30, 2013), a 2% or 9.9 billion yen decrease over the first quarter of fiscal 2012, showing a decrease in wholesale volume. MMC posted an operating income of 16.0 billion yen, a 7% or 1.1 billion yen increase over the same period last fiscal year. The increase was due mainly to favorable exchange rates as well as reductions in material and other costs which together overcame such negative factors as decreases in wholesale volume and increases in sales expenses including advertising costs. Along with the increased non-operating income from factors including foreign exchange gains MMC posted an ordinary income of 22.3 billion yen, a 57% or 8.1 billion yen increase year-on-year. Net income for the term amounted to 16.4 billion yen, an 18% or 3.6 billion yen decrease year-on-year without the benefit of a 11.4 billion yen in extraordinary income from the sale of stock in affiliates like what was recorded in the first quarter of last fiscal year. 2. Sales volume (Retail) Global retail sales volume for the first quarter...
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...“The Five Year Plans were successful in strengthening the Economy before 1941.” Explain why you agree or disagree with this view. Though with many flaws Stalin’s five year plans did create a strong industrial base for Russia. Stalin’s aims for strengthening the economy could identify the successes of the five year plans. Stalin wanted to strengthen the economy to increase military strength due to the fear of foreign invasion he needed a well-developed industrial base especially of heavy industry. He also wanted to achieve self-sufficiency, and to improve standards of living of people in Russia to bridge the gap between them and the West. A strengthened economy would fulfil and maintain the promise to international proletariat to develop the country and become the first socialist state by industrialising. In some ways, the five year plans fulfilled some of Stalin’s aims for example, the focus on rapid increase in industrial capacity and growth of industry especially, heavy industry and armament production. Coal and iron output doubled and defence armaments grew rapidly as resources were diverted to them. Also hydro-electric dams, canals, railways and other infrastructural projects were built. The five year plans transformed the primitiveness of the country, creating a massive urban working class and trebling electricity production. As well as strengthening the economy and achieving military strength this expansion gave Russia enough strength to resist and eventually beat the...
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...CONTEXT: Year 1987POINT OF VIEW: Chung Se-Yung, Chairman of the Hyundai Group of Companies.MAIN PROBLEM:Hyundai Group adopted and had been into practice the authoritarian style of management. Without taking into consideration the fact that during the last two decades of dynamic growth in operations; their management style hindered their evolution .SECONDARY PROBLEM :1. With the rising competition and swelling demands from Korea’s more independent youth generation, Hyundai’s strategies of low wages and hard work were no longereffective.2. The reported labor rebellion at Ulsan that were participated by 2000 Hyundaiworkers since December 1988.3. Hyundai started to move away from Korea’s slumping construction and shipbuilding industries and faced a troubled transition to a high-tech , high-wagedfuture.COMPANY OBJECTIVES :To gradually transform leadership strategies to meet the demands of the times and thedemands of an increasingly complex socio-economic structure that was under going tremendousflux, and a high return on investments as an added incentive. SWOT ANALYSIS :STRENGTHS :1. As according to Ibrahim , Hyundai construction crews at work are like disciplined ,para-military , single-minded , self-sufficient machine.2. Working fourteen-hour shifts and seven-day weeks , the construction crews do theirfaster than anyone else.3. Hyundai Chairman’s audacity, determination , and imagination remained to be a trademark of the man as the financial stakes...
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...over a million were in operation. The leading producer with nearly half the market was Bombardier, based in Montreal, producer of Sea Doo personal watercraft. Other producers included Polaris Industries, Kawasaki, and Yamaha. Despite, or perhaps because of, their popularity jet skis were under attack from several quarters. Safety concerns resulted from the speed of jet skis and from some of their operating characteristics. One character- istic was that they were nearly impossible to control when 29New York Times, March 28, 2011. 30www.globalnetworkinitiative.org. 31See the Chapter 24 case Google Out of China. 32New York Times, March 7, 2011. 33The Guardian, April 21, 2011. 34Wall Street Journal, April 20, 2011. 35Washington Post, April 24, 2011. an operator lost hold of the throttle. A study published in the Journal of the American Medical Association reported that inju- ries associated with personal watercraft increased dramatically with an estimated 12,000 people treated in hospital emergency rooms in 1995, including four fatalities. The study also indi- cated that the accident rate for personal watercraft was substan- tially higher than for regular motorboats. In California, jet skis accounted for 55 percent of boating injuries but only 18 percent of registered boats. The industry responded that surveys had shown that the average personal watercraft was used more per year than larger boats, making the accident rates “roughly com- parable” to water skiing. Kawasaki stated...
