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EAGLES Automotive Company

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by

Ahmed Hegazy

on 16 May 2014

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Transcript of EAGLES Automotive Company

Competitor analysis
El-Wahab :

- Large Capital
- Government deals
- No Marketing dep.
Planning
What is our business?
and why ?
Mini-bus
Market shortage
No. of competitors
Help to solve traffic jam
Hybrid Cars
New technology to invade Market
No competition
Government raising fuel prices
Save Energy and fuel
Eagles® produces high end minibuses with custom features according to the customers’ requirements. In addition, we aim at manufacturing automobiles’ engines and development and production of hybrid sedan cars.
Our company is at the start up stage of business, having just developed our first product.
The plant, covering
350,000
m2, is made up of three phases.
1. Phase 1:
covering
65,000
m2, includes the factory’s first production line manufacturing commercial minibuses. As well as the principal production workshops, the administrative building and the warehouses.
2. Phase 2:
covering
60,000
m2, it manufactures the Automobiles’ engines
3. Phase 3:
covering
70,000
m2, it manufactures the first Egyptian hybrid cars.

Capital Requirements
Marketing
Marketing segmentation

B2B
Location: Cairo and area around it
Horizontal Market: Schools – Universities Factories – Tourism agencies
Size of account: Medium – Low
Purchase method: Cash - Installments

B2C
- Usage Rate : Middle to high
- Age : above 18
- Lifestyle : Working and driving
- Gender: Men

Surveys
Market Research
Human Resources
Operational
Eagles® is an automobile manufacturer. The legal name of the business is Eagles Automotive Manufacturing Company. Our principal office is located at El Obour city.

Vision:
To become leading manufacturer of automobiles in the MENA region, promoting the industrial sector in Egypt and offering job opportunities for the working labor.
Mission:
We aspire to carry a reputation in the marketplace for delivering high quality vehicles sold at a fair price for a better road experience to the Egyptians.
In pursuit of our goal, we resolve to treat stakeholders, customers, and the community with reliable high end products, customer-centric after sales services. 

EAGLES Automotive Company
Scenarios
We decided the 5 major risks which facing our development include
financial impact
;
market uncertainties (Black Propaganda)
;
production uncertainties
;
safety issues
and
sudden change in government`s economical policy
.
Financial Impact
i) Root Causes:
a) Stagnancy in Sales (Improper Planning/Evaluation)
b) Political Protest
c) Limited Resources

ii) Probability:
A → Very Likely

iii) Consequences:
Financial Impact (Corporate): Loss of more than $50 Millions
Public Disruption: →(Significant to Small Community)

iv) Risk Matrix:
A1 → HIGH RISK

Market Uncertainties (Black Propaganda)

i) Root Causes:
Competitors use black propaganda
ii) Probability:
C → (Unlikely)
iii) Consequences:
Financial Impact: (Regional) →Loss of $5 - $50 Millions
Public Disruption: → (Significant to Large Community)
iv) Risk Matrix:
C2→ (MEDUIM RISK )


Change in Governments` Policies
i) Root Causes:
Increase taxes
ii) Probability:
C  (Unlikely)
iii) Consequences:
Financial Impact: (Regional) →Loss of $1 - $5 Millions
iv) Risk Matrix:
C2→ (MEDUIM RISK)

Safety Plan issues in Factory

i) Root Causes:
a) Machine explosions (Fault)
b)Improper use of machines
c)Fire (Blazing Materials)
ii) Probability:
B  (Somewhat likely)
iii) Consequences:
Financial Impact (Regional): →Loss of $5 - $50 Millions
Health & Safety (Serious Impact): → Fatalities & Severe Pain
Public Disruption: → (Minor Disruption)
Environmental:→ Moderate
iv) Risk Matrix:
B1 (HIGH RISK)
Late Supplies
i) Root Causes:
a) Supplier in crisis
b)Late transportation (protests)
c)Transportation accident (loss of materials)
ii) Probability:
C → (Very Unlikely)
iii) Consequences:
Financial Impact → $2 - $5 Millions
Public Disruption → Significant to Small Community
iv) Risk Matrix → C3 (MEDUIM RISK)

According To
Exxon Mobil
Standards

MOC
Change Type
Key Personnel
The key personnel who will be affected by the change are divided as following:
1) Stakeholders:
GOVERNMENT
2) Stockholders:
WORKERS
Reactions
We expected the key personnel reacts as following:
1) Government:
lack of motivation
2) Workers:
Fight back
Buy in
Government:
Increase productivity of EAMCO
Improve the economical status
Government gains people's confidence
Government gains world's respect

Workers:
Better life insurance
Professional technical courses
Higher salaries
Helps in the country's economic
focus group

who are our customers ... ?
يسي
distribution channels
direct channels
1-travel agencies
2- private companies
3- universities &schools
4- public transport & other unions

indirect channel map
we will use wholesalers in other countries mass merchant retailers mass merchant retailers.
New channel
bus service agency
customer services strategy

voc
Besides we have phone calls and interviews with managers of travel agencies and heads of logistic departments at several companies to know what they want.
strategy
welcome complain
Maintenance centers
call center
(i) Call resolution
(ii) Average Calls answered
(iii) Average waits time.
(iv) Call Handling
Time.

