...Case 14: QI-TECH A Chinese Technology Company For Sale About the case: The case describes QI-TECH, a Chinese manufacturer of precision coordinate measurement machines. A foreign investor that hold 50% of Qi-Tech must negotiate a sale with its Chinese partner and a potential buyer (a large Western measurement machine company). For this purpose the foreign investor must value the joint venture and develop a viable deal structure and negotiation strategy. Something about CMM Technology – the product Coordinate Measurement Machines (CMM) were used widely in the aerospace industry and other industries such as automotive and electronic for quality control purposes. CMMs represented about 25% (US$ 600 million) of the world market for measurement instruments. CMMs cost between US$ 50,000 – US$ 500,000 depending on size of parts they could measure, speed of measurement and precision. The measurement accuracy of a Qi-Tech’s most popular (Zoo3” CMM machine was 2.5 µm (1 micron = 1 millionth of a meter). A CMM generally consisted of four elements: stationery devices, including a massive granite worktable; moving elements; electrical parts; and a controller. The players Indivers BV was a Dutch holding company that had been established by Twaalfhoven who had built a business around the manufacture of aircraft engine parts in the 1970s. Overtime, Twaalfhoven had made several investments in high-tech startups to participate in the exciting growth opportunities for high technology...
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...The transition from a Socialist approach to a free market approach and the rise of a new high-tech sector are two remarkable shifts that have occurred in the last two decades in Israel. In the face of these changes, human resource (HR) practitioners are currently expected to assume new roles, adopt different work values, and apply appropriate strategies. HR managers in the low-tech industry still adhere to traditional values and strategies, including a reliance on trade unions and an emphasis on job security and the employees’ years of work experience and seniority as key criteria for promotion. In the emerging high-tech sector, HR managers have adopted new values and developed new strategies, including human resource management programs, employee empowerment, higher salaries and better benefits, while placing an emphasis on employees’ talents and qualifications. Source: http://www.emeraldinsight.com/journals.htm/journals.htm?issn=01437720&volume=22&issue=3&articleid=848302&show=html&PHPSESSID=qj5kp1babsuadbfaj 47luam41 Recent changes in Israeli society and economy and their relation to Organizational Politics Over the past three decades, Israel has undergone significant economic, industrial and cultural transformations. These developments have shifted public values considerably and may indirectly affect OP and HR practices. For example, Sagie and Weisberg (2001) maintain that in recent years, Israeli society has gone from being ascetic...
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...Siemens builds a strategy-oriented HR system case study 1. * Strategically required organizational outcomes: * Good products and good services. Products and services is always the most important thing for a manufacturing company. Siemens has become a world leader by diversifying into hi-tech products and services, it need to maintain this advantage and develop it even further to achieve more. * Going global and expand. Globalization gives big companies a chance to expand rapidly. Siemens has succeeded in going global but this is a long way, it still needs more expansion into more countries or areas that are not covered yet. * Positive brand image. A good company image is extraordinarily important to the company’s healthy development. Siemens needs to keep customers satisfied both with its products and services, which helps it to get more market share and expand even faster. * A good employee selection, training and compensation system. The company not just need to keep customers satisfied, it has to keep employees happy too. So that it can work more efficiently and effectively. * Required workforce competencies and behaviors: * Learning on a continuing basis. Siemens is in high-tech business so the nature decided that its employees need to learn new things every day. * Good teamwork. The ability to work with people is essential in such big corporation. Especially when it’s going global. * Mutual respect and appreciation of workforce...
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...MIDCAPS AMONGST RECENT IPO ISSUES:- [pic]Tech Mahindra and GMR Infrastructure have once again raised interest in the IPO segment. While Tech Mahindra and GMR Infra are obvious choices experts are also bullish on Nectar Life sciences, Unity Infra, All cargo Global and…With over subscription of Voltamp Transformer recently experts give attractive midcap picks from this fraternity for the long-term. Future business model, sound managements, availability at prices below their issue price, attractive valuations, niche positioning within their industry and future growth are important reasons why investors should log on to these IPOs feel a bevy of experts Money control spoke with. Apart from that Keynote Capitals in its report titled ‘Attractive Recently Listed Midcap Stocks’ have mentioned names like Nectar Life sciences, Repro India, Talbros Automotive and K Sera. While a number of them are available at a substantial premium to their offer price, six of them are still quoting at a discount to their issue price. Everest Kanto looks pretty good at current levels for the long term. All cargo Global also looks good in the recently listed midcap IPOs. Both the companies are in a niche segment and have done quite well on the fundamentals post-listing. Everest Kanto ranks first as far as LPG cylinder manufacturing is concerned. It posted fairly decent numbers for Q1FY07 and is available at an attractive price now. |Company |Offer Price (Rs) ...
