DICV inaugurates bus manufacturing plant and reveals a range of new productsRushLane
Oragadam, India: Daimler India Commercial Vehicles Pvt. Ltd. (DICV), a 100% wholly owned subsidiary of Daimler AG, Stuttgart, Germany, today announced the inauguration of its new bus manufacturing facility in Oragadam and unveiled its second wave of products – BharatBenz and Mercedes-Benz buses as well as a new range of new BharatBenz high-power engine trucks and BharatBenz heavy duty tractors.
BharatBenz trucks are not available in BS-IV versions across the range (9-49 tonne GVW). DICV has also announced that bus sales will start in September.
Mercedes car production China crosses 500,000 - Press ReleaseRushLane
The 500,000th locally produced Mercedes-Benz passenger car, an all-new long-wheelbase C-Class model, has rolled off the production lines at Daimler’s Sino-German production joint-venture Beijing Benz Automotive Co., Ltd. (BBAC), marking yet another milestone in Mercedes-Benz’s increasing local footprint in China.
DICV inaugurates bus manufacturing plant and reveals a range of new productsRushLane
Oragadam, India: Daimler India Commercial Vehicles Pvt. Ltd. (DICV), a 100% wholly owned subsidiary of Daimler AG, Stuttgart, Germany, today announced the inauguration of its new bus manufacturing facility in Oragadam and unveiled its second wave of products – BharatBenz and Mercedes-Benz buses as well as a new range of new BharatBenz high-power engine trucks and BharatBenz heavy duty tractors.
BharatBenz trucks are not available in BS-IV versions across the range (9-49 tonne GVW). DICV has also announced that bus sales will start in September.
Mercedes car production China crosses 500,000 - Press ReleaseRushLane
The 500,000th locally produced Mercedes-Benz passenger car, an all-new long-wheelbase C-Class model, has rolled off the production lines at Daimler’s Sino-German production joint-venture Beijing Benz Automotive Co., Ltd. (BBAC), marking yet another milestone in Mercedes-Benz’s increasing local footprint in China.
This presentation is based on a scenario given to us in Managerial Communication.Scenario is written in the presentation. The brand name we have selected is a fictional brand name for luxury cars but the data used is correct and is selected from trusted sources.
Modern business strategy tools will be employed to evaluate the strategy and performance of Volkswagen, the world’s second largest automaker. In addition, the internal resources and capabilities, industry environment, and institutional environment of the company will be appraised within the context of various compelling issues, threats, and challenges facing the company. Recommendations will be made as to how Volkswagen’s strategy could potentially be improved in order to increase competitive advantage.
This presentation is based on a scenario given to us in Managerial Communication.Scenario is written in the presentation. The brand name we have selected is a fictional brand name for luxury cars but the data used is correct and is selected from trusted sources.
Modern business strategy tools will be employed to evaluate the strategy and performance of Volkswagen, the world’s second largest automaker. In addition, the internal resources and capabilities, industry environment, and institutional environment of the company will be appraised within the context of various compelling issues, threats, and challenges facing the company. Recommendations will be made as to how Volkswagen’s strategy could potentially be improved in order to increase competitive advantage.
Future fast track model for new road over bridge spanning over railway yard- ...Rajesh Prasad
Implementation of 4 lane cable stayed road over bridge is nearing completion. It is felt that it could be a future fast track model for construction of ROB over busy railway yard in India
This module is part of a course elaborated in the context of the collaboration between FAO project named Communication for Sustainable Development Initiative (CSDI) and Openet S.p.A. Technologies in the Democratic Republic of Congo. CSDI and Openet Technologies S.p.A launched (2012) the initiative ‘Rural radio’ to support sustainable agricultural development in DRC. This initiative was part of the Satellite Way for Education Project funded by Openet and the European Space Agency (ESA): the main objective is to strengthen initiatives and preparedness interventions in the field of ComDev on climate change, food security and rural livelihoods. With the support of AMARC and thanks to Openet technical assistance, a number of rural radios have taken part in the initiative. Rural radios are one of the most widespread forms of media used in Congo and therefore can facilitate a community’s dialogue as well as knowledge-sharing on adaptation to climate change. At the same time, the project supported the creation of radio networks where people were able to share knowledge and experiences about the impact of climate change and food insecurity. In order to reinforce knowledge sharing, the project provided intensive training to 57 journalists of ten different rural radios based on broadcasting capabilities, participatory methodologies and technical notions regarding climate change and food nutrition. Openet and CSDI project increased the technology capacity of rural radios involved by providing them with lap-tops, modems and satellite connection.
