Hello Guys..
A presentation on diversification where two company example is taken.One who is successful and other which failed in diversifying the business.
So would help you a a lot.
Regards
Ajay Gupta
The document summarizes major mergers and acquisitions that occurred in India in 2014. Some key deals included Flipkart acquiring Myntra for $2 billion, Asian Paints acquiring Ess Ess Bathroom Products, Reliance Industries taking over 78% of Network 18 for $660 million, Bharti Airtel acquiring Zain Telecom's African assets for $10.7 billion, Merck acquiring Sigma-Aldrich for $17 billion, Tata Consultancy Services merging with CMC, Tata Power acquiring a stake in an Indonesian coal company, Lactalis acquiring Tirumala Milk products for $275 million, and Facebook acquiring WhatsApp for $22 billion.
Mahindra & Mahindra is a large Indian multinational conglomerate founded in 1945. It operates in key sectors such as automotive, farm equipment, defense, hospitality, finance, and real estate. The company has experienced significant growth across its sectors through strategic acquisitions and partnerships. It is now India's largest tractor company and the world's largest manufacturer of tractors.
Case Study On The Successful Journey of Mahindra & Mahindra’s Automotive ...VARUN KESAVAN
Mahindra & Mahindra developed the Mahindra Scorpio SUV in the late 1990s to compete in the global SUV market. It utilized supplier involvement from concept to production to reduce costs. The Scorpio was designed in India, UK, engineered in Germany and Austria with components from various countries. It was successful due to its on and off-road performance, reliability, ability to be used in both rural and urban areas, and development of a strong brand image and fan following. The Scorpio helped establish Mahindra as a manufacturer of urban SUVs in India.
Mahindra & Mahindra Limited is an Indian multinational conglomerate based in Mumbai, Maharashtra. It operates in key industries such as automotive, farm equipment, information technology, trade, and logistics. The company was founded in 1945 and has since grown to employ over 200,000 people with a global presence. Mahindra & Mahindra offers a range of products including utility vehicles, tractors, cars, commercial vehicles, and IT services. It has a vision of being known worldwide for the quality of its products and services.
Project report on mahindra & mahindra ltd. (tractors division)Paras Dhingra
This document provides an overview of Mahindra & Mahindra Ltd., an Indian automotive manufacturing company. It discusses the company's history beginning in 1945, facilities and subsidiaries globally. The company manufactures tractors, utility vehicles, passenger cars and other vehicles. It has two main divisions - automotive and farm equipment. The document outlines the company's various products, competitors like Maruti Suzuki and Hind Motors, functional departments, business development operations including marketing strategies, and financial performance over time.
Mahindra & Mahindra acquired 90% of Schoneweiss, a 140-year old family owned German company that is one of the top five global manufacturers of five axle beams. The acquisition consolidated Mahindra's position in the global forging market and expanded its automotive components business into Europe. The deal provided Mahindra with a strong European base in Germany, allowing it to leverage Schoneweiss's manufacturing and engineering capabilities to become a more integrated global auto components supplier and better serve customers across geographies.
Tata Motors is an Indian automotive manufacturing company and subsidiary of Tata Group. It was founded by JRD Tata and is headquartered in Mumbai, India. The presentation discusses Tata Motors' products, leadership, subsidiaries including Jaguar and Land Rover, focus on customers, employees, community and suppliers. It outlines Tata Motors' competitors in the automotive industry and discusses its strategic partnerships with companies like Fiat.
Mahindra and Mahindra International StrategyVikas Shere
Mahindra and Mahindra is an Indian industrial conglomerate based in Mumbai, India. It was founded in 1945. [It] is a major manufacturer of utility vehicles, passenger cars, trucks, buses, and tractors. It has global subsidiaries and partnerships with international companies around the world. Mahindra has established operations in South Africa through a joint venture and has expanded its presence in the United States through acquisitions and the incorporation of Mahindra USA.
The document summarizes major mergers and acquisitions that occurred in India in 2014. Some key deals included Flipkart acquiring Myntra for $2 billion, Asian Paints acquiring Ess Ess Bathroom Products, Reliance Industries taking over 78% of Network 18 for $660 million, Bharti Airtel acquiring Zain Telecom's African assets for $10.7 billion, Merck acquiring Sigma-Aldrich for $17 billion, Tata Consultancy Services merging with CMC, Tata Power acquiring a stake in an Indonesian coal company, Lactalis acquiring Tirumala Milk products for $275 million, and Facebook acquiring WhatsApp for $22 billion.
Mahindra & Mahindra is a large Indian multinational conglomerate founded in 1945. It operates in key sectors such as automotive, farm equipment, defense, hospitality, finance, and real estate. The company has experienced significant growth across its sectors through strategic acquisitions and partnerships. It is now India's largest tractor company and the world's largest manufacturer of tractors.
Case Study On The Successful Journey of Mahindra & Mahindra’s Automotive ...VARUN KESAVAN
Mahindra & Mahindra developed the Mahindra Scorpio SUV in the late 1990s to compete in the global SUV market. It utilized supplier involvement from concept to production to reduce costs. The Scorpio was designed in India, UK, engineered in Germany and Austria with components from various countries. It was successful due to its on and off-road performance, reliability, ability to be used in both rural and urban areas, and development of a strong brand image and fan following. The Scorpio helped establish Mahindra as a manufacturer of urban SUVs in India.
