ABB-6 weeks industrial trng ppt.


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ABB-6 weeks industrial trng ppt.

  1. 1. 6 weeks industrial training atABB Limited<br />Presented By:-<br />TanpreetKaur<br />MBA-2A<br />94972238242<br />
  2. 2. INTRODUCTION<br />ABB Group was founded in 1988, after the merger of Swedish ASEA and Swiss BBC Brown Boveri<br />ASEA was founded in 1883<br />BBC Brown Boveri was founded in 1891<br />
  3. 3. Headquarters: Zurich, Switzerland<br />More than 120,000 employees in more than 100 countries <br />
  4. 4. Presence Around the Globe<br />Countries<br />
  5. 5. ABB Executive Committee<br />Joseph HoganPresident and Chief Executive Officer<br />Michel DemaréChief Financial Officer<br />Gary SteelHuman Resources<br />Ulrich <br />SpiesshoferCorporateDevelopment<br />Diane de Saint Victor<br />General Counsel<br />Peter Leupp<br />PowerSystems<br />Anders JonssonRobotics<br />Tom SjökvistAutomationProducts<br />Veli-MattiReinikkalaProcessAutomation<br />Bernhard JuckerPowerProducts<br />
  6. 6. Divisional structure and portfolio<br />2007 revenues (US$) and employees per division<br />Process Automation<br />Power Systems<br />Robotics<br />Power Products<br />Automation Products<br />$9.8 billion32,000 employees<br />$5.8 billion14,000 employees<br />$8.6 billion33,000 employees<br />$6.4 billion26,000 employees<br />$1.4 billion5,000 employees<br />Transformers, high- and medium-voltage switchgear, breakers,automation relays<br />Substations, FACTS, HVDC Light, power plant and network automation<br />Low-voltage products, drives, motors, power electronics, and instrumentation<br />Control systems and application-specific automation solutions for process industries<br />Robots, peripheral devices and modular manufacturing solutions for industry<br />
  7. 7. ABB Technology all around us<br />orbiting the earth and working beneath it,<br />crossing oceans and on the sea bed,<br />in the fields that grow our crops and packing the food we eat,<br />on the trains we ride and in the facilities that process our water,<br />in the plants that generate our power and throughout our homes.<br />
  8. 8. Ground-breaking and nation-building projects<br />Longest underwater power link<br />Most remote offshore wind farm linked to grid<br />First commercial wave power plant<br />Mine hoist for largest potash mine<br />First platform connected to mainland grid<br />Europe’s largest thermal solar power plant<br />Largest battery<br />Longest and highest capacity power link<br />Largest SVC installation<br />Longest conveyor belt<br />Automation of largest alumina plant<br />Largest SCADA network<br />Longest underground power link<br />Largest gearless mill drive (for crushing ore)<br />Largest reverse-osmosis desalination plant<br />Power and automation of largest chemical cellulose plant<br />Substation in world’s tallest building<br />First 600 kV power link<br />
  9. 9. PRODUCT RANGE<br />Cables & Cable Accessories<br />Control Systems <br />Force Measurement<br />Generator Circuit Breakers<br />Instrumentation and Analytical<br />Low Voltage Products and Systems <br />Metallurgy Products <br />Power Electronics <br />Reactors <br />Semiconductors<br />Turbocharging<br />Collaborative Production Management<br />Drives<br />High Voltage Products and Systems<br />Insulation Components<br />Medium Voltage Products & Systems<br />Motors and Generators<br />Power Protection & Automation Products<br />Robotics<br />Transformer Components<br />
