...MITSUBISHI MOTORS CORPORATION : Announces Fiscal 2013 First Quarter Operating Results 07/30/2013 | 03:14am US/Eastern Recommend: 0 Tokyo, July 30, 2013 - Mitsubishi Motors Corporation (MMC) today announced its sales and financial results for the first quarter of the 2013 fiscal year (FY) ending March 31, 2014. 1. Performance overview MMC posted a consolidated net sales of 409.4 billion yen for the first quarter of fiscal year 2013 (April 1, 2013 through June 30, 2013), a 2% or 9.9 billion yen decrease over the first quarter of fiscal 2012, showing a decrease in wholesale volume. MMC posted an operating income of 16.0 billion yen, a 7% or 1.1 billion yen increase over the same period last fiscal year. The increase was due mainly to favorable exchange rates as well as reductions in material and other costs which together overcame such negative factors as decreases in wholesale volume and increases in sales expenses including advertising costs. Along with the increased non-operating income from factors including foreign exchange gains MMC posted an ordinary income of 22.3 billion yen, a 57% or 8.1 billion yen increase year-on-year. Net income for the term amounted to 16.4 billion yen, an 18% or 3.6 billion yen decrease year-on-year without the benefit of a 11.4 billion yen in extraordinary income from the sale of stock in affiliates like what was recorded in the first quarter of last fiscal year. 2. Sales volume (Retail) Global retail sales volume for the first quarter...
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...company was established in 1983 as the sole national car company until the advent of Perodua in 1993. Proton is a Malay acronym for Perusahaan Otomobil Nasional Sendirian Berhad. (English: National Automobile Company Private Limited). Proton was largely a manufacturer of badge engineered vehicles from Mitsubishi Motors between 1985 and the early 2000s. The company has since produced several indigenously designed models and operates in at least 26 countries today, of which the majority are in Asia. Proton was formerly owned by Khazanah Nasional, the investment holding arm of the government of Malaysia. In January 2012, it was taken over by DRB-HICOM, a Malaysian conglomerate in a transaction amounting RM1.2 billion. Proton, predominantly reliant on its domestic market is currently undergoing structural and internal changes, as evident in the appointment of a new owner, partner, Chairman and the launch of various new and upcoming models in an effort to gain an international presence and increase profitability. Contents 1 History 1.1 1980s 1.2 1990s 1.3 2000s 1.4 2010s 2 Vehicle line-up 3 Logo and branding 4 Domestic sales 5 Global operations 6 Partnerships 6.1...
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...The company was initially wholly owned by the government of Malaysia through Khazanah Nasional and was headed by its founder, Dr. Mahathir. Proton approached Mitsubishi Motors between 1983 and 1984 and brokered a joint venture between both companies for the production of the first Malaysian car. The result of the collaboration was the Proton Saga, which launched on 9 July 1985.[3] It was based on the second generation 1983 Mitsubishi Lancer Fiore 4-door saloon and powered by a 1.3-litre Mitsubishi Orion 4G13 engine. The first Proton Saga to roll off the production line in Shah Alam is preserved in the Muzium Negara as a symbol of the beginning of the Malaysian automotive industry. Sales of the new Saga outstripped supply and Proton struggled to meet the growing demand, but by mid-1986 it had captured a 64% majority domestic market share in the Below 1600cc segment.[4] Later in October 1987, a hatchback variant called the Proton Saga Aeroback was launched and featured a more powerful 1.5L Mitsubishi 4G15 engine and a redesigned rear-end. Proton entered the United Kingdom in March 1989 with the Saga saloon and hatchback duo, where the Malaysian company set the record for the Fastest Selling Make of New Car Ever to Enter the United Kingdom.[5] Nonetheless, Proton did experience an overall decline in sales during the...
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...Introduction Report introduction The following report will be based on Mitsubishi Japan; it will contain details on what they are currently doing. The main focus of the report will be on automobile as this is the chosen segment of the company. Company background Mitsubishi have been establish since 1870 and is involved in not only the automobile industries but also in electronics and electrical products ranging from air conditioners, hydraulic equipments, ships, aircrafts and even missile and space related products. Country background Japan was chosen as it is the founding country of Mitsubishi and thus has a rich history to it. Japan itself also has a wide and unique culture but however won’t be discussed in here. SWOT analysis This report is going to talk about the Strengths, Weakness, Opportunity and Threats of the company Mitsubishi motor band name , High market share internationally and Huge portfolio Strengths Brand name: Mitsubishi, being an international company has built a famous made and also a trustworthy name. High market share internationally: Mitsubishi holds a huge amount of market share compared to other companies due to their quality yet low priced products and thus widely affordable. Huge portfolio: Mitsubishi has a huge range of products and thus is able to provide income even if one product fails. Weaknesses Past record: Mitsubishi had a recall of vehicles in 2012 due to faulty oil seal, this caused their reputation along...