HR Analysis
cops
culture
organization
people
system
our cops
culture
organization
people
We define the change which will be held in development of EAMCO as
CULTURAL CHANGE
system
HR Strategy
Car Manufactures
Market shortage
competition brands
Strength
-High Technology (High Energy Efficiency and safety) (unlike most of the competitors)
-Large no of customer
-Demand high service quality

Weakness
- Being a company with little Experience in this field Workers may need time to adapt to the new technologies
- requires customers awareness
- Lack and lag of technology

Opportunities
- Society is now concerned with energy saving methods.
- Being a new company in this field gives us a chance to attract the customers.
- Most of our indirect competitors have low quality service.
- Traffic jam that lead to urgent need to comfortable and fast way to transportation.

Threats
-Current Economic Climate in Egypt that lead to higher prices for spare parts.
- Inaccessibility to achieve short term profit.
- Existence of competitors have more experience.

Purchasing and Supply Management
Rating
of suppliers ; initial and continuous
evaluation

Dependability on
More than one
supplier

Improve
supplier and carrier performance

EAMCO partnership
Physical Distribution
Distribution & transportation:
Dispatching
Deployment
Cairo-Suez road
,

Ring road

Cairo-Ismailia desert road



Warehouses
One warehouse located beside
Suez
port and another warehouse located
beside the plant

at El Obour City:
To reduce the risk of hauling massive amounts of materials and parts at once
To reduce costs of demur rage
SWOT
We seek
25,000,000$
of funding which will enable us to buy the
project’s lands
, build
the facilities
and start
producing
and
selling the first phase
in a matter of three years from the funding with a production volume of
180 units

annually
. We can provide and exit for this investment within 12 years and 2 months by a dividend of excess profits.


OUR PRODUCT
MARKETING
Our company is mainly concerned with the production of
minibuses
; featuring
strong high quality carbon

steel body
, the minibus has a high performance fuel efficient diesel engine, locally manufactured according to the international high quality and safety standards.
Strategic Alliances
Eagles®
has developed important and profitable strategic alliances with
Engineering Automotive Manufacturing Co. (EAMCO)
.The alliance implies that the company provides us with the
required engine parts
at the specified high quality standards whilst we contribute in the developments sought after in the factory to improve its productivity quantitatively and qualitatively. This alliance is designated to be
4,000,000$
worth paid from the R&D budget and lasts for ten years giving us the highest priority on the factory’s supplying list.
Position
Hashim bus
El-Wahab
MCV
Eagles® plans to spend
10,000,000$
in R&D in the first 7 years of the project.
EAGLES
HQ
HP
New and Follow-on Products
We plan to follow the minibuses with extensions to our line which include engines introduced four years from the commencement date of commercial production of the minibuses and hybrid cars introduced seven years from the commencement date of the commercial production of the engines.


MCV :

-not only mini-bus
-Market experience
-short planning
-No Marketing dep.
COMMUNICATION PLAN
Mini-BUS
- representatives & strategists
- booths in business conferences
- Web site
- Promotion
Mini-BUS
-street Ads.
-Radio Ads.
-booths in Gas stations on Highways
- Association promotion

- EAGLES A.I. program

Hybrid Car
"conserve"
- Street Ads.
- TV Ads.
- Radio Ads.
- Flyers
- Mobile app.
- Facebook page
- Booths for hybrid technology
B2B
B2C
Our planned
phase two
of the company. The line is aimed at providing our growing minibus industry with high performance engines, aiding in the establishment of our company as an independent, self-sufficient automobile manufacturer
Supply Chain
Being part of our research and development field, the produced cars are expected to have improved electric motors and batteries with longer lifespan, alongside improved motor efficiency.
Pricing
- Studying our competitors prices
(MCV & EL-Wahab)
we priced as our position

EAGLES "BOLT31" = 240k L.E
EAGLES "BOLT32" = 340k L.E
EAGLES "BOLT3S" = 500k L.E
Time plan
Balance sheet
Marketing plan
- 2 models for 1st 2 years (Bolt31&Bolt32)
- invade market with model (Bolt 3S)
- Market share 20%
- pay for R&D to develop hybrid car
- one model for hybrid car " conserve"
- more than model according to people's rection

HR Analysis
survey
man power planing
Recruitment and Selection
Recruitment process - Cost effective
Training and development
Evaluation
360 degrees Evaluation system

Motivation
Employee Industrial relations
Employees provision
Payroll
Corporate Social Responsibility
Corporate Strategy
Future Staffing
Succession plan
Sick leaves
Ergonomics
Safety
Annual Leaves
Maternity
Labor Law no. 12/2003
Labor Law
Legislation
Branding Eagles recruitment
Selection
Personal-Organization fit
Job Characteristic model
Job Re-designation
Alternative work arrangements
Employees involvements
Compensation
Benefits
Market salary survey
Pay structure
Attract Calibers
40% then 50%


employees Share in benefits
Perks
Transportation
Work-Life balance
Day Care facilities

F
Females Rights
Full transcript