Thursday, October 31, 2019
Asnwer 2 questions need to be answered - Essay Example More so, outdoor media like billboards contain features that attract and captures the needed attention from the pedestrians, and that is why it offers the best business opportunity. This is a fact because irrespective of technological revolution that advanced mass media offers, like efficient means of mass communication, social networking and advertisements, the outdoor media still dominates the mass media industry (Gosselin, 2007). Though the print media through magazines and other printed materials could offer the best business opportunities, online media have challenged it by presenting printed information via the internet; hence, allowing outdoor media to be the major traditional industry to stand out in the digital world and offer the best business opportunities. The media industry that faces the greatest challenge in the digital universe is the print media. The print media use physical objects like newspapers, books and other physical aspects relay its message. The print media existed since the 15th century and gradually grew to a reliable source of information over the centuries until it started diminishing in the 21st century (Fingleton, 2009). The greatest challenge that faces the print industry is the rising generation of consumers who yearn for efficiency and speed in acquiring any form of presented information. This same generation finds it hard attending libraries or visiting the magazine stalls to buy printed pieces of information, and still find it tiresome to peruse over numerous pages in search of the needed content. The other reason that challenges the print media is availability of the internet, which seems to grant the rising generation the right thing by allowing them acquire any needed content from any book or magazine throu gh online. This is a fact because internet sources like Google books and Amazon grants
Tuesday, October 29, 2019
Nuclear Weapons should be Extirpate Essay Nuclear weapons are considered serious threats to the human race and have made the world an insecure residence for living organisms. Nuclear weapons are destructive weapons that obtain its force from nuclear fission and nuclear fusion reaction. Both are theses producers are very harmful for the living organism. Nuclear weapons were first conducted in world war2 on Nagasaki and Hiroshima in Japan. It killed approximately 70,000 died immediately from the explosion and another 70,000 died from radiation within five years. The killing included the women and children. All nuclear weapons must be abolished around the world for making world secure, and save budget money. The entire world will be more secure if the planet will free of the nuclear weapons. Nuclear weapons are the only type of weapons in existence that have the capacity to annihilate the human species and countless other species. The reactions of the nuclear weapons live alive after many years of its used. The best example is Nagasaki and Hiroshima in Japan. The nuclear bomb was used on these cities during the world war2, but Nagasaki and Hiroshima are still suffering with the reaction of nuclear bomb. Japanese cannot grow any crop in Nagasaki and Hiroshima because the fusion reaction of nuclear bomb is still alive. Without abolition, there is always the danger that nuclear weapons will proliferate, that more and more countries will obtain them. The existence of nuclear weapons leaves open possibility that a nuclear exchange might take place. The nuclear weapons are extra ordinary costly, and the costs continue into the indefinite future. Billions of dollars are wasted each year to pay for nuclear weapons. The cost of research, development, testing, deployment, and maintenance of the nuclear program is very high. Even it becomes higher, when we include the costs of damage to the land, illness of uranium miners,Ã cancer deaths from nuclear pollution, and the storage of nuclear wastage. Since early 1940s the U.S. alone has spent $4 trillion on nuclear arms. If current policies are implemented, the U.S. will continue to spend some $25-30 billion on nuclear forces. What is the more important education or nuclear bombs that can kill the human? Today, Congress and Administration are watching government spending, shrinking and eliminating programs and taking measures to reduce the deficit. Despite this, the central feature of national security spending for the past fifty years, nuclear weapons, has been rarely touched. Possession of nuclear weapon does not mean that the country is powerful. Many developed countries such as, Australia, Germany, and Spain do not have nuclear bomb. Some countries have already given up nuclear weapons, showing that it is possible for a nation to be secure without nuclear bomb. Three former Soviet republics, Belarus, Kazakhstan and Ukraine, became nuclear weapons free states by volunteering transferring their nuclear warheads to Russia after the breakup of the Soviet Union. South Africa actually developed a small nuclear arsenal clandestinely, and then dismantled it. Argentina and Brazil have also eliminated their nuclear weapons programs even though they achieved initial success in these programs. These countries give a massage to the nuclear powers that you can succeed without nuclear bomb. In summary, the above analysis shows that nuclear weapons are weapons of great destruction. Our government wastes over thirty- three billion dollars a year of our tax money. Furthermore, nuclear weapons pose serious health risk to those around them, including the citizen. There has not been a significant impact on world affairs by nuclear weapons since world war2. Having a nuclear bomb does not guarantee the better life of the citizen, and development of the country. For these reasons, the nuclear weapons should be banned in entire world.
