...ASSIGNMENT CAR INDUSTRY “GENERAL MOTORS UK LTD.” Student Name: Muhamad Aaron Bin Maseri Student number: Seminar Tutor: Seminar Session: Wednesday (2.00 p.m. – 3.00 p.m.) C118 Date of submission: 22nd April 2015 by 3.00 p.m. Word count: 1093 words (+/- 10%) TABLE OF CONTENTS 1. Slides and Notes * Slide 1-10 3-15 2. Research notes * Slide 2: Contents 16 * Slide 3: Introduction 17 * Slide 4: Size and Corporate objectives 18 * Slide 5: Growth 20 * Slide 6: Strategic group and main competitors 21 * Slide 7: Economic environment 22 * Slide 8: Competitive/industry environment 23 * Slide 9: Internationalisation/international environment 24 * Slide 10: Conclusion 25 3. Annotated Bibliography 26-28 4. References 29-30 1. SLIDES AND NOTES Slide 1 Slide 2 This presentation will mainly assess about the General Motors UK Limited background, size and corporate objectives, growth, strategic group and main competitors, the economic environment, competitive or industry environment, and internationalisation or the international business environment. This presentation will end with a short conclusion. Slide 3 Introduction The General Motors Company bought Vauxhall for $2.5 million in 1925 and since then, the company operates under General Motors UK Limited (Hoovers...
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...UK AUTOMOTIVE AT A GLANCE UK AUTOMOTIVE INDUSTRY: PROFILE MANUFACTURING THE SOCIETY OF MOTOR MANUFACTURERS AND TRADERS MOTOR INDUSTRY FACTS 2014 REGISTRATIONS VEHICLES ON THE ROAD ENVIRONMENT CONTENTS WHAT IS SMMT? The Society of Motor Manufacturers and Traders (SMMT) supports and promotes the interests of the UK automotive industry at home and abroad. Working closely with member companies, SMMT acts as the voice of the motor industry, promoting its position to government, stakeholders and the media. SMMT represents more than 600 automotive companies in the UK, providing its members with a forum to voice opinions on issues affecting the automotive sector, guiding strategies and building positive relationships with government and regulatory authorities. As one of the largest and most influential trade associations operating in the UK, SMMT’s resources, reputation and unrivalled automotive data place it at the heart of the UK automotive industry. UK AUTOMOTIVE AT A GLANCE UK AUTOMOTIVE INDUSTRY: PROFILE MANUFACTURING REGISTRATIONS To find out how to join SMMT and for more information, visit www.smmt.co.uk/memberservices or e-mail membership@smmt.co.uk. VEHICLES ON THE ROAD ENVIRONMENT www.smmt.co.uk CONTENTS 02 CONTENTS UK AUTOMOTIVE AT A GLANCE ................................. 4-5 REGISTRATIONS ........................................................ 16 Cars by fuel type ......................................................
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...preferred) Operating cash flow (Automotive) Free cash flow (Automotive)3) Net interest-bearing assets (Automotive) Equity (Group) *) Adjusted 1) 9M-2011 January – September 2012 56,312 6,406 5,548 82 1,291 44 January – September 2011* 50,472 6,358 5,935 62 1,506 -115 Change in % 11.6 0.8 -6.5 32.3 -14.3 - -559 6,040 3,915 5.94 /5.95 6,768 3,840 13,025 28,853 -1,030 6,044 4,028 6.12 / 6.13 6,787 4,055 13,016 26,018 45.7 -0.1 -2.8 -2.9 / -2.9 -0.3 -5.3 0.1 10.9 for effect of change in accounting policy for leased products as described in note 3 on pages 36ff. of the quarterly report to September 30, 2012. EBIT includes a positive effect of € 85 million from the adjustment of residual value risk provisions. 2) EBIT includes a positive effect of € 124 million from better than expected off-lease business (9M-2011 one-effects amounted to € 439 million). 3) Free cash flow includes net investments in marketable securities of € 134 million (€ 839 million in 9M-2011). BMW Group Investor Presentation, January 2013 Page 2 GUIDANCE 2012. BMW Group We aim to achieve a higher full-year Group profit before tax than in 2011. Automotive Segment • Record sales of above 1.7 million units. • EBIT margin at the upper end of 8-10%. • Return on Capital Employed of >26%. Financial Services Segment Return on Equity of > 18%. BMW Group Investor Presentation, January 2013 Page 3 CONTENT. 1 2 3 4 Corporate Strategy Growth Markets Automotive Motorcycles 6 Production...