  10. 10. ABB IN INDIA<br />The company was incorporated on 24th December 1949 as Hindustan Electric Company Limited. <br />In 1965, the Company’s name was changed to Hindustan Brown Boveri Limited (HBB). <br />Pursuant to the Scheme of Amalgamation of Asea Limited with HBB with effect from 1st January 1989, the name was further changed to Asea Brown Boveri Limited (ABB) with effect from 13th October 1989.<br />
  11. 11. A pioneer in smart technologies<br />Challenge<br /><ul><li>Delhi, India: Electrify one of the largest metro projects under construction in Asia
  12. 12. Maharashtra, India: State of the art, turnkey electrification solution for thermal power plant that will supply increased power to western grid
  13. 13. Bangalore, India: Improve reliability in grid serving 53 million people in Karnataka</li></li></ul><li>contd……<br />Challenge<br /><ul><li>India/Bangladesh: Provide a complete automation solution for world’s longest trans national, single-belt conveyor
  14. 14. India: Help the largest steel blast furnace in India maximize their production efficiency
  15. 15. India: Complete electrical and automation solution for one of the largest cement manufacturers in the world</li></li></ul><li>prestigious projects of ABB-in india<br />Automation solutions for various steel plants in India- Tata Steel, JSW, Bhushan Group<br />Delivery of automation and power solutions to help power a stadium in Delhi for the Commonwealth Games 2010<br />Robotics painting solution for Tata Motors <br />Plant electrification and automation for steel plants around India- JSW<br />“Invisible” substation solution to power help power city of Bangalore- KPTCL<br />Distribution automation solution- Delhi airport new terminal 3<br />Network management solution that is the first step towards a smart grid in Karnataka- KPTCL<br />
  16. 16. Sustainability<br />Education <br />Access to electricity project <br />Supporting the <br /> differently-abled<br />Environment <br />Support to natural calamities <br />
  17. 17. HARIDWAR<br />FARIDABAD<br />KOLKATA<br />VADODARA<br />NASHIK<br />MUMBAI<br />BANGALORE<br />MYSORE<br />Strong local presence <br /><ul><li>Head office- Bangalore
  18. 18. Global Corporate Research Centers
  19. 19. 2 power technology centers
  20. 20. Automation operations center
  21. 21. 16 Manufacturing facilities
  22. 22. 29 Marketing offices
  23. 23. 4 Training centers
  24. 24. 8 Service centers
  25. 25. Listed on Bombay Stock Exchange and National Stock Exchange, India</li></li></ul><li>ABB India’s Clients<br /> Company’s client includes all the sectors of market since the company has products for the following sectors:-<br />Power Plants:- All Major Power Plants owners like NTPC, State Electricity Boards, Private Power Plants Owner like JSW, GVK etc.<br />Process Industries:- like cement, Steel, Sugar, Metal and Minerals, Food and Beverage etc. All companies who set up such plants are our customers.<br />Transportation Industry like Metro and Airport operators.<br />Retails markets for all kinds of power related products.<br />
  27. 27. Factors considered while choosing clients:-<br />Financial Capability of client.<br />Project feasibility.<br />Risk factors for ABB in supplying to client which will also include soft issues like clients background, ethics, climate issues, country related risks etc.<br />Client’s past similar experience in setting up project.<br />Client’s usage of product.<br />