Automobile Sector Analysis with Landmark cars analysisMadhurMalpani
A detailed analysis of Automobile sector including 5 porters model, BMC model, PESTLE, DROTs. Then company analysis of Landmark Cars Ltd. like SWOT, BMC model, Porters 5 forces model, its history and many more. So please check out the report.
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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]
www.icmrindia.org
mailto:[email protected]
http://www.icmrindia.org
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“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 ...
INTERSHIP DISCUSSION- Using image, You should recognize designated.docxnormanibarber20063
INTERSHIP DISCUSSION- Using image, You should recognize designated tasks that are being completed on this internship and many of those tasks can be viewed as knowledge acquired (day-to-day responsibilities).
Share 1-2 skills you have developed that are directly applicable to this career goal.
-.....:......:..-
188 International Business Strategy
CASE 18
Tata Motors in 2014: Its Multibrand
Approach to Competing in the
Global Automobile Industry
David L. Turnipseed
University of South Alabama
Tata Motors, Ltd.• was India's leading automo-biIe manufacturer by revenue and the number-three passenger-vehicle brand in India in 2012.
However, in 2013 and 2014, the company's name-
sake brand slid into a decline, hath domestically and
internationally, with the company eventually losing
its number-three rank in automobile sales in India
to Honda. Also, the company's sales of commercial
vehicles declined in 2013 and 2014, causing the
company to drop from fourth-largest seller of com-
mercial vehicles to fifth.
Some of the company's poor performance could
be attributed to poor macro-economic conditions
in India, increasing competition, and a variety of
other external factors such as the possible elimina-
tion of diesel subsidies by the Indian government.
However, much of the company's poor performance
was a result of a flawed strategy and poor execution.
For example, it was imperative that the company's
managers consider how to expand the market for
its low-priced Nano, which had required substantial
investment during its development and had fallen
far short of sales expectations. Plus, the company's
entire strategy for its Tara-branded vehicles seemed
to be in disarray.
However, the company's Jaguar Land Rover divi-
sion was achieving great success, with a 23 percent
year-over-year increase in revenues and a 55 percent
year-aver-year increase in profit after tax in fis-
cal 2014. In fact, Jaguar Land Rover accounted for
88 percent of the company's total automotive rev-
enues in fiscal 2014 and 89 percent of its income
John E. Gamble
Texas A&MUniversity-Corpus Christi
before other income, finance cost, tax, and excep-
tional items in fiscal 2014. Tata Motors' manage-
ment would be forced to evaluate its strategy for its
Tata passenger cars, Tata commercial vehicles, and
Jaguar Land Rover division if it was to compete
successfully with the world's leading automobile
producers.
THE HISTORY OF
TATA MOTORS
Tata MOlars was a division of the Tata Group, which
was India's largest corporation, owning more than
90 companies spanning seven business sectors
(chemicals, information technology and communi-
cations, consumer products, engineering, materials,
services, and energy). In 2012, the corporation had
operations in over 80 countries, and it had gross rev-
enues of $83.5 billion in 2011. The company's gross
revenues dipped to $96.8 million in fiscal 2013,
after having reached $100 million in 2012. Nearly
60 percent of the Tata Group's revenues w.
Gabriel strategy report sp jain school of global managementedwin john
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.