Mahindra & Mahindra Limited is an Indian multinational conglomerate based in Mumbai, Maharashtra. It operates in key industries such as automotive, farm equipment, information technology, trade, and logistics. The company was founded in 1945 and has since grown to employ over 200,000 people with a global presence. Mahindra & Mahindra offers a range of products including utility vehicles, tractors, cars, commercial vehicles, and IT services. It has a vision of being known worldwide for the quality of its products and services.
Project report on mahindra & mahindra ltd. (tractors division)Paras Dhingra
This document provides an overview of Mahindra & Mahindra Ltd., an Indian automotive manufacturing company. It discusses the company's history beginning in 1945, facilities and subsidiaries globally. The company manufactures tractors, utility vehicles, passenger cars and other vehicles. It has two main divisions - automotive and farm equipment. The document outlines the company's various products, competitors like Maruti Suzuki and Hind Motors, functional departments, business development operations including marketing strategies, and financial performance over time.
Mahindra & Mahindra acquired 90% of Schoneweiss, a 140-year old family owned German company that is one of the top five global manufacturers of five axle beams. The acquisition consolidated Mahindra's position in the global forging market and expanded its automotive components business into Europe. The deal provided Mahindra with a strong European base in Germany, allowing it to leverage Schoneweiss's manufacturing and engineering capabilities to become a more integrated global auto components supplier and better serve customers across geographies.
Tata Motors is an Indian automotive manufacturing company and subsidiary of Tata Group. It was founded by JRD Tata and is headquartered in Mumbai, India. The presentation discusses Tata Motors' products, leadership, subsidiaries including Jaguar and Land Rover, focus on customers, employees, community and suppliers. It outlines Tata Motors' competitors in the automotive industry and discusses its strategic partnerships with companies like Fiat.
Mahindra and Mahindra International StrategyVikas Shere
Mahindra and Mahindra is an Indian industrial conglomerate based in Mumbai, India. It was founded in 1945. [It] is a major manufacturer of utility vehicles, passenger cars, trucks, buses, and tractors. It has global subsidiaries and partnerships with international companies around the world. Mahindra has established operations in South Africa through a joint venture and has expanded its presence in the United States through acquisitions and the incorporation of Mahindra USA.
Mahindra & Mahindra was considering acquiring Jiangling Tractor Company (JTC) in China to enter the Chinese market. A feasibility study found that JTC complemented M&M's product range and Chinese brand recognition could help entry. The acquisition would allow M&M to become a global player and leverage JTC's manufacturing facilities. However, restructuring JTC's overhead costs and improving processes like accounting would be needed. It was recommended that M&M focus on after-sales service, training employees, and establishing itself in China through the acquisition.
Eicher Motors was established in 1948 as Goodearth Company and was renamed Eicher Tractor Corporation in 1958. It manufactured India's first indigenous tractor in 1960. Headquartered in Pithampur, Eicher manufactures commercial vehicles like trucks and buses as well as non-automotive engines. In 2005-06, Eicher had gross sales of over 19,000 million INR. Eicher recruits through campus selection of select campuses as well as lateral hiring through consultants and job sites. Promotions are given quarterly based on factors such as training, quality management, and performance appraisals.
Mahindra & Mahindra implemented business process reengineering (BPR) in the 1990s to address manufacturing inefficiencies, poor productivity, and union resistance to change. The first steps involved restructuring into strategic business units and introducing voluntary retirement schemes. BPR implementation faced hard barriers like legal obstacles and soft barriers from employee and union resistance to job changes. Management took firm steps like continuing operations during strikes and showing workers improved productivity. Results included reduced costs, improved capacity utilization, and higher value added per employee. BPR helped Mahindra & Mahindra achieve higher productivity and quality improvements.
The document discusses various documents required for export and import transactions. It defines documentation and its objectives, which include reducing non-completion, foreign exchange, and financing risks. Key export documents discussed are the GR form, export license, inspection certificate, consular/legalized invoices, and certificate of origin. These regulatory documents must be submitted to comply with exporting country and importing country regulations. Operational documents like the shipping bill are also required for customs verification and record purposes.
This document provides a SWOT analysis and STEEPLED analysis of Tata Motors. The SWOT analysis identifies Tata Motors' strengths as its strong domestic market presence in India, long list of product portfolios, and global presence through acquisitions. Weaknesses include low returns on investment and lack of focus on luxury products. Opportunities lie in acquisitions like Jaguar/Land Rover and entering new markets. Threats include intense competition and rising costs. The STEEPLED analysis examines social, technological, economic, environmental, political, legal, ethical, and demographic factors influencing Tata Motors.
