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<p>Slide 1</p> <div><p> TURNAROUND OF </p><p> MERCEDES BENZ INDIA LTD.</p></div> <div><p>INTRODUCTION</p><p> Karl Benz founder Benz &amp; Co.</p><p> 1st October 1883.</p><p> 1900,Benz &amp; Co become world biggest</p><p> automobile manufacturer.</p><p> First Mercedes was delivered on 22 December</p><p> 1900.</p><p> On 28th June 1926 it get merged and to form</p><p> Daimler- Benz AG. </p></div> <div><p>2</p></div> <div><p>IMPORTANT SAYINGS OF TURNAROUND </p><p>Dont Talk </p><p>Dont Organize </p><p>Dont Think </p><p>Just Do It.</p></div> <div><p>BECOME A PLAYSTATION</p><p> Stop all internal discussions and conflicts.</p><p> It is time to roll-out smooth and well rounded activities </p><p> Your actions should be clear, well defined like a square</p><p> And each one of us should reach the summit of his art </p></div> <div><p>4</p></div> <div><p>TURNAROUND MANAGEMENT</p><p>The present business scenario is one wherein constant change is the name of the game. </p><p>For any firm to survive in any industry, there has to be constant monitoring and improvement of its systems and operations </p><p>Process of bringing about a revival in the firms fortunes is what is termed as Turnaround Management.</p></div> <div><p>3 PHASE IN MBz TURNAROUNDMANAGMENT</p><p>Phase I: Watching out for the danger signal</p><p>Phase II: Choosing appropriate Strategy</p><p>Phase III: Implementation of the change process </p></div> <div><p>PHASE I : WATCHING OUT FOR THE DANGER SIGNAL</p><p>Decreasing constant sales</p><p>Decreasing profitability </p><p>Lack of planning</p><p>Inflexible CEO</p><p>A management team unwilling to learn from competitors.</p></div> <div><p>7</p></div> <div><p>PHASE II : CHOOSING APPROPRIATE STRATERY</p><p>1. Strategic Turnaround</p><p> A new way to compete in the existing business (Enter into a joint venture with Telco 1994).</p><p>A new way to compete in the existing business ( by launching Mercedes Benz E class)</p><p> Under this the first choice</p><p>Increases market share</p><p> Making product market relationship </p></div> <div><p>2. Operating Turnarounds</p><p>Asset reduction strategies : below BEP they should reduce their assets so the fixed cost will reduce.</p><p>Revenue increasing strategies : Not extremely below BEP they should apply new strategy so can generate revenue.</p><p> Combination strategies : above BEP they should use cost reduction strategy so firm profit can rise, by unnecessary cost cutting down </p></div> <div><p>PHASE III:IMPLEMENTATION OF THE CHANGE PROCESS</p><p>Implementation plays an important role in any turnaround management.</p><p>Identification of an appropriate strategy by itself will not guarantee success.</p><p>The success or otherwise of a Turnaround strategy depends on the commitment shown by the top management as also the operating management.</p><p>Likewise new CEO Mr. Juergen Ziegler of Mercedes Benz India ltd has implemented the project with new strategies with help of his management. And achieved success.</p></div> <div><p>TO Achieve a Turnaround, You will Generally Need To Have The Following Seven Things Present </p><p>A Viable Business </p><p>Time </p><p>Cash</p><p>Vision </p><p>Management </p><p>Stakeholder Support </p><p>Confidence In The Process </p></div> <div><p>Conclusion</p></div> <div><p>THANK YOU</p></div>


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