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...background in business management, sales and marketing. Guibert Englebienne is Globant’s CTO, with experience in IT and communications. Martin Umaran is the COO, and has a background in executive and business management for technology companies. Lastly, Nestor Nocetti is the VP of Corporate Services, with experience in the IT industry. The four engineers saw an opportunity to start their company with the rapid growth of the IT outsourcing industry in India and China. They recognized that Latin America’s advantages in labor quality, labor supply and time zone would give them a leg up on their competition, even though both India and China have lower labor cost. By exploiting these advantages, they were able to grow at a rapid pace. By 2009, Globant had over 1500 employees and was generating three million dollars per month in revenue. Despite their success, Globant found themselves at a crossroads. For four years the founders pursued clients that needed IT expertise in anything under the broad spectrum of IT services. However, the management team recognized that Globant needed to target specific industries to remain competitive in the market. The team therefore, narrowed their scope to four very distinct market segments for further analysis: high-tech, telecom, travel and financial services industries. Globant recognized that their diversified client portfolio was spreading resources too thin, and top clients began choosing IT service partners that focused on a specific industry...
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...industries and with different end users using them in their own way. This has most analysts agreeing that with decreasing technology costs, more customers will be able to afford and utilize sensors in the manufacturing of their own product. This gives the sensor market the potential to grow exponentially in the future. Intechno Consulting has analyzed and broken down the sensor industry into fifteen different sectors ranging from the machine tools, robotics, and medical. These sectors are also categorized into seventy two subsectors but our market analysis focuses on two potential customer groups: * Low Tech * High Tech With constant growth in both customer groups we see the industry not only becoming larger in the future, but also becoming more diverse as technology expands and innovates. Currently, the industry is divided into six competing companies with one company, Ferris, holding a quarter of the market. Our current market share is 16.9% and is, obviously, unacceptable. We plan on revitalizing our market efforts and production strategies so that we may capitalize on this growing and diversifying industry. By investing more into our sales and promotional budgets we can raise awareness for our products and increase the accessibility to our customers. Robot-1 has also made strides in revamping our productions lines to increase capacity for the growing market and to finance increasing automation in production process to reduce labor costs. But as we expand our production...
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...narrowly defined market niche, which makes it harder to grow in a small home market. A high degree of specialization requires internationalization if the firm wants to achieve substantial growth. Born Global firms often possess unique resources and capabilities such as entrepreneurial orientation of the founders, innovation behind products and technology, accumulated knowledge of the founders and managers from previous work experience, and networking capabilities. Managers with a previous background of international strong activity will give to the company a more sure address to its business expansion, for this reason a high level of entrepreneurial orientation supports the firm´s ability to recognize and create opportunities at an early stage. It can be argued that Born Global firms are typically found in niche business areas where products are unique, and require high amount of research and development like the high tech business area. It is very important to invest in products with a short life cycle and high technology sectors are characterized by this necessity of a continued innovation which can protect those firms and products from any imitation. As for geographic locations of these Born Global firms, their headquarters can be found in various countries, such as the United States, United Kingdom, Switzerland… Rich and large countries give birth to Born...
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...the problem with not taking the deal: Accel is relying on the MSG deal far greater than anticipated, and the deal with Accel has a high probability of falling through once it is discovered MSG may not be participating in the way Accel is anticipating. The other issue at hand is that without the Accel deal, Smartix is nearly out of time and the funds required to continue aggressively pursuing the project. An alternative for Smartix in this situation is to scale it back and seek out a slightly smaller deal. They have the capacity to do so and it seems that they were aiming rather ambitiously with MSG. If they wanted to reassess their end game and dial it down some, they have the opportunity to connect with a slightly smaller venue or company and they have a short amount of time to do so. Another alternative to accepting the MSG deal is for the founders to gain outside employment in an effort to sustain themselves while they regroup Smartix to succeed under their terms. They all know that the last thing they want to do after all their hard work is become MSG employees. In the end, don’t accept a subpar deal if you know your venture is worth more. 2. Should Vivek have tried to start this venture without co-founders? Could he have been a solo founder? While not doubting his competence or his ability to pull it off single handedly, the external input Vivek received from all of his co-founders helped him get to where he was. Also, to be the well-rounded individual he wanted...
