Kion group strengthens positions in emerging markets
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KION Group expanded its market share in 2012 despite an overall decline in demand for industrial trucks worldwide. Orders and revenue for KION grew in 2012, with adjusted earnings before interest and tax increasing by 20.2%. The company strengthened its position in emerging markets through partnerships in China and investments in Asia and South America, reducing its dependence on regional market fluctuations. Looking ahead, KION expects demand to recover slightly in 2013 and predicts average annual growth of around 4% over the next five years.
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IBS Center for Management Research
Valuation of Ashok Leyland
This case was written by Nagendra Kumar M V, under the direction of D Satish, IBS Hyderabad. It
was compiled from published sources, and is intended to be used as a basis for class discussion
rather than to illustrate either effective or ineffective handling of a management situation.
2014, IBS Center for Management Research. All rights reserved.
To order copies, call +91 9640901313 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally,
Sankarapally Road, Hyderabad 501 203, Andhra Pradesh, India or email: [email protected]
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FINC/091
Valuation of Ashok Leyland
“What we are experiencing is one of the harshest and steepest of downturns and
while we are combating it, the situation also affords us an opportunity to
streamline our processes towards becoming a leaner and far more customer-
oriented organization.”1
– Vinod K Dasari, Managing Director, Ashok Leyland.
“Extremely poor results. The reported loss is more than double the loss we had
anticipated.”2
– Yaresh Kothari, Analyst, Angel Broking Ltd.
In July 2013 Ashok Leyland (AL) surprised market participants by reporting a negative Profit after
Tax (PAT) of Rs.1420 million for Q1-FY2014 adjusted to Rs. 1,350 million3. Though analysts had
expected AL to report a loss, the figures were much higher than they had anticipated. According to
the estimations of Angel Broking Ltd analysts, AL was expected to generate a net loss of Rs. 740
million for the period4 (Refer to Exhibit-I for Actuals vs. Estimates of AL for Q1-FY2014). The
results had an impact on the market value of AL’s stock. The stock traded at a three-month low
price of Rs. 15.65 on the Bombay Stock Exchange (BSE) (Refer to Exhibit-II for Market Prices of
AL’s Stock at Bombay Stock Exchange). Without being constrained by the performance of the
company, the management of AL decided to continue with their efforts planned for the current
fiscal year 2014 (2014) “Although the entire commercial vehicle industry has had a tough Quarter
1, we, at Ashok Leyland, have remained focused on being future-ready by staying committed to our
product development, network expansion and cost control programmes,” said, Mr. Vinod K.
Dasari, Managing Director, AL5. During the fiscal year 2013 (2013), the company’s stock price
moved between Rs. 30.60 and Rs.21.95 on BSE6 with Beta (β) value estimated at 0.957.
COMPANY OVERVIEW
AL was a leading commercial vehicle manufacturer in India. It offered a wide range of products
and services catering to the requirements of different industrial segments. In the trucks segment,
AL manufactured vehicles with a capacities ranging from 2.5 Ton Gross Vehicular Weight (GVW)
to 49 Ton GVW and in the bus segment, its ...
Evaluate why needing to have a competitive advantage is so highly re.pdf
Evaluate why needing to have a competitive advantage is so highly recommended in the field of
strategic management. Using an example of a specific organization, what might that organization
do (or have they done) if they need to change or find a
Solution
WHY HAVING COMPETITIVE ADVANTAGE IS HIGHLY CRITICAL?
A firm\'s success is measured by the attractiveness of the industry in which it operates and
measures the economics of a firm\'s business focusing primarily its ability to generate excess
returns on capital and links the business strategy with fundamental finance and capital markets,
for a longer period of time. A Firm is said to have a competitive advantage over its competitors ,
when maintaining that surpass the average in its industry. This advantage is primarily derived
from the characteristics of the product / service that makes it superior to competitive products /
service. It is only because of the competitive advantage which allows the firm to earn excess
returns for its shareholders. Without a competitive advantage, a firm has limited economic
reason to exsist and would not be able to survive for long time.
