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HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS case: Iskra Avtoelektrika d.d.

HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS case: Iskra Avtoelektrika d.d. Ljubljana, Februar y 2007. AGENDA: BASIC INFORMATION ABOUT I AE HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS ? FOCUSING ON KEY CUSTOMERS 4 P ’s CASE AGCO & GLOBALIZA TION OF IAE.

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HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS case: Iskra Avtoelektrika d.d.

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  1. HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERScase: Iskra Avtoelektrika d.d. Ljubljana, February 2007

  2. AGENDA: • BASIC INFORMATION ABOUT IAE • HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS ? • FOCUSING ON KEY CUSTOMERS • 4 P’s • CASE AGCO & GLOBALIZATION OF IAE

  3. Šempeter pri Gorici Iskra Avtoelektrika Plant in Šempeter Iskra Avtoelektrika d.d. SI-5290 Šempeter pri Gorici Polje 15 SLOVENIA Phone: +386 5 33 93 000 Fax: +386 5 33 93 801 E-mail: info@iskra-ae.com http://www.iskra-ae.com

  4. SBU AUTOMOTIVE - products STARTER MOTORS & ALTERNATORS for the Automotive & Industrial Vehicle Industries

  5. SBU DRIVE SYSTEMS - products COMMUTATOR MOTORS BLPM MOTORS AC MOTORS CONTROLLERS AUTOMOTIVE APPLICATION SOLENOID SWITCHES

  6. SBU COMPONENTS- products Cold forged metal parts Assembilies

  7. Establishment 1960 R&D Activity Registration 1986 Certificate ISO 9001 1990 Joint Stock Company Establishment 1991 Privatisation Completed 1997 Certificate QS-9000 2000 Slovenian Business Excellence Award 2000 Certificate ISO 14001 2003 Certificate ISO/TS 16949 2006 Corporation profile Data for 2006 Revenue 198.000.000EUR Exports of Turnover 95% Number of Employees 2.569

  8. Consolidated Sales in EUR 220 198 166,8 150,8 138,8 126,6

  9. Sales Structure by countries

  10. Sales Structure by products

  11. AGENDA: • BASIC INFORMATION ABOUT IAE • HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS ? • FOCUSING ON KEY CUSTOMERS • 4 P’s • CASE AGCO & GLOBALIZATION OF IAE

  12. DEFINE MARKETNICHES WHERE YOU CAN BE SUCCESFULL • MARKET ANALYSIS • SWOT ANALYSIS • PORTER FIVE FORCES MODEL • BENCHMARKING • BCG MATRIX

  13. EXTERNAL ENVIRONMENT COMPETITION ECONOMIC TRENDS REGULATORY ISSUES TECHNOLOGY INNOVATIONS DEMOGRAPHICS SOCIAL CHANGES ECOLOGICAL CONCERNS

  14. MARKET REQUIREMENTS PRICES, COSTS QUALITY TIME TO MARKET TIME TO SUPPLY LIFE CYCLE QUANTITY RELIABILITY FLEXIBILITY

  15. Mission Statement Iskra Avtoelektrika is a global supplierof starter motors and generators for internal combustion engines, battery powered DC drive systems and other sophisticated components for the automotive industry such as ignition coils, light alloy pressure die castings and plastic and steel cold-forged components. Complementing this programme, we develop our own technology, and we produce tooling and special purpose equipment. Iskra Avtoelektrika develops, manufactures and sells on a global basis, with its own manufacturing and distribution network, which, besides providing support to our industrial customers, also offers a broad range of aftermarket products. Iskra Avtoelektrika is known for the innovation and high quality of its products, its excellence in business and the strong marketing and development support, which offers to its customers. This recognition is based on the high degree of competence of Iskra people and the flexibility of our processes.

  16. Vision IN ROTATION INNOVATION Iskra A v t o e l e k t r i k a c r e a t e s s u s t a i n a b l e development and wants to be among the leading world suppliers of starter motors and generators and battery powered DC electric drive systems, actuators and components in its selected market segments.