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...to stand up to the competitor. To make the right decisions, it is important to understand the principles of finance and the different concepts of finance. Concepts of Finance The Behavioral Principle: When All Else Fails, Look at What Others Are Doing for Guidance Guillermo is losing business to his competitors who use high technology equipment, make furniture to the exact specifications and with really low prices. The store owner wants to understand how the competitor operates, and why are they more successful. Guillermo spends some time into researching the high tech solution that the foreign competitor provides. He will try to figure out the cost of the technology, the low labor costs and whether he can cut his costs by converting into the high tech model. Basically he wants to research if he can imitate his competitor to better his business. Guillermo finds out that converting his model into the high tech model would be expensive but he can cut down his productions costs. This form of behavior, where the “choices made by other firms in the same industry can provide useful guidance, is called the Behavioral Principle of Finance: When all else fails, look at what others are doing for guidance”. (Corporate Financial...
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...Shrivastava STUDENT ID: c7080738 COURSE: B.A (HONS) International Business MODULE: Management of International Business MODULE TUTOR: Mr. Ashish Tripathi EXECUTIVE SUMMARY Club Mahindra holiday is a consumers service industry which is part of Mahindra group having infrastructure of US $ 14.4 million. Under Club Mahindra flagship Mahindra Holiday and Resorts India Ltd (MHRIL) was started in 1996 as a realty sector of Mahindra group brought up for bring values, reliabilities and trust and customer satisfaction. Club Mahindra has got an affiliation with RCI which consist of 60% of the service industry market share, which make Mahindra holiday timeshares largest holiday ownership brand in India. Apart from being a customer centric company club Mahindra performs various Corporate Social Responsibilities for the well fare of people, employees, its customers and environment. According to CESD, 2007 Tourism is becoming one of the largest business sector in the world showing 2005 receipt of international tourism reaching $6.82 trillion. Club Mahindra performs in service industry where revenue produced in 2008 by service industry was $4,028.6 billion showing CAGE OF 6.3% from 2004-08. (Datamonitor, 2009) Furthermore, club Mahindra perform or exist in environment where customers has the power to control the market. Whereas, large number of suppliers weakens them from leading, new entrants in service industry is very easy but the threat of substitutes and rivalry can lead to...
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...MARKETING MANAGEMENT – II PROJECT REPORT on Mahindra and Mahindra Motorcycle Launch Submitted by: Rupa Deepanju (2012261) Sagar Panchal (2012262) Sarath S (2012272) Shashank Doveriyal (2012292) Srinivasa Krishnan S (2012312) KLIO * Hamare Logon ke Liye Two Wheeler market size: The Indian two-wheeler industry is divided into three segments namely motorcycles, scooters and mopeds. Sales of the Indian two-wheeler industry were estimated at around Rs 650 billion in value terms and 15.4 in volume terms at the 2011-12. The industry has posted healthy growth over the past 5 years, growing at a CAGR of 15 per cent and 12.7 per cent, in value and volume terms respectively. In volume as well as value terms, motorcycles lead the two-wheeler market. In 2011-12, share of motorcycles in sales volumes was 77.6 per cent. The two wheeler industry is dominated by three players - Hero MotoCorp, Bajaj Auto and TVS Motors together contribute around 80 per cent of the domestic sales volumes. Over last 5 years, the domestic industry has clocked a growth at a CAGR of 11.3 per cent during 2007-08 to 2011-12. Motorcycles segment continue to rule the market Motorcycles can be further divided into three segments - economy, executive and premium. The economy segment comprises lower-end motorcycles (priced at Rs 30,000-40,000 when launched), whereas the executive segment (launch price between Rs 40,000-50,000) and...