EXAMPLE : When electrical goods company Havells acquired Sylvania in 2007, all that it was
looking for was growth and a strong global presence. Instead, trigerred by the global financial
crisis the company had to face with major. The situation threatened to pull Havells down, and it
had to come up with a smart turnaround strategy. This case study looks at how Havells pulled it
off.
Havells India Ltd is a Rs 7,248-crore company. The journey hasn\'t always been smooth, but the
roughest patch was easily the 2007 acquisition of German lighting and fixtures maker SLI
Lighting, owner of the Sylvania brand(then the world\'s fourth-largest lighting company and 1.5
times bigger thanHavells..
Havells had a track record of five successful acquisitions, and high growth in itsIndian
operations. In 1983, it bought the loss-making Delhi-based Towers and Transformers Ltd and
turned it around in a year. In March 2007, Havells bought Sylvania. And then the global
financial crisis struck.
As the meltdown rocked European markets, Sylvania\'s sales fell, leading to net losses of Euro
16.3 million in 2008/09 and Euro 26.1 million in 2009/10. From Euro 515 million in 2007/08,
revenues dropped to Euro 438.4 million in two years.
In September 2008, Sylvania\'s bankers, led by Barclays Capital, hit the panic button as the
company breached its financial ratio. Sylvania\'s acquisition was funded by debt - a Euro 120-
million loan based on operating cash flows and an Euro 80-million loan taken out by a Havells
subsidiary. Havells repaid 180 million by raising money from the sale of a stake to Warburg
Pincus.
Sylvania\'s poor performance began to affect consolidated numbers. Havells\'s top management
drew up an 18-month restructuring plan. In the first phase, the aim was to improve profitability
by cutting manpower costs and closing factories. The second pha.
eicher motors fundamental analysis
fundamental analysis of eicher motors
business model
products they provide
management quality
market share of company
analysis of financial statement
ratio analysis
peer to peer comparision
go through fundamental analysis and take your own decision to buy, hold, sell
Imperial Capital - Daimler - Final
Daimler AG is a leading German automotive manufacturer with a focus on premium vehicles. It has a diverse portfolio of brands including Mercedes-Benz cars, Daimler trucks, and Mercedes-Benz vans. The company has a global presence with manufacturing and sales worldwide. Daimler has experienced strong financial growth in recent years as revenues and profits have increased substantially. It is assessing an acquisition of Audi AG to gain access to new automotive technologies and accelerate its strategic objectives.
Daimler 2007 Annual Report
The annual report summarizes Daimler's financial results for 2007. It provides key figures on revenue, earnings, employees and other metrics for each of Daimler's divisions - Mercedes-Benz Cars, Daimler Trucks, Daimler Financial Services, and Vans, Buses, Other. Overall, Daimler achieved increased revenue and profitability in 2007 compared to 2006, despite challenges in some markets. All divisions contributed positively to earnings.
Mergers, Joint Ventures and Acquisitions - UnitedWorld School of Business
An overview of mergers, joint ventures and acquisitions will help all management students to understand its need in today's business.
M&A and ESG go Hand-in-Hand at Worldwide Industrial Group CIE Automotive
M&A and ESG go Hand-in-Hand at Worldwide Industrial Group CIE AutomotiveIMAP - Global Mergers & Acquisitions Advisory
At IMAP’s Fall 2022 Conference in Bilbao, Lorea Aristizabal Abasolo, Director
of Corporate Development, and Irache Pardo Villanueva, Director of Financial &
Treasury and Corporate Purchasing Officer, from CIE Automotive were invited to
lead a session looking at how M&A has been a key tool in the company’s evolution
over the last 25 years, as well as why ESG is firmly integrated into the company’s
business model.Joint ventures and mergers - Unitedworld School of Business
1. Boeing is the world's largest aerospace company based in the US and produces commercial airliners and military aircraft.
2. EADS is the largest aerospace company in Europe formed from the merger of French, Spanish, and German aerospace firms. It produces civil and military aircraft as well as satellites.
3. Boeing and EADS formed a strategic alliance to collaborate on military aircraft and share technologies, while still competing in the commercial aircraft market. This allows them to benefit from each other's strengths while maintaining independence.
Joint ventures and mergers
- Boeing is the world's largest aerospace company and manufacturer of commercial jetliners and military aircraft. EADS is the largest aerospace company in Europe.