  17. AUTOMAKERS SEEK IN SUPPLIERS 72 LOW COST/PRICE 69 41 QUALITY 44 27 TIMELY DELIVERY 27 20 INNOVATIVE TECHNOLOGY 25 18 ENGINEERING SUPPORT 12 3 RELIABILITY 8 0 HONESTY/INTEGRITY 6 0% 20% 40% 60% 80% Legend: 2000, 2001 Source: DuPont Automotive Survey Results 2001

  18. WHAT’S IMPORTANT TO OUR CUSTOMERS? Automotive PRODUCT QUALITY 4,7% ON TIME DELIVERIES 4,6% CLAIM SOLVING 4,5% R & D SUPPORT 4,3% KEY PERSONNEL AVAILABILITY 4,2% R & D TEST REPORTS 4,2% TECHNOLOGY LEVEL 4,1% AFTERSALES SERVICE 4,1% PRODUCT RANGE 4,0% IT SUPPORT 3,9% 3,0 3,5 4,0 4,5 5,0%

  19. CORPORATE STRATEGY 1 PROFITABLE GROWTH AND FINANCIAL STRENGTH STRATEGY 2 CUSTOMER RELATION FOCUSED STRATEGY 3 GLOBAL MANUFACTURING AND SOURCING STRATEGY 4 INNOVATION AND INTELLECTUAL CAPITAL STRATEGY 5 HUMAN RESOURCES MANAGEMENT AND LEARNING STRATEGY

  20. CORPORATE STRATEGIC MAP RETURN ON EQUITY PROFITABLE GROWTH PROFITABLE GROWTH & FINANCIAL STRENGTH STRATEGY CUSTOMER SATISFACTION CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY QUALITY CUSTOMER SUPPORT RESPONSIVENESS MANUFACTURING GLOBAL MANUFACTURING & PURCHASING STRATEGY QUALITY MANAGEMENT GLOBAL SOURCING PROCESS APPROACH INNOVATION AND INTELLECTUAL CAPITAL STRATEGY INTELLECTUAL CAPITAL INNOVATION NEW TECHNOLOGY HUMAN RESOURCES MANAGEMENT AND LEARNING STRATEGY CREATIVE COLLABORATION COMPETENT PEOPLE

  21. AGENDA: • BASIC INFORMATION ABOUT IAE • HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS ? • FOCUSING ON KEY CUSTOMERS • 4 P’s • CASE AGCO & GLOBALIZATION OF IAE

  22. FOUR P A KEY P IN A B TO B EVIROMENT IS THE THIRD P - PLACEMENT ON A GLOBAL MARKET PRODUCT AND PRICE ARE PRECONDITION FOR A SUCCESS CHANNELS ANAYSIS PLANNING PRODUCT CUSTOMER FOCUS PLACEMENT PRICE SOCIETY SUPPLIERS PROMOTION IMPLEMENTATION CONTROL IN CASE OF IAE: 1. THROUGH FOLLOWING OF OUR KEY CUSTOMERS TO THEIR KEY MARKETS WORLDWIDE 2. THROUGH OPTIMIZATION OF SERVICE AND DISTRIBUTION CHANELS FOR OUR CUSTOMERS WORLDWIDE COMPETITORS

  23. “MEET AND EXCEED CUSTOMER DEMANDS”... • ... is already a used phrase. • BUT IT IS ALSO A GOOD WAY TO SECURE STRATEGIC POSITION WITH YOUR CUSTOMER, IF YOU MEAN IT !

  24. AGENDA: • BASIC INFORMATION ABOUT IAE • HOW TO REACH STRATEGIC POSITION WITH YOUR CUSTOMERS ? • FOCUSING ON KEY CUSTOMERS • 4 P’s • CASE AGCO & GLOBALIZATION OF IAE

  25. PARTNERSHIP WITH GLOBAL PLAYER AGCO Corporation Europe: Linnavuori, Finland Beauvois, France Marktoberdorf, Germany North America: Beloit, Kansas, USA Hesston, Kansas, USA Jackson, Minnesota, USA Queretaro, Mexico South America: Canoas, Rio Grande do Sul, Brazil Mogi das Cruzes, Brazil Asia: Istanbul, TurkeyTabriz, Iran Lahore, Pakistan Chennay, India

  26. AGCO & ISKRA AE WORLDWIDE Russia D Belarus UK BiH F Iran USA E China I India Brazil

  27. GLOBALIZING BUSINESS INCREASING GLOBALIZATION & COMPETITION TURBULENCE IN DEMAND SHORTER PRODUCT LIFE CYCLE & COMPLEXITY OF TECHNOLOGY INCREASED MOBILITY OF THE PEOPLE INCREASING POSSIBILITIES OF THE INFORMATION TECHNOLOGY MERGERS, ACQUSITIONS, TAKEOVERS & STRATEGIC ALLIANCES