Mahindra & Mahindra has gone through a strategic brand management process since 1994 to establish and grow its brand equity. This included identifying its brand position through products like Scorpio targeted at urban consumers, implementing marketing programs around brand elements and campaigns, and measuring brand performance. Over time, Mahindra expanded its brand portfolio with products like XUV 500 and brands like Xsongyong, while launching campaigns like "Live Young Live Free" to sustain its brand equity against growing competition.
A project report on marketing strategy of yamaha productsProjects Kart
The document provides information about a training report submitted for a Bachelor of Business Administration degree. It was completed at Yamaha Motors India Pvt. Ltd in Faridabad. The report includes sections on the company profile of Yamaha Motors, the task undertaken for the training which was researching the marketing strategy of Yamaha products, and includes sections on conclusions and recommendations. It also acknowledges those who helped with the training report.
Mahindra and Mahindra Limited is India's largest tractor company with a domestic market share of around 42%. It operates globally manufacturing tractors and farm equipment. The company focuses on quality, customer focus, and transparency. It has a strong distribution network and uses technology throughout its supply chain and operations. While the company has high market share and brand recognition, it faces threats from foreign competitors and changing government policies.
Mahindra & Mahindra is an Indian multinational conglomerate founded in 1945. It has diversified business interests in automotive, farm equipment, defense, IT, logistics and real estate. Some of its major automotive brands include Scorpio, Bolero, Xylo and XUV500 SUVs. It is the largest tractor manufacturer in the world and leads the farm equipment sector in India with over 45% market share. Mahindra focuses on rural development through initiatives like Nanhi Kali for girl children and has received several awards for its social responsibility programs.
Strategy For The Mahindra Group Of Companies - seeking feedback from grizzled corporate strategy professionals wrt to how the study can be further improved and/or glaring holes in the analysis.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
The document provides details about Aishwarya Chanda's internship report at Mahindra & Mahindra Ltd. It includes sections on the organization's profile, various departments, SWOT analysis, achievements, CSR activities, findings and conclusions. The report was submitted in partial fulfillment of an MIB course at Mount Carmel College under the guidance of Mr. Anil Kumar.
Tata Motors is India's largest automobile company, generating over $20 billion in annual revenue. It has operations in India, the UK, South Korea, Thailand, Spain, and other countries. Tata Motors owns several iconic British brands like Jaguar and Land Rover after acquiring them from Ford in 2008. The company manufactures a wide range of commercial and passenger vehicles. It has established robust research and manufacturing capabilities over decades of operations and continues expanding globally through new acquisitions and partnerships.
Mahindra & Mahindra is considering acquiring Jiangling Tractor Company in China to expand into the global farm equipment market. A feasibility study found strengths in complementary product portfolios and technical skills, but also weaknesses in JTC's restructuring needs, inefficiencies, and cultural barriers. A joint venture would give M&M access to the growing Chinese market and a local partner. It is recommended that M&M focus on after-sales service, restructuring JTC's costs and processes, improving skills mapping and training, and establishing itself in China before considering exports or new markets. A joint venture agreement and approvals would need to be finalized to acquire JTC's plant, inventory, and dealerships.
Mahindra “Rise”: New Vision, Core Purpose and Positioning Asams VK
The document summarizes Mahindra's process of developing a new vision, core purpose, and positioning statement to connect with global stakeholders as the company expanded internationally. It describes how Mahindra launched a new tagline, "Rise", in 2011 along with changes to articulate the new core purpose. The challenges were embedding the new purpose across diverse business units. Mahindra defined a new core ideology and values, implemented the changes through human resources and marketing, and saw revenue growth after launching the new vision.
MRF is an Indian tire manufacturing company headquartered in Chennai. It is the largest tire manufacturer in India and 14th largest globally. The company was established in 1949 and began manufacturing tires in 1961. It produces various rubber products including tires, tubes, belts and toys. MRF has over 16,000 employees across multiple manufacturing plants in India. The presentation discussed MRF's vision, mission, HR strategies and objectives to recruit and develop a skilled workforce to meet business needs. Gap analysis and strategies were provided to address current and future skill requirements across locations.
1) The study analyzed consumer perceptions of Force Motors' Gurkha vehicle. It conducted surveys of 30 consumers and analyzed the data using SPSS and Excel.
2) It found that customers over 35 buying for business purposes were most interested. Hard top 4WD models were the most popular.
3) The study suggested targeting business customers over 35, focusing on the most popular black and red colors, and addressing issues around BS IV emissions standards.
Maruti Suzuki India Limited is a subsidiary of Suzuki Motor Corporation of Japan. It has a majority market share in India and has two manufacturing facilities near Delhi with a combined annual capacity of 1.2 million vehicles. The company offers a wide range of vehicles across segments, including popular models like Alto, WagonR, Swift, and SX4. It plans to expand manufacturing capacity to 1.75 million vehicles by 2013. The company is focusing on capacity expansion and R&D to maintain its leadership position in India's growing automobile market.
Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
The document discusses using standard deviation to analyze how spread out data is from the mean. It provides an example of two classes that had the same average quiz score but different standard deviations, indicating the scores were more varied in one class than the other. Standard deviation is calculated by taking the square root of the average of the squared distances from the mean, providing a measure of how concentrated or dispersed the data is.