Saturday, October 26, 2019
Automobile Sector Analysis: Five Forces and SWOT 1. Overview of the automobile sector Five forces analysis Competitive Rivalry between Existing Players: High Competition between existing automobile companies is high. Although the automobile market was dominated by the three big auto manufacturers in US, Toyota and Honda in Japan, the situation is changed. With the growing demand in emerging market, the emerging competitors in China and India may drive an intensified price competition. However, the competition could also focus on the safety, warranty and financial services etc. Threat of New Entrants: Medium Although the entrant barrier is high for the automobile industry because the requirement of capital and technology, an increasing number of automobile manufacturers are emerging in China and Asia due to the economic expansion and growing demand. However, these automakers are in the development status and may not catch up the leading technology in Japan and US, so the threat from new entrants is medium. Threats of Substitutes: Low Customers could choose to switch to transportation means other than automobile such as bicycles, buses and subways. However, the automobile is still the favourite despite the relevant high cost than other mentioned transportation means because its flexibility, comfort and convenience. Bargaining Power of Suppliers: Low In automobile industry, the component supplier has little bargaining power because the manufacturer could switch to other suppliers easily. On the other hand, the components are generally low value and the suppliers find it difficult to bargain with automakers. Bargaining Power of Customers: High The competition in the automobile industry is intense as mentioned above. So the customers have many choices on the brands and models. Customers care about the quality, price, safety, comfort, appearance of the car. Recently, customers are also more and more concerned about the environmental effect of the automobile and the energy efficiency. So the customers get more and more bargaining power in automobile industry. 2. Toyota Motor Company 2.1 Overview of the company Company profile Toyota Motor Corp. is one of the largest and leading automobiles manufacturers in the globe. It operates in three main business segments; the two biggest are automobile and financial services whereas the third one is comprised by many smaller other divisions. It is spread worldwide as it has 50 manufacturing facilities in 27 countries and regions Toyota designs, manufactures and sales passenger cars of several types and utilities, trucks, tractors and material handling equipment, minivans and other car accessories. Its products can be divided into 2 main categories, conventional and hybrid vehicles. The company sells its products under Toyota, Lexus, Hino and Daihatsu brands The company is also engaged in the financial industry as it provides financing to its customers and dealers. It is also involved in housing, marine, e-commercial, ITS and biotechnological activities. Toyota sells its vehicles in more than 170 countries and regions worldwide. Toyotas primary markets are Japan, North America, Europe and Asia. It is headquartered in Toyota City, Japan and employed around 316,121 people as on March 31, 2008 Strategy Analysis Toyotas strategy can be summarised under three key principles; growth, efficiency and stability. These are the three priorities the companys management will pursue to achieve future sustainable growth and increase the economic value. Growth will be achieved through continuous investment mainly in hybrid vehicle segment to meat the increasing demand. Efficiency is mainly focused on cost management and further reduction in order for the company to be able to provide high quality products in affordable prices and maintain its competitive advantages. Stability will be ensured by maintaining a solid financial base. Within the economic downturn it is important for Toyota to maintain sufficient liquidity in order to continue to finance its investments in research and development of new technologies, which is an integral and essential part of the companys advantages. Peer Group As Toyota operates in the global market its competitors come from all around the world. Its major competitors are BMW AG, DaimlerChrysler AG, Fiat S.p.A., Ford Motor Company, General Motors Corporation, Honda Motor Co. Ltd., PSA Peugeot, Renault S.A., Volkswagen AG and many others SWOT Analysis Strengths Weaknesses Strong overall financial performance Strong reputation and quality Strong position is Asian market Research and development Production pipeline system and cost management Diversified product portfolio Financial services are still undeveloped Huge expenses on pensions and post-retirement benefits Opportunities Threats Increasing demand for hybrid and environmental-friendly cars Expansion in emerging Asian markets Financial and other non-auto division development New car models Global economic crisis Strong competition in automotive industry Yen and US dollar exchange rates Tight environmental regulations on carbon emissions Problems with specific components of sold cars. (Recent brake problem) 2.1. Key Financials Analysis 31/3/2009 31/3/2008 31/3/2007 31/3/2006 31/3/2005 Sales 207,852.40 264,120.58 202,821.01 178,294.05 173,443.60 Operating Income -4,667.52 22,809.82 18,959.84 15,919.51 15,192.39 Net Income Available to Common -4,423.79 17,259.05 13,923.62 11,629.63 10,950.45 Total Assets 292,725.95 324,979.61 275,051.76 242,604.35 227,515.08 Total Liabilities 185,398.39 199,132.47 169,488.89 148,104.55 