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...the World Automobile Industry Ford and the World Automobile Industry In 2008, the Ford Motor Company and the world automobile industry as a whole, was struggling financially. The slumping economy had a significant effect on US automobile sales, with a 50% reduction year over year, negatively impacting company earnings. (Grant, 2010, p. 46) Reduced sales, emerging markets and increased competition created a changing landscape and financial sustainability issues amongst the market. These forces and Ford’s growth created excess capacity beyond consumer demand resulting in inefficient use of resources. Synopsis of the Case Ford and the collective automobile industry were faced with challenging times due to a US recession, resulting in reduced demand. This decline caused a focus shift from existing markets to new growth markets, such as Asia, Europe and Latin America. (Grant 2010, p. 48) Companies partnered with outsourced providers and adjusted operational methods in an effort to reduce costs. This growth partnered with a decrease in consumer demand resulted in high carrying costs across the industry. Relevant Factual Information about the Problem or Decision the Organization Faced The US automobile industry experienced a boom in the early-mid 1900’s, resulting in Ford and the industry growing rapidly. (Grant, 2010, p. 48) In order to meet the demand, capital investment in manufacturing capabilities was occurring. In the late 1900’s the industry began to see a decrease...
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...branding through dyadic logistics partnership success (LPS): The case of the Malaysian automotive and logistics industry Nor Aida Abdul Rahman a,⁎, T.C. Melewar b,1, Amir M. Sharif c a b c Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL MIAT), Lot 2891, Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia The Business School, Middlesex University London, The Burroughs, Hendon, London NW4 4BT, United Kingdom Brunel Business school, Brunel University, Uxbridge, Middlesex, UB8 3PH, United Kingdom a r t i c l e i n f o a b s t r a c t Logistics partnerships across dyadic and triadic relationship networks have been the basis of extensive research in the extant literature. It is well understood that competitive advantage within logistics and distribution and within supply chains are driven by value-adding aspects of not only the core competencies of each tier in the network, but also via tangential supporting factors. It is also well understood that there is a strong relationship between logistics and distribution and marketing functions, particularly in product-based organisations. In addition to deepening our understanding of how successful partnerships throughout the source– make–deliver continuum can be optimised, this research also seeks to identify how a supporting element in terms of industrial branding and marketing can lead to relational sustainability. Hence, this paper outlines the relationship between logistics partnership success...
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...all barriers to entry in mass car market.The successful merger of McLaren team with Ron Dennis’ Project 4 team in 1981 and itsstrategic alliance with Mercedes-Benz later in 1995 for supplying enginesprovided the group with a golden opportunity to establish itself on the global platform. McLaren was the first company to use carbon-fibre-composite in its road car designs, which has provided the company with a competitive edge in the mass car market. Continuous investments are made in R&D to produce high-performance road cars for its discerning customers. McLaren’s successful establishment in the mass car market signifies the effectiveness of its global business strategy. McLaren’s diversified business portfolio consists of McLaren Automotives, McLaren Racing, McLaren Electronic Systems, McLaren Marketing, Absolute Taste and McLaren Applied Technologies. McLaren has adopted related diversification to increase its growth rate and market power. There is operational synergy amongst the businesses in McLaren’s business portfolio.Vertical integration has allowed the group to increase its operational efficiency and profitability. McLaren Racing is the most profitable company in the portfolio and all the other companies in the portfolio are also making considerable profits. Core competences are the underpinnings of McLaren’s corporate strategy. The group has maximised its organisational value by adopting performance improving activities. McLaren Group’s Chairman Ron Dennis and other...
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...General Motors Corporation and The Environment Module: Environmental Issues (BC215013S) Academic Year: 2010/11 Semester/Trimester: 2 Student ID: 0916657 1. Executive Summary The report comprises the following sections which discuss the connection between General Motors (GM) as a major car manufacturer, and the environmental issues and policies that concern the company: * Environmental legislation affecting GM is outlined. * The internal and external drivers of GMs policies are analysed. * The policies themselves are discussed. * Recommendations and conclusions relevant to the future of environmental protection from the automobile industry’s point of view are made. Contents 1. Executive Summary 2 2. Introduction 4 3. General Motors 4 4. Main Legislation (International, National and Local) Affecting General Motors 4 5. Analysis of the Main Drivers of GM Environmental Policy 9 5.1. Internal and External Drivers 10 6. General Motors Environmental policies 11 7. Analysis of General Motors Environmental Policies 12 7.1. Specific 13 7.2. Measurable 13 7.3. Achievable 14 7.4. Realistic 14 7.5. Timely 15 8. Recommendations 15 9. Conclusions 16 10. Table of Figures 18 11. List of Tables 18 12. List of References 18 13. Bibliography 20 2. Introduction This report investigates and analyse the impact of General Motors (GM) on the environment, the company’s...
