Финансовый анализ публичной компании Rolls Royce. Дудкина Вероника. Вестминстерский Университет (Лондон) | Financial analysis of the public company Rolls Royce. Dudkina Veronika. Westminster University (London)
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Финансовый анализ публичной компании Rolls Royce. Дудкина Вероника. Вестминстерский Университет (Лондон) | Financial analysis of the public company Rolls Royce. Dudkina Veronika. Westminster University (London) Проект был подготовлен в рамках курса финансового планирования в Вестминстерском Университете (Лондон, Великобритания) Дудкиной Вероникой. Проект признан наиболее полно раскрывшим существующую проблематику действующего бизнеса, и отмечен представителями компании Rolls Royce на программе EMBA по международному менеджменту. Проект Маркетингового финансового анализа публичной компании Rolls Royce, а так же новая маркетинговая стратегия были отмечены профессорами Вестминстерского Университета в Лондоне и награждены дипломом. Вероника В. Дудкина Директор по Маркетингу для RETAIL, FMCG EMBA по Международному бизнес _______________________________________________________________________________________ The project was prepared as a part of the financial planning course at Westminster University (London, United Kingdom) by Dudkina Veronika. The project is recognized as the most fully exposed to the existing problems of the current business, and was noted by representatives of Rolls Royce on the EMBA program on international management. The project of marketing financial analysis of public company Rolls Royce, as well as a new marketing strategy were awarded by professors of Westminster University in London and awarded a diploma. Veronika V. Dudkina Marketing / Development Director | Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business
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Финансовый анализ публичной компании Rolls Royce. Дудкина Вероника. Вестминстерский Университет (Лондон) | Financial analysis of the public company Rolls Royce. Dudkina Veronika. Westminster University (London)
- 1. ROLLS ROYCE Holding Marketing Financial Planning for Public Company by Veronika V. Dudkina SMBS 2016, Westminster University, London
- 2. The Company • Rolls-Royce Holdings plc is a British public holding company • designs, manufactures and distributes power systems for aviation and other industries. • world’s 2nd-largest manufacturer of aircraft engines • other major businesses in the marine propulsion and energy sectors. 1884 1914 1971 1904 1953 NOW Rolls-Royce Limited had been nationalised Established by Henry Royce electrical and merchandising business Charles Rolls sold quality cars Design of first aero-engine Entering civil aviation market designs, develops, manufactures and services integrated power systems for use in the air, on land and at sea. Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 02
- 3. Aerospace Marine & Industrial Power Systems Civil Aerospace Defence Aerospace Marine Energy & Nuclear Power Systems The Products Revenue £ 6.655 m (43%) Revenue £ 2.591 m (17%) Revenue £ 2.037 m (13%) Revenue £ 1.538 m (10%) Revenue £ 2.831 m (18%) 72% service revenue= LTDAs with “TotalCare” 33% service revenue= LTDAs with “MissionCare” 1% service revenue= LTDAs mainly Naval 38% service revenue= LTDAs 6% service revenue= LTDAs • NEW Product Development ~ 5 yrs • Engine Life Time ~15-20 yrs • Airplane Lifetime ~30-40 yrs Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 03
- 4. The Competitors ENGINE MARKET SHARE BY MARKET GROUP Commercial widebody aircraft Commercial narrowbody aircraft Commercial regional jet ROLLS ROYCE FACTS • new CEO since Q3 2015 • High Investment in R&D • Reorganisation 4Cs started Customer, Concentration, Cost and Cash • 3000 employees to be layed off Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 04
- 5. SWOT-Analysis STRENGTHS 1. Reorganisation (Cost Cutting, Customer Segments) 2. Major Player aero- engine manufacturer 3. High investment and capability in R&D (DLR) OPPORTUNITIES 1. Growing Asian Market Widebody Airplanes 2. Market Share Narrow body airplane 3. Strategic Production Partnerships 4. TO BE DEVELOPPED new economic engine WEAKNESSES 1. Restructurisation and Layoffs 2. High fixed costs 3. Decrease in sales and falling Share Price THREATS 1. Upcoming Chinese engine manufacturer 2. Strong Competition GE leap engine 3. Growing Governmental policies and regulatory demands Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 05
- 6. PORTERS 5 Forces Global industry is dominated By three players: General Electric, Pratt & Whitney and Rolls-Royce. (difficult to dominate the market for single manufacturer) • There are less future possible buyers for new aircraft • Globalisation trend among buyers • Less influence or power of supplier to. • The smaller companies , have now decreased power. • High end complicated electronic component suppliers are the most powerful. • Established Engine Producers • High Investment Demands in R&D • High Testing and Certification Demands for new Engines • No other better known way to replace air transportation . • Video Conferencing or High Speed Trains may partly replace some air travels business in near future. CHINESE MANUFACTURER? NEW efficient ENGINE? Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 06
- 7. PESTEL-Analysis #11 • Political risk (war and terrorism) • Subsidies by EU government • Limits for emissions • Supply/demand factors: unpredictable demand ; over- capacity supply market • Fuel Price • global recession generates decreased demand • Changes in global demand for air travel and rise in demand for airplanes • Globalisation and cross-cultural challenges • Potential for technology-supported added-value products • Competitor investment in R & D and new product development • Potential for continuing innovation • Technological obsolescence due to long delivery cycles • Scarcity/costs of non-renewable fuels, metals and other raw materials of production • Environmental standards and legislation: eg pollution control, emissions reductions, noise abatement • EU/US law and WTO rulings on competition • Contract law and dispute jurisdiction in contracts between EU and US firm Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 07
- 8. KEY FIGURES KEY FIGURES FOR SV ANALYSIS Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 08
- 9. SHARE PRICES Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 09
- 10. PESSIMISTIC scenario SCENARIO JUSTIFICATION • new CEO since 2nd half of 2014 • Delays with Lay offs of ~ 3000 employee (in Bristol, Derby, Norway) • Asian market declining (less orders) • Environmental obligations • Continued reduced governmental expenses in services • High invesments in R&D with slow development Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 10
- 11. PESSIMISTIC scenario Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 11
- 12. OPTIMISTIC scenario SCENARIO JUSTIFICATION • Rising Amount of Orders • Positive Effect from Sale of Assets and reduction of fixed costs • Quick lay off of employees and positive effects from internal restructurisation • Growing Demand from Asian market • higher investment of government in defense aeroplanes Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 12
- 13. OPTIMISTIC scenario Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 13
- 14. SCENARIO JUSTIFICATION MOST LIKELY scenario • Forecast of Annual Report 2014 - Sales and OP going down • Internal Restructurisation showing results • Progress in R&D • Orders books recovering Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 14
- 15. MOST LIKELY scenario Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 15
- 16. RECOMMENDATION VALUE DRIVERS • SALES GROWTH • Asian Civil Airplanes (widebody) • Indian Defense Airplanes (widebody) • Gain Market Share small civil planes (narrow body) • Build new economic engine type • OPERATING PROFIT • Reorganisation + Layoffs • Lean Management – Cost Reduction • FIXED ASSET COSTS • Lean Management – Centralise World Wide Locations • CHALLENGES TODAY • Provide value-added products and services • Drive cost competitiveness • Strengthen route to market by Strategic Partnerships and JV • Question Mark: Competition from Asian Manufacturer? Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016 16
- 17. ROLLS ROYCE Holding Thank you for your attention! Join me on LinkedIn SMBS 2016, Westminster University, London Veronika V. Dudkina Omni-Channel strategy for RETAIL, FMCG , BANKS EMBA in International Business London Westminster University SMBS 2016