...decided on this Project Topic 8 about the business and financial analysis of organisation is because it is regarded as a popular agenda topic in many different investment forums, meetings and even verbal conversations. Such area of knowledge on “Analysing the business and financial health of organisation” is deemed important as it is evidently seen widely incorporated into many teaching syllabus and conventional business finance textbooks. For myself whose ambition is to become an audit partner of an accounting firm, such topic area will be extremely common in my field, and grasping such expertise is definitely a must given that becoming a master of it makes me competitive advantageous over others. Then again, I am especially fascinated concerning the success of Singapore’s duopoly public transportation system which is perceived as one of the key sector in the success of Singapore’s infrastructure. This duopoly transportation system is dominated by 2 major players, one of which is my choice of organisation, Singapore Mass Rapid Transport Corporation Limited. (Also known as SMRT Corporation Ltd). In fact, total number of passengers utilising public transport has been growing constantly since Year 2000. For the year ended 31 December 2010, a highest record of 726,034,000 passengers was achieved (Yearbook of Statistics Singapore, 2011). And contributing to this significant figure is I myself, as a daily commuter, utilising SMRT trains and buses daily to travel to and fro school...
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...Group 11 1 Agenda 1 2 3 4 Introduction Background Information Key Financial Information Industry Information Company Information 5 6 7 8 Strategic Analysis of the company IT implementations and Successes Road ahead and Conclusion Background Significant bus operator in Singapore with 25% market share Leader in the world’s rail Industry in train service quality Growing revenue from retail, Advertising and Consulting services Dominant rail Operator in Singapore with 23 yrs operating Experience SMRT Second largest Taxi operator in Singapore with 3000 Taxis Mission, Vision & Core Values Excellence, Respect, Responsibility and Recognition, Commitment to the public, shareholders and employees Corporate Structure SMRT Trains Ltd • Incorporated on 6 August 1987 as Singapore MRT Ltd • Renamed as Singapore Mass Rapid Transit (SMRT) Corporation in 2004 • Main and only competitor: SBS Transit SMRT Buses Ltd • • • • Previously Trans Island Bus Services (TIBS) Incorporated as TIBS on 31 May 1982 Renamed to SMRT Buses Ltd on 10 May 2004 Main and only competitor: SBS Transit Ltd Milestones Geographic Footprint 10 Operating Model Group Information Financials Share Holding Pattern License and Operating Agreement 16 Critical success factors • Turnaround time – Shorter waiting time • Cost effective and sustainable transport – through integrated information • Network Span -Seamless travel across...
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...Management Report for SMRT Corporation By: Subash S/O Tharumalingam Table of Contents 1. Executive Summary 4 2. Introduction 5 3. Current Company Situation 5 3.1. Past Performance Assessment 6 4. External Environment Analysis - PESTEL 6 4.1. Political 6 4.2. Economic 6 4.3. Socio-Cultural 7 4.4. Technology 7 4.5. Environment 8 4.6. Legal 8 5. Industry Analysis 9 5.1. Porter's Five Forces 9 5.2. Competitor Analysis 9 6. Internal Environment Analysis 10 6.1. Financial Performance 10 6.2. Value Chain 11 6.3. Key Success Factors 12 6.4. Core Competencies 14 6.5. SWOT Analysis 15 6.6. Objectives 16 6.7. Key Issues Identified 17 7. Development Strategies 17 7.1. Strategies base on SAVED 17 7.1.1. Strategy One: 17 Venture into tourism by providing two-way transport services to Johor Premium Outlets, Legoland and Hello Kitty Land from Singapore for families and schools 17 7.1.2. Strategy Two: 19 SMRT to provide transport services mainly for tourists to send them to their hotels from airport and partnership with budget hotels chains and hostels. 19 8. Selection of alternatives 21 8.1. Chosen Alternative 21 8.2. How is the chosen alternative superior to the rejected alternative? 21 8.3. Weakness of the chosen alternative and how to overcome 22 9. Implementation 22 10. Evaluation and Control 23 11. Conclusion 23 12. References 24 13. Appendix 27 13.1. Appendix 1: SMRT Operating Metrics 27 13.2. Appendix 2: Porter’s Five Forces 28 13.3. Appendix 3: SMRT List of subsidiaries...