- In 2000, Boeing and EADS formed a joint venture called United Launch Alliance to combine their expertise and resources for government launch services. This allowed them to be more competitive while sharing costs and technologies.
- The partnership allows both companies to benefit from each other's strengths in areas like proprietary processes, research, manufacturing, and distribution capabilities for rocket launches.
The advisors report
The document provides an overview and initiation of coverage on Interpump Group S.p.A. (IP), a leading manufacturer of high-pressure pumps and components. Key points include:
- IP is the world leader in high-pressure plunger pumps and is expanding into new markets like food and pharmaceuticals through acquisitions.
- The company enjoys short-term growth due to an industrial market recovery and expanding end markets in food and pharmaceuticals in countries like India and China.
- IP has the ability to maintain margins by passing on increased costs to customers. Margins are higher in its waterjet division where it sells premium products.
- However, growth potential is limited due to operating in
Kion Group & Dematic Supply Chain Solutions
Kion Group is a German manufacturer of materials handling equipment and the largest manufacturer of industrial trucks in Europe. It acquired Dematic in 2016, a global leader in integrated supply chain automation technologies. Dematic provides automated solutions for inbound handling, conveyors, storage, outbound handling, picking, and serves various industries including apparel, e-commerce, manufacturing, FMCG, 3PLs, parcel, and healthcare. Kion's strategy is focused on growth, profitability, efficient capital use, and resilience through regional and sector diversification and expanding services.
Gabriel strategy report sp jain school of global management
The report is part of a global immersion project included in the MBA course at SP Jain School of Global Management. The Objective of the project was to support a current organisation in expanding its business globally by leveraging unique business expansion strategies.
Analisi del Country Manager per l'Italia sulle sfide e le opportunità per i L...
Analisi di Enrico Bertagna, Country Manager per l'Italia dei Lloyd's, sulle sfide e le opportunità per i Lloyd’s in Italia
SWK Equity Analysis
Stanley Black & Decker is expanding into emerging markets through acquisitions and organic growth. The company aims to acquire companies in China, India, Taiwan, and Indonesia to streamline manufacturing and boost margins. Stanley is also implementing Stanley Fulfillment System 2.0 to increase organic growth and returns for shareholders. However, the company's commercial security segment in Europe has seen slower growth, so Stanley is considering spinning it off.
9
The document provides an analysis of the marketing policies and strategies of AP Eagers Limited, an automotive retail group in Australia. It conducts an environmental analysis using PEST factors and performs a situational analysis using SWOT. It also does a competitive analysis using Porter's Five Forces model and evaluates AP Eagers' product portfolio using BCG matrix analysis. Key recommendations include creating a strong brand message to differentiate AP Eagers and transforming dealerships into brand identities. It also recommends focusing marketing efforts on new vehicle models.
CJS Roadshow
The document discusses Hillenbrand's acquisition of ABEL. ABEL designs and manufactures positive displacement pumps and has annual revenue of €30 million and EBITDA of €8 million. Hillenbrand will acquire ABEL for €95 million in cash. The acquisition advances Hillenbrand's strategy and ABEL is expected to be accretive to Hillenbrand's earnings in 2016, net of transition costs. ABEL provides entry into the flow control market and has attractive end markets and geographic presence for growth.
Audi swot analysis
Audi has many strengths including its strong brand reputation, innovative technology, and global manufacturing operations. However, it faces weaknesses such as higher costs relative to larger competitors. Opportunities exist in emerging markets and green technologies, while threats include competition, commodity price fluctuations, and regulations.
Ashok Leyland
This document provides information about Ashok Leyland, an Indian commercial vehicle manufacturing company. It includes sections on the company's profile, strategies, corporate governance, corporate social responsibility, and conclusion. Some key details include that Ashok Leyland is the second largest commercial vehicle manufacturer in India, it has six manufacturing plants, and its corporate governance practices aim to protect shareholder rights and ensure social responsibility.