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...Problem The main problem with OMC’s corporate strategy was that it failed to examine the current and anticipated factors associated with customers and competitors (external environment) and the firm itself (internal environment), envisioning a new or effective role for the firm in a creative manner, and aligning policies, practices, and resources to realize that vision. Utilizing empirical data, this case illustrates the evolution of the commercial vehicle industry in Turkey, changes in industry conditions, and competitive strategies employed by the incumbent and its Japanese rivals in various life cycle stages. The product’s quality of OMC was not up to the mark compared to the competitors. The technology utilized in Isuzu and Mitsubishi was far better than OMC. They failed to view Japanese companies as their competitors initially. Timely decisions were not taken. The product leadership, being market leader and first mover advantage all was lost by OMC. Alternatives OMC’s alternatives are: 1) increase Iveco’s share to 50 percent and provide new technology platforms; 2) sell 100 percent of OMC’s assets and business; 3) Concentrate on dominant products by improving quality, and improving on service and distribution making it competitive while eliminating all the weaker products. Recommendation Otoyol’s best options are to eliminate all the weak products and start investing in new technology to improve the quality of their dominant products or leave the market completely...
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...1/29/13 You are not a member of this wiki. Join now Dismiss MIBS-A1China-Group2 - 8 - Consolidation 0 nikhilvenki2 | My Wikis | Help | Sign Out MIBS-A1China-Group2 Wiki Home Recent Changes Pages and Files Members Manage Wiki Search Wiki All Pages 1 2 3 4 5 6 7 - clipboard 8 - Consolidation Assignment Questions Draft Report MBA Charts Tutor template Words Count: 3900 Introduction Tombow Pencil Co. Ltd. is a Japanese writing instrument manufacturer founded by Harunosuke Ogawa in 1913. Tombow and its main competitior- Mitsubishi accounted for about 70% pencil market share before 1963. After that, Tombow began to expand its product line beginning from ballpoint pen. Tombow mainly sold products through stationery stores which are the crucial outlet for writing instrument industry. It served these stores the sales agent and 38 its own branch offices. In addition, Tombow actively responded new market requirement. Tombow’s faced the serious contradiction between sales and production. Tombow had two types of new products, one was with little engineering content, the other was scientifically engineered. Its typical product development project is Object EO. The theme of this project is “low price/highdesign”. Tombow hoped through it to improve profit margins by design and to build volume by its attractive appearance. As its main product, Tombow produced 2 types of pencil—wood-cased standard and fashion types. In 1991, its standard pencil accounted about only 23% of its catalog, The rest...
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...newest proposition involved setting up joint ventures in renewable energy, electricity grid equipment and nuclear power. In fact, the value of the stakes Alstom will own in the three joint ventures is estimated to be about €2.6bn which means that the net cash cost of the deal for GE is about €9.7bn. Moreover, the US and European regulators required the sell-off of part of the GE’s turbine business to the Italian Ansaldo Energia in order to keep the market competitive. Before GE got the “green light” from Paris, there was lot of competition between GE and the joint offer of Siemens and Mitsubishi Heavy Industries for the acquisition of Alstom, even though the board of Alstom favoured GE’s clear and simple offer. Moreover, GE promised to add about 1000 new jobs in France, where it has had large existing operations for decades. On the other hand, the government liked the fact that Mitsubishi-Siemens offer was based on forming a partnership and was not going to be a takeover. Finally, when GE modified its proposal, it won the war. About General Electric General Electric, headquartered in Fairfield, Connecticut (US), is a multinational leading corporation with a highly diversified business. General Electric is a key player in the...
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...Keiretsu Translated literally, it means headless combine Keiretsu is a Japanese word which, translated literally, means headless combine. It is the name given to a form of corporate structure in which a number of organisations link together, usually by taking small stakes in each other and usually as a result of having a close business relationship, often as suppliers to each other. The structure, frequently likened to a spider's web, was much admired in the 1990s as a way to defuse the traditionally adversarial relationship between buyer and supplier. If you own a bit of your supplier, reinforced sometimes by your supplier owning a bit of you, the theory says that you are more likely to reach a way of working that is of mutual benefit to you both than if your relationship is at arm's length. American trade officials, however, disliked Japan's keiretsu because they saw them as a restraint of trade. Jeffrey Garten, once under-secretary of commerce in charge of international trade and then dean of Yale School of Management, said that a keiretsu restrains trade “because there is a very strong preference to do business only with someone in that family”. Despite its government's disapproval, corporate America liked the idea. Jeffrey Dyer wrote in Harvard Business Review in 1996 that Chrysler had created “an American keiretsu”. The company's relationship with its suppliers, which were reduced in number from 2,500 in 1989 to 1,140 in 1996, had improved to such an extent, claimed...
