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(1st Team Member)
Side 1: Welcome
Good Morning to all,
Respected Chairman, Co-Chairman, Panel of Judges,
Distinguished
Guests, invitees, Participants, media persons, and Audience,
Once again a very warm good morning, we feel very honoured
and
privileged to get this opportunity to stand as participants at
such a
grand and glorious competition of AIMA for young Managers.
Let me introduce you with my team,
Myself. J. Manager (), SAIL-Bokaro
Steel Plant here attending this competition with my team
mate
Mr.., J. Manger ()
Mr.J. Manger ()
(2 nd Team Member )
Side 2: Theme Introduction
Before we begin, I would like to raise a question in front of
this august
gathering without looking for an answer from you all.
How many of you have EVER had concern about the Indian
brands ?I think all of us ( 3rd Team Member )
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Thats right. All of us.. All the Timeand that is why we are
here today
It may possible that most of us are not consuming Indian brands
for every need BUT we have a concern about this and we ll love to
see
Indian brands leading the market like wise other global top
brands.
(3 rd Team Member)
Our presentation today will show you a developed strategic
model
applicable for all kind of organisation; can help in building
sustainableIndian multinationals.
Side 3: Table of Content
First, we'll take a look at the content of our presentation
where we
willl start with the global scenario for wealth distribution,
global
Multinationals vs Indian multinationals, Issues with Indian MNCs
and
Emperical Analysis of Indian MNCs to offer a right solution
package
to each organisation.
So, let's get started!
(2 nd Team Member)
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Going Global
Till a few years back, the term MNC (Multinational Corporation)
in
India meant an organization with its headquarters located
outside of
India, and having a presence in India as a part of its global
network.In other words, in Indian eyes, MNC meant a foreign
company
which has come into India.
In recent times, however, the business world has seen the
emergence of a new breed of companies which is beginning to
be
referred to as Indian MNCs. The Indian MNC is a company which
isIndian in origin, now spreading its wings to set up operations
in
various markets around the world. Increasingly, Indian MNCs
have
resorted to mergers and acquisitions (M&As) as a favourite
method
for jump-starting their global expansion. Tata Steel, Hindalco,
Suzlon,
Bharat Forge, and Sundram Fasteners are typical examples of
such
Indian companies.
In addition to the M&A route, many companies have also gone
ahead
and established 100 per cent wholly-owned subsidiaries in
overseas
markets. A typical example is that of Sundram Fasteners setting
up
such a subsidiary in China to manufacture fasteners and
bearing
housings for the Chinese and global markets.
The Dominance of the Customer
A key feature of todays global markets is the emerging
dominance
of the customer over the companies that compete for her
attention
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and business. Through information media like the internet and
global
television channels, todays customer has instant access to a
wealth
of information on any product or service that she may be
interested
in. Supply chain efficiencies have made it possible for
companies tomake their products available at competitive prices
across world
markets.
In any case, with increasing globalisation, competitive forces
in the
Indian (domestic) market itself are getting more intense by the
day,
pointing to the rising importance of the Voice of the Customer
(VOC) in todays business.
Challenges ahead to Going Global
1. Dominance of the Customer
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Agenda for Action
Brand Image and Brand Awareness
The real assets of companies are often intangible, such as
brand
names, rather than physical, such as plant and machinery.
For
example, the Ford Motor Company recently sold physical assets
and
invested over 12 billion dollars to acquire prestigious brand
names:Jaguar, Aston Martin, Volvo, and Land Rover.
To maintain and enhance intangible assets, managers spend
hundreds of millions of dollars annually on advertising to build
brand
awareness, which is a major component of brand equity and it can
be
measured.