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...Growing population, exponentially growing COE prices, growing MRT line coverage , sophisticated bus services, high reliable MRT system are some of the factors that increase ridership. Thus any increase in the ridership affects positively the SMRT. Technological SMRT Institute which is a subsidiary of SMRT provides educational programmes to meet and grow the technological advancements in the land transportation. Nitec in Rapid Transit Technology programme jointly developed by the Institute of Technical Education and SMRT Institute provides strong foundation for students in the railway technology. This is programme is first of its kind in Southeast Asia (SMRT Corporation Ltd 2008-2012b). SMRT International Pte Ltd, a WOS (wholly-owned subsidiary) of SMRT so strong in technology offers PM (project management), O&M (operations and maintenance), engineering and consultancy services road to rail and road transport owners around the world. SMRT International Pte Ltd services clients in various parts of the world and they are China, the Middle East, India, Taiwan, the Philippines, Thailand and Vietnam (SMRT Corporation Ltd 2008-2012c). SMRT’s SMRT institute with world class programs and projects outside Singapore would help SMRT to have an edge in fast developing technology. Environmental Singapore is one of the tiniest nation on the globe. Streets in Singapore take up 12% of the Singapore complete area in comparison to 15% filled by housing (Nugroho et al. 2010)...
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...Contents 02 08 10 12 16 20 24 30 54 02 10 Milestones Group Financial Highlights At a Glance Chairman’s Message Board of Directors Senior Management Organisational Structure Group Structure Corporate Information Corporate Directory Corporate Governance Key Dynamics & Risk Management Corporate Social Responsibility Highlights 25 1.0% Grassroots 26 27 30 47 54 64 0.3% Education 56.1% Corporate Giving in FY2012 86 76 Social Services Operating & Financial Review Fare Revenue ($m) 68 72 CEO's Message Company Overview & Background Group Performance Value Added & Economic Value Added Analysis SMRT and Our Shareholders SMRT Trains & SMRT Light Rail SMRT Buses SMRT Automotive Services SMRT Taxis SMRT Investments (Properties & Media) SMRT International & SMRT Engineering 749.6 9.4 213.1 800.5 10.1 76 220.4 82 84 527.1 569.9 86 92 96 FY2011 Train Bus FY2012 LRT 98 100 102 Financial Report 105 190 191 193 203 Financial Contents Group Properties & Interested Person Transactions Shareholding Statistics Notice of Annual General Meeting Proxy Form SMRT Corporation Ltd Annual Report 2012 1 Milestones 1987 Singapore’s first Mass Rapid Transit system (MRT) opens for service Train service from Yio Chu Kang to Toa Payoh commences Train service from Novena to Outram Park commences 1988 Train service from Tiong Bahru to Clementi commences Train service from Jurong East to Lakeside commences Train service from...
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...Financial Analysis SMRT – Industry Analysis (Michael Porter’s 5-Forces Model) ------------------------------------------------- Rivalry Among Existing Firms * Trains * Duopoly system in Singapore, train services (Mass Rapid Transit) dominated by SBS Transit and SMRT Trains. * Currently 4 major ‘lines’ in Singapore, namely Circle Line, North-East Line, East-West Line and North-South Line. * Though the train services were owned by Land Transport Authority of Singapore, the trains are operated by two operators, SMRT Corporation (SMRT Train) and ComfortDelGro (SBS Transit) * Dominated by SMRT Corporation, they operate the Circle Line, North-South Line and East-West Line. The remaining North-East Line is operated by SBS Transit. * * Taxis * Initially with only 3 major operators for taxi, this had since increased to 7 taxi operators. * Major operators in Singapore are ComfortDelGro (includes CityCab, Comfort, Yellow Top), TransCab and Taxi by SMRT Corporation (known as SMRT Taxi). * The other operators with less than a fleet of 2,000 taxi are UnionCab, PrimeCab, Premier Taxi and SMART Cab. * With the increasing number of companies into the Taxi Industry since 2004, possibilities are there might be an increase in Taxi Operators in Singapore. * * Buses * Numerous of operators in Singapore whom offer public and private bus services. * Focusing into the public bus sectors, dominated...
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...http://www.termpaperwarehouse.com/essay-on/Financial-Analysis-On-Smrt/25773 THE tender to operate the 42km MRT Downtown Line is now open – the first designed to prevent public transport companies from slipping into complacency as far as customer service is concerned. For starters, the Downtown Line contract is for only 15 years, down from the 30 to 40 years given to operators of earlier lines. The operators of the Downtown Line will also have to lease operating assets such as trains from the Government. Under the old system, rail operators were given the initial set of operating assets, but had to foot the bill for replacement sets. And unlike some previous tenders which were open to all interested parties, the new tender is open only to incumbent transport operators SMRT Corp and SBS Transit. Tenders for future lines – such as the Thomson and Eastern Region lines – might be open to players other than the incumbents, including those from abroad. When the lease for the Downtown Line expires in 2032, another tender for an operator may be called. Changes to the business model were mentioned in August, when Second Transport Minister Lim Hwee Hua told Parliament a higher level of contestability was still possible with just two players. ‘The issue here is really not about the number of potential players in the industry,’ she had said then. ‘Rather, the intent is to increase the level of competitive pressure in the industry by issuing shorter licence periods and...