Mahindra & Mahindra was considering acquiring Jiangling Tractor Company (JTC) in China to enter the Chinese market. A feasibility study found that JTC complemented M&M's product range and Chinese brand recognition could help entry. The acquisition would allow M&M to become a global player and leverage JTC's manufacturing facilities. However, restructuring JTC's overhead costs and improving processes like accounting would be needed. It was recommended that M&M focus on after-sales service, training employees, and establishing itself in China through the acquisition.
Eicher Motors was established in 1948 as Goodearth Company and was renamed Eicher Tractor Corporation in 1958. It manufactured India's first indigenous tractor in 1960. Headquartered in Pithampur, Eicher manufactures commercial vehicles like trucks and buses as well as non-automotive engines. In 2005-06, Eicher had gross sales of over 19,000 million INR. Eicher recruits through campus selection of select campuses as well as lateral hiring through consultants and job sites. Promotions are given quarterly based on factors such as training, quality management, and performance appraisals.
Mahindra & Mahindra implemented business process reengineering (BPR) in the 1990s to address manufacturing inefficiencies, poor productivity, and union resistance to change. The first steps involved restructuring into strategic business units and introducing voluntary retirement schemes. BPR implementation faced hard barriers like legal obstacles and soft barriers from employee and union resistance to job changes. Management took firm steps like continuing operations during strikes and showing workers improved productivity. Results included reduced costs, improved capacity utilization, and higher value added per employee. BPR helped Mahindra & Mahindra achieve higher productivity and quality improvements.
The document discusses various documents required for export and import transactions. It defines documentation and its objectives, which include reducing non-completion, foreign exchange, and financing risks. Key export documents discussed are the GR form, export license, inspection certificate, consular/legalized invoices, and certificate of origin. These regulatory documents must be submitted to comply with exporting country and importing country regulations. Operational documents like the shipping bill are also required for customs verification and record purposes.
This document provides a SWOT analysis and STEEPLED analysis of Tata Motors. The SWOT analysis identifies Tata Motors' strengths as its strong domestic market presence in India, long list of product portfolios, and global presence through acquisitions. Weaknesses include low returns on investment and lack of focus on luxury products. Opportunities lie in acquisitions like Jaguar/Land Rover and entering new markets. Threats include intense competition and rising costs. The STEEPLED analysis examines social, technological, economic, environmental, political, legal, ethical, and demographic factors influencing Tata Motors.
Mahindra & Mahindra has gone through a strategic brand management process since 1994 to establish and grow its brand equity. This included identifying its brand position through products like Scorpio targeted at urban consumers, implementing marketing programs around brand elements and campaigns, and measuring brand performance. Over time, Mahindra expanded its brand portfolio with products like XUV 500 and brands like Xsongyong, while launching campaigns like "Live Young Live Free" to sustain its brand equity against growing competition.
A project report on marketing strategy of yamaha productsProjects Kart
The document provides information about a training report submitted for a Bachelor of Business Administration degree. It was completed at Yamaha Motors India Pvt. Ltd in Faridabad. The report includes sections on the company profile of Yamaha Motors, the task undertaken for the training which was researching the marketing strategy of Yamaha products, and includes sections on conclusions and recommendations. It also acknowledges those who helped with the training report.
Mahindra and Mahindra Limited is India's largest tractor company with a domestic market share of around 42%. It operates globally manufacturing tractors and farm equipment. The company focuses on quality, customer focus, and transparency. It has a strong distribution network and uses technology throughout its supply chain and operations. While the company has high market share and brand recognition, it faces threats from foreign competitors and changing government policies.
Mahindra & Mahindra is an Indian multinational conglomerate founded in 1945. It has diversified business interests in automotive, farm equipment, defense, IT, logistics and real estate. Some of its major automotive brands include Scorpio, Bolero, Xylo and XUV500 SUVs. It is the largest tractor manufacturer in the world and leads the farm equipment sector in India with over 45% market share. Mahindra focuses on rural development through initiatives like Nanhi Kali for girl children and has received several awards for its social responsibility programs.
Strategy For The Mahindra Group Of Companies - seeking feedback from grizzled corporate strategy professionals wrt to how the study can be further improved and/or glaring holes in the analysis.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
The document provides details about Aishwarya Chanda's internship report at Mahindra & Mahindra Ltd. It includes sections on the organization's profile, various departments, SWOT analysis, achievements, CSR activities, findings and conclusions. The report was submitted in partial fulfillment of an MIB course at Mount Carmel College under the guidance of Mr. Anil Kumar.
Tata Motors is India's largest automobile company, generating over $20 billion in annual revenue. It has operations in India, the UK, South Korea, Thailand, Spain, and other countries. Tata Motors owns several iconic British brands like Jaguar and Land Rover after acquiring them from Ford in 2008. The company manufactures a wide range of commercial and passenger vehicles. It has established robust research and manufacturing capabilities over decades of operations and continues expanding globally through new acquisitions and partnerships.