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...arrangements are also very important in increasing or decreasing employees’ motivation. Our group decided to focus on the motivational factors and the reality of it in a real business organization. We came across an acquaintance who currently works as Hyundai Heavy Industry (HHI). He told us about the unique culture of foreign dispatch system, common in industrial companies. According to our interviewee, foreign dispatch systems have clear pros and cons and that organizations use various methods in order to satisfy the ones who work abroad. Hyundai Heavy Industry is the world's largest shipbuilding company, headquartered in Ulsan, South Korea. It has seven business divisions: Shipbuilding, Offshore & Engineering, Industrial Plant & Engineering, Engine & Machinery, Electro & Electric Systems, Construction Equipment, and Green Energy. HHI was awarded a trophy to celebrate an achievement of exporting one hundred million dollars in 1974. Continuously, HHI was awarded one billion dollars trophy, five billion dollars trophy, ten billion dollars trophy, and fifteen billion dollars trophy before 2009, in the same field. HHI is one of the major companies which have more than twenty-five-thousand employees. Hyundai Heavy Industries Co., Ltd established a manufacturing plant of wind...
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...New Hire Communication Jose A Marquez Navarro COM/295 11/03/2014 New Hire Communication Welcome to Subaru Of America Regional Distribution Center. As a new hire I would like to introduce you to our company culture and processes. As an instructor in our company you are expected to follow our procedures to train new warehouse associates according to our procedures written in our manuals. Company Culture At Subaru Of America Regional Distribution Center we believe and encourage our employees on working smarter and not harder every day. Our expected business goal for every employee is based on 80 lines per hour in production. We take care our staff very seriously and offer them the best benefits possible from healthcare to big discount in company cars. We like to keep a professional and friendly environment and enforce our employees to create new ways to make the process more efficient and easier for them. Company Process Our company process to meet our expected goals is to achieve a 100% of production standards based on line per hours. The personnel are expected to pick, pack and ship through our different carriers the merchandise to our retailers. Instruction Employees need to follow company policies. Phones, headphones and food are prohibited in the work area. Safety is our top priority for our team as having a clean work environment is too. Employees may have radios in their packing stations, any emergency call they may need to take are to...
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...arrangements are also very important in increasing or decreasing employees’ motivation. Our group decided to focus on the motivational factors and the reality of it in a real business organization. We came across an acquaintance who currently works as Hyundai Heavy Industry (HHI). He told us about the unique culture of foreign dispatch system, common in industrial companies. According to our interviewee, foreign dispatch systems have clear pros and cons and that organizations use various methods in order to satisfy the ones who work abroad. Hyundai Heavy Industry is the world's largest shipbuilding company, headquartered in Ulsan, South Korea. It has seven business divisions: Shipbuilding, Offshore & Engineering, Industrial Plant & Engineering, Engine & Machinery, Electro & Electric Systems, Construction Equipment, and Green Energy. HHI was awarded a trophy to celebrate an achievement of exporting one hundred million dollars in 1974. Continuously, HHI was awarded one billion dollars trophy, five billion dollars trophy, ten billion dollars trophy, and fifteen billion dollars trophy before 2009, in the same field. HHI is one of the major companies which have more than twenty-five-thousand employees. Hyundai Heavy Industries Co., Ltd established a manufacturing plant of wind power generator...
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...BỘ GIÁO DỤC VÀ ĐÀO TẠO TRƯỜNG ĐẠI HỌC HOA SEN KHOA KINH TẾ THƯƠNG MẠI BÁO CÁO THỰC TẬP NHẬN THỨC SVTH: TRẦN DẠ MAI TRINH MSSV: 2008986 Lớp: NT121 GVHD: NGỤY THỊ SAO CHI TP HCM Tháng 09/2014 BỘ GIÁO DỤC VÀ ĐÀO TẠO TRƯỜNG ĐẠI HỌC HOA SEN KHOA KINH TẾ THƯƠNG MẠI BÁO CÁO THỰC TẬP NHẬN THỨC SVTH: TRẦN DẠ MAI TRINH MSSV: 2008986 Lớp: NT121 GVHD: NGỤY THỊ SAO CHI TP HCM Tháng 09/2014 ABSTRACT As future managers, it is really important for us to know and understand how multiple companies work. CONTENTS ABSTRACT i CONTENTS ii LIST OF TABLES & PICTURES iv CHAPTER 1: INTRODUCTION OF SAMSUNG 5 1.1 SAMSUNG in general 5 1.2 History of SAMSUNG Electronics 6 1.3 Vision 7 1.4 Mission 7 1.5 Objectives 8 CHAPTER 2: STRATEGIES 9 2.1 R&D (research and development) strategy 9 2.2 Pricing 10 2.3 Human resources 10 2.4 Marketing 11 2.5 Products 11 CHAPTER 3: OPERATION 15 3.1 Worldwide operations of Samsung. 15 3.1.1 Market Share 15 3.1.2 STP Analysis 16 3.1.3 4P’s...