Daimler benz annual report
The document is Daimler's 2008 annual report. It provides key figures and financial results for Daimler's divisions in 2008. Despite challenges from the global economic crisis in the second half of the year, Daimler achieved a net profit of €1.4 billion for 2008. The report discusses developments and results for Mercedes-Benz Cars, Daimler Trucks, Mercedes-Benz Vans, Daimler Buses, and Daimler Financial Services. It also covers Daimler's strategy and investments in sustainable technologies like hybrid and electric vehicles.
2015 Key Data - 4th Energy Wave Fuel Cell and Hydrogen Annual Review, 2016
Key data from the 4th Energy Wave Fuel Cell and Hydrogen Annual Review 2016. Report available at www.4thenergywave.com.
Similar to Kion group strengthens positions in emerging markets (20)
Evaluate why needing to have a competitive advantage is so highly re.pdf
Evaluate why needing to have a competitive advantage is so highly re.pdf
Mergers, Joint Ventures and Acquisitions - UnitedWorld School of Business
Mergers, Joint Ventures and Acquisitions - UnitedWorld School of Business
M&A and ESG go Hand-in-Hand at Worldwide Industrial Group CIE Automotive
M&A and ESG go Hand-in-Hand at Worldwide Industrial Group CIE Automotive
Joint ventures and mergers - Unitedworld School of Business
Joint ventures and mergers - Unitedworld School of Business
Gabriel strategy report sp jain school of global management
Gabriel strategy report sp jain school of global management
Analisi del Country Manager per l'Italia sulle sfide e le opportunità per i L...
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2015 Key Data - 4th Energy Wave Fuel Cell and Hydrogen Annual Review, 2016
2015 Key Data - 4th Energy Wave Fuel Cell and Hydrogen Annual Review, 2016
More from Grup Denis
Presentación denisgrup
Nova presentació de serveis de Grup Denis actualizada. Especialitzats en intralogística: Venda, lloguer i taller de productes d'elevació, carretons elevadors i maquinària de neteja. Amb presència arreu de Catalunya i oficines i taller a Tarragona i Molins de Rei.
Presentación denisgrup corta cas. rev 6.1
Grupo Denis ofrece soluciones en intralogística como venta, alquiler, formación, servicio técnico y oficina técnica de carretillas elevadoras, máquinas de limpieza y puentes grúa. Con más de 50 años de experiencia, Grupo Denis busca ofrecer un servicio de alta calidad a través de su equipo de más de 30 personas y certificaciones de calidad.
Still i goeasy sencillez de manejo incomparable
El documento describe un nuevo sistema automatizado para carretillas desarrollado por STILL llamado iGoEasy. El sistema utiliza un iPad como unidad de control para automatizar tareas de transporte sencillas de una sola carretilla de forma intuitiva sin necesidad de entrenamiento especializado. El proceso de configuración involucra definir las estaciones y rutas mediante la calibración de la posición de la carretilla y reflectores con el iPad. Una vez configurado, el sistema permite asignar tareas de transporte de forma sencilla entre estaciones utilizando el iPad.
Sensor laser de velocidad
Este documento describe el FHD15, un detector de altura para carretillas elevadoras que reduce automáticamente la velocidad al detectar que la carretilla entra en un espacio cerrado para prevenir accidentes. El detector se conecta directamente a la electrónica de la carretilla y envía una señal cuando detecta que la altura es baja. Esto permite reducir los riesgos de atropello u otros accidentes en almacenes u otros espacios cerrados sin que el conductor tenga que preocuparse.
Denis, medio siglo entre máquinas
El Grupo Denis celebra 50 años ofreciendo servicios de alquiler, venta y reparación de maquinaria para la logística interna de empresas. A pesar de la crisis, continúan operando con éxito gracias a su amplia cartera de clientes en diversos sectores. Se han adaptado ofreciendo nuevas opciones flexibles como alquileres cortos y cambios de maquinaria. Su director general atribuye su éxito a la diversificación de servicios y clientes así como a su reconocido posicionamiento ganado a lo largo de 5 décadas.
STILL gana el premio federal ecodesign
La carretilla eléctrica híbrida STILL RX 70 ganó el Premio Federal Alemán de Ecodiseño por su diseño ecológico de ciclo de vida. La RX 70 usa un sistema diésel-eléctrico y almacena energía de frenado en ultracapacitores para reducir el consumo de combustible en un 20%. Más del 95% de los materiales se pueden reciclar. El premio reconoce los esfuerzos de STILL para producir equipos de manera sostenible.
