General Motors Corp.‚ the world ’s largest automaker‚ has been the global industry sales leader for 75 years. Founded in 1908‚ GM today employs about 327‚000 people around the world. With global headquarters in Detroit‚ GM manufactures its cars and trucks in 33 countries. In 2005‚ 9.17 million GM cars and trucks were sold globally under the following brands: Buick‚ Cadillac‚ Chevrolet‚ GMC‚ GM Daewoo‚ Holden‚ HUMMER‚ Opel‚ Pontiac‚ Saab‚ Saturn and Vauxhall. GM operates one of the world ’s leading
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A new era Accelerating toward 2020 — An automotive industry transformed Contents The transformations to come The restructuring imperative Changing customers‚ changing demands Technology to reflect new sets of demands Getting the right skills The next chapter in industry history Endnotes 1 2 8 15 22 26 28 The transformations to come At least now‚ the picture is clear For the past few years‚ automotive leaders and observers have witnessed an industry in peril. A slowing global economy
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state. Next‚ ten representative companies of varying sizes are analyzed and compared; the chosen companies and selection criteria follow. General Motors‚ Ford‚ and Toyota were chosen because they are the current market leaders. DaimlerChrysler‚ Nissan‚ Volkswagen‚ and Honda were chosen because of their status as stable international companies who have been in the automobile business for many years. Hyundai‚ Maruti Udyog‚ and Shanghai Automotive Industry Corp.‚ based in Korea‚ India‚ and China
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value-added portion of your products only. World-class companies such as Acer‚ Bayer‚ BMW‚ Canon‚ Casio‚ Chrysler‚ Daewoo‚ Eastman Kodak‚ Fisher Price‚ Ford‚ General Electric‚ JVC‚ GM‚ Hasbro‚ HP‚ Hitachi‚ Mattell‚ Mercedes Benz‚ Mitsubishi‚ Motorola‚ Nissan‚ Phillips‚ Pioneer‚ Samsonite‚ Samsung‚ Sanyo‚ Sony‚ Toshiba‚ VW‚ Xerox and Zenith operate or contract Maquiladora companies in Mexico. Other major advantages to this program is that
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Disadvantages of Mergers & Acquisitions 10 5.5 Driving Forces Behind Automotive Mergers and Acquisitions 10 5.6 The long-term success of M&A in the automobile industry: 12 5.7 Case Study - Merger of Daimler-Benz & Chrysler AG 14 5.9 Case study – Nissan Renault Alliance 15 5.10 Case study – Tata- Jaguar Land Rover 16 6. Methodology 18 7. Data Analysis 19 7.1. Industry Analysis 19 8. Conclusion 20 9. Bibliography 21 10. Appendix 25 1. Student Background & Course Details 1.1 Course
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two leaders—General Douglas MacArthur and Nissan’s CEO Carlos Ghosn—who came to Japan from the outside during organizational crises and conducted organizational reforms and cultural changes at two different levels—the country Japan and the company Nissan. Using Edgar H. Schein’s (1992) frameworks‚ culture-embedding mechanisms and basic assumptions‚ I examine what has‚ and has not‚ been changed by the two leaders in terms of organizational culture. I will show how most of
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Organizational Change When executives and students of management talk about organizational change‚ they mean many different things. Introducing a new enterprise resource planning system in order to coordinate and standardize internal processes is an organizational change. So is shutting down a factory‚ selling off a noncore business‚ or laying off employees. How about introducing a new business model to meet innovative competitors‚ adopting a new pay-for-performance system to motivate individual
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_________________________________ The Report To Management Of Nissan TABLE OF CONTENT | Executive Summary | Page 3 | Introduction | Page 4 | Strength | Page 5 – 6 | Weakness | Page 7 – 8 | Opportunity | Page 9 – 10 | Threat | Page 10 – 12 | New Products | Page 12 – 13 | Conclusion | Page 14 | Recommendations | Page 15 - | References | | | | EXECUTIVE SUMMARY In the first page‚ SWOT analysis of Nissan will be explained more clearly. Strengths including strong
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CASE: GS-62 DATE: 04/29/08 RENAULT’S LOGAN CAR: MANAGING CUSTOMS DUTIES FOR A GLOBAL PRODUCT There are some commodities with very high levels of complexity with respect to customs duties. Because of this‚ we must have some specific knowledge of what duty optimization‚ drawbacks‚ specific regime‚ and automotive laws are. —Isabelle Roca‚ Customs and Trade Manager‚ Renault Renault designed the Logan car to address the needs of new‚ high-potential markets around the world. Initially launched in
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Why Ford Should Worry. By: Muller‚ Joann‚ Forbes‚ 00156914‚ 2/13/2012‚ Vol. 189‚ Issue 2 Section: Strategies THE AUTO BUSINESS Chief Alan Mulally and his executives are rightfully proud they avoided bankruptcy. But they’re not safe yet. Not by a long shot. The coronation went exactly according to Ford’s script. At the North American International Auto Show in Detroit 2‚400 reporters hushed as video screens the size of tractor trailers flooded their vision. A booming voice shook Joe Louis Arena:
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