Download - Planning - Final Version
-
7/29/2019 Planning - Final Version
1/36
Manish Asnani 02
Karan Kanchan 12
Ashish Panday 22
Sumeet Semwal 32
Satyendra Upadhyay 42Santosh Hegde 54
-
7/29/2019 Planning - Final Version
2/36
Organizational Planning
-
7/29/2019 Planning - Final Version
3/36
-
7/29/2019 Planning - Final Version
4/36
-
7/29/2019 Planning - Final Version
5/36
What is Planning?Primary Managerial Activitywhich involves:
Formal Planning
Defining the Goals
Establishing overall strategy for
achieving goals
Developing plans for
organizational work activities
Specific goals covering specific
time period
Start point of planning is
Mission & Vision Statement
Written and shared with
organizational members
-
7/29/2019 Planning - Final Version
6/36
Why do we plan
Minimizes Risk
Facilitates Cordination & Control
Generates efficiency
Encourages Innovation
Focus on Goals
Facilitates Decision making
Motivates personnel
-
7/29/2019 Planning - Final Version
7/36
Steps in Planning
Analysis of internal & External environment
Setting of ObjectivesStep 1
Framing & Studying Alternatives plan
Setting of Best plans
Formulation of derivative planStep 2
Establishing the sequence of activities
Review
ImplementationStep 3
-
7/29/2019 Planning - Final Version
8/36
Plan a BusinessVision
We work for you. We are dedicated to
being first of its own kind at bringingpeople/manager/ enterprises fromIndia-China together- giving them easyaccess to each other and to theinformation and services they want
-
7/29/2019 Planning - Final Version
9/36
Bilateral trade: US$ 66bn(2012)
US$ 100bn (2015) ChinaIndias largest trading
partner
Destination China
Political2.5 bn cupopulationstomer
1/3rd of W.1/4th of work force
Business Study TourWHO: Top/middle management
Entrepreneurs/EMBA/MBA
WHEN: 2014-15
WHERE: China/HK/BKK
VisionStructure
Team
Evaluation
Strategic Planning Process
-
7/29/2019 Planning - Final Version
10/36
Swot AnalysisStrengths
10 yrs of Exprience in China
Knowledge of bilateral businesssegment
Skilled management
Business and Diplomatic Contact
Weakness
Lack of marketing experience
Logistics
Promotion
Kick start
Opportunities
New approach to tap India-China
bilateral tradeUnderserved market niche
US$30 bn by 2015
Threats
Possibility of competitors entering
underserved niche
-
7/29/2019 Planning - Final Version
11/36
Management by ObjectiveSystematic and organized approach that allows
management to focus on achievable goals and to
attain the best possible results from availableresources.
It is about setting yourselfobjectives and thenbreaking these down into more specific goals orkey results
-
7/29/2019 Planning - Final Version
12/36
Management by Objective
-
7/29/2019 Planning - Final Version
13/36
Havells Industries
-
7/29/2019 Planning - Final Version
14/36
Havells India Ltd.
Havells started as a trading
company in 1958
Bought the Co. for Rs.7 Lac In1971
Current Market Value Rs.7248
crore
Brands: Crabtree, Sylvania,
Concord, Lumiance, Claude, SLI
Lighting
-
7/29/2019 Planning - Final Version
15/36
Vision
"To be a globally recognized corporation that provides bestelectrical & lighting solutions, delivered by best-in-class
people.
Mission
To achieve our vision through fairness, business ethics, global
reach, technological expertise, building long term relationships
with all our associates, customers, partners, and employees
Havells India Ltd. cont..
-
7/29/2019 Planning - Final Version
16/36
Havells India Ltd - Acquistions
Year Acqusitions
1983
1997 2001
2007
Towers & Transformers Ltd
ECS, Duke Arnics Electronics, Standard
Electronics, Cabtree India, Joint venture with UK
based cabtree.
Sylvania
-
7/29/2019 Planning - Final Version
17/36
Havells India Ltd - Crisis
2007 acquisition of German lighting and fixtures maker
SLI Lighting, owner of the Sylvania brand.
