...engine peripherals. With its two business units Engine Systems and Components and Filtration and Engine Peripherals, the MAHLE Group thus ranks among the top three systems suppliers worldwide for piston systems, cylinder components, as well as valve train, air management, and liquid management systems. Almost all automobile and engine manufacturers around the world are customers of MAHLE. The Industry business unit bundles the MAHLE Group's industrial activities. These include the areas of large engines, industrial filtration, as well as cooling and air-conditioning systems for railway and special vehicles, buses, ships, construction and agricultural machinery, the aerospace industry, and stationary large engines for power generation. The Aftermarket business unit serves the independent spare parts market with MAHLE products in OE quality. In 2011, the MAHLE Group achieved sales of around EUR 6 billion (USD 8.3 billion), positioning the company among the...
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...States to supply the Road-Master Car Company. Located in Columbia, South Carolina, Firebird supplies headlights, taillights, lid lamps, center high mounts, and front-turn assemblies to Road-Master. Road-Master sales account for 98.5 percent of Firebird’s revenues. Original equipment manufacturing (OEM) lighting is supplied to the Orangeburg plant, the Columbia auto plant, and the Columbia motorcycle plant. In addition, service (aftermarket) products are made for foreign and domestic demands. Weekly shipments go to Road-Master Canada Manufacturing and Road-Master De Mexico. Service models also are shipped to Germany, Brazil, and Japan. Firebird Electric, U.S., exports components from the molding division to sister and parent companies. Molded parts also are supplied to Road-Master. OPERATIONS AT FIREBIRD U.S. Firebird has five distinct operations centers. The East plant manufactures light assemblies and units. Manufacturing I produces headlights and front-turn assemblies. Manufacturing II assembles taillights, lid lamps, center high mounts, and aftermarket products. The West plant provides components to assembly and external sales. Manufacturing III is a sanitization and coating process for lenses, reflectors, and extensions. Manufacturing IV is a die injection molding facility producing reflectors, lenses, and housings. A halogen bulb department provides the majority of the bulbs used in production. Assembly in the East Plant Approximately 40 lines supply different makes, models...
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...3.5 STRUCTURE OF INDIAN AUTO COMPONENT INDUSTRY Most of the auto component manufacturers are distributed in the north, south, and, western parts of India around major Automotive Vehicle Manufacturers (AVMs). The AVMs contribute largely towards the development of component suppliers through technical and or financial collaborations. These are however, concentrated in some pockets such as Chennai and Bangalore in the south, Pune in the west, the National Capital Region (NCR, which includes New Delhi and its suburban districts) in the north, Jamshedpur and Kolkata in the east and Pithampur in the central region. Following global trends, the Indian automotive sector also has most auto suppliers located close to the manufacturing locations of OEMs, forming regional automotive clusters. Broadly, the three main clusters are centred around Chennai, Pune and the NCR. The Indian automotive component industry is highly fragmented. There are nearly 6,400 players in the sector, of which only about 6 per cent are organised and the remaining 94 per cent are small-scale, unorganized players. In terms of value added, however, the organised players account for nearly 77 percent of the output in the sector. The auto ancillary industry caters to three broad categories of the market: 1) Original equipment manufacturers (OEM) or vehicle manufacturers, that comprises of 25% total demand 2) Replacement market, that comprises 65% of the total demand 3) Export Market, that comprises primarily...
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...ArvinMeritor Corporation 2010 Situational Analysis With 2011 Strategic Recommendation A Case Study For Professor Michael Tippins Marketing Strategy 771 by Thomas Carle Brent Heiges April Kaiser October 11, 2010 • Situational Analysis: ArvinMeritor finds itself closing fiscal 2010 with continuing significant challenges in all business segments, including Commercial Truck, Industrial, Aftermarket and Trailer and Light Vehicle Systems. Following three years of net losses, ArvinMeritor is positioned to rebound as the growth returns to global economies. Sales of non-core businesses are nearly completed and cost-reduction initiates have begun to slow down losses. Worldwide sales of new automobiles, commercial trucks, commercial trailers and construction equipment have begun to rebound from record low levels in 2008 and 2009. The manufacturers of these products are our most important, largest customers, and the success of ArvinMeritor depends upon their success. Now, with 13,000 employees worldwide, manufacturing operations in 14 countries and research and development facilities in five countries, ArvinMeritor has the human and other capital to benefit from the end of the global economic recession and become a strong, profitable company once again. • Causes for the Crisis: ArvinMeritor manufactures leading products for the commercial vehicle and truck and trailer manufacturing industries with brands including Gabriel, Euclid and ArvinMeritor. Customers...