138,230.49 Common Equity 101,865.07 119,249.79 100,242.15 89,502.94 84,563.86 Net Cash Flow Operating Activities 14,724.7 26,357.6 27,783.5 22,136.2 22,144.6 * IMPORTANT First year to report losses * Stable increase in sales Decline in 2009 greatly affects income * Severe decrease in cash flow from operating activities, nearly 50% * Very big difference between sales and operating income points out severe cost expenses for the company. As this differences is constantly increasing it is not far from the truth to say that Toyota is gradually loosing its competitive advantages in cost efficiency against its competitors. * General trend in key financial s shows a steady and permanent increase until 2008 and a sharp decline in 2009, due to severe problems of economic recession and its great impact on automobiles industry. This trend applies for almost all financial s, pointing out that the companys performance as a whole followed a movement like this. 2.3. Multiples analysis 31/3/2009 31/3/2008 31/3/2007 31/3/2006 31/3/2005 Price To Earnings -22.43 9.19 14.74 15.25 11.23 Price To Book 0.97 1.32 2.04 1.97 1.44 Price To Cash Flow 7.41 4.83 7.83 7.80 5.87 Price To Sales 0.5 0.7 0.8 1.0 0.7 * Multiples follow companys general trend, namely increase until 2007 and then decreasing sharply * Consistent with overall picture of company, multiple analysis show the economic downturn of the entity from 2007 onwards * Point to mention: negative P/E ratio. Markets expectation about company looks really slim. The economic crisis, alongside with its severe problems generating income and its recently damaged reputation, create really unfortunate future prospects for Toyota. The negative P/E ratio and specifically its magnitude (-22) implies that nobody is neither willing to pay to buy the companys share nor expecting any profit generation. * Very sharp decline as well; 31.62 units is something extremely noticeable. If we focus on decline itself, it shows an extremely quick unfavorable turn of the market towards the company. 2.4. Companys performance 31/3/2009 31/3/2008 31/3/2007 31/3/2006 31/3/2005 Profitability Return on Equity -3.98 14.49 14.68 14.00 13.60 Operating Profit Margin -2.25 8.64 9.35 8.93 8.76 Asset Utilization Total Assets Turnover 0.71 0.81 0.74 0.73 0.76 Net Sales % Working Capital 28.93 180.70 1412.62 29.78 15.30 Gearing EBITDA / Interest Expense 20.94 86.19 77.33 153.70 146.20 Long Term Debt/ Common Equit 62.63 50.40 52.92 53.41 55.44 Valuation Investment Earnings Per Share -1.41 5.43 4.34 3.57 3.32 Dividend Yield Close 3.21 2.82 1.59 1.40 1.63 Liquidity Quick Ratio 0.81 0.77 0.76 0.81 0.87 Current Ratio 1.07 1.01 1.00 1.07 1.15 * Negative profitability in 2009 * Fluctuating sales/working capital as a result of fluctuation if investments (working capital) * Gearing increase in 2009 at the same time with high decrease of interest cover * Stable and quite low liquidity 2.5. Cash Flow analysis 31/3/2009 31/3/2008 31/3/2007 31/3/2006 31/3/2005 Cash Flow Operating Activities 14,724.7 26,357.6 27,783.5 22,136.2 22,144.6 Cash Flow Investing Activities (12,265.3) (34,254.0) (32,727.4) (29,704.4) (28,591.6) Cash Flow Financing Activities 6,967.4 6,242.7 7,565.6 7,716.8 3,917.0 Effect of exchange rates -1,294.04 -749.27 218.18 604.94 232.09 Net Cash Flow 8,132.86 -2,402.99 2,839.91 753.58 -2,297.85 * Severe decrease in cash flow from operating activities, nearly 50% which vividly affects its operating income * Extreme decrease in investing activities around 70%, probably caused by cash shortage and policy change. The company issued a new project with main goal to improve profits and cover operating expenses and as a result we see a large negative impact in new investments. * Financing activities exhibit a stationary trend over the past few years indicating the stable financial policy of the entity. * Adverse effects of exchange rates during the last two years indicating the risk the company runs because of the Yens depreciation to the U.S dollar and the Euro. 2.6. Stock Performance The companys share performance seems to move according to the index, with the trend to over perform it constantly. We can see the decline of the shares price, which started right before the end of 2008, following the global economic recession. At the turning point, which is in the beginning of 2009, we observe a relatively high trading volume, probably indicating the forthcoming upward movement. It is also really significant to point out the extreme high trading volume observed during the first months of 2010, followed by a new decline of the shares price. This reflects the problems that Toyota is facing nowadays. There is a considerable lack of trust from the market towards the company which is mainly caused by its severely damaged reputation and loss of quality. 