...Bombardier transportation and the Adtranz Acquisition 1. What is this case about (250 words)? 2. What are the Key Success Factors of the railway equipment industry ? 3. Draw a schematic representation of Bombardier’s business portfolio before and after the Adtranz acquisition. How critical is the European railway market for Bombardier? (From a business and a corporate level perspective). 4. Is Adtranz an attractive acquisition target for Bombardier? What are the arguments for and against? 5. What should Lortie do with Adtranz? Integrate it ? Leave it as a stand alone? A mix? Justify. What should be his focus in Europe in the next three years : growth or profit ? Justify. 6. Propose an organizational structure for the Railway SBU of Bombardier. Justify. Question 1 Bombardier transportation was one of three major operating groups of Montreal, Canada-based Bombardier Inc, it was one of the world’s largest manufacturers of passenger rail cars. Adtranz, an European company belonging to DaimlerChrysler is the major player in Europe in propulsion systems and train controls. In order to expand BT’s presence in the global rail equipment industry, especially on European continent, BT considers that merging with Adtranz could enlarge its key competencies and know-how and will allow BT to be more competitive on its market. But this operation presents four main issues to be solved: The size of the acquisition, Adtranz was approximately twice the size of BT. ...
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...SURVEY Executive Radar 2011 European Rail Industry WHY PRODUCE AN EXECUTIVE RADAR? As a top strategy consultancy in the rail sector, Roland Berger Strategy Consultants actively supports industry leaders in identifying challenges, uncovering solutions and driving decisive change in their organizations. We have identified a growing need for dialogue amongst senior railway executives regarding the key issues that drive the industry. Therefore, we launched an "Executive Radar" to support executivelevel thinking in the European railway industry. This survey was conducted between July and September 2011, involving more than 150 top industry executives and representing a broad range of segments and positions in the value chain. The survey captured prevailing trends on two hot topics: > How have liberalization and privatization already affected companies along the value chain and what will be the biggest challenges in the coming years? > Which instruments can increase your companies' profitability and strengthen the sustainability of your financial base? Here we present the conclusions and trust you will find them insightful in supporting your strategic thinking and decision making. We would welcome the opportunity to have a more detailed discussion directly with you on any of the issues presented. THE EUROPEAN RAIL PRACTICE MANAGEMENT TEAM Stéphane Albernhe (Paris) Christoph Beseler Didier Bréchemier Francesco Calvi Parisetti Alain d'Oultremont Roland Falb Boris Firsov...
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...countries of the world with a huge number of different problems but most importantly with an emerging service sector. Really this is a great tonic for this underdeveloped country on the way of development. So to utilize this potential setting up of a lot of service organization is needed. But the service organization should not be public rather private. Because we all know about the poor service quality and negative profit of the public service organizations of Bangladesh. So the privatization of service sector is one of our desired initiatives. It is one of the leading aspects with a very bright potential to boost-up the economy of this third-world poor country. Prepared by: Md. Abdul Hai – 07882860 Essence of Privatization Despite a significant degree of public ownership in health, education, communication, utilities and energy sectors in the pre-independence period, Bangladesh inherited basically a private sector dominated economy at the time of independence in 1971. A set of three inter-related reasons are put forward as rationale for privatization in Bangladesh. These are: • Improvement of the governments’ fiscal situation; • Improvement in enterprise efficiency following privatization; and • Mobilization of greater domestic as well as foreign investments for higher growth in the medium-term. Privatization is the incidence or process of transferring ownership of a business enterprise, agency or public service from the public sector (the state or government) to the private...
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...Abstract Pakistan Railways is a national transport service of Pakistan. It’s head-quartered is in Lahore and is working under the Ministry of Railways. Pakistan Railway provides an important mode of transportation throughout Pakistan. It is commonly referred to as the "life line of the country", by aiding in large scale movement of people and freight throughout Pakistan. A railway all over the world is considered, cheapest, safest and efficient mode of passenger and freight carrier. Pakistan is no exception to this. Till 1970’s Pakistan railways used to be a profit earning entity. Due to successive governments tilt towards road network affected the railway operations. By introducing NLC (National Logistic Cell) during Zia’s regime railways started sliding downwards and till date has not been able to stand upon its legs. Railways need huge investments which was not forth coming by the governments who remain power one after the other. This not only affected the railway operation both in passenger as well as freight. The much needed investment in shape of infrastructure, equipment and material was not forth coming. The railway assets due to lack of repair and maintenance started becoming inoperative and obsolete. The lack of Government attention and apathy Pakistan railways has reached at its lowest ebb. The rolling stock and locomotives have outlived their utility. The only way through which Pakistan Railways can be broad back to its past glory if the Government injects heavy...