  28. 28. process of dealers selection<br />Dealers past exposure to the business.<br />Dealers financial capability.<br />Dealers technical infrastructure.<br />Dealers engineering manpower infrastructure.<br />Dealers ability to meet ABB’s stringent Quality, Safety and Statutory obligations.<br />Dealers capability to meet the quantity requirement of ABB.<br />
  29. 29. Departments involved in marketing a product<br />Product development- where active feedbacks are taken from market for product development to suit market requirement.<br />Business development- This department is the first step of marketing for ABB wherein all ABB products are marketed to end customer and process includes new projects information, to introduce ABB’s products and registration of all ABB products with new customers.<br />Front end sales- Front end sales as a function are located near customers cities (major cities) and market for new enquires and gives total support to customer for offers, order booking and also ensure collection of payments and statutory forms.<br />Back end Tendering support- This includes preparation of technical and commercial offer against detailed technical specifications of customers. <br />
  30. 30. India – Country management team<br />BiplabMajumder<br />Country and Sub-regionManager<br />David Huegin<br />Legal and Compliance<br />AmlanDuttaMajumdar<br />Chief FinancialOfficer<br />B Gururaj<br />Company<br />Secretary<br />JulianeLenzner<br />Communicationand InvestorRelations<br />Ramesh Shankar<br />HumanResources<br />OHS<br />TBA<br />N Venu<br />Front end sales<br />S Karun<br />Country service<br />manager<br />RanjanDe<br />Account<br />Management -<br />Global account<br />manager- TATA<br />MadhavVemuri<br />Global engineeringand services<br />Prakash Nayak<br />Power Systems<br />Pitamber<br />Shivnani<br />Power Products<br />R Narayanan<br />DiscreteAutomation andMotion<br />GNV Subbarao<br />ProcessAutomation<br />Tommy <br />Andreasson<br />Low VoltageProducts<br />(as of 1.8.10)<br />
  31. 31. Mr. PiyushBansal<br />(Regional Manager)<br />Automation<br />Team<br />Admin<br />Team<br />PS Team<br />PS Team<br />LP Team<br />DM Team<br />Finance and commercial<br />Mr. Baldev Raj<br />(Manager-Sales)<br />Mr. AnkitGoel<br />(TL)<br />Mr. Manish Srivastava<br />(TL)<br />Mr. Manish Srivastava<br />(TL)<br />Mr. Manish Srivastava<br />(TL)<br />Mr. Murlidhar<br />A.O Thomas<br />(Manager)<br />Mr. Lalit Sharma<br />(Manager-Sales)<br />Mr. S.K Verma<br />(Manager)<br />Mr. SandeepGulati<br />(Manager Sales)<br />Mr. Ramandeep Gupta<br />(Manager-Sales)<br />Mr. VipinLakhanpal<br />(Manager-Sales)<br />Mr. Manoj<br />Mr. Ranjeet Singh<br />(Comm Officer)<br />Mr. Vipin<br />(Manager-Sales)<br />Mr. Abhijeet Roy<br />(Manager-Sales)<br />Mr. Rajesh Kumar<br />(Manager-Sales)<br />Mr. Motilal<br />Mr.SandeepBhardwaj<br />(Manager-Sales)<br />Mr. NeerajVerma<br />(Manager-Sales)<br />Mr. Suman Kumar<br />(Comm Officer)<br />Mr. Rakesh Kumar<br />(Manager-Sales)<br />Mr. Alfin Tom<br />(Manager-Sales)<br />Ms. DivjotKaur<br />(Marketing-Manager)<br />Mr. Jasbir Singh<br />(Execution-Sales)<br />Mr. Harjeet Singh<br />(Manager-Sales)<br />Mr. Kuljeet Singh<br />(Execution -Sales)<br />Mr. SanjeevBalta<br />(Execution-Sales)<br />Mr. Ramanpreet Singh<br />(Executive-Sales)<br />Mr. Kuldeep Singh<br />(Execution-Sales)<br />Mr. Harminderpal<br />(Execution-Sales)<br />Mr. Mukesh Kumar<br />(Execution-Sales)<br />
  32. 32.
  33. 33. Development of Switches<br />1920<br />1933<br />1953<br />1915<br />1899<br />1975<br />1998<br />2001<br />2002<br />2004<br />
  34. 34. INABB – EWA business<br /><ul><li>INABB launched Modular Switches with Classiq Lumina range in 2004.