3. Ford Motor Company 3.1 Overview of the company A . Company profile The group operates in two segments: Automotive and Financial Services. For the automotive segment which consists of Ford, Lincoln, Mercury and Volvo has a main operating activity in manufacturing, sale and service of component for cars and trucks. The Financial services segment is included of financing, insurance and leasing regarding to cars, trucks, industrial equipment, construction equipment and other activities. The company has operation in North America, South America, Europe, Africa and Asia- Pacific. B. Strategy Analysis Ã · One Ford The Company has initiated the new strategy called Ã¢â¬Å"One FordÃ¢â¬ which has detail as follow: o ONE TEAM focuses the significant of team work in order to reach the automotive leadership. The measurement is satisfactory of business partners, employees, investors, and related companies. o ONE PLAN: The four-step plan has been established which composed of: balance between cost structure and revenue; develop new product follow customer preference; develop balance sheet status and finance the plan; and cooperation around the world to leverage companys resources. o ONE GOAL: That is Ã¢â¬Å"to create an exciting and viable company with profitable growth for allÃ¢â¬ . Ford has started the restructuring business process before the economic crisis which the Company has reduced the excess capacity, closed some unprofitable plants and lower excess workforce. In addition, Ford has improved the product line in term of higher quality, more safety, use less energy and more economic. * Affordable Fuel Economy: Focusing on deliver fuel efficiency engine to the market. For example, the 2010 Ford Fusion is now Americas most fuel efficient midsize sedan for both the hybrid and conventional gasoline models. * Electrification strategy: plan to bring pure batteryelectric vehicles, next-generation hybrids and a plug-in hybrid to market quickly and more affordably over the next four years. * Safety leadership: Ford got totaling 16 models picked from the Insurance Institute for Highway Safety which more than other brands. * EcoBoostÃ¢â ¢ Engine: delivers significant gains in fuel economy along with a great performance drive feel. C. Peer Group Fords peer group is Daimler AG, Fiat SpaÃ ¸ Honda Motor Company Limited, Motors Liquidation Company, Nissan Motor Company Limited, Toyota Motor Corp and Volkswagen AG. D. Fords SWOT Analysis Strengths Weaknesses l Wide geographic Operate throughout the world and has a strong market in North America, Europe and Asia. Sales of each region of 2008 are 49%, 39% and 12% respectively. The well diversified market of ford reduces the risk of economic problem in specific area. l Brand royalty Ford has renowned reputation about quality and also owns other renowned brands such as Lincoln, Mercury and Volvo. l Quality car Ford owns totaling 16 models of car that rated as safety car by the Insurance Institute for Highway Safety l Product Recall Experienced many recalled products due to the quality of defective cruise control switch which may cause fire. Even though there is no fire cases reported but the Companys reputation is negative affected. l Negative operating result l Low gross margin GSKs long-term debt increased by 115.5% in 2008, which may lead to problems such as heavy interest payment, risk of having too little working capital and even increasing possibilities of bankruptcy. l Too much long-term debt This may lead to problems such as heavy interest payment, risk of having too little working capital and even increasing possibilities of bankruptcy. Opportunities Threats l Expanding market in emerging market Ford has a plan to expand its sale in the emerging market which has great buying power in the future. l Eco-friendly engine Ford has high reputation in the eco-friendly engine such as hybrid engine which has very promising market. l Fuel efficiency Ford found another opportunity in the market for fuel-efficient in small and middle car. l High competition Due to new competitor, lower demand and excess capacity. l Economic crisis Economic crisis and regression in USA where is the main market of Ford caused severe effect to the Company. 3.2. Key Financial Analysis Source: ThomsonFinancial Scaling Factor : 1,000,000 USD Currency: USD 12/31/08 12/31/07 12/31/06 12/31/05 12/31/04 Net Sales or Revenues 146,277.00 172,455.00 160,123.00 177,089.00 171,652.00 Operating Income 3,518.00 8,031.00 -8,167.00 7,010.00 10,681.00 Earnings Before Interest And Taxes (EBIT) -4,885.00 6,792.00 -6,689.00 9,354.00 11,669.00 Interest Expense On Debt 9,682.00 10,927.00 8,783.00 7,643.00 7,071.00 Net Income Available to Common -14,681.00 -2,764.00 -12,615.00 2,441.00 3,634.00 Total Assets 215,773.00 276,459.00 275,337.00 264,891.00 294,447.00 ST Debt Current Portion of LT Debt 63,972.00 61,052.00 62,456.00 59,904.00 66,433.00 Long Term Debt 90,716.00 107,478.00 109,593.00 94,428.00 106,540.00 Total Liabilities 231,889.00 269,410.00 277,643.00 250,812.00 277,525.00 Common Equity -17,311.00 5,628.00 -3,465.00 12,957.00 16,045.00 Ã · Net sales decreased from 2007 about 15% as the economic crisis in the State which is the main market of Ford. The Company has had substantial losses from operation since 2006. Ã · Ford has high outstanding of long-term loan which may causes liquidity deficiency or bankruptcy if the Company still has continuously loss in the future. Ã · As a result of net losses from operation since 2006, Ford has had negative shareholders equity since then. 3.3. Multiples Analysis MONTHLY HISTORICAL MARKET PRICES Y2008 Y2007 Y2006 Y2005 Y2004 January 6.64 8.13 8.58 13.17 14.54 February 6.53 7.91 7.97 12.65 13.75 March 5.72 7.89 7.96 11.33 13.57 April 8.26 8.04 6.95 9.11 15.36 May 6.80 8.34 7.16 9.98 14.85 June 4.81 9.42 6.93 10.24 15.65 July 4.80 8.51 6.67 10.74 14.72 August 4.46 7.81 8.37 9.97 14.11 September 5.20 8.49 8.09 9.86 14.05 October 2.19 8.87 8.28 8.32 13.03 November 2.69 7.51 8.13 8.13 14.18 December 2.29 6.73 7.51 7.72 14.64 . 