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...electronics ,especially in the smartphone industry today.Originating from South Korea,the company has established a strong presence worldwide.A company with an extremely diversified portfolio,Samsung has a complex brand to manage.We conducted a comprehensive assessment of how the company has performed overall as a brand. Our Survey We conducted a survey on people from various countries.The idea was to find out what an average consumer of gadgets thinks about Samsung.We asked them questions on their profile,age,gender,where they purchase consumer electronics and what are the factors they consider while making the purchase.Our results are utilized in the analysis throughout the report. History-What is Samsung? Lee Byung-Chul founded Samsung, which means “Three Stars” in Korean, in 1938 in Taegu, South Korea. The company grew to become the largest “Chaebol” in South Korea. Chaebols are multinationals that invest in several international enterprises.The company started from a trading company and ventured into industries that vary from electronics to insurance.Initially,they did not invest in branding Samsung,however,they have been actively branding now. Brand Architecture We look at Samsung’s brand structure by studying its corporate brands and endorsed brands.The underlying strategy that holds the various industries of Samsung: Corporate Branding The most prominent Samsung subsidiaries include Samsung Electronics, Samsung Heavy Industries, Samsung Engineering, and Samsung...
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...Business Model and Strategic Plan: Part I David McNally BUS/475 June 24, 2014 Mahesh Singh Business Model and Strategic Plan: Part I The new company division: Toruku Electric Motorcycles Kawasaki Motors Inc. plans on launching a new division focused on developing, manufacturing and selling electric motorcycles for both use on and off-road. The concept of designing electric motorcycles for multiple consumer markets is a fast growing idea. Several small companies are attempting to pioneer this new market with limited success. We at Kawasaki feel this limited amount of market penetration and development is mainly due to consumer wariness of new manufacturers and the limited R&D budgets of these companies. Kawasaki feels the electric motorcycle is the next step in motorsports evolution. We want to combine the best aspects of traditional gasoline powered motorcycles with today’s advanced technology. The electric motorcycle has the potential to surpass its internal combustion engine driven sibling in every way. Electric motorcycles will to be more lightweight, efficient, faster accelerating, and a blast to ride. The mission statement for this new division will be that Kawasaki Motors Electric Division is committed to transforming the experience of motorcycling by producing highly innovative electric motorcycles that combine superior value and performance. This division is powered by innovation, driven by passion, guided by integrity and measured by results. We will...
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...Mitsubishi Heavy Industries Technical Review Vol. 49 No. 2 (June 2012) 1 The Dubai Metro, the World’s Longest Fully Automated Metro Network Tr a n s p o r ta t i o n S y s t e m s D i v i s i o n The Dubai Metro infrastructure was designed to support economic growth in Dubai, and is the first urban railway in the Gulf States. Dubai has established its position as a leading hub for finance, logistics, and tourism in the Middle East. During this process, chronic traffic congestion became a serious social issue, stemming from the population increase that ensued from rapid economic growth. In order to alleviate traffic congestion, the Dubai Government decided an urban railway would be constructed. In 2004, the Dubai government asked for international tenders for the Dubai Metro Project and the following year placed an order with the Dubai Rapid Link Consortium (DURL), a five-company consortium lead by Mitsubishi Heavy Industries (MHI), with three other Japanese companies and one from Turkey. DURL was responsible for delivering a fully automated driverless railway system including all related engineering and construction. The Civil Works including the design, engineering and construction of tunnels, elevated viaducts, and station buildings and depots were performed by our civil works partner, a joint venture consisting of Obayashi Corporation, Kajima Corporation, and the Turkish firm Yapi Merkezi. MHI, in collaboration with Mitsubishi Corporation, was responsible for the design...