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...two companies’ annual reports. This report will consider all factors such as services, products, and the environment as well as stake holders, both internal and external; based on the annual reports of both, Mitsubishi and Sony companies. Both have designed their reports to inclusively create awareness to all their stake holders, concerning the CSR actions that the companies may be planning to undertake Scope The following report will be based on; Setting out the differences between the reports of the two companies in terms of the range of issues dealt within the reports and the depth of the coverage; a. Explain the differences between the two reports in terms of country or industry factors; b. Assess the quality of the reporting in terms of Zadek’s (1997) criteria c. Evaluate the extent to which it would be appropriate for the two companies to use a standardized approach; d. Make recommendations about how each of the reports could be improved and why A. Set out the differences between the reports of the two companies in terms of the range of issues dealt with in the reports and the depth of the coverage. Mitsubishi Materials CSR Report 2011 The report is deliberately made to inform everyone with some interest in the Mitsubishi Materials and the Mitsubishi Materials Group and at the same time raise more awareness on the Corporate Social Responsibility (CSR) activities undertaken and still...
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...Questionnaire Survey Topic: (A research into the customer satisfaction for MITSUBISHI air conditioners in Singapore) This is an anonymous survey and the findings of which will be used to address important customer concerns in the above product. Please answer all the questions which should take only 10 minutes to complete. Section A: General Customer Information 1) Age __ A) 20-35 B)35-50 C) 50above 2) Gender __ A) Male B)Female 3) Occupation __ A) Household B)Wroker C) Retired 4) The reason you choose MITSUBISHI __ A) Brand reputation B) The price C) Product quality D ) Others Section B: Please place an “X” in the box that most closely describes your opinion. 5 Sales and place | | Strongly Agree | Agree | Neutral | Disagree | Strongly Disagree | Q1.You can easily search the information about us. | | | | | | Q2 Our shop is near your home. | | | | | | Q3 Salesman is courteous and knowledgeable. | | | | | | Q1 The function and effect of product is very obvious | | | | | | | Strongly Agree | Agree | Neutral | Disagree | Strongly Disagree | 6 Product quality | Q2 The design of air conditioner is good | | | | | | Q3 There is no noise when our product operates. | | | | | | Q4. Our product achieved your expectation. | | | | | | 7.After-sale and maintenance service | Q1 Our staff arrived at the schedule time...
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...GLOBAL SUPPLY CHAIN Term Paper : Proton Supply Chain Challenges Table of Contents 1.0 Company Background 1-4 2.0 Problem Statement 5-7 3.0 Significant of Study 8-10 4.0 Proton Supply Chain Weaknesses 11-18 5.0 Recommendation 19-29 6.0 Conclusion 30 7.0 References 31-32 1.0) Company Background First national car, Proton Saga project was formed embark from the Look East Policy. Perusahaan Otomobil Nasional Sendirian Berhad (PROTON) was formed in 1983 as a company of national car to manage the operation of the national car project. "The Proton Saga is more than just a quality automobile. It is a symbol of Malaysians as a dignified people" quoted by Tun Mahathir Mohammad during the launched of the first model of national car, Proton Saga in 1985. Anyhow, PROTON facing the downfall when Perusahaan Otomobile Kedua Sendirian Berhad (PERODUA) launched in 1993, producing minicars and superminis models which target the different market segments as Proton. For example in 2002, Proton become the 1st of the car supplier in Malaysia, acquired 49.43% of the market share. Anyhow, in 2006, Perodua overtake Proton as the 1st car supplier in Malaysia with 42% of market share, and Proton was 10% behind it. This trend maintain consistently until latest statistic in 2011, Perodua still become the 1st supplier in Malaysia acquired 34% of the market share while Proton maintain the 2nd place with 33% market...
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...OVERVIEW……………………………………………2 - History of Japanese Economy - Japanese Financial & Banking System - Mitsubishi UFJ Financial Group BANK OF TOKYO MITSUBISHI UFJ………………16 - Structure - Rating - Capital - Competition - Services BANK MANAGEMENT ANALYSIS…………...……29 - Asset Management - Liability Management - Risk Management - Other Developments (Social Responsibilities) REPORTS ANALYSIS………………………………..35 - Financial Sheets - Financial Ratios FORECASTING……………………………………….38 - Forecasted Financial Sheets CONCLUSION………………………………………...40 I. OVERVIEW A) History of Japanese Economy The Japanese economy is the 3rd largest economy in the world, coming right behind the American economy and the economy of China. It’s one of the most studied economies among all due to its rapid growth in different eras. Its economy first interacted with Europe in the 16th century, and the Europeans were admirers of the country as it was one of the richest in metals and became a major exporter of copper and silver. In 1603, which is the beginning of the Edo period, the interaction between the Japanese and Europeans was extremely intense, and that, however, exposed Japan to Christianization waves, which lead Japan to enter a period of isolation in order to avoid such religious waves. Significant expansion of domestic industries increased during this phase. The construction trade grew along with banking dealing activities. The Edo period ended in 1868, and by that time Japan...