  35. 35. Local design with basic modular concept
  36. 36. Features are thin plate and luminous strips which illuminates at night</li></li></ul><li><ul><li>In 2006 end, ABB introduced one more range of Plate Classiq Sleek
  37. 37. Designed & developed new switch Classiq</li></li></ul><li>FINANCIAL statement analysis<br />LIQUIDITY RATIOS:-<br /> Current Ratio<br /> =CurrentAssets/Current Liabilities<br />
  38. 38. Quick Ratio<br />=Quick Assets/Current Liability<br />
  39. 39. Absolute Liquid Ratio<br /> =(Cash+ Marketable Securities)/Current Liabilities<br />
  40. 40. PROFITABILITY RATIOS:-<br /><ul><li>Gross Profit Ratio:-</li></ul> =(Net Profit+Operating Expense)/Sales<br />It is desirable that this ratio must be high and steady because <br />any fall in it would put the management in difficulty In the<br />realisation of fixed expenses of the business.<br />
  41. 41. <ul><li>Net Profit Ratio:-</li></ul> =Profit After Tax/Sales<br />This ratio is helpful to determine the operational ability of the concern. <br />While comparing the ratio to previous years’ ratios, the decrement shows the inefficiency <br />of the concern.<br />
  42. 42. <ul><li>Earning Per Share:-</li></ul> =Profit/Share Capital<br />Earning per share helps in determining the market price of the equity share of the company.<br /> It also helps to know whether the company is able to use its equity share capital effectively<br /> with compare to other companies. It also tells about the capacity of the company to pay dividends <br />to its equity shareholders.<br />
  43. 43. <ul><li>Capital Turnover Ratio:-</li></ul> =Sales/Capital Employed<br />The higher the ratio is, the more efficiently a company is using its <br />capital also calledequity turnover<br />
  44. 44. OPERATING PROFIT RATIO<br /> =Operating profit/Sales<br />
  45. 45. TURNOVER<br />
  46. 46. NET PROFITS<br />
  47. 47. EARNING PER SHARE<br />
  48. 48. NEED OF THE STUDY:-<br />Company Change in Market share<br />Legrand 4.04<br />ABB 0.32<br />Anchor** 3.65<br />Crompton Greaves -1.62<br />Havells 1.95<br />
  49. 49. CUSTOMER PREFERENCE TOWARDS ABB switches<br />
  50. 50. OBJECTIVES<br />TO know awareness about different brands of switches<br />TO STUDY THE FACTORS AFFECTING CUSTOMERS PREFERENCE/ CHOICE towards switches<br />to know about problems being faced by customers while using ABB switches<br />
  51. 51. Type of Data Used:-<br />Primary Data<br />Channel Partners/Authorized Dealers of ABB in Punjab, Himachal Pradesh,Haryana(Karnal,Yamuna Nagar, Hisar, Zirakpur,) and Chandigarh<br />Target Group/ Population:-<br />
  52. 52. Area of Study:-<br />Punjab, Himachal Pradesh,Haryana(Karnal,YamunaNagar,AmbalaHisar,Zirakpur,) and Chandigarh<br />20<br />CONVENIENCE SAMLING<br />Sample Size :-<br />Sampling:-<br />
  53. 53. Limitations<br />Sample size is small so sampling error may be committed<br />Many questionnaires were through telephonic conversation<br />Authorized Dealers of ABB switches in northern region is very less<br />Since study time was less, so so my study area was limited to northern zone(excluding Delhi and NCR)<br />Consumers were scattered very far off so I courier them, to which many didn’t replied<br />The research area is limited to Punjab, Haryana(Karnal, Yamunanagar, Ambala), Jammu & Kashmir, and Himachal Pradesh, so the results cannot be generalized.<br />
  54. 54. Awareness about different brands of switches<br />N=20<br />
  55. 55. Brands of switches dealers have in their Store<br />N=20<br />
  56. 56. Awareness of Customers about ABB brand<br />N=20<br />
  57. 57. Awareness level of customers about ABB switches<br />N=20<br />
  58. 58. Brands in order of their preference<br />N=20<br />
  59. 59. Sales in percentage of these brands<br />N=20<br />
  60. 60.