Mahindra & Mahindra is considering acquiring Jiangling Tractor Company in China to expand into the global farm equipment market. A feasibility study found strengths in complementary product portfolios and technical skills, but also weaknesses in JTC's restructuring needs, inefficiencies, and cultural barriers. A joint venture would give M&M access to the growing Chinese market and a local partner. It is recommended that M&M focus on after-sales service, restructuring JTC's costs and processes, improving skills mapping and training, and establishing itself in China before considering exports or new markets. A joint venture agreement and approvals would need to be finalized to acquire JTC's plant, inventory, and dealerships.
Mahindra “Rise”: New Vision, Core Purpose and Positioning Asams VK
The document summarizes Mahindra's process of developing a new vision, core purpose, and positioning statement to connect with global stakeholders as the company expanded internationally. It describes how Mahindra launched a new tagline, "Rise", in 2011 along with changes to articulate the new core purpose. The challenges were embedding the new purpose across diverse business units. Mahindra defined a new core ideology and values, implemented the changes through human resources and marketing, and saw revenue growth after launching the new vision.
MRF is an Indian tire manufacturing company headquartered in Chennai. It is the largest tire manufacturer in India and 14th largest globally. The company was established in 1949 and began manufacturing tires in 1961. It produces various rubber products including tires, tubes, belts and toys. MRF has over 16,000 employees across multiple manufacturing plants in India. The presentation discussed MRF's vision, mission, HR strategies and objectives to recruit and develop a skilled workforce to meet business needs. Gap analysis and strategies were provided to address current and future skill requirements across locations.
1) The study analyzed consumer perceptions of Force Motors' Gurkha vehicle. It conducted surveys of 30 consumers and analyzed the data using SPSS and Excel.
2) It found that customers over 35 buying for business purposes were most interested. Hard top 4WD models were the most popular.
3) The study suggested targeting business customers over 35, focusing on the most popular black and red colors, and addressing issues around BS IV emissions standards.
Maruti Suzuki India Limited is a subsidiary of Suzuki Motor Corporation of Japan. It has a majority market share in India and has two manufacturing facilities near Delhi with a combined annual capacity of 1.2 million vehicles. The company offers a wide range of vehicles across segments, including popular models like Alto, WagonR, Swift, and SX4. It plans to expand manufacturing capacity to 1.75 million vehicles by 2013. The company is focusing on capacity expansion and R&D to maintain its leadership position in India's growing automobile market.
Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
The document discusses using standard deviation to analyze how spread out data is from the mean. It provides an example of two classes that had the same average quiz score but different standard deviations, indicating the scores were more varied in one class than the other. Standard deviation is calculated by taking the square root of the average of the squared distances from the mean, providing a measure of how concentrated or dispersed the data is.
The document discusses standard deviation, which is a measure of how spread out numbers are in a data set. It provides an example of calculating the standard deviation of heights of five dogs. The standard deviation of 147 mm tells us how much the individual dog heights typically vary from the mean height of 394 mm. Knowing the standard deviation provides a standard for determining what values are within the normal range compared to being unusually large or small.
Indian Oil Corporation (IOCL) is India's largest petroleum company, founded in 1964 with 78.92% government ownership. It operates several oil refineries across India and is the country's number one fuel retailer. IOCL also has joint ventures for biofuels and synthetic rubber production. Its key products include fuels like gasoline, diesel, jet fuel, and liquefied petroleum gas cylinders. As India's most valuable oil brand, IOCL continues to expand its refining and fuel distribution infrastructure nationwide.
The document discusses standard error and standard deviation. It defines parameters as describing populations using Greek letters, while statistics describe samples using non-Greek letters. Standard error estimates the standard deviation of a statistic and is used to calculate confidence intervals and margin of error. It relies on sample statistics rather than population parameters. The central limit theorem states that for a large enough sample size from any population, the sampling distribution of the sample mean will be approximately normally distributed.
introduction to biostat, standard deviation and varianceamol askar
The document discusses standard deviation and variance in statistics. It defines standard deviation as a measure of how far data points are spread from the mean. A lower standard deviation indicates data points are close to the mean, while a higher standard deviation indicates data points are more spread out. It provides the formula for calculating standard deviation and explains the steps. Variance is defined as the average of the squared deviations from the mean and the formula is given. Grouped data and calculating variance from grouped data is also covered. Applications of standard deviation are listed.
Hedging is a risk management strategy used to offset potential losses from fluctuations in foreign currency exchange rates, commodity prices, or interest rates. The purpose of hedging is to reduce risks and protect against adverse price movements, not to generate profits. Common hedging instruments include derivatives like forwards, futures, options, and swaps. Forwards lock in an exchange rate for future delivery of an asset. Futures are similar but traded on an exchange. Options provide the right but not obligation to buy or sell an asset by a certain date. Swaps involve exchanging one asset or cash flow for another to manage risk.
This document discusses different types of corporate diversification strategies. It defines diversification strategies as firms entering entirely new industries, unlike vertical integration which involves moving into a new part of an existing value chain. It provides examples of concentric diversification, where a firm takes on a related activity, and conglomerate diversification, where a firm diversifies into an unrelated industry. Specific examples mentioned include Avon marketing jewelry through its sales force, and Maggi adding tomato ketchup to its food product line.