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...PART A View on MRT Breakdown The SBS Transit North-East Line 10 hour’s breakdown on 15 March 2012 is a severe issue that affects thousands living in Singapore. We feel that this is understandable as breakdowns would definitely occur even though it had brought about inconvenience to the commuters. This issue will not only affect ones judgment on SBS Transit Link, as well as the government’s ability to cope with the situation. However, SBS Transit Link had worked well together with the government to cope with this issue in a smooth manner by providing free bus services for those who were affected. Also, alerting passengers about this issue through media and the internet was successful. Through the study of Organizational Behaviour (OB), we are able to understand how situation like this would impact the organization and at the same time understand the actions and attitudes of people in the organization who are handling this issue. Possible causes of behavior Individual Level – Perception Through this video, we have seen many different points of views from the commuters and the SBS Transit Link staffs. The two concepts that we applied to this case study are Factors influencing perception and Perception errors when judging this matter. Factors influencing perception: * The Perceiver The perceiver is an individual who loos at a target and attempts to interpret what he or she sees. The perceiver for this case is the commuters. Interpretation of this breakdown is being influenced...
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...Ah Huat White Coffee – Integrated Marketing Communication Plan Content Page 1. Background Research & Analysis…………………………………………………………………………………......3 2.1 Background of Ah Huat White Coffee…………………………………………….…………….………..….3 2.2 Internal Research & Analysis…………………………………………………………………………………3 2.3 External Research & Analysis.…………………………………......................................................................4 2.4 Consumer Behavior Analysis…………………………………………………………………………………5 2.5 Competitive Analysis…………………………………………………………………………………………6 2.6 Current Brand Item Evaluation……………………………………………………………………………….7 2. SWOT Analysis………………………………………………………………………………………………………...8 3. Key Marketing Problem or Opportunity……………………………………………………………………………….9 4. Marketing Objectives…………………………………………………………………………………………………..9 5.7 Sales, Profit & Market Share…………………………………………………………………………………9 5.8 Enhance Brand Image & Attitude …………………………….……………………………………………...9 5.9 Communication Benefits……………………………………………..………………………….………........9 5.10 Achieve Top of Mind Awareness ……………….……………………………………………….………….10 5. Communication Objectives…………………………………………………………………………………………...10 6.11 Category Need……………………………………………………………………………………………….10 6.12 Brand Awareness……………………………………………………………………………………………10 6.13 Brand Attitude & Preference……………………………………………………………..………………….11 6.14 Brand Purchase/Action Intention ……………………………………………………………………….....
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...Group members : Kelvin Khor (31659593) Clement Chan (31687481) Tracy Ong (31704842) Wai Yian Ching, Fiona (31689822) 1 Content Page 1.1 1.2 Introduction IMC Model 3 5 1.3 Stage one: advertising 1.3.1 1.3.2 1.3.3 1.3.4 Ambient Underground advertising Internet advertising Advertising through magazine 6 6 9 12 15 1.4 Stage two: conversations 1.4.1 1.4.2 1.4.3 1.4.4 Direct mail Store cards Vouchers Consumer trade shows 17 17 18 20 21 1.5 Stage three: experiential 1.5.1 1.5.2 Event sponsorship Editorial 22 22 23 1.6 1.7 Stage four: personal Financial Analysis 1.7.1 Budgeting 1.7.2 Breaking Even 1.7.3 Alternatives 24 24 24 26 27 28 29 1.8 1.9 Conclusion References 2 1.1 Introduction Killiney has been stagnant with regards to its brand image, identity and sales. It has not been fully utilizing and emphasizing on its rich culture and good old traditional meals to the public. Killiney wishes to expand to Europe, America and Asia creating more outlets but before entering the foreign market, Killiney needs to sort some of their issues out and seal their loopholes so that at the very end, it will be less risky and can obtain better economic benefits. Some of the issues that Killiney faces are their competitors, shop location, brand awareness and store layout. It also lacks of standardization, the menu at the main outlet and its franchise outlets is different. The franchise outlets menu currently has...
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...in global wireless innovation through the introduction of the BlackBerry solution in 1999. BlackBerry products and services are now used by millions of consumers globally to stay connected. The BlackBerry product line includes the Playbook tablet, the award-winning BlackBerry smartphone, software for businesses and accessories. BlackBerry hopes to gain more awareness from the consumers in Singapore and increase existing market share. In this proposal, we will discuss about BlackBerry’s market size, structure and potential as well as the macro-environmental trends, which consist of external factors that affect the sales revenue of the Playbook. This report consists of SWOT analysis for Playbook and its competitors Apple iPad 2 and Samsung Galaxy Tab 10.1. By performing the SWOT analysis, we are able to identify strengths, improve on weakness, and anticipate the possible opportunities and threats in contrast to competitors. Thereafter, research was done regarding reviews of the tablet in order to find out consumer needs to come up with a suitable marketing plan. We studied the market trend and narrowed down the segmentation. Subsequently, a...