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...Little is known about HDFC Bank and the people behind it. It is a highly successful and profitable new generation bank in the private sector. It came alongside ICICI Bank and at several points in time, the market capitalization of HDFC Bank has been higher than that of ICICI Bank and SBI. Since inception Aditya Puri has been the MD of HDFC Bank and has been steering the bank, through times, good and bad, successfully. The bank has been growing 30% year-on-year for the last 15 years and has one of the lowest NPAs in the business. In spite of the absence of home loans ( as it is the preserve of its promoter HDFC Ltd) , the bank has a strong retail business. HDFC Bank and Aditya Puri have got legions of awards for this success. Mr. Aditya Puri has been Managing Director of HDFC Bank Ltd. since September 1994. Mr. Puri served as Chief Executive Officer of Citibank Malaysia from 1992 to 1994. He has over 30 years of experience in both domestic and international banking. He serves as a Deputy Chairman of Indian Banks' Association. He serves as a Director of HDFC Bank Ltd. He was awarded the Asian Banker Leadership Achievement Award 2006 for India. Mr. Puri holds a Bachelor of Commerce degree from Punjab University and is an Associate Member of the Institute of Chartered his Accountants of India. His management mantra has been inspired by a cartoon he saw in one foreign newspaper. One half of the cartoon showed the boss neck-deep in work while others outside were having a whale of...
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...Strategy Executed ............................................................................................................................. 1 Organic growth strategy ............................................................................................................... 1 Mergers and Acquisitions ............................................................................................................. 1 Future Targets................................................................................................................................... 2 Competition ...................................................................................................................................... 2 World’s Most Admired Global Companies ........................................................................................ 2 Analysis of Mahindra’s Current Global Scenario ............................................................................... 3 Financial Position .......................................................................................................................... 3 Brand Equity ................................................................................................................................. 4 Leadership .................................................................................................................................... 4 The Resilience to Rise...
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...Introduction Company Profile: Mahindra and Mahindra Limited is part of the US $7.1 billion Mahindra Group, one of India’s leading business houses. It was set up in 1945 as Mahindra & Mohammed. Later, the name was changed from ‘Mahindra & Mohammed’ to ‘Mahindra & Mahindra’ in 1948. From food to defence, Mahindra & Mahindra (M&M) keeps its businesses diverse. Sectors include Automotive, After-Market (pre-owned vehicles and spare parts), and Farm Equipment (FES). Its Automotive unit makes jeeps and SUVs, as well as commercial vehicles (with Navistar), three-wheeler utilitarian delivery and flatbed vehicles, and scooters and motorcycles. Mahindra Defence Systems (MDS) produces armoured vehicles and sea mines, while Mahindra Agribusiness exports fruits to Europe and Asia. M&M makes aircraft and related components, and is active in IT and financial services, steel processing, and infrastructure. Core Purpose: Indians are second to none in the world. The founders of our nation and of our company passionately believed this. We will prove them right by believing in ourselves and by making ourselves and by making Mahindra & Mahindra Ltd. known worldwide for the quality, durability and reliability of its products and services. QUALITY ASSUARANCE What is Quality? Quality is defined as the characteristics of a product/service that bears on its ability to satisfy the specified and implied needs. Quality may also be defined as fitness for use. So, in changing scenarios where...
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...BPR CASE STUDY M&M'S PROBLEM PLANTS In the mid-1990s, India's largest multi utility vehicle (MUV) and tractor manufacturer M&M was facing serious problems at its Igatpuri and Kandivili plants in Maharashtra. The plants were suffering from manufacturing inefficiencies, poor productivity, long production cycle, and sub-optimal output. The reason: highly under-productive, militantly unionized, and bloated workforces. The company had over the years been rather lenient towards running the plants and had frequently crumbled under the pressure of union demands. The work culture was also reportedly very unhealthy and corruption was widespread in various departments. Alarmed at the plant's dismal condition, Chairman Keshub Mahindra tried to address the problem by sacking people who allegedly indulged in corrupt practices. M&M also tried to implement various voluntary retirement schemes (VRS), but the unions refused to cooperate and the company was unable to reduce the labor force. During this period, M&M was in the process of considering the implementation of a Business Process Reengineering (BPR) program throughout the organization including the manufacturing units. Because of the problems at the Igatpuri and Kandivili plants, M&M decided to implement the program speedily at its manufacturing units. The program, developed with the help of the UK-based Lucas Engineering Systems, was first implemented on an experimental basis at the engine plant in Igatpuri. Simultaneously...
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