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...national income per capita is relatively lower than developed markets. Brazil, Russia, India, China(BRIC) are the largest emerging market countries and the other emerging countries are including South Korea, Turkey, Chile, Thailand, Poland, etc. These emerging market countries are generally numerous population and they have a large domestic market that means the demand for goods and services are very big. Emerging markets has a free market system which is democratic system and the features is they open the door to welcome more foreign investment as well as the good promotion to improve the trade relationship between countries. Also, emerging markets drive growth in the global economy so they are very important. Although emerging market accounted for a certain size and influence in the global economy, emerging market still have challenges and risks. In this assignment, I selected Brazil to discuss the characteristics, challenges, the environment of economy and the impact of market factors. Global overview Brazil is the most influential country in South America which is rising economic power and it is one of the world’s biggest democracies. Brazil has natural resources especially iron ore that is highly prized by major manufacturing nations such as China. Brazil is the largest country in both South America and Latin America which is the fifth largest country in the world. For the geography, Brazil has a variety of ecological system and extensive natural resources in...
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... | |Musa Harb | |3/15/2010 | |FIN 573 | Contents Executive Summery 4 Business Overview 4 Introduction 4 Industry Analysis – Mining Industry 4 Industry Segments 5 Surface Mining 5 Underground Mining 6 Aftermarket 6 Industry Cycle 7 Industry Competition 7 Coal 7 Iron 9 Copper 9 Oil Sands 9 Mining Industry Historical Trends & Prospect 10 Business Description 11 Surface Mining Segment 11 Surface Mining Products 13 Production and Distribution 14 Suppliers & Raw Materials 15 Research & Development 15 Underground Mining Segment 15 Underground Mining Products 17 Production and Distribution 17 Suppliers & Raw Materials 18 Competitive Environment 18 Barriers to Entry 18 Bargaining Power of Suppliers 18 Bargaining Power of Buyers 19 Threat of Substitute 19 Degree of Rivalry 19 S.W.O.T 20 Business Strategy 20 Expand Product Lines 20 Products Efficiency 21...
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...the history and progress strategy of the company so far. The main idea of the paper is the dilemma faced by a portfolio manager- Mark Johnson- and the wise decision he could make in order to safeguard his client’s portfolio. The paper examines the current position of AutoZone in the market and its growth potential which would help Johnson in making his decision. At the closure of the paper, recommendations are being presented not only to the portfolio manager but also to the AutoZone. Interestingly, how much of an impact can an interference of a corporate raider have on the growth of a company is also being discussed in the article. Introduction: AutoZone, Inc. started in 1979 under the name of Auto Shack in Arizona, is a leading aftermarket auto-parts retailer, employing around 65,000 employers and has captured markets in United States, Puerto Rico and Mexico. AutoZone products are inferior goods i.e. when the economy is at its best, the sales of the AutoZone tends to drop and vice-versa during the downturn. This is one of the reasons for AutoZone (AZO) to be performing well for the last few years (2007-2011) as the US Economy is yet to recover from one of its worst recessions ever. Moreover, share repurchases strategy has been driving the market value of the stock move upstream for some time now. As an effect of Edward Lampert’s accumulation of AZO share (Appendix - Figure 1), the company has been buying back its share since 2004. Edward Lampert is a corporate activist...
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...security systems, aerospace systems, and power fuel cells (About UTC, 2011). United Technologies is a billion-dollar company. Last year, it revenue was 54.33 billion dollars, net income was 4.3 billion dollars, and the numbers of the employees are 208,200 in all over the world (UTX company profile, 2011). SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is an important tool to identify main attributes of a company in these categories. United Technologies’ strengths are diversified and balanced product portfolio and large geographic diversification. With seven companies operated under United Technologies, the product portfolio is largely diversified. By market type, United Technologies is balanced at 58% in OEM and 42% in Aftermarket. Within the market type, the products are evenly distributed; 57% in Commercial & Industrial, 22% in Commercial Aerospace and 21%...
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...COMPETITION COMMISSION OF INDIA A REVIEW OF THE COMPETITION ISSUES IN THE REAL ESTATE SECTOR: AN ANALYSIS OF THE POSITION POST DLF CASE INTERNSHIP REPORT DECEMBER 2012 SUBMITTED BY: Kirti Dashora, IV Year, Gujarat National Law University (GNLU), Gandhinagar A REVIEW OF THE COMPETITION ISSUES IN THE REAL ESTATE SECTOR: AN ANALYSIS OF THE POSITION POST DLF CASE ACKNOWLEDGEMENTS The successful completion of this project could not have been completed without the valuable guidance and insights of many people. I would like to thank Mr. Yogender Chaudhary, Adviser (Law) for guiding me throughout my internship period. I would also like to thank Ms. Bhawna Gulati, Deputy Director (Law) for providing me helpful suggestions regarding the project. I also thank all the officers in the Commission who provided knowledge of the working of the Commission during the rotation exercise. The library staff also provided help whenever it was required. Page 2 A REVIEW OF THE COMPETITION ISSUES IN THE REAL ESTATE SECTOR: AN ANALYSIS OF THE POSITION POST DLF CASE TABLE OF CONTENTS ABSTRACT…………………………………………………………………………………5 OVERVIEW OF THE REAL ESTATE SECTOR IN INDIA…………………………..….6 Regulation of the Sector………………………………………………………..……7 The Real Estate (Regulation and Development) Bill, 2011………………………....7 ABUSE OF DOMINANCE IN THE REAL ESTATE SECTOR……………………..……9 Relevant Market…………………………………………………………………..…9 Assessment of dominance………………………………………………………..….9 Abuse of dominance……………………………………………………………...