Carretó Still Hybrid 2012
La carretilla RX70 Hybrid de Still
está equipada con dos sistemas de
almacenamiento de energía. La tecnología
fue presentada en la última
edición de la CeMAT. La tecnología
Hybrid no es únicamente interesante
desde un punto de vista medioambiental,
sino que además es interesante
a nivel económico. Si se usa
durante más de 1.500 horas al año,
la nueva tecnología se amortiza en
menos de dos años.
La RX70 Hybrid tiene una capacidad
nominal de 3 y 3,5 toneladas y ha
sido desarrollada a partir de su carretilla
diésel RX70 de gran éxito. Esta
carretilla se distingue por necesitar
menos energía que cualquier otro producto
de su clase. Dependiendo del
tipo de aplicación, la tecnología híbrida
que hay hoy disponible reduciré el
consumo de combustible en un 15%.
Esta es otra de las contribuciones de
Still para hacer la intralogística sostenible
a nivel medioambiental, ya que
el bajo consumo de energía significa
una menor emisión de CO2.
Para conseguir esto, la RX70
Hybrid utiliza energía “libre” recuperada
a partir de energía cinética en el
momento de frenado del vehículo.
Esta energía se almacena y puede
usarse para la próxima aceleración.
Otras ventajas de esta carretilla
híbrida son:
La RX70 Hybrid es más silenciosa
apilando.
En cuanto al motor “menos es
más”. En lugar de 44 Kw., necesita
sólo de un motor diésel de
30 kw para conseguir el mismo
resultado.
La conducción y los movimientos
de elevación son controlados de
forma inteligente.
Una bomba hidráulica con regulación
eléctrica disminuye el consumo
por elevación.
Por todo ello, la RX70 Hybrid es
otro paso preliminar hacia la alta eficiencia
y una mayor responsabilidad
medioambiental.
Tecnología híbrida
eficiente
La carretilla recibe la energía desde
el depósito de diésel y, además,
de las “ultra caps” (capacitadores de
alto rendimiento de doble capa) montadas
en la parte trasera del vehículo.
Estas “ultra caps” se cargan con
la energía que se libera cuando la
máquina frena. Cuando acelera, la
energía de los capacitadores proporciona
un rendimiento adicional. La
energía que se recoge cuando frena,
la usa más tarde el generador que
es impulsado adicionalmente por el
motor diésel para alimentar el motor
eléctrico. Todos los sistemas relacionados
están conectados a un controlador
eléctrico que también controla
la carga y descarga del
almacenaje adicional de energía.
Los “ultra caps” son especialmente
adecuados porque pueden cargarse
rápidamente con altas corrientes
y liberar la energía igual de rápido.
Esta energía de apoyo reduce la carga
del motor diésel en un 30% aproximadamente.
La contribución de la
energía eléctrica reduce la velocidad
del motor diésel durante la aceleración
en un 6%.
La aplicación ideal para la RX70
Hybrid son industrias donde se
requiere acelerar y frenar frecuentemente.
Por ejemplo, en la carga y
Presentación corporativa Denis Grup
Denis Grup es una empresa especialista en intralogística y presente en la provincia de Tarragona desde 1962. Prestamos servicios de venta, alquiler y reparación de maquinaria industrial como carretillas elevadoras, limpiadoras industriales, motores estáticos o puentes grúa. Impartimos cursos de conductor de carretillas en nuestras instalaciones.Representamos a Still, Nilfisk, Miag en Tarragona. Más información en www.denisgrup.com.
Handling & storage still mayo 2011
Still presentó en la Feria LogiMAT soluciones para automatizar completamente almacenes y zonas de almacenamiento. Ofrece una amplia gama de vehículos automatizados y servicios para diseñar soluciones a medida, incluyendo el transporte horizontal y remolques automatizados. Propone un concepto logístico único que incluye planificación, componentes, instalación y servicios para un funcionamiento automático del almacén con estanterías altas usando vehículos automatizados.