  61. 61. Customer preference of brands of switches on various factors.<br />N=16<br />
  62. 62. N=16<br />
  63. 63. N=16<br />
  64. 64. Various promotional schemes offered by ABB<br />N=20<br />
  65. 65. Problems faced by dealers while selling ABB Products<br />N=20<br />
  66. 66. Complaints from customers about ABB product<br />N=20<br />
  67. 67. Complaints about ABB switches are regarding<br />N=12<br />
  68. 68. Frequency of Complaints of ABB Switches<br />N=12<br />
  70. 70. Findings:-<br />About ABB switches many customers are unaware, it is in ratio 50:50<br />80% of dealers of ABB have Legrand also with them<br />Dealers are not satisfied with the brand ABB.(This is as per overall ratings)<br />Market share of Legrand is the highest and many dealers of ABB have the sales of ABB in 0-20% and 10% don’t have any share of ABB in their sales. Which means ABB as a brand in switches is not doing good<br />With the prices of ABB dealers are not satisfied. Even though other brands have nearly same prices as ABB but still they are preferred over ABB<br />
  71. 71. Even with ABB looks (aesthetic) and durability dealers are not satisfied. Legrand enjoys the leadership here.<br />SSK is another brands which is getting comparable rating to ABB<br />The main problem of ABB is with unawareness of brand- ABB Switches. This problem is faced by dealers while selling the product. As customers are not aware about the product so convincing them is a tedious task.<br />Quality is another major problem being faced by dealers<br />
  72. 72. RECOMENDATIONS<br />As the competition in this field is very much so the major stress should be on creating the brand awareness, through advertisement, campaigns, promotional schemes to dealers and to the customers<br />Legrand is the market leader so to be in the competition ABB need to re construct its design part/ improve its design to attract customers.<br />The prices need to be lower than customers, to attract new customers.<br />In every city representative of ABB must be there to keep account of sales in routine, and to study the needs of that particular region. This will help in boosting up the sales<br />After sales services of company need to be improved by appointing engineer for every zone.<br />
  73. 73. For the prompt handling of queries, complaints and requests, it is suggested that one more person should be employed in every zone.<br />It is recommended that training programs should be organized frequently and dealers should be informed and persuaded to participate in this so that handling of problems and complaints by customers can be handled by dealers and employees in more quickly and delay is not made.<br />In switches segment company should award the highest seller of the month/ or year. This will motivate the dealers<br />
  74. 74. More contests should be floated to keep the dealers motivated it will help in raising the sales many fold.<br />Lastly, it is also strongly advised that company must resolve the issues and pay heal to suggestions given by dealers in the questionnaires so that this project does not become a futile exercise.<br />It was also found during survey that company is having 2-3 dealers in every city, but more than 50 % do not keep Domestic switches. To improve upon the sales of switches to company should encourage them to keep switches in their stores, this will help increase the brand awareness and also the sales will increase.<br />
  75. 75. QUESTIONNAIRE<br />Questionnaire<br />
  76. 76. BIBLIOGRAPHY<br /><br /><br /><br /><br /><br /><br /><br /><br /><br />
  77. 77.<br /><br /><br /><br /><br /><br /><br />
  78. 78. Armstrong JS, Collopy F. 1996. “Competitor Orientation: Effects of Objectives and Information on Managerial Decisions and Profitability.” Journal of Marketing Research 33(2): 188 – 199.<br />Anterasian C, Graham JL. 1989. “When it’s Good Management to Sacrifice Market Share.” Journal of Business Research 19(3): 187 – 213.<br />Anterasian C, Graham JL, Money RB. 1996. “Are U.S. Managers Superstitious about Market Share?” Sloan Management Review 37(4): 67 – 77.<br />Franses PH & Vriens M(2004) “Advertising Effects on Awareness, Consideration and Brand Choice Using Tracking Data” ERIM Report Series Reference No. ERS-2004-028-MKT<br />
  79. 79. Naik A.P, Prasad A and Sethi S (2008) “Building Brand Awareness in Dynamic Oligopoly Markets” Management Science, Vol. 54, No. 1, pp. 129-138, January 2008<br />Hartung, P. H. and Fisher, J. L. (1965), “Brand switching and mathematical programming in market expansion,” Management Science, Vol. 11, No. 10<br /> <br />Radder L, Huang W(2008)”High-involvement and low-involvement products: A comparison of brand awareness among students at a South African university” Journal of Fashion Marketing and Management Volume: 12 Issue: 2 2008<br />Govers P, Schoormans J.(2005) “Product personality and its influence on consumer preference” Journal of Consumer Marketing Volume: 22 Issue: 4 (2005)<br />
  80. 80. Alreck P, Settle R(1999) “Strategies for building consumer brand preference” Journal of Product & Brand Management Volume: 8 Issue: 2 (1999)<br />Rudolf Esch F, Langner T, Schmitt B, Geus P (2006) “Are brands forever? How brand knowledge and relationships affect current and future purchases”Journal of Product & Brand Management Volume: 15 Issue: 2 2006<br />O’Regan N(2002) “Market share: the conduit to future success?”European Business Review Volume: 14 Issue: 4<br />Dr. Rajagopal (2006 )“Customer Choice Variability and Profit Optimization Modelling in a Firm: An Analytical Framework” Marketing and Business Working Paper No. 10/2006<br />
  81. 81. THANK YOU<br />