5 Year 5 Year VALUATION Y2008 Y2007 Y2006 Y2005 Y2004 Y2003 Growth Rate Average P/E Ratio (High) -1.36 -6.93 -1.41 12.94 9.63 34.66 -1.04 2.57 P/E Ratio (Low) -0.16 -4.75 -0.90 6.64 7.01 13.16 -1.01 P/E Ratio (Close) -0.35 -4.81 -1.12 6.77 8.13 32.00 -1.01 1.73 Price/Sales 0.04 0.08 0.09 0.09 0.18 0.18 -0.80 0.10 Price/Book Value -0.32 2.62 -4.14 1.14 1.74 2.62 -3.94 0.21 Price/Cash Flow 0.44 1.24 1.76 0.70 1.11 1.35 -0.67 1.05 Price/Working Capital 0.00 0.00 0.00 0.00 0.00 0.00 -0.16 7.78 TARenderChart.png * P/E ratio turned to be negative since net losses from operation since 2006 and also the market price has continuously decreased from 8.58 in the beginning of 2006 to 2.29 at the end of 2008. * P/B ratio had negative value in 2008 from the negative book value of Ford. 3.4. Companys performance Worldscope Currency: USD PROFITABILITY RATIOS 12/31/08 12/31/07 12/31/06 12/31/05 12/31/04 Return On Invested Capital 0.25 1.92 1.95 2.95 3.32 Operating Profit Margin 2.43 2.94 3.12 5.02 6.54 ASSETS UTILIZATION RATIOS Asset Turnover 0.63 0.60 0.59 0.59 0.58 Net Sales Pct Working Capital 10.62 6.21 5.68 11.06 41.64 LEVERAGE RATIOS EBITDA / Interest Expense -0.50 0.62 -0.76 1.22 1.65 LT Debt Pct Common Equity -76.88 233.49 316.38 1,268.12 1,229.66 LIQUIDITY RATIOS Quick Ratio 1.05 1.08 1.12 1.08 1.03 Current Ratio 1.21 1.25 1.30 1.25 1.19 Ã · Profitability ratios do not show the good performance as Ford has had net loss from operation since 2006. Ã · Leverage ratios also go in the same trends as a result of negative equity and high outstanding balance of long-term loan. Ã · Liquidity ratios present that Ford still can generate cash to supply its working capital but if consider to the long-term debts Ford may cannot provide enough cash to support its debt payment since these ratios are still in the low range compared with its debt outstanding amount. 3.5. Cash flow analysis Source: ThomsonFinancial Scaling Factor : 1,000,000 USD Currency: USD 12/31/08 12/31/07 12/31/06 12/31/05 12/31/04 Net Cash Flow From Operating Activities -179.00 17,074.00 9,609.00 21,674.00 22,591.00 Net Cash Flow From Investing Activities 3,143.00 6,457.00 24,862.00 -7,462.00 8,567.00 Long Term Borrowings 42,163.00 33,113.00 58,258.00 24,559.00 22,223.00 Inc(Dec) In ST Borrowings -5,120.00 919.00 -5,825.00 -8,591.00 4,937.00 Reduction In Long Term Debt 46,299.00 39,431.00 36,601.00 36,080.00 36,021.00 Net Cash Flow From Financing Activities -9,104.00 -5,242.00 15,273.00 -20,651.00 -14,226.00 Ã · The Company cannot generated sufficient cash from operation and had negative net cash flow from operation. Moreover the Company had to pay interest expenses for loans and had high net cash paid for financing activity. 3.6. Stock market performance Ã · Ford shares have been traded lower than SP500 since 2001 until 2010. Especially since 2006 that the operating results had continuous substantial losses. 4. Honda Motor Company Limited 4.1. Introduction Honda Motor is one of leading automobile manufacturers in the world. The company develops, manufactures and markets automobiles, motorcycles and power products. The company also provides financing services to the dealer and customer for the sale of products. Honda has global operations in areas including North, South and Central America, Asia, Middle East, and Europe with its headquarter at Tokyo in Japan. Strategy analysis Honda Motor has three strategies. They are Ã¢â¬Å"Staying Close to CustomersÃ¢â¬ , Ã¢â¬Å"glocalizationÃ¢â¬ and Ã¢â¬Å"five region strategyÃ¢â¬ . Staying close to customers mean the maintenance of the qualities of a small company, Provide value product with flexibility and efficiency as a small company does and maintain global reach and technology advantage as a large company does is the drive to the future growth of Honda. Glocalization means the effort to launch subsidiaries in regions that could best meet the demand of local customers and expand the subsidiaries as the local demand increases. Five region strategy requires the operations focus on five areas the world. They are North America, South America, Europe/Middle East/Africa, Asia/Oceania and Japan. The management decisions are served to suit the situation in different areas. The advanced RD capacity equips the Honda to provide flexible products to adjust the need of these regions. Business activities The company operates through four business segments: the automobile business, motorcycle business, financial services, and power products. The automobiles business division manufactures passenger cars, multi-wagons, minivans, port utility vehicle, sports coupe and mini vehicles. Hondas automobiles use gasoline engines of three, four or six-cylinder, diesel engines and gasoline-electric hybrid systems. Honda also offers alternative fuel-powered vehicles such as natural gas, ethanol, and fuel cell vehicles. In 2008, the company sold 3,925,000 units of automobiles. The motorcycle business produces a range of motorcycles, including scooters, electric-motor-assisted bicycles, sports bikes and large touring cycles. Hondas motorcycles use gasoline engines developed by Honda that are air or water cooled, two or four cycled, and single, two, four or six cylinder. In 2008, the company sold a total of 9,320,000 units of motorcycles. Honda offers a variety of financial services to its customers and dealers through its widespread finance subsidiaries. Hondas power products manufactures a variety of power products including power tillers, portable generators, general purpose engines, grass cutters, outboard engines, water pumps, snow throwers, power carriers, power sprayers, lawn mowers and lawn tractors (riding lawn mowers). Honda also manufactures the major components and parts used in its products, including engines, frames and transmissions. Peer Group The globalization of the Honda motor makes it face the global intense competition. The competitors include Ford Motor, Nissan Motor, Toyota Motor, Volkswagen etc.(in the automobile sector) and Yamaha Motor, Harley-Davidson etc.