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...Subject: Strategic Leadership in a Changing World Question: Write an essay (using module concepts) that evaluates the strategic issues and options facing your organisation of choice. Company: Toyota Corporation Final Word count: 3,000 Toyota is seen as one of the market leader in the auto industry. It headquarters is based in Japan. It manufactures and sells vehicles (Toyota annual report, 2012). Toyota chiefly operates in Japan, Europe, Asia and North America. This essay will examine the company position analysis. Further, it will identify key strategic issues and these issues will be analysed and evaluated. Issues can be internal or external in nature and maybe positive or negative to the organisation (Haberberg & Rieple, 2008).The next section will analyse Toyota’s current position. To understand the organisation strategic position the environment, capabilities, culture and its purpose will be analysed (Johnson et al, 2011). Toyota’s culture is the Toyota way which focuses on continuous improvement. In addition it does lean production which concentrate on ‘just in time’ production and ‘Jidoka’ system which emphasises quality and no waste. According to (Toyota, 2013), they concentrate on CSR issues and environmental issues. The environment analysis will be analyses using Swot and PESTLE analysis. According to the evidence, Toyota’s corporate culture has placed the organisation in a position which focuses at adding value to current and future...
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...Economy Anonym PESTEL-Analysis of BMW Seminar paper Bachelor Business Administration Seminar paper Strategic Management Topic: PESTEL-Analysis for BMW Course of studies: Business Administration Table of Content Table of Content ............................................................................................ I Table of Figures............................................................................................ II 1. Introduction ........................................................................................ 1 2. Automotive industry in the 21st century ........................................... 1 3. PESTEL Analysis for BMW ................................................................ 2 3.1 Political ................................................................................................. 3 3.2 Economical........................................................................................... 3 3.3 Social ................................................................................................... 4 3.4 Technological ....................................................................................... 5 3.5 Environmental ...................................................................................... 6 3.6 Legal .................................................................................................... 7 4. Conclusion...
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...106th Annual Report 2012-2013 The Busine ss M el od O k loo ut Risks a nd Op po r tunities Value Transparently r Pe Communicating ategic Obje Str c es a tiv nd Strate ce na nce enduring sustainability The journey towards es Go r ve fo rm an gi INTEGRATED REPORTING Communicating Value Transparently At the very core of the concept of Integrated Reporting (IR), is the growing recognition that a number of factors determine the value of an organisation – some of these are financial or tangible in nature and are easy to account for in financial statements. However others, like people, natural resources, intellectual capital, markets, competition, etc., are harder to measure. This is where the concept of Integrated Reporting comes in. IR enables an organisation to communicate in a clear manner on how it is utilising its resources and relationships to create, preserve and grow value in the short, medium and long-term. And thus helping investors to manage risks and allocate resources most efficiently. The IR reporting framework covers six parameters: v Organisational Overview of the Business Model O k loo ut The Busine ss M el od Risks a nd v Operating Context, Risks and Opportunities v Strategic Objectives and Strategies v Governance r Pe Op po r tunities Value Transparently Communicating ategic Obje Str c es a tiv nd Strate ce v Outlook na nce This Annual Report is...
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...What are business ethics and sustainability? Introduction Steel is a unique and vital material. It touches almost every part of modern life. It is a key element of our infrastructure. From buses to buildings, from canned food to computers, almost everything we see around us is either made of steel or is made using steel. Steel is essential to modern society. TATA Steel Ltd. is the third largest steel producer in Europe and has its main steelmaking plants in the UK and Holland. It supplies steel and related services to major industries, such as construction, vehicle production and packaging. The European operations are a subsidiary of TATA Steel Ltd. ,one of the world’s top ten steel producers. The combined Group has around 50,000 employees. The challenges of sustainability A commitment to environmentally-sound practices is part of many businesses’ commitment to act responsibly. Social responsibility refers to an organisation’s obligations to maximise its long-term positive impacts and minimise its negative impacts on society. For TATA Steel Ltd., it is a core part of its vision to be ‘the global steel industry benchmark for value creation and corporate citizenship.’ TATA Steel Ltd. is committed to tackling the challenges of sustainability. This means that it takes its responsibility towards both the environment and its communities seriously, balancing these against the need to make a profit. It has put systems in place to meet international standards for environmental...