  28. WHY GLOBALIZAZION? • GROUP SALES GROWTH • PARTNERSHIPS WITH THE GLOBAL PLAYERS • DIFFERENCES IN SOCIAL CLIMATE (COSTS) • CURRENCY EXCHANGE RATE RISKS • LOCAL CUSTOMS AND TAX LEGISLATION • GOVERNMENT EXPORTS INCENTIVES • DIFFERENCES IN CULTURE AND LANGUAGE

  29. KEY PROCESSES DEFINITION • GLOBAL MARKETING • CENTRALIZED RESEARCH & DEVELOPMENT • GLOBAL SALES FROM LOCAL PLANTS • GLOBAL PURCHASING - SPECIALIZING • GLOBAL MANUFACTURING - SPECIALIZING • GLOBAL DISTRIBUTION & SERVICE NETWORK • CENTRALIZED IT SYSTEM

  30. FORMS OF STRATEGIC COOPERATION MERGER, ACQUISITION, TAKEOVER, JOINT VENTURE Financial involvement HIGH PARTICIPATION IN EQUITY CAPITAL Organisational involvement LOW HIGH JOINT PURCHASING MANUFACTURING AGREEMENT FRANCHISE JOINT MARKETING LICENSEE JOINT SELLING AGENT DEALER LOW

  31. IAE’s ROAD TO THE GLOBAL COMPANY GLOBAL COMPANY HIGH INTERNATIONAL STRATEGIC PARTNERSHIPS JOINT VENTURES Complexity FOREIGN SUBSIDIARIES LICENCEES EXPORT/IMPORT DEPARTMENT LOW PASSIVE ACTIVE Commitment of management

  32. PRODUCTION FACILITIES Global support from local facilities

  33. 1. ISKRA AVTOELEKTRIKA HEADQUARTER Global support from local facilities

  34. 3. ISKRA AUTOELECTRIC IRAN - IAI • IAE OWNERSHIP 90% • PRODUCTION PROGRAM • STARTERS AZD 1.1 kW UP TO 150.000 pcs/year • STARTERS AZE 0.8 kW UP TO 350.000 pcs/year • ALTERNATORS AAK IF UP TO 250.000 pcs/year Iskra Autoelectric Iran Ltd

  35. 2. ISKRA SUZHOU AUTOELECTRIC Co., Ltd. CHINA • IAE OWNERSHIP 80% • PRODUCTION PROGRAM • STARTERS AZF 4  5,5 kW - 250.000 pcs/year • ALTERNATORS AAT - 30.000 pcs/year • STARTERS AZD-TR1.1.Kw- 500.000 pcs/year • ALTERNATORS AAK - 200.000pcs/year • DC MOTORS AMJ – 150.000PCS/year Iskra Suzhou Ltd.

  36. Iskra Avtoelektrika d.d. • 3. FAWER - ISKRA CO., CHINA - FIC • IAE OWNERSHIP 40% • PRODUCTION PROGRAM • STARTERS AZF 4  5,5 kW UP TO 250.000 pcs/year Changchun Fawer Iskra Ltd.

  37. 4. ISKRA DO BRASIL Autoelectrica, BRASIL • PRODUCTION PROGRAM • STARTERS AZE-TR UP TO 100.000 pcs/year • ALTERNATORS AAK UP TO 100.000 pcs/year Iskra do Brasil Autoeléctrica Ltda

  38. 5. IskRa, Grodno – BELARUS • IAE OWNERSHIP 98.5% • PRODUCTION PROGRAM • STARTERS AZJ – 100.000 pcs/year IskRa o.o.o.

  39. 6. PRAMO ISKRA, RZEV – RUSSIA • IAE OWNERSHIP 94% • PRODUCTION PROGRAM • STARTERS AZD – UP TO 150.000 pcs/year • STARTERS AZE – UP TO 100.000 pcs/year Pramo Iskra

  40. 7. ISKRA AE KOMPONENTE - IAK Bosnia and Hercegovina • IAE OWNERSHIP 95% • PRODUCTION PROGRAM • VARIOUS COMPONENTS WITH MANUAL WORK OPERATIONS • STAMPED METAL PARTS • SUBASSEMBLIES Iskra AE Komponente d.o.o.

  41. GLOBAL LOGISTIC STREAMS BELARUS USA IRAN CHINA BRAZIL

  42. CRITICAL SUCCESS FACTORS • MARKET RESEARCH AND ANALYSIS • CLEAR VISION STATEMENT & STRATEGY • BUSINESS PARTNERS SELECTION • KEY PROCESSES DEFINITION • RESOURCES PROCUREMENT • PROJECT MANAGEMENT & TEAM • COMMUNICATION & FAST IMPLEMENTATION

  43. Thank you for your attention!

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