Diversification involves expanding a firm's business activities beyond its current products and markets. It allows firms to grow rapidly by entering new business fields. There are three main ways firms diversify: acquisitions, internal startups, and joint ventures. Diversification can be related, where new businesses are related to the firm's existing value chains, or unrelated where the businesses are completely different. Examples of related diversification include Johnson & Johnson expanding into different healthcare products, while General Electric and Virgin have diversified into both related and unrelated industries.
This document discusses diversification strategies that businesses can employ. It describes four primary strategies: concentric diversification, where a business expands into related markets or products; conglomerate diversification, diversifying into unrelated industries; vertical integration, controlling more stages of production; and horizontal diversification, expanding into new businesses at the same production stage. Diversification allows businesses to manage risk if one sector declines and pursue growth in new areas, though managing unrelated businesses brings administrative challenges.
1. Gillette was established in 1895 and initially focused on manufacturing disposable razors, capturing 80% of the market share by 1901 under founder King Gillette.
2. During World Wars I and II, Gillette saw opportunities by supplying razors and blades to the US government for soldiers, establishing itself as a strong brand.
3. In later stages, Gillette diversified its business beyond razors into batteries, stationery, toiletries, and other personal care products to expand into new markets and increase profitability.
4. Major acquisitions in the 20th century included Braun, Oral-B Laboratories, and Duracell batteries to further diversify Gillette's product portfolio
GCMMF, which owns the Amul brand, launched vegetable pizzas under the SnowCap brand in 2001 in Ahmedabad, Gujarat priced between Rs. 20-25, much lower than competitors. It planned to introduce pizzas in other western Indian cities and potentially nationwide. GCMMF aimed to open 3,000 pizza retail franchise outlets across India by 2005 to sell the pizzas. A key strategy was supplying mozarella cheese at a bulk discounted rate of Rs. 140/kg compared to Rs. 146/kg in the market, allowing retailers to price pizzas lower than competitors. The goal was to make pizzas as widely consumed as ice cream through low prices that expanded the cheese market.
Eicher Motors (EML) and Volvo formed a joint venture called VE Commercial Vehicles (VECV) in 2008 to produce commercial vehicles for India and global markets. Volvo invested $350 million for a 45.6% stake in VECV. The JV combined EML's commercial vehicle business and Volvo's manufacturing expertise. VECV has grown its market share in India to 11% overall and 31% in light and medium duty trucks between 5-12 tonnes. It aims to capture 15% of the heavy duty truck market through new products, investments in manufacturing, and competition with Daimler, Tata Motors, and Ashok Leyland. However, as Volvo has invested
This document discusses variance and standard deviation. It defines variance as a measure of how data points differ from the mean. It explains that variance can show how two data sets that have the same mean and median can still be different. The document then provides formulas and examples for calculating variance and standard deviation. It states that standard deviation is a measure of variation from the mean and that a higher standard deviation indicates more spread and less consistency in the data.
This document provides information about standard deviation and how to calculate it using highway fatality data from 1999-2001 as an example. It defines standard deviation and the steps to take, which are to find the mean, calculate the deviation of each value from the mean, square the deviations, sum the squared deviations, divide the sum by the number of values, and take the square root of the result. Applying these steps to the fatality data, the mean is calculated to be 41,890.67 and the standard deviation is calculated to be 43,980.2.
The document discusses different types of corporate level strategies including stability, expansion, retrenchment, and combination strategies. It then outlines various strategies adopted by Amul Company, such as product development, diversification, finance, purchase, and advertising strategies. Amul's product development strategy focused on developing milk, cheese, butter, and ice cream products. Their diversification strategy expanded beyond dairy into other sectors.
This document provides an overview of key numerical measures used to describe data, including measures of central tendency (mean, median, mode) and measures of dispersion (range, variance, standard deviation). It defines each measure, provides examples of calculating them, and discusses their characteristics, uses, and advantages/disadvantages. The document also covers weighted means, geometric means, Chebyshev's theorem, and calculating measures for grouped data.
The document discusses various methods for hedging interest rate risk and currency exposure using financial instruments like futures contracts. It provides examples of how companies can use futures contracts on Eurodollar deposits and Treasury bills to hedge transaction exposure from lending, borrowing, and currency fluctuations. By taking positions in these futures contracts, companies can lock in interest rates and protect themselves if rates move adversely in the future.
This document discusses measures of variability used to describe how spread out data values are from the mean or average. It defines and provides formulas for calculating range, variance, standard deviation, sample variance, sample standard deviation, population variance, population standard deviation, estimated population variance, and estimated population standard deviation. These measures are important in statistical analysis to understand the distribution of data values.
When an organization takes up an activity in such a manner that is related to the existing business definition of one or more of firms businesses, either in terms of customer groups, customer’s functions or alternative technologies, it is called concentric diversification.