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...A Port is a geographical area where ships are bought alongside land to load and unload cargo – usually a sheltered deep water area such as a bay, or river mouth. The Port Authority is the organization responsible for providing the various maritime services required to bring ships alongside land. Terminal is a section of the port consisting of one or more berths devoted to a particular type of cargo handling. • Infrastructure for ship berth; • Sea/ river and land access; - Road/Rail/IWT access • Industrial area. [pic] Ports - nodes to link with other inland transport modes such as highways, railways, and inland waterway systems. Ports not only act as gateways for trade, but also attract agents of commercial infrastructure such as banks and insurance agents, as well as industrial activities. Ideal port or harbor ← Adequate Depth Of Water within the harbour, the approaches, and the entrance channels to accommodate safely the largest vessels expected to use the harbour, at the same time providing adequate protection from the open sea; ← Minimum Interference from tides and currents or, alternatively, structures and facilities designed to compensate for or overcome disadvantageous tides and currents; ← Freedom from fog and ice, or adaptation, such as ice-breaking technology; ← Bottom Characteristics that provide suitable anchorage for vessels within the harbour; ← Adequate Adjacent Land with physical characteristics...
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...The Logistics Industry in Turkey November 2013 1 Disclaimer Republic of Turkey Prime Ministry Investment Support and Promotion Agency (ISPAT) submits the information provided by third parties in good faith. ISPAT has no obligation to check and examine this information and takes no responsibility for any misstatement or false declaration. ISPAT does not guarantee the accuracy, currency, reliability, correctness or legality of any information provided by third parties. ISPAT accepts no responsibility for the content of any information, news or article in the document and cannot be considered as approving any opinion declared by third parties. ISPAT explicitly states that; it is not liable for any loss, negligence, tort or other damages caused by actions and agreements based on the information provided by third parties. Deloitte accepts no liability to any party who is shown or gains access to this document. The opinions expressed in this report are based on Deloitte Consulting’s judgment and analysis of key factors. However, the actual operation and results of the analyzed sector may differ from those projected herein. Deloitte does not warrant that actual results will be the same as the projected results. Neither Deloitte nor any individuals signing or associated with this report shall be required by reason of this report to give further consultation, to provide testimony or appear in court or other legal proceedings, unless specific arrangements thereof have...
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...Canadian National Railways July 22, 2013 University of Calgary Business Management “Mind Your Business” Executive Summary This report assesses CN’s quality as an employer and as an investment prospect. Mind Your Business used both primary and secondary research using publically available sources, with no contact with CN, its employees, or financial analysts, to complete this analysis. CN is a public company with 22,000 employees, and has the longest railway system in North America. Industry circles consider CN an increasingly profitable business. The Canadian Transportation Safety Board ensures CN abides by all laws and regulations. CN continually improves safety and environmental impact, which leads to better profits in the long run, particularly now that pipelines are becoming politically toxic in the eyes of the public. Recent environmental catastrophes such as the BP oil spill and the recent train explosion in Quebec, means CN must be careful with the public’s recent sensitivity to these types of environmental incidents that affect communities and their members. The company focuses highly on corporate social responsibility, with environment, education, health & safety, and community as a top concern. Rail emits less greenhouse gas emissions than heavy trucks, and CN also funds sustainability programs. The company uses state-of-the-art technology to ensure safety while improving operations, emphasizing on engineering, mechanical...