(in the motor vehicle industry). SWOT Analysis Strengths Weaknesses l Global diversification The company operates a total of 397 subsidiaries, and 104 affiliates all over the world. l Leading market position and good brand image Honda is one of the largest vehicle and motorcycle manufacturers over the world with strong brand strength. l Strong Research and Development capacity The large investment in RD could equip Honda the capability to differentiate itself in the intense competitive market. l Declining Market Share in Sector Evident of decline in unit sales and lost of market shares in the automobile industry. l Low employee productivity Honda has a weak proportion on the number of employees and the revenues. Opportunities Threats l Growing demand in Asian market Honda has taken measures to occupy the huge potential Asian market. l Growing demand in hybrid electric vehicles The companys emphasis on hybrid technology innovation will capture market trends as an opportunity to enhance its market share. l Global competition The competition would result in price pressure and thus reduce the profitability. l Tightening emission regulations The emission standards will cause Honda to occur more costs in product development, testing and manufacturing process design. 4.2. Key Financials Analysis Source: ThomsonFinancial Currency: JPY Scaling Factor : 1000000 JPY 31/3/2009 31/3/2008 31/3/2007 31/3/2006 31/3/2005 Sales 10,011,241.00 12,002,834.00 11,087,140.00 9,907,996.00 8,650,105.00 Operating Income 189,643.00 953,109.00 851,879.00 730,889.00 630,920.00 Net Income Available to Common 137,005.00 600,039.00 592,322.00 597,033.00 486,197.00 Total Assets 11,579,494.00 12,439,610.00 11,964,917.00 10,533,995.00 9,187,808.00 Total Liabilities 7,449,150.00 7,753,539.00 7,359,399.00 6,320,785.00 5,828,513.00 Common Equity 4,007,288.00 4,544,265.00 4,482,611.00 4,125,750.00 3,289,294.00 Net Cash Flow Operating Activities 383641 1126918 904525 576557 746624 l The operating income reduces dramatically, approximately 80% from the previous years result. This result is caused by the severe decline in the sales and the consequently increase in inventory cost. l Before 2009, all the s are in a healthy and steady upward trend. But in the fiscal year ended at 31st march 2009, the volumes all experienced a dramatic decline. They are caused by the sales plunge. l The declines trends are due to the economic recession caused by the financial crisis because the demand in Japan, US and Europe shrank. The automobile industry faces a severe challenge and most companies in the sector reported unsatisfactory results. 4.3. Multiple analysis 31/3/2009 31/3/2008 31/3/2007 31/3/2006 31/3/2005 Price To Earnings 30.7 8.6 10.3 Price To Book 1.0 1.1 1.6 1.5 Price To Cash Flow 4.6 4.2 6.8 Price To Sales 0.4 0.4 0.7 0.7 0.6 l Although the P/E ratio increases significantly, its not a good sign. The increase in P/E ratio is not due to the high expectation of the investors and the fundamentals such as growth opportunities. Instead, the soaring P/E is the result of the plummeting earnings to common shareholders. l The price to book ratio and price to sales declined in 2008 and 2009, indicating the declining
Friday, October 25, 2019
Shane, WHO IS THE HERO? Movies have evolved a great deal since the days when a couple fighting scenes and a small love story satisfied audiences. Today movie plots are much more complicated and have much more action, thanks to modern day technologies. Although these new technologies seem to make movies increasingly complicated, some crucial roles in movies will never change. One thing that has remained constant in the film industry is the role of the hero. No matter what the genera of the film and or when the film was made the heroÃ¢â¬â¢s always share similar characteristics and are put through similar series of tests to prove their heroism. When these tests are completed it seems to pull everything together in their films. Although the hero Shane in the movie Shane and the hero Ripley in the movie Aliens are from two separate generas and are also from separate time periods, the heroÃ¢â¬â¢s in each movie share characteristics and are put through similar tests that make them, in theory, one in the same. Heroic characteristics start to become evident right from the start of each of the movies. Ã Ã Ã Ã Ã At the beginning of the movie Shane we see (the hero) Shane on his horse, coming from the mountains and we are not really given much backround as to where he came from. Similarly, at the beginning of the movie Aliens we see Ripley (the hero) in some sort of bed, and when she is introduced we are not given much backround as to where she is from. In both movies the heroÃ¢â¬â¢s were introduced without giving much information on there past. This is a characteristic of movie heroÃ¢â¬â¢s because at the start of movies directorÃ¢â¬â¢s donÃ¢â¬â¢t want the audience know much about the heroÃ¢â¬â¢s. They do this so the audience has the task of slowly looking for characteristics throughout the movie that makes the Ã¢â¬Å"heroÃ¢â¬ actually fit his or her title. These so called Ã¢â¬Å"testsÃ¢â¬ of heroism that the audience must look for are also very similar in movies and can also be illustrated in these two films. Ã Ã Ã Ã Ã One of the first tests in both films that the heroÃ¢â¬â¢s endured was a test of their character strength. For example in the movie Shane even though Joe doubted him at the start he still sticks up for him when Ryker harasses him because that is what he believes in. This is similar to RipleyÃ¢â¬â¢s situation near the beginning of the movie Aliens.