This document provides an overview of 5 major Indian brands - Godrej, Mahindra, Titan, Wipro, and Larsen & Toubro. For each brand, it discusses their history, products/subsidiaries, competitors, and a SWOT analysis. Godrej was established in 1897 and produces consumer goods, home appliances, and real estate. Mahindra was founded in 1945 and manufactures automobiles and commercial vehicles. Titan started in 1987 and sells watches, jewelry, and eyewear. Wipro entered IT services in 1988 and has partnerships with major tech companies. Larsen & Toubro was formed in 1938 and provides construction, power, and engineering services globally.
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1. Mahindra & Mahindra launched Project Scorpio in 2002 to enter the niche market between passenger vehicles and SUVs.
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2. What is Diversification?
Diversification is a corporate strategy to enter into a new
market or industry which the business is not currently in,
whilst also creating a new product for that new market.
3. Why do Firms Diversify?
When they have excess resources, capabilities, and core
competencies that have multiple uses
Diminishing growth prospects in present industry
Cost saving opportunities
Capture strategic fits
Capture financial economies
Spread business risk
Leverage brand name
4. Strategic options for Diversification.
Acquisition / Merger
Acquire or merge with company competing in market
Greenfield Venture / Internal Development
Start up new business unit and use it to enter in to
market
Strategic Alliances and Joint Ventures
Combine resources with partners
5. Most Popular Types of Diversification…
Horizontal Diversification:
It is a strategy in which a firms long term strategy is based on
growth through acquisition of one or more similar firms operating at
the same stage of the production-marketing chain.
- E.g. Acquisition of Arcrol by Mitta Steels
Vertical Diversification:
It is a process in which a firm's grand strategy is to acquire firms
that supply it with inputs (such as raw materials) or are customers
for its outputs (such as warehouses for finished products).
6.
7. Introduction...
•Founded in-1857
•Chairman–Dr. Vijay Mallya
•Headquartered –Richmond Road, Bangalore
• Revenue:
US $20 Billion.
• Corporate Address:
U B Tower Level 12,U B City 24 Vittal Mallya Road, Bengaluru-
560001,Karnataka
8. Business of kingfisher….
Brewery
Alcohol Beverage
Chemicals & Fertilizers
Aviation
Sports(Owner of the IPL Team)
UB Global(trading company)
Mangalore Chemicals & Fertilizers Ltd
9.
10.
11. About Kingfisher Airlines.
Kingfisher Airline was establish in 2003. But It was started in 2005.
Kingfisher Head office Located in Ville Parle Mumbai But its
Registered office in Bangalore.
Kingfisher Has been Certified as being one of six Airlines in the
world to have a five star Rating from Skytrax.
By early 2012, the Airline losses of over 7,000 crore Due to Strike &
other Problem.
Domestic Destination – 63 (2011)
International Destination -8(2011)
12. Problems with Kingfisher…
Cut-throat fares, high fuel prices, and high taxes..
Air India was responsible for the cut-throat fares that started the price competition which
forced all the airlines to lower prices.
The domestic airlines are projected to report a combined loss of $2.5 billion ( 1,250 crore)
by end of this fiscal (2011-12).
Strike Problem.
Cancellation of flights.
Lack of Management.
Dissatisfaction of Loyal costumer.
Increasing Loss Day by Day (Rs. 470 Crore 2011)
13. 31destinations in India
Focused & Profit making
routes
Low price compared to King
fisher red
Focus on Low Cost Airlines
Innovative and radical method
so fair line back
end operations like financing ,
leasing.
Less Turnaround time as
compared to Kingfisher red
63 domestic destinations in
India
Many Unprofitable routes like
Nasik , Hubli etc.
Strict rules by DGCA on
implementation of Time Table
Operations shifted to New
Terminals in Delhi & Mumbai.
Focus diverted from high
service to low cost
More Turnaround time as
compared to Indigo
15. Market share Before & After..
Shutdown Date:-
20 October 2012 the DGCA suspended its flying license.
16. Kingfisher Airline before & After
Before
a. Kingfisher Airlines started its operations on May 9, 2005 with a fleet of 4 Airbus A320
aircrafts
b. February 2009 there were 904,000 passengers who flew on Kingfisher, giving it the highest
market share in India.
c. Kingfisher Airlines has 74 domestic destinations and 8 international destinations across Asia
and Europe
d. Kingfisher Airlines has a five star rating from Skytrax
e. Kingfisher Got the various Awards..
1) Best Bonus Promotion.
2) Best Customer Service.
3) Best Member Communication(First Runner Up)
4) Best Airline in a Survey Conducted by IMB.
17. Kingfisher Airline before & After Continued..
After.
a) In financial year 2009-10, the airline made a net loss of Rs 1,647.22 crore.
b) Huge decline in Market Share
c) Fall in Ranking from 1st position to 5th in 2011 Mid.
d) They come up with the problem of :-
1) High training cost
2) High maintenance cost
3) Government Dues
e) Finally it Got closed on 20th October 2012
18.
19. About Birlas….
Aditya Birla Group started in 1857.
Shiv Narayan Birla started cotton trading operations in the small town of Pilani in Rajasthan.
Ghyanshyamdas Birla(GD birla)-1919-he set the manufacturing company.