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...Privatization, Regulation and Competition in South Asia T. N. Srinivasan* 1. Introduction It is a great honor to be invited to deliver the Mahbub Ul Haq Memorial Lecture. Mahbub finished his graduate studies in economics and left Yale in 1956, a year before I began my own graduate studies there. He had set an exemplary record that those of us from South Asia who followed him at Yale, such as Bashir Karamali, Parvez Hasan, Syed Nawab Hyder Naqvi, Syed Naseem, and myself included, could only envy. In the late seventies, I interacted with Mahbub at the World Bank, where I spent three years at the Development Research Center. I still recall our discussions at the Bank about the Basic Needs Approach to economic development. As the Special Adviser to the UNDP Administrator, he pioneered the concept of Human Development and developed the Human Development Index (HDI). We resumed our discussions, this time on the conceptual and measurement issues related to HDI. Our debates were always friendly, and even though we strongly differed on development strategies, we were united in our belief that eradication of abject poverty and enabling each individual to achieve a fuller and richer life according to his or her own lights have to be the overarching objectives of any development strategy. The world of economics, and we in South Asia, lost a beacon of light, and a source of fresh ideas and innovations, when he was snatched away from us. Let me take this opportunity to pay tribute to his wife...
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...INTRODUCTION The participation of the state in enterprises in Nigeria dates back to the colonial era. The task of providing infrastructural facilities such as railway, road, bridges, water, electricity and port facilities fell on the colonial government due to the absence of indigenous companies with the required capital as well as the inability or unwillingness of foreign trading companies to embark on these capital-intensive projects(Iheme 1997).This involvement was expended and consolidated by the colonial welfare development plan (1946 – 56) that was formulated when the labour party came to power in the United Kingdom. This trend continued after independence such that by 1999, it was estimated that successive Nigeria Governments have invested up to 800 billion Naira in public owned enterprises (Obasanjo, 1999). THE CONCEPT OF PRIVATIZATION Although the concept of privatization is an is an emotive, ideological and controversial one evoking sharp political reactions, its political origins, meaning and objectives are not ambiguous. Iheme (1997).defines privatizations as: …any of a variety of measurers adopted by government to expose a public enterprise to competition or to bring in private ownership or control or management into a public enterprise and accordingly to reduce the usual weight of public ownership or control or management. However, in a strict sense, privatization means the transfer of the ownership (and all the incidence of ownership, including...
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...scope (with externalities that in principle invite considerable regulation), this study suggests an alternative institutional arrangement for improving PSEs’ financial performance: mutual stock holding among complementary enterprises tied around a public sector bank to minimise problems of soft budget constraint, dysfunctional legislative and bureaucratic interference, and to encourage close interaction between banks and firms to promote long term economic development. Introduction: Employing about 19 million persons, public sector currently contributes about a quarter of India’s measured domestic output. Administrative departments (including defense) account for about 2/5th of it, the rest comes from a few departmental enterprises (like railways and postal services), and a large number of varied non-departmental enterprises producing a range of goods and services. These include, close to 250 public sector enterprises (PSEs) owned and managed by the central government, mostly in industry and services (excluding the commercial banks and financial institutions). At the state level, production and distribution of electricity, and provision of passenger road transport form the principal activities under public sector, run mostly by autonomous boards and statutory corporations. Though public investment in irrigation would...
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...Foreign Direct Investment: Impact on Sectoral Growth in Bangladesh Introduction Foreign direct investment (FDI) is a potent weapon of developing the Bangladesh economy and can play an important role in achieving the country’s socio-economic objectives including poverty reduction goals. In a capital-poor country like Bangladesh, FDI can emerge as a significant vehicle to build up physical capital, create employment opportunities, develop productive capacity, enhance skills of local labor through transfer of technology and managerial know-how, and help integrate the domestic economy with the global economy. This policy note provides an assessment of the current situation of FDI in Bangladesh and examines its impact on the country’s balance of payments. Foreign Direct Investment (FDI) is capital provided by a foreign direct investor, either directly or through other related enterprises, where the foreign investor is directly involved in the management of the enterprise. Until the1980s, most developing countries viewed FDI with great weariness. In recent years, however FDI restrictions have been significantly reduced. Most countries offer incentives to attract FDI, such as tax concessions, tax holidays, accelerated depreciation on plants and machinery, export subsidies and import entitlements etc. As a developing country, Bangladesh needs FDI for its ongoing development process. Since independence, Bangladesh is trying to be a suitable location for FDI. Special zones have...