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...Keiretsu Translated literally, it means headless combine Keiretsu is a Japanese word which, translated literally, means headless combine. It is the name given to a form of corporate structure in which a number of organisations link together, usually by taking small stakes in each other and usually as a result of having a close business relationship, often as suppliers to each other. The structure, frequently likened to a spider's web, was much admired in the 1990s as a way to defuse the traditionally adversarial relationship between buyer and supplier. If you own a bit of your supplier, reinforced sometimes by your supplier owning a bit of you, the theory says that you are more likely to reach a way of working that is of mutual benefit to you both than if your relationship is at arm's length. American trade officials, however, disliked Japan's keiretsu because they saw them as a restraint of trade. Jeffrey Garten, once under-secretary of commerce in charge of international trade and then dean of Yale School of Management, said that a keiretsu restrains trade “because there is a very strong preference to do business only with someone in that family”. Despite its government's disapproval, corporate America liked the idea. Jeffrey Dyer wrote in Harvard Business Review in 1996 that Chrysler had created “an American keiretsu”. The company's relationship with its suppliers, which were reduced in number from 2,500 in 1989 to 1,140 in 1996, had improved to such an extent, claimed...
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...Utilizing empirical data, this case illustrates the evolution of the commercial vehicle industry in Turkey, changes in industry conditions, and competitive strategies employed by the incumbent and its Japanese rivals in various life cycle stages. The product’s quality of OMC was not up to the mark compared to the competitors. The technology utilized in Isuzu and Mitsubishi was far better than OMC. They failed to view Japanese companies as their competitors initially. Timely decisions were not taken. The product leadership, being market leader and first mover advantage all was lost by OMC. Alternatives OMC’s alternatives are: 1) increase Iveco’s share to 50 percent and provide new technology platforms; 2) sell 100 percent of OMC’s assets and business; 3) Concentrate on dominant products by improving quality, and improving on service and distribution making it competitive while eliminating all the weaker products. Recommendation Otoyol’s best options are to eliminate all the weak products and start investing in new technology to improve the quality of their dominant products or leave the market completely by selling the business. Rationale Having a 62.9 percent service sector, a 28.6 percent industrial sector, and an 8.5 percent agricultural sector, Turkey’s economy has grown to 18th in the world. Its textile, food and automotive manufacturing are the frontrunners in the industry sector. This has caused a rise demand over the years for commercial vehicles. Koc Holding...
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...Caterpillar is an American organization which plans, makes, markets and offers apparatus, motors, financial and insurance to clients through an overall merchant network Caterpillar is the world's driving producer of development and mining hardware, diesel and regular gas motors, mechanical gas turbines and diesel-electric locomotives. With more than US$89 billion in resources, Caterpillar was positioned number one in its industry and number 44 overall in the 2009 Fortune 500. Some of the key steps that lead to Caterpillar becoming the industry leader in earth-moving machinery are the strategic decisions, strong foundation and sustainability. The story of caterpillar dates back to the late 19th century when Daniel Best and Benjamin Holt each were experimenting with ways to fulfil the promise steam tractors held for farming. Prior to the merger that formed Caterpillar Tractor Co. in 1925, The Hold Manufacturing Company and C.L. Best Tractor Co. had individually pioneered gasoline-powered track type tractors. The first Diesel Sixty Tractor was produced in 1931. By 1940, Caterpillar’s product line had expanded to include motor graders, blade graders, elevating graders and electric generator sets. During World War 1, Holt’s track-type tractors were in great demand by the Allies for pulling and supply wagons through harsh conditions. Troops in World War 2 also relied on Cat equipment, including track-type tractors, motor graders, generator sets and special diesel engines for M4 tanks...
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...newest proposition involved setting up joint ventures in renewable energy, electricity grid equipment and nuclear power. In fact, the value of the stakes Alstom will own in the three joint ventures is estimated to be about €2.6bn which means that the net cash cost of the deal for GE is about €9.7bn. Moreover, the US and European regulators required the sell-off of part of the GE’s turbine business to the Italian Ansaldo Energia in order to keep the market competitive. Before GE got the “green light” from Paris, there was lot of competition between GE and the joint offer of Siemens and Mitsubishi Heavy Industries for the acquisition of Alstom, even though the board of Alstom favoured GE’s clear and simple offer. Moreover, GE promised to add about 1000 new jobs in France, where it has had large existing operations for decades. On the other hand, the government liked the fact that Mitsubishi-Siemens offer was based on forming a partnership and was not going to be a takeover. Finally, when GE modified its proposal, it won the war. About General Electric General Electric, headquartered in Fairfield, Connecticut (US), is a multinational leading corporation with a highly diversified business. General Electric is a key player in the...
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