Grandson of G.D.Birla is Aditya Vikram Birla(A.V.Birla)-1964
Son of A.V.Birla is Kumar Mangalam Birla(K.M.Birla)-1995.
Revenue of Aditya Birla in 2016 is US $58 billion.
They also have 120,000 employees.
20. Vision And Mission
VISION
To be a premium global
conglomerate
with a clear focus on each
business. MISSION
To deliver superior value to our
customers,
shareholders, employees and
society at large.
21. Group Profile
Group companies
Grasim Industries Ltd.
Hidalgo Industries Ltd.
Aditya Birla Nuvo Ltd.
UltraTech Cement Ltd.
Indian companies
PSI Data Systems
Aditya Birla Minacs Worldwide Limited
Essel Mining & Industries Ltd
Idea Cellular Ltd.
Aditya Birla Insulators
Aditya Birla Retail Limited
Bihar Caustic and Chemicals Ltd.
Joint ventures
Birla Sun Life Insurance
Birla Sun Life Asset Management Company Ltd.
Birla Sun Life Distribution Company Ltd.
Tanfac Industries Ltd.
International Establishments
Thailand
Philippines
Indonesia
Egypt
Egypt
China
Canada
Australia
Laos
North and South America, Europe and Asia
23. Hindalco:-
Industry Metal
Founded 1958
Headquarters Mumbai, India
Key people Kumar Mangalam Birla
Area served World wide
Employees 19,341
Website www.hindalco.com
25. Industry Telecommunication
Founded 1995
headquarters Santacruz EAST Mumbai, India
Key people MR. HIMANSHU KAPANIA
(Director)
Products Mobile telephony wireless
broadband
Website www.ideacellular.com
Idea cellular:-
26. News:-
2G spectrum: Industry says call
rates to go up by 30p/min.
Will be introducing 4G in Mumbai
Soon
Lowest Call Rate..
27. Industry Building material
Founded 1948
headquarters Nagda, M.P., India
Key people Op puanrmlka, director
Products Cements
Area served Global
Parent Aditya Birla Group
Website www.grasim.com
Grasim:-
28. News:
Grasim Industries Q3 profit up 14%, shares jump 4%.
Net sales for the company rose 1% to Rs. 9470.95 crore.
Grasim shares up nearly 4% on inclusion in MSCI India index
29. Industry Building material
Founded 1983
headquarters Mumbai, India
Key people Op puanrmlka, director
Products Cements
Parent Grasim industries
Website www.ultratechcement.com
Cement:-
30. News:
Net profit of UltraTech cement increase by 18%.
Stock of UltraTech Cement is up 19 per cent since buy call
in May 2016.
Company managed to beat the slowdown through higher
institutional sales and improvement in market share.
31. Industry Business process outsourcing
Founded 1981
headquarters Bangalore, India
Key people Deepak j Patel (CEO)
services Customer lifecycle management
marketing
No. of location 40
Website www.minacs.adityabirla.com
Aditya Birla Minacs:-
33. Some Historical Achievements.
1857 -The foundation of the Birla Group of Companies is laid by Seth Shiv Narayan Birla – cotton trading
operations commence at Pilani, Rajasthan.
1947-Grasim is incorporated. (rayon weaving)
1958 -Hindalco is incorporated. (aluminium)
1966-The Indian Rayon Corporation Ltd is acquired.
1986-The Birla Growth Fund is set up. (to finance industrial equipment, plant and machinery and consumer
durables, as well as for stock market operations)
1988 -joint venture with Hindustan Petroleum Corporation Ltd (to set up a three-million-ton refinery,
Mangalore Refineries and Petrochemicals Ltd.
2000 -Indian Rayon acquires Madura Garments
2006-Hindalco in a joint venture with Almex USA Inc.
2007:-Aditya birla Ranked No 1 best Employer by the Hewitt-
1)Golden Spoon Awards.
2) Best VM at In-store
2010:-Most admired retail face of the year.
2012:- Master Brand Award.
34. Globally the Aditya Birla Group..
o A metals powerhouse, among the world's most cost-efficient aluminum and
copper producers. Hindalco-Novelis is the largest aluminum rolling
company.
o No.1 in viscose staple fibre.
o The fourth largest producer of insulators.
o The fourth largest producer of carbon black.
o The 11th largest cement producer globally, the seventh largest in Asia and
the second largest in India.
36. Aditya Birla Before & After…
Before
Aditya Birla Group was founded in the 1957 by Aditya Birla
Seth Shiv Narayan Birla launches a cotton- and jute-trading business in the town of Pilani, in Rajasthan, India.
In Initial time they have only 12,000 Employees.
They had there business only in 6 Countries.
Revenue was only US $1 Million.
In initial time they have only Few products..
37. Aditya Birla Before & After Continue…
After
In present Aditya Birla have more than 20 Products in the Market.
Current Total revenue is US $ 56 Billion.
Total Employees they have is 1,20,000.
There Business is Expanded to 42 Countries.
They are 4th largest Producer of Insulator.
They are in Top 5 Cement producer in World.
Number 1 in Carbon Black.
Its 18 hospitals tend to more than a million villagers.
Among the top two supermarket chains in the retail business