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...Shortly after its incorporation, it acquired the Volkswagen facility. As of the moment, it assembles passenger vehicles and serves its customers with around 200 employees. Moreover, there are seventeen authorized dealers of Nissan in the whole country. Nissan Philippines Research The ABS used in Mercedes-Benz, BMW, and Volvo cars is made in the Philippines. Ford, Toyota, Mitsubishi, and Nissan are the most prominent automakers that make cars in the country. A 2003 Canadian market research report predicted that further more investments in this sector were expected to grow in the next following years. Toyota has been the most used vehicle in the country. (http://www.termpaperwarehouse.com/essay-on/External-Analysis-Of-The-Philippines/38204) Automotive industry in the Philippines New Motor Vehicle Development Programs (MVDPs) However, the economic and political crisis in 1983 had a devastating impact on the expanding industry. Because of the declining market for Philippine exports and the resulting capital flight, the industry was left with only two international participants (PAMCOR-Mitsubishi Nissan) and in 1984. Furthermore, only 40 local parts manufacturers remained in operation, dramatically less than the participation of 220 firms 2 years before the crisis. More comprehensive programs such as the Car Development Program (CDP) and the Commercial Vehicle Development Program (CVDP) were implemented to address the shortcomings of earlier development programs and to...
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...Total sales by month by Make Sum of Price | Column Labels | | | | Row Labels | Jan | Feb | Mar | Grand Total | BMW | 43800 | 34499 | 142340 | 220639 | Ford | 92361 | 12680 | 25220 | 130261 | GMH | 12400 | 18900 | 22800 | 54100 | Hyundai | 34500 | | | 34500 | KIA | 12800 | 10500 | 19700 | 43000 | Mitsubishi | 3500 | 8600 | 30700 | 42800 | Nissan | | 27600 | 100020 | 127620 | Peugot | 12400 | 19900 | 8532 | 40832 | Renault | 21090 | 30599 | 5600 | 57289 | Toyota | 41855 | 22100 | 43489 | 107444 | Volkswagen | 45700 | 17900 | 70122 | 133722 | Grand Total | 320406 | 203278 | 468523 | 992207 | Difference in total sales from previous month by Make Sum of Price | Column Labels | | | | Row Labels | Jan | Feb | Mar | Grand Total | BMW | | -9301 | 107841 | | Ford | | -79681 | 12540 | | GMH | | 6500 | 3900 | | Hyundai | | -34500 | 0 | | KIA | | -2300 | 9200 | | Mitsubishi | | 5100 | 22100 | | Nissan | | 27600 | 72420 | | Peugot | | 7500 | -11368 | | Renault | | 9509 | -24999 | | Toyota | | -19755 | 21389 | | Volkswagen | | -27800 | 52222 | | Grand Total | | -117128 | 265245 | | Chart of total sales for each region each month, showing amount of sales by each salesperson Total sales and total commission earned (at 5%) for each salesperson, by month Row Labels | Sum of Price | Sum of commission | Jan | 320406 | 16,020 | Hector Smith | 109355 | ...
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...Marketing plan: cityZENN Fall 2013 Table of contents • Executive summary • Current marketing situation Market description, product review, competition, and distribution • Threat and opportunity analysis • Objectives and positioning strategy • Marketing strategy and tactics • Action program • Budgets • Controls Executive summary “ZENN Motor Company is dedicated to enabling emission-free, energy-efficient transportation.” (ZMC profile, 2012) ZENN Motor Company is planning to launch a highway speed capable, 300km range passenger vehicle, priced competitively with a very low operating cost, named the cityZENN. Zenn Motor Company will be targeting single people, and families who are looking for a second vehicle that live in the urban city and business users that user that use as fleets. The Success of the cityZENN will be reflected by a sizeable capture of market shares within this market, while strategically carrying the company up to the top spot as the market leader in the Subcompact Urban City car, and electric vehicle market. Current marketing situation With the rising cost of fuel, and a higher regard for cleaner transportation, more consumers are moving toward alternative fuel sources and vehicles which take advantage of those fuels. Electric cars have some benefits compared to conventional internal combustion engine vehicles, such as significant reduce of...
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