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...Suggest a methodology to supplement the traditional methods for evaluating the capital investments of Johnson Controls in the emerging markets to reduce risk providing a rationale of how risk will be reduced. Johnson Controls, Inc. (JCI) was founded in 1885 by Warren Johnson, who was the inventor of the first electric room thermostat. This company was based out of Milwaukee, Wisconsin and is now a global leader in the building and automotive industries. It has more than 1300 locations worldwide, over 170,000 employees, and is traded on the New York Stock Exchange under the symbol JCI. The company is made up of three major sections: Building Efficiency, Automotive Experience, and Power Solution. They are innovative and committed to sustainability all while accelerating into the global market. A methodology that Johnson Controls, Inc could use to help in evaluating capital budget investments is the discounted payback method. This method could be very useful for this company especially with all its different business aspects. The discounted payback method is considered to be the “period required to recover the initial cash investment in a project to equal the discounted value of expected cash inflows” (Bhandari, 1986, p. 18). This is the approach where the present values of cash inflows are cumulated until they equal the initial investment.” (http://www.answers.com/topic/discounted-payback-period) You see the discounted payback period takes into account the time value...
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...have a great majority share on sales of worldwide Aerospace or just Defense related weaponry greatly outpacing the rest of the globe. See table for more information on countries with top Aerospace/Defense exports in millions US$ globally The current outlook for the Aerospace industry in the USA could be described as bleak, with major budget cutbacks and the war in Afghanistan winding down there is currently little need for more increased spending. It has been estimated that if the USA is to make another trillion dollar in defense cuts that one million jobs would be lost, that being said there are huge opportunity abroad for the A&D also known as aerospace and defense. However not all is doom and gloom in emerging economies such as Brazil that have doubled their air force budget are key consumers for the A&D industry China is also increasing its defense capitalization, expanding its submarine fleet and developing its first aircraft carrier, purchased from Russia. Global defense spending is expected to be flat to declining in 2012, mostly made up of reductions in the U.S., United Kingdom (UK), and the rest of Europe, offset with Increases, principally in China, India, Kingdom of Saudi...
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...Eastman Chemical Company - Executive Summary Eastman Chemical Company, which was spun-off from parent company Eastman Kodak in 1994, was founded by George Eastman in 1920. Eastman Chemical is a global specialty chemical company that produces a broad range of products found in items people use every day. With a portfolio of specialty businesses, Eastman works with customers to deliver innovative products and solutions while maintaining a commitment to safety and sustainability. Eastman serves customers in approximately 100 countries and had 2014 revenues of approximately $9.5 billion. The company is headquartered in Kingsport, Tennessee, and employs approximately 15,000 people around the world. See link for detailed company information: Timeline Product Structure Eastman is divided into five business segments including: * Additives & Functional Products * Adhesives & Plasticizers * Advanced Materials * Fibers * Specialty Fluids & Intermediates See Appendix A for detailed segment information. Market Eastman Chemical is part of one of the largest and most important industries worldwide. Chemical production in the United States is valued at $42.3 billion dollars annually. Approximately 1,500 companies compete within this market. While many companies manufacture chemical products, revenue generated from chemical product manufacturing comprises only a small percentage of these companies' total revenue. For this reason, no single industry player...
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...MGMT 436 Larry Dudley Group 3 Rocky Mountain Chocolate Factory Inc. Audit Karla Schaapveld, Jeremy Smith, Mark Bourgoin, Matt Misitano, Diego Elizalde, Jeff Stanton, and Reilly Kindred CASE 22 Rocky Mountain Chocolate Factory Inc. Jeremy Smith I. CURRENT SITUATION A. Current Performance * 329 Franchised and 5 Company owned stores * Increasing revenues year to year with $16.7 Million in 2008 * Sales have slowed due to economic downturn but the company is in an excellent financial position to withstand the recession B. Strategic Posture 1. Mission * Quality, Taste, Value, and Variety of products * Quality of the product is the number one factor 2. Objectives * Manage money carefully during economic downturn * Slowed expansion and elimination of debt * Maintain a good relationship with employees as well as franchisees 3. Strategies * Adding stores in resort, tourist, street front, and entertainment-oriented locations * RMCF is repurchasing stock as it felt it was undervalued * Owns 8 refrigerated trucks to move products from factory to stores * New line of sugar free candies for the health conscious and those with special dietary requirements * Each store is setup to make product where customers can view and smell the end result 4. Policies * Trucks are sent out from the factories with product for stores but return with ingredients to make more product making the trips...
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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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...uninIBM Summary CH. 1,2,6,8 Table of Contents Vocabulary......................................................................................................................................................................................... 3 Summary ............................................................................................................................................................................................ 7 Chapter 1 Introduction to IBM ................................................................................................................................................ 7 Globalization................................................................................................................................................................................ 7 Technological Change: The Internet ................................................................................................................................ 7 Knowledge management ....................................................................................................................................................... 7 Collaboration across ''Boundaries''.................................................................................................................................. 7 Managing for Competitive Advantage ............................................................................................................................. 8 What is management...
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