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...Report On Training undertaken at KEC INTERNATIONAL LTD. Titled “Improvement of Working Capital Management by Bringing Efficiency in Billing Process” Submitted in partial fulfillment for the award of the degree of Bachelor of Business Administration In Lieu of Paper 306 Under The Supervision Of Submitted by:- Mr. P.C.Janghir Sugandha Sethia BBA III Yr 2011-2012 BIYANI GROUP OF COLLEGE, JAIPUR UNIVERSITY OF RAJASTHAN CERTIFICATE BY PROJECT GUIDE This is to certify that Ms.Sugandha Sethia student of BBA part III of Biyani Girls College,Jaipur has prepared this project entitled “Improvement of Working Capital Management by Bringing Efficiency in Billing Process” under my supervision. She has prepared report on the basis basis of training received at “ K.E.C...
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...growth and poverty reduction through policies which emphasized greater export orientation and encouragement of the private sector. India took some steps in this direction in the 1980s, but it was not until 1991 that the government signaled a systemic shift to a more open economy with greater reliance upon market forces, a larger role for the private sector including foreign investment, and a restructuring of the role of government. India’s economic performance in the post-reforms period has many positive features. The average growth rate in the ten year period from 1992-93 to 2001-02 was around 6.0 percent, as shown in Table 1, which puts India among the fastest growing developing countries in the 1990s. This growth record is only slightly better than the annual average of 5.7 percent in the 1980s, but it can be argued that the 1980s growth was unsustainable, fuelled by a buildup of external debt which culminated in the crisis of 1991. In sharp contrast, growth in the 1990s was accompanied by remarkable external stability despite the east Asian crisis. Poverty also declined significantly in the post-reform period, and at a faster rate than in the 1980s according to some studies (as Ravallion and Datt discuss in this issue). However, the ten-year average growth performance hides the fact that while the economy grew at an impressive 6.7 percent in the first five years after the reforms, it slowed down to 5.4 percent in the next five years. India remained among the fastest growing...
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...growth and poverty reduction through policies that emphasized greater export orientation and encouragement of the private sector. India took some steps in this direction in the 1980s, but it was not until 1991 that the government signaled a systemic shift to a more open economy with greater reliance upon market forces, a larger role for the private sector including foreign investment, and a restructuring of the role of government. India’s economic performance in the postreform period has many positive features. The average growth rate in the ten-year period from 1992–1993 to 2001–2002 was around 6.0 percent, as shown in Table 1, which puts India among the fastest growing developing countries in the 1990s. This growth record is only slightly better than the annual average of 5.7 percent in the 1980s, but it can be argued that the 1980s growth was unsustainable, fuelled by a buildup of external debt that culminated in the crisis of 1991. In sharp contrast, growth in the 1990s was accompanied by remarkable external stability despite the east Asian crisis. Poverty also declined significantly in the postreform period and at a faster rate than in the 1980s, according to some studies (as Ravallion and Datt discuss in this issue). However, the ten-year average growth performance hides the fact that while the economy grew at an impressive 6.7 percent in the first five years after the reforms, it slowed down to 5.4 percent in the next five years. India...
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...growth and poverty reduction through policies which emphasized greater export orientation and encouragement of the private sector. India took some steps in this direction in the 1980s, but it was not until 1991 that the government signaled a systemic shift to a more open economy with greater reliance upon market forces, a larger role for the private sector including foreign investment, and a restructuring of the role of government. India’s economic performance in the post-reforms period has many positive features. The average growth rate in the ten year period from 1992-93 to 2001-02 was around 6.0 percent, as shown in Table 1, which puts India among the fastest growing developing countries in the 1990s. This growth record is only slightly better than the annual average of 5.7 percent in the 1980s, but it can be argued that the 1980s growth was unsustainable, fuelled by a buildup of external debt which culminated in the crisis of 1991. In sharp contrast, growth in the 1990s was accompanied by remarkable external stability despite the east Asian crisis. Poverty also declined significantly in the post-reform period, and at a faster rate than in the 1980s according to some studies (as Ravallion and Datt discuss in this issue). However, the ten-year average growth performance hides the fact that while the economy grew at an impressive 6.7 percent in the first five years after the reforms, it slowed down to 5.4 percent in the next five years. India remained among the fastest growing...
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