Similar to Successful year 2015 for daimler india commercial vehicles (20)
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
The Octavia range embodies the design trend of the Škoda brand: a fusion of
aesthetics, safety and practicality. Whether you see the car as a whole or step
closer and explore its unique features, the Octavia range radiates with the
harmony of functionality and emotion
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
Fleet management these days is next to impossible without connected vehicle solutions. Why? Well, fleet trackers and accompanying connected vehicle management solutions tend to offer quite a few hard-to-ignore benefits to fleet managers and businesses alike. Let’s check them out!
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
What Are The Immediate Steps To Take When The VW Temperature Light Starts Fla...Import Motorworks
Learn how to respond when the red temperature light flashes in your VW with this presentation. From checking coolant levels to seeking professional help, follow these steps promptly to prevent engine damage and ensure safety on the road.
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
What Causes 'Trans Failsafe Prog' to Trigger in BMW X5
Successful year 2015 for daimler india commercial vehicles
1. Daimler Communications, 70546 Stuttgart, Germany
Press Information
Successful Year 2015 for Daimler India
Commercial Vehicles
Announcement follows disclosure of full-year 2015 figures by parent
company Daimler AG on 4 February
Domestic sales increased by 37 percent to 14,000 units
on strength of product lineup, export business continued to grow
favorably
Powerful new products tailored for the mining and the construction
segments exemplify strategic direction
Erich Nesselhauf, Managing Director and CEO Daimler India
Commercial Vehicles: “2015 has been another successful year for us.
With our portfolio of modern trucks, we have powered ahead on our
growth course domestically in India and in our export business. With
important new BharatBenz product generations hitting the market in
2016, we are committed to sustainably grow our business as part of
Daimler Trucks Asia.”
Oragadam, Tamil Nadu – Daimler India Commercial Vehicles (DICV), the
wholly-owned subsidiary of Daimler AG, looks back on a successful year
2015. Domestic sales increased by 37 percent to 14,000 units on the strength
of the BharatBenz brand’s powerful product lineup. Following its market
launch in September 2012, Daimler’s Indian truck and bus brand has
introduced 20 products so far in its mission to transform the country’s
Commercial Vehicle segment, with more to follow. Far more than 30,000
BharatBenz vehicles with the hallmark value-for-money proposition have
since been delivered to customers, an unprecedented volume-ramp up in the
industry.
Mr. Erich Nesselhauf, Managing Director and CEO of Daimler India
Commercial Vehicles, said: “2015 has been another successful year for us.
With our portfolio of modern trucks, we have powered ahead on our growth
course domestically in India and in our export business. This success was
made possible thanks to the excellent contributions of the entire team and
our partners.”
11 February 2016
2. Daimler Trucks Asia Communications
Page 2Demand for BharatBenz products in 2015 rose especially in the heavy-duty
segment. New tailored applications for the mining and the construction
segments, such as the highly recognized BharatBenz 3143 CM, resonated
well with customers. This exemplifies the strategic direction to introduce an
entire family of special purpose vehicles in order to take on other parts of
this segment. At the same time, the company’s FUSO-branded export
business - as part of Daimler Trucks Asia - continued to grow favorably.
The year 2015 was remarkable for Daimler India Commercial Vehicles due
to various milestones that were achieved:
Start of bus production in the 425-crores expansion of the
company’s manufacturing operations in Oragadam, entry into the
bus segment with BharatBenz staff buses and Mercedes-Benz Super-
High-Deck (SHD) luxury coach
Launch of second wave of truck products – including BharatBenz
high-powered engine trucks, BharatBenz heavy duty tractors
Launch of the BharatBenz 3143 CM, the first Super-Heavy-Duty
truck localized in India
Display of the widest range of mining and construction vehicles at
the 2015 EXCON in Bengaluru, South East Asia’s largest
construction equipment and technology trade fair
Crossing of the 4-million exports mark of Indian-made parts to other
Daimler Trucks entities across the globe
Commenting on the company’s outlook for 2016, Mr. Nesselhauf continued:
“With important new BharatBenz product generations hitting the market in
2016, we are committed to sustainably grow our business as part of Daimler
Trucks Asia. Both in the medium and heavy-duty segment we will once
more raise standards and customer value. At the same time, Indian-made
FUSO trucks will play a key role in opening up important growth markets in
Asia, Africa, and Latin America.”
