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Maersk line
 

Maersk line

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    Maersk line Maersk line Presentation Transcript

    • CREATED AND PRESENTED BY MUHAMMAD LALANI C.M.M ENTERPRISES
    • AGENDA• SHORT VIDE ON APM GROUP• COVER PAGE OF APM• ACTIVITES OF APM GROUP• CEO WITH RESPECT TO ACTIVITES OF APM GROUIP• HISTORY OF MAERSK LINE• VISION & MISSION STATEMENT• MAERSK LOGO• MAERSK HIERARCHY• SOME FACTS AND FIGURES• MAERSK AND IT COMPETITORS• BUSINESS STRATEGY OF MAERSK• SOME THREATS• STRATEGIES ADOPTED IN MAERSK
    • CEO’S OF A.P.M GROUP
    • PRODUCTS OF A.P.M GROUP AND THEIR CEO RESPECTIVELYMearsk Line: Maersk oil: APM TerminalEivind Kolding Jakob Thomasen Kim Fejfer Maersk Tanker Maersk Drilling Soren Skou Claus V. Hemmingsen
    • The Maersk Line
    • HISTORY A HISTORICALLY FATHER-SON TEAM Arnold .Peter. Moeller Arnold Maersk Mc-Kinney Moller A MAN WHO CREATE OPPORTUNITY A MAN WHO AVAIL EVERY POSSIBLE FOR HIM SELF OPPORTUNITY BY COLLOBRATING WITH US NAVYHIS PHILOSOPHY: There are two only ways to grow:No loss should hit us, which could be avoided organically or via acquisitions,"with constant care
    • VISION STATEMENTWe create opportunities in global commerceMISSION STATEMENT:• Truly understanding our clients and their business.• Offering second-to-none transportation solutions.• Being profitable - and delivering sustainable, profitable growth.• Continuously reducing costs and increasing efficiency.• Offering our colleagues personal growth and a motivating place to work.• Being innovative.• Being good corporate citizens.
    • MAERSK LINE AT A GLANCE• Employees: about 16,900 and 7,600 Seafarers.• Number of representations: about 500 offices• Located in: more than 167 countries
    • MAERSK LOGO IN 1928 & IN 1972
    • KEY PERSONNEL IN MAERSK LINE Eivind Kolding, Chief Eivind Kolding, Morten Engelstoft,Executive Officer Chief Executive Officer Chief Operating Officer , LARS JAKOBSENLucas Vos PETER ANDERSON HEAD OF NETWORK & PRODUCTChief Process Officer Chief FINANCIAL Officer
    • TOP 7 COUNTRIES HAVING LARGESTSHARE IN GLOBAL TRADE IN TERMS OF CONTERIZATION MOVEMENT
    • WHY WE ARE NUMBER 1 TILL TODAYSOME FACT &FIGURE THAT KEPT US THE WINNER OF THE GAME TILL TODAY
    • MAJOR ROUTES AND REVENUE EARNED FROM THEMThe major routes of Maersk Line providing 265 services which are:•Asia-Europe (12 East Bound Services+12 west bound service)+(70 feeder service)•Africa (4 Direct service)+(12 Feeder Service)•Trans-Pacific(Asia-America)(9 East Bound Service+9 West Bound Service)•Latin America(38 service)+(12 Feeder Service)•Trans-Atlantic(America-Europe, Meiterranean,Middle East)(16 service)-•Oceania(14 service)+(1 Feeder Service)•Intra-Asia(19 services)+(35 feeder Service)
    • RATE FLUCTUATION
    • TOTAL FLEET AND TEU’S Operated under Maersk brand
    • Maersk COMPETATIVE POSITION IN MAKRET & COMPITITOR
    • RNK OPERATOR MARKET SHARE NO OF CONTNER FLEETS OWNED FLEETS 1 APM-Maersk 18% 2,166,332 570 245 2 Mediterranean Shg Co 13.2% 2,029,758 472 207 3 CMA CGM Group 8.6% 1,350,232 403 94 4 Evergreen Line 5.4% 594,154 162 90 5 Hapag-Lloyd 4% 543,293 138 59 6 APL 3.5% 472,804 119 44 7 COSCO Container L. 3.5% 469,491 145 94 8 CSCL 3.4% 460,717 140 88 9 NYK 3% 410,185 108 59 2.5%10 Hanjin Shipping 409,363 92 18
    • BUSINESS STRATEGY OF MAERSK LINE
    • • SOME MAJOR UNCONTROLLABLE THREATS TO SHIPPING INDUSTRIES
    • FLUCTUATION IN FUEL PRICES
    • PIRACY ATTACKS
    • • STRATEGIC MANAGEMENT MATRIXES
    • BCG MATRIX •The example of service TP1 i.e trans pacific routing 1 is the best example of bcg matrix •The service had a routing of Yantian, Xiamen, Kaohsiuing, Los Angeles, Oakland, Honolulu and Guam which have been dismissed recently because of low freight and increment in bunker lost . •The service have been in continues loss since 3 years and now the board decided to dismissed the service and introduce new service serving some port from previous service •The new routes as per market demand TP1 have been replaced by TAIWAN EXPRESS which routing will be KAOHSIUNG(TAIWAN)-TAIPAI(TAIWAN)- LOS ANGELES( USA)-OAKLAND(USA)
    • THE GRAND STRATEGY MATRIXAS PER ABOVE GRAPH IT IS CLEAR THATMAERSK FALLS IN Q4AS THEY HAVE STRONG COMPETATIVEADVANTAGE BUTMARKET GROWTH IS SLOW
    • I.E MATIRXOn basis of IFE AND EFE ,Maersk fall in Q1 i.e Grow & Build which enroll it to takefollowing steps•Market Development: By Introducing new ports having good trade balance either by directservice or feeder•Product Development: By investing on charter vessel rather than purchasing•Backward Integration: As growth in container market is decreasing they should focus more onship yard and ship breaking to control ship repair and maintenance cost
    • He who asks a question is a foolfor five minutes; he who does notask a question remains a foolforever.