Wednesday, October 23, 2019
Overview of Airlines industry in India The aviation industry in India is one of those sectors that saw a constant pace of growth among the other industries in the world over the past many years. The open sky policy of the government has helped a lot of overseas players entering the aviation market in India. From then, it has only been growing in terms of players and the number of aircrafts. At present, private airlines account for around 75% portion of the domestic aviation market. The 9th largest aviation market in the world is India. Taking the help of the statistics from the Ministry of Civil Aviation, approximately 29.8 million passengers traveled to/from India in 2008, showing a surge of 30% from 2007. The prediction stated that international passengers will touch 50 million by 2015. More opportunities in the aviation industry in India are likely to make way for about 69 foreign airlines from 49 countries. Growth of aviation industry in India The Indian Civil Aviation market grew at a CAGR of 18%, being valued round US$ 5.6 billion in 2008. Further statistics revealed that the air traffic in August 2009 was a double digit figure. The domestic airliners flew 3.67 million passengers in August 2009, as against 2.92 million in the corresponding period of 2007, up by 26%. The Centre for Asia Pacific Aviation (CAPA) has estimated that the domestic traffic will go up by 25% to 30% till 2010 along with a surge in the international traffic by 15%. There would be more than 100 million passengers by 2010. Then again by 2020, Indian airports will in all probability handle over 100 million passengers every year. The investment plans to the tune of US$ 9 billion has been made by the Aviation Ministry for modernizing the existing airports by 2010. In terms of domestic passengersÃ¢â¬â¢ volume, US have always been the leader with followers in the league like China, Japan and India. The number of domestic flights went up by 69% from 2005 to 2008, with the domestic aviation sector growing at 9-10%. Vision Ã¢â¬Å"The Kingfisher Airlines family will consistently deliver a safe, value-based and enjoyable travel experience to all our guests.Ã¢â¬ Mission Ã Ã¢â¬Å"Kingfisher Airlines will have Ã¢â¬ËFly the Good TimesÃ¢â¬â¢ approach and this will reflect in the experience we will offer to passengers Introduction Kingfisher Airlines Limited is an airline group based in India Its head office is in Andheri (East), Mumbai and Registered Office in UB City, Bangalore. Kingfisher Airlines, through its parent company United Breweries Group, has a 50% stake in low-cost carrier Kingfisher Red. The airline has been facing financial issues for many years. Until December 2011, Kingfisher Airlines had the second largest share in IndiaÃ¢â¬â¢s domestic air travel market. However due to a severe financial crisis faced by the airline at the beginning of 2012, it has the lowest market share since April 2012.The airline has temporarily shut down its operations when on October 20, 2012 the DGCA suspended its flying license. This suspension had been due to failure to give an effective response to the show-cause notice issued by DGCA. However, The airline had locked out its employees for several days before this suspension. On 25 October 2012, the employees agreed to return to work. Strategic Management Ã¢â¬Å"Strategic management is an ongoing process that assesses the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.Ã¢â¬ (Lamb, 1984) The systematic analysis of the factors associated with customers and competitors(the external environment) and the organization itself(the internal environment) to provide the basis for maintaining optimum management practices. The objective of strategic management is to achieve better alignment of corporate policies and strategic priorities. Sociological TodayÃ¢â¬â¢s air traveler is like any other consumer looking for value for money. Disposable incomes are on the rise and the consumer is willing to spend more for quality and brands. Air travel is no more about transporting passengers. It is more about the flying experience. People like travelling in planes. Ã¢â¬ËKingfisher airlinesÃ¢â¬â¢ has a very good social image. Being a five star airlines, customers want to travel with Kingfisher. Also, the brand charges a premium price that is why only upper Socio Economic Class people prefer Kingfisher airlines. The lifestyle of the people is improving. Luxury is becoming necessary. They are ready to pay more for luxury services. Kingfisher has a strong advantage here. So, we can conclude that sociological conditions are favouring Kingfisher airlines. Technological People are becoming more and more tech-savvy. Kingfisher does provide a TV at the back of the seat. That means every commuter has his own TV. Apart from that, Kingfisher also has facilities such as e-booking. Now, commuters can even book the tickets by mobiles. So, it can be stated that KingfisherÃ¢â¬â¢s image and sales are driven by technology too. Economic Figures indicate that purchasing power of Indians is increasing. People look for more options now, even luxury goods. Bank Credit is easily available in case of travelling. Economic slowdown is one of the major factor which is affecting the sales of aviation industry. In INDIA there is a mixed economy so private organization easily perform their tasks within any given economic system of course, organization are influenced by a variety of economic features over which they have little independent control, such as inflation, interest rates and recession Another important input to the enterprise is the nature of government fiscal and policies. Ecological One important factor is that how natural factor affects the aviation industry as whole. The most important factor is the stability of the weather. The timings of the flight are highly affected by shifts in weather. Also, it can be noticed that a highly unstable weather is directly proportional to the added costs to the company. For example, if there is a delay in the flight, the company has to provide facility for accommodations of commuters. In India, weather is quite stable in most of the time during the year. Thus, aviation is a profitable business in India, if we consider ecological factor. Political The political environment is stable. In India, government changes after 5 years. Also, it is a democratic country. Kingfisher has an added advantage over here that the owner of Kingfisher, Vijay Mallya has very good political network. That means even political environment favours Kingfisher airlines. Legal Aviation fuel prices