Contact:
Shina Satyapal, +91 44 45996039, shina.satyapal@daimler.com
Ritu Bagri, MSLGROUP, +91 98 84173290, ritu.bagri@mslgroup.com
The figures in this document are preliminary and have neither been approved yet by the Daimler AG
Supervisory Board nor audited by the external auditor.
This document contains forward-looking statements that reflect our current views about future events. The words
“anticipate,” “assume,” “believe,” “estimate,” “expect,” “intend,” “may,” ”can,” “could,” “plan,” “project,”
“should” and similar expressions are used to identify forward-looking statements. These statements are subject to
many risks and uncertainties, including an adverse development of global economic conditions, in particular a
decline of demand in our most important markets; a worsening of the sovereign-debt crisis in the euro zone; an
increase in political tension in Eastern Europe; a deterioration of our refinancing possibilities on the credit and
financial markets; events of force majeure including natural disasters, acts of terrorism, political unrest, armed
3. Daimler Trucks Asia Communications
Page 3conflicts, industrial accidents and their effects on our sales, purchasing, production or financial services activities;
changes in currency exchange rates; a shift in consumer preferences towards smaller, lower-margin vehicles; a
possible lack of acceptance of our products or services which limits our ability to achieve prices and adequately
utilize our production capacities; price increases for fuel or raw materials; disruption of production due to
shortages of materials, labor strikes or supplier insolvencies; a decline in resale prices of used vehicles; the
effective implementation of cost-reduction and efficiency-optimization measures; the business outlook for
companies in which we hold a significant equity interest; the successful implementation of strategic cooperations
and joint ventures; changes in laws, regulations and government policies, particularly those relating to vehicle
emissions, fuel economy and safety; the resolution of pending government investigations and the conclusion of
pending or threatened future legal proceedings; and other risks and uncertainties, some of which we describe under
the heading “Risk and Opportunity Report” in the current Daimler AG Annual Report. If any of these risks and
uncertainties materializes or if the assumptions underlying any of our forward-looking statements prove to be
incorrect, the actual results may be materially different from those we express or imply by such statements. We do
not intend or assume any obligation to update these forward-looking statements since they are based solely on the
circumstances at the date of publication.
Daimler India Commercial Vehicles at a Glance
Daimler India Commercial Vehicles (DICV) is a 100% subsidiary of Daimler AG, Stuttgart, Germany. DICV is a
full-fledged commercial vehicle player in the Indian market. It currently produces and sells above 9 to 49 tonne
trucks for the Indian volume market, under the brand name – BharatBenz. BharatBenz stands for Indian
engineering with German DNA. Under its bus division, the company produces and sells BharatBenz buses and
Mercedes-Benz buses from its manufacturing plant at Oragadam. Bharat-Benz products have been engineered to
serve all major customer segments with a focus on total-cost-of ownership, safety, reliability and comfort.
Under the umbrella of Daimler Trucks Asia, DICV and MFTBC (Mitsubishi Trucks and Bus corporation) are
optimizing research activities, product development and sourcing. The DICV-built FUSO trucks from Oragadam
are exported to markets in South East Asia, Africa, and Latin America.
The state-of-the-art production plant at Oragadam, near Chennai, spreads over 400 acres (160 hectares). It includes
a modern test track designed to simulate Indian conditions – making it one of its kinds in Asia. DICV has made an
initial investment of 4,400cr and additional 425cr for the bus plant facility (approximately €750 million).
Sustainability being a core of Daimler’s corporate culture, DICV will focus on creating efficient, reliable and
ecologically friendly products.