Memòria de Responsabilitat Social Corporativa de Grup Denis 2009
El resumen del documento es el siguiente:
(1) La empresa DENIS presenta su segunda memoria de responsabilidad social para compartir información sobre su desempeño económico, social y ambiental. (2) La memoria incluye datos e indicadores sobre las áreas económica, ambiental y social para el año 2009. (3) La empresa establece objetivos de mejora como reducir consumos energéticos y aumentar la formación de la plantilla.
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Memòria de Responsabilitat Social Corporativa de Grup Denis 2009
Memòria de Responsabilitat Social Corporativa de Grup Denis 2009
Kion group strengthens positions in emerging markets
- 1. KION Group strengthens position in emerging markets Wednesday, 10 Apr 2013 ( #611 ) - Wiesbaden, Germany - News Story Despite demand for industrial trucks falling by 3.1% to 947,000 units worldwide in 2012, the KION Group expanded its share of the market. KION Group's orders grew by 0.4% to EUR4.700 billion (USD6.148 billion), compared to the previous year’s EUR4.682 billion (USD6.124 billion). The group strengthened its position, with 2012 consolidated revenue increasing by 8.2% to EUR4.7 billion (USD6.148 billion). Adjusted earnings before interest and tax rose by 20.2% to EUR438 million (USD573 million). "Structural improvements in recent years and increased capacity utilisation in our plants contributed to these very encouraging results,” explains CEO Gordon Riske. “Our more flexible cost structure has enabled us to increase our profitability even more. We are now in a far better position to absorb the impact of economic weakness than in the past." The group continued to expand its footprint in high-growth regions in 2012. “The strategic partnership with Weichai Power has given yet another boost to our position as the leading non-domestic supplier in China. Coupled with our strong service business, this reduces our dependence on regional fluctuations in demand,” Riske explains. KION’s partnership with Weichai opens up additional market opportunities in Asia. In December 2012, Weichai Power became an anchor investor with a 25% stake in KION Holding 1 GmbH by way of a capital increase, while also acquiring a 70% controlling interest in Linde Hydraulics (Forkliftaction.com News #581). The two companies are co-operating closely on industrial trucks and hydraulic drive technology. In April 2012, KION set up KION South Asia Pte Ltd in Singapore (Forkliftaction.com News #562) to tap the huge potential of the markets in South and South East Asia. The new company is supporting the expansion of the local sales and service networks of the Linde, STILL and Baoli brands. In November 2012, the KION Group acquired the outstanding shares in the India-based Voltas Material Handling Pvt Ltd (Forkliftaction.com News #590). It is now the sole owner of Voltas Material Handling. The KION Group has also strengthened its presence in the South American market. Since the third quarter of 2012, KION South America has been manufacturing forklifts and warehouse technology for the regional markets of the Linde and STILL brands in a completely new factory in Indaiatuba/São Paulo, Brazil. By facilitating cross-brand cooperation and pooling production in São Paulo, KION can leverage synergies and respond more flexibly to regional customer requirements. The group has also expanded the sales and service organisations of the Linde and STILL brands in Eastern Europe (Forkliftaction.com News #558). The KION Group - comprising the six brands Linde, STILL, Fenwick, OM STILL, Baoli and Voltas - is Europe's market leader in industrial trucks. The Linde and STILL brands serve the premium segment worldwide. Fenwick is the largest supplier of materials handling products in France, Página 1 de 2Forkliftaction.com 13/04/2013http://www.forkliftaction.com/news/newsprint.aspx?nwid=12911
- 2. while OM STILL is a market leader in Italy. The Baoli brand focuses on the economy segment, and Voltas is one of the two market leaders in India. KION employed more than 21,000 people in 2012. The group expended EUR120 million (USD157 million), or 2.5% of its 2012 revenue on research and development. KION companies were also granted 63 patents and filed 96 new patent applications in 2012. KION expects demand to recover slightly in 2013. Based on current macroeconomic forecasts and in view of past market performance, the group predicts an average annual growth rate of about 4% the next five years. www.forkliftaction.com - Register now to receive our free newsletter Email: info@forkliftaction.com Phone: +61 7 3369 9090 Página 2 de 2Forkliftaction.com 13/04/2013http://www.forkliftaction.com/news/newsprint.aspx?nwid=12911