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...T.J.X. Companies, Inc. Final Case Study Report Nichols College T.J.X. Companies, Inc. is the leading off-price apparel and home fashions retailer in the United States and worldwide, ranking number 115 in the most recent Fortune 500 listings. They have the broadest demographic reaches in retail, all of which have enabled them to achieve successful, and profitable growth year after year, through many types of economic and retail cycles. With over 3,000 stores in six countries, approximately 179,000 associates and a fresh e-commerce presence, and they are growing faster than ever (“About the TJX Companies, Inc.,” 2014). Through T.J.X. Company’s innovative buying and sourcing strategies, they discover and deliver value for shoppers in many ways. Their goal is to provide customers with quality merchandise for the entire family, every day. Value means more than price to T.J.X. Company professionals; buyers are trained to recognize that true value is a combination of fashion, quality, brand and price. T.J.X Companies are known for their brand name and designer fashions at 20-60% off department store prices. They are able to do this by purchasing merchandise from designers when they over produce or other department stores over purchase. They go in during these certain situations and negotiate the lowest possible price to pass on the savings. How they buy is just as important as what they buy. They pride themselves in never having the same selection twice with new arrivals...
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...The locational determinants are documented as followings to determined our casino development location: (Rephann, 1997) 1. Proximity to larger urban areas 2. Quality of transportation infrastructure: 3. Restrictiveness of state casino gaming regulations 4. Proximity to non-casino-gaming states 5. Scale of casino development 6. Presence of other recreational attractions 7. Qualified Personnel inputs In addition, other aspect of the potential destinations such as the reputation of the destination, the economic development situation, the potential tourism development opportunities, accessibility problem in VISA restrictions and the risk analysis of the destinations will be taken into consideration. Attracting elements in choosing Singapore: After conducting the site selection analysis, it is found that Singapore could be one of the potential destinations to be developed for a new casino. General speaking, the high revenue generated by tourism, the high proportion of people in the highest socio-economic categories, the presence of Singapore’s iconic attractions, the high concentration of hotels and so on making Singapore being a higher potential for the new casino development. a) Prosperous Singapore Economic situation: Singapore is a prosperous city with a high living standard proving that it has a sound economic system. It is said that world’s highest millionaire households are in Singapore. It is regarded as one of the best investment destinations...
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...The Business Idea We have come to a time in Singapore where the cost of owning a car has rocketed skyhigh. Just when people in Singapore are still dwelling on the exorbitant Certificate of Entitlement prices, moods were dampened further with the recent declaration concerning cars. With reference to the Singapore Budget 2013, the maximum loan tenures have been reduced to five years which will also mean that there is a possibility where banks might increase their car loan interest rates. In addition, loan for cars is to be capped at 60% LoantoValue and cars with more than $20,000 of vehicle’s purchase price is capped at 50%. That is to say, if a car cost $100,000, the car buyer will have to fork out at least $40,000 to $50,000 in cash(Singapore Government 2013). Hence, many citizens in Singapore has found it increasingly challenging to cope with the tough new curbs on car loans immediately on the following day of the introduction. On top of that, owners of luxury cars will also have to fork out more money to pay for the increase in tax rates introduced in the budget. Bundling the 2013 budget with ever increasing fuel prices and maintenance cost, it will be hard for Singapore to not be the most expensive country to own a car. Despite all these new measures, there will still be a strong need for people in Singapore who...
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... | Table of Contents 1. Executive summary 4 2. Introduction 5 3. External Environment 6 3.1 Market Demographic Environment 6 3.2 Market Economics Environment 7 3.3 Market Technological Environment 8 4. Internal Environment 8 4.1 Internal Resources 8 4.2 Potential Market 9 4.3 Competitors 9 5. Internal Analysis 11 5.1 SWOT Analysis 11 5.1.1 Strength 12 5.1.2 Weaknesses 12 5.1.3 Opportunities 12 5.1.4 Threats 12 6. Mission Statement and Objectives 13 6.1 Mission Statement 13 6.2 Objectives 13 6.2.1 Quantitative Objectives 13 6.2.2 Qualitative Objectives 13 7. Selection and Measuring of Target Market 13 7.1 Outline of Marketing Research 13 7.2 Assessment of Potential Market 14 7.3 Market Segmentation (in relation to consumer behavioural aspects) 14 7.3.1 Geographic 14 7.3.2 Demographic 15 7.3.3 Psychographic 15 7.3.4 Behavioural 15 7.4 Survey Methodology and Analysis (positioning in a competitive advantage) 15 7.4.1 Positioning (competitive advantage) 16 7.5 Target Market Strategy 17 7.6 Sales Forecast 17 8. Product 17 8.1 Core Benefit 18 8.2 Actual Product 18...
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