in India are regulated by government. So the competition for price becomes quite still. All the companies in the industry have to pay the same amount for fuel. Now companies can increase or decrease the prices depending on the services they provide. A premium service provider, of course, would charge the prices for its services. Ethical Indians are highly ethical people. They always make a trade off between what is right and what is wrong before they make any purchase decision. For example, if a company says that 50% of their contributions will go for the charity, then Indians are more likely to buy products or services of that company. Kingfisher airline gives value for the money. It is IndiaÃ¢â¬â¢s only five star airline service provider. Hence, considered ethical. PorterÃ¢â¬â¢s 5 Forces for Kingfisher Airlines Threats from competitors: The level of threat from the domestic competitors is very high. Competitors like Jet Airways, Indian are some of the old well established players in the market which prove to be strong competitors for the emerging Kingfisher Airlines Threats from new entrants: The level of threat from new entrants is quite low such as Virgin Atlantic, Qantas. The major players in the Indian aviation industry form an obstacle to foreign airlines and moreover Indian flyers prefer to have an Indian experience on the flight. Threats of substitutes: The introduction of high speed trains, high tech buses and other means of transport has given more options to people to travel. Aviation in India is booming and with the entry of several new players in the market competition has stiffened. In such a scenario it is imperative for any airline to build its brand and have a focused marketing strategy in place Bargaining power of suppliers: The bargaining power of suppliers is medium. For example, Airbus and Boeing are the major aircraft manufacturers and there arenÃ¢â¬â¢t many aircraft manufacturers other than these two, this confines KingfisherÃ¢â¬â¢s options therefore the bargaining power of Airbus or Boeing increases. In case of other suppliers such as caters the bargaining power of the suppliers is low therefore Kingfisher has many other options of caters to contract to. Bargaining power of customers: The bargaining power of the customers is low since kingfisher is designed to meet the total comfort and value for money; therefore customers arenÃ¢â¬â¢t reluctant to pay a little more sum to gain this experience. Competition Analysis KingfisherÃ¢â¬â¢s only strong obstacle proves to be Jet Airways, since Jet has control on both ends of the market and secondly it has penetrated into the international market as well. Benchmarking against Jet Airways, Kingfisher Airlines has acquired Air Deccan which was one of the most profitable low cost airlines, hence kingfisher too has entered in the lower end of the market but bearing in mind that they havenÃ¢â¬â¢t changed the name Ã¢â¬Å"DeccanÃ¢â¬ to Ã¢â¬Å"Kingfisher AirlinesÃ¢â¬ so that the brand doesnÃ¢â¬â¢t lower. Kingfisher is still testing the lower end of the market with Deccan. Kingfisher is also going to start non-stop flights to US so as to foray into the international market.
Tuesday, October 22, 2019
5 Tips for Avoiding the First Day Freakout I donÃ¢â¬â¢t care how far you are from your last first day of school- everybody gets nervous on their first day of work at a new job. Will my coworkers like me? Where will I sit at lunch? Is my outfit too formal? Not formal enough? What if I get stuck in the elevator with the CEO? Take a deep breath and set yourself some priorities: 1. Make a good impression on your boss. 2. DonÃ¢â¬â¢t make a bad impression on your colleagues. 3. Accomplish one relevant work task. There. Not too bad, right?Now, in order to calm down enough to tackle your to-do list, try these techniques from Joanne Troppello at CareerAddict!1. Remind Yourself You Were ChosenOn every sweepstakes I used to enter as a kid, I always noticed the Ã¢â¬Å"many will enter, few will winÃ¢â¬ fine print at the bottom. ItÃ¢â¬â¢s true for jobs too- probably a ton of people applied for the position youÃ¢â¬â¢ve just landed, and they picked YOU. Remind yourself why you thought you were qualified for this job to begin with. A tip that seems silly but really works: reread your resume and cover letter if you have to!2. Remember a Past Professional SuccessThink back to your last job, or your favorite class in school, or a time you triumphed when the going got tough. Odds are you had to adjust to a new situation first, or had to confront obstacles in your path- even if it wasnÃ¢â¬â¢t easy, you got through it and accomplished something awesome on the other side. Trust that the muscle memory of succeeding is inside you somewhere, and itÃ¢â¬â¢ll kick in when you need it.3. Focus on the PositiveTry to embrace the fact that you feel nervous. Accept it as proof that you want to do well at this new gig! If you let it take you down a negative spiral, it can be hard to turn back towards the light. Decide to be optimistic, decide to feign confidence until you feel it, and hold your head up on the tedious office tour or HR presentation that will kick off your first day.4. Take the Initiative to InteractI always get nervous at new jobs because I am not a schmoozer. IÃ¢â¬â¢m an introvert who would happily work side by side in silence with other introverts or my dog- but thatÃ¢â¬â¢s not how offices work. If social interaction at the workplace doesnÃ¢â¬â¢t come easily to you either, have a plan for you. Greet everyone youÃ¢â¬â¢re introduced to with a smile or a handshake, jot names down and sketch out a seating chart to remember where their desks are, and have some innocuous questions about where to get lunch or coffee ready to go in case thereÃ¢â¬â¢s a pause for conversation.Ã¢â¬Å"ItÃ¢â¬â¢s nice to meet you!Ã¢â¬ Ã¢â¬Å"I look forward to working together!Ã¢â¬ Really, thatÃ¢â¬â¢s all you need to get started.5. See Your Manager as a CollaboratorOnce youÃ¢â¬â¢ve had a micromanage-y or overly critical boss itÃ¢â¬â¢s easy to go into a new job situation bracing for conflict. But see this job as a fresh start and remember that your boss is invested in your success- theyÃ¢â¬â ¢re on your team! Ask questions when you have them, share your enthusiasm for a particularly great project, and work smoothly with your colleagues, and theyÃ¢â¬â¢ll appreciate you just as much.And last but not least, lay out your outfit ahead of time. That oneÃ¢â¬â¢s not from CareerAddict, thatÃ¢â¬â¢s from my mom.Ã 5 Ways to Avoid Ã¢â¬Å"First DayÃ¢â¬ Nerves When Starting a New JobÃ Read More at www.careeraddict.com