1.5 times bigger than Havells
2008 Global Financial crisis
Sylvania's sales fell, leading to net losses of Euro 16.3
million in 2008/09 and Euro 26.1 million in 2009/10
-
7/29/2019 Planning - Final Version
18/36
Havells India Ltd - Restructuring
First Phase (Phoenix) Second Phase (Prakram)
Jan to Sept 2009
Improve profitability
Reduce manpower cost
Closing Factories
Sept 09 to June 10
Further reducing headcount
Sourcing of products from low-
cost locationExample :- Outsourcing from
China - 38 % to 60 %
-
7/29/2019 Planning - Final Version
19/36
Shut factory in Brazil and Costa Rica
Operations at a UK factory were suspended and shifted to India-Labour Cost - 5 % of Total Cost in India
-Labour Cost 22 % in UK
Back-office jobs were shifted to India
Headcount reduced by 41 %Year 2009 2010
Employees 3,800 2,233
Havells India Ltd Restructuring
Cont
-
7/29/2019 Planning - Final Version
20/36
Sylvania's products were priced 15 % lower than those ofrivals Philips, Osram and GE.
Raised prices in Europe and Latin America by 5 % to 8%
Amount of inventory at the company level was cut from Euro70-75 million to Euro 40 million
For some 20-odd years, Sylvania was owned by financial
institutions looking for short-term gains. Havells toldemployees that we are here for the long term
Havells India Ltd Restructuring
Cont
-
7/29/2019 Planning - Final Version
21/36
Havells India Ltd Annual Trend
-
7/29/2019 Planning - Final Version
22/36
Positioning in India
Sponsoring Cricket events IPL 1st to 4th season , T20 Worldcup, India Australia Series
Campaigns
-
7/29/2019 Planning - Final Version
23/36
-
7/29/2019 Planning - Final Version
24/36
-
7/29/2019 Planning - Final Version
25/36
-
7/29/2019 Planning - Final Version
26/36
-
7/29/2019 Planning - Final Version
27/36
-
7/29/2019 Planning - Final Version
28/36
Business Education solutions provider
Founded 1994
Global headquartersNew Delhi, India
Corporate Headquarters in Gurgaon [India]
Global presence27 offices worldwide including China, KSA, Canada, Singapore, Sri Lanka,
and United States
Domain expertise Education and e-Education Content for K-12 Schools & Colleges
Vision"To apply innovative solutions to solve critical problems relating to
Quality of Education and Access to Education for all."
Stocklisting Bombay Stock Exchange and National Stock Exchange, India.
Revenues Rs. 820 crs in FY 2012-13
Customers 25000+ Schools
Educomp Solutions Pvt Ltd
-
7/29/2019 Planning - Final Version
29/36
Educomp Solutions Pvt Ltd -
Rise & Fall
Year 2009 2013 Growth %
Share Price
(in Rs.)
1003
(on 13th oct, 2009)
20
(as on 4th Sept,2013)200% down
Total Debt
(in Rs.Cr.)
522 965 54% up
Profit
(in Rs.Cr) 132 -40 330% Down
-
7/29/2019 Planning - Final Version
30/36
50-55% Promoter Stake is Pledged
Educomp Solutions Pvt Ltd
Reason for failure
-
7/29/2019 Planning - Final Version
31/36
Educomp Solutions Pvt Ltd
Reason for failure (cont)Faulty Business Model
5 years Contracts with Schools on book value
5 years Warranty on Hardware equipments(Projectors, Interactive boards,
Cpu, etc)Late Collection from Private Schools
Poor Service for equipments replacement
Profits have dipped from net profit of Rs.185 Cr to net loss of 40crs
Debt of over 900 crores
Key Management employees and management members resigned
30% of Customers failed in Making payment
6000 employees Salary unpaid from last 5months
Delay in Payment from Government schools.
-
7/29/2019 Planning - Final Version
32/36
Bibliography
Peter Drucker The Practices of Mangement
Business.com
Livemint.com Educomp Solutions
Havells.com
Campaignindia.in
Forbesindia.com
Moneycontrol.com
-
7/29/2019 Planning - Final Version
33/36
Exam Preparation PlanVision
To achieve More than 70% in 1st Year of MMM.
Mission
To keep on Studying on regular basis to score a betterresults
-
7/29/2019 Planning - Final Version
34/36
PlanExam Date 11th Nov,2013.No of days Left 50
No of Subjects 6Average hours to Study 4hrs in a day.
OB subject - 22nd Sept 30th Sept
No of chapters - 13(2 chps in a day)
Costing - 1th oct 7th oct
No of Topics - 7( 1 topic in a day)
-
7/29/2019 Planning - Final Version
35/36
PlanLaw - 8th oct- 20th octNo of chapters - 12(1 topics in a day)
Qt - 21st
oct 29th
octNo of Topics - 8(1 topic in a day)
POM - - 30rd oct 5th Nov
No of Chapters - 13(2 chap in a day)
FA - 6th Nov- 10th Nov
No of Topics - 6(4 days for practical &1day for theory)
-
7/29/2019 Planning - Final Version
36/36
Best of Luck