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...ANALYSIS⊗ TRENDEK ÉS ADATANALÍZIS A ROBOTGYÁRTÁSBAN Bob STRUIJK, BSc, MBA General Manager, Vice President Europe FANUC Robotics Magyarország Ltd. ZM NDU, PhD Student struijkb@fanucrobotics.es bob@fanucrobotics.hu Abstract: To determine how industrial robots has grown and how they will grow and to understand why it has grown in that way, a large number of factors can be investigated: ‐ The annual production volume of industrial robots. ‐ The type of application where the robots were used in ‐ The types of industries adapting robots over time ‐ The geographical markets that used robots over time ‐ Macro-economic data of the automotive industries of the regions involved ‐ The spread and use of industrial robots and UAV’s in current society in industry, its effect on employment. The data analysis will highlight growth trends of the various regions and indicate sectors for growth. Keywords: robots, unmanned aerial vehicle UAV, robot applications, IFR, automobile industry, articulated , BRIC, robot density. Kivonat: A szerző célja bemutatni, hogyan nőtt az iparban alkalmaztott robotok száma, és várhatóan hogyan fog tovább nőni. A szerző az alábbi tényezőket vizsgálja a cikkben: - az előállított ipari robotok száma - az ipari robotok alkalmazási területei - az ipari robotok földrészenkénti alkalmazása - a vizsgált régiók makroökonómiai adatainak vizsgálata az autóiparban - az iapri robotok és az UAVk alkalmazása a modern társadalmakban, és a robotok alkalmazásának hatása ...
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...University Muncie, IN 47306 Professor John Vann Dec. 9, 2011 TABLE OF CONTENTS Background ………………………….………………………………………………………………………. 3 Product Market Matrix …………….………………………………………………………………………. 4 Values ………….……………………………….……………………………………………………………. 8 Mission Statement…….….…………………….…………………………………………………..………. 12 Objectives …….….….………………….……………………………………………………………..……. 13 Porter’s Five Forces …..……………….……………………………………………………………..……. 15 Sustainability …..…………...………….……………………………………………………………..……. 20 Boston Consulting Group Growth/Share Matrix ……………...…………………………………..……. 25 Directional Policy Matrix ……………...…………………………...………………………………..……. 31 Positioning ………………………….…...…………………………...………………………………..……. 34 Marketing Mix ……………………..…...…………………………...………………………………..……. 38 References ……………………..…..........…………………………...………………………………..……. 43 2 BACKGROUND Volkswagen group is a automotive conglomerate consisting of several brands of vehicles for a range of customer groups at a range of prices. It is one of the top automotive manufacturer’s in the world and is the top automotive manufacturer in Europe (Volkswagen, 2011a). Beginning in the late 1930s, Volkswagen created tanks and driving equipment for Nazi Germany during World War II. After the war, Great Britain had the choice to either destroy the Volkswagen plant or continue production. They saw potential in Volkswagen and decided to allow it to continue to manufacturer vehicles. Volkswagen grew during the next few decades; acquiring new brands...
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...declared perfect, there is always room for improvement.” From Looms to Cars: Toyota’s History Global Toyota Toyota in Europe The Toyota Production System 30 5. Customer First 34 6. Sustainability: Economic, Environmental and Social Stewardship 38 7. The Vehicle Line-Up 46 8. Motorsport & Formula One 58 9. The Toyota Work Experience 60 4 | Toyota’s European Network March 2008 edition | 3 Foreword Dear Reader, Since the early 1960’s, Toyota’s presence in Europe has grown and changed, keeping pace with the changing vehicle tastes and requirements of the European public. Since 1992, when the first of our European production facilities was opened in the UK, Toyota has invested almost €7 billion throughout Europe. We now employ approximately 80,000 people and have nine European manufacturing facilities. But the construction of vehicle and engine assembly plants is only part of the story. In 2007, we also expanded our technical centre in Belgium, investing an additional €75 million to ensure that Toyota and Lexus vehicles continue to meet the high engineering and design standards of European customers. Another major investment was the new European Global Production Centre in the UK, established for the training of production staff and supervisors from all over Europe. Toyota also continues to invest heavily in the training of our engineering and management staff, as well as our retail and marketing teams...
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...of Regions, Economy and Society 2010, 3, 443–457 doi:10.1093/cjres/rsq009 Advance Access publication 1 April 2010 The Tata Nano, the global ‘value’ segment and the implications for the traditional automotive industry regions Peter Wells Cardiff Business School, Cardiff University, Aberconway Building, Colum Drive CF10 3EU, UK, wellspe@cardiff.ac.uk Received on June 30, 2009; accepted on March 4, 2010 Downloaded from cjres.oxfordjournals.org at East China Normal University on May 24, 2011 This paper provides a case study of the Tata Nano, a low-price car designed primarily in and for the Indian market, and its implications for the developed industrial markets. While the Nano is a classic ‘disruptive’ innovation in an Indian context, this paper argues that the car and its emulators have the potential to undermine the viability of the European automotive industry whose business is premised on technological sophistication, premium branding and high price. In an era of greater austerity, the ‘value for money’ segment is the one with global growth potential in emergent markets as well. The paper concludes that policy makers in Europe will need to decide how to react to the rather different vision of automobility offered by the Nano. Keywords: Tata Nano, automotive industry, strategy, regional development, economic policy, price competition JEL Classifications: F01, L11, L52, L62 Introduction In March 2009, the Indian company Tata launched the long-awaited Nano model, intended...
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