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Copy of Mercedes-Benz Presentation

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Nur Nafeesa

on 27 August 2013

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Transcript of Copy of Mercedes-Benz Presentation

CHAIN OF COMMAND
About Herb
raised in nearby Dorchester
served in the navy
•Word of mouth is the best way to advertise, Internet is a close second
considers work a hobby
MERCEDES-BENZ
Background
Mercedes-Benz Malaysia manages the wholesale distribution of Mercedes-Benz, smart and Mitsubishi Fuso vehicles, service and spare parts as well as software development for global sales solutions and automotive apprentice training.

In line with the company's commitment to guarantee customer satisfaction, Mercedes-Benz Malaysia now provides a Customer Care Center. This call center aims to improve the company's after-sales service as well as function as a hub to acknowledge and collate the needs of current and prospective customers of Mercedes-Benz and smart cars. The centre provides road side assistance, attends to customers complaints as well as handles all general inquiries and operates from 9am to 5pm every weekday. All customers can call the toll free number 1-800-88-1133.

Brandi Lawler- Service Director
blawler@herbchambers.com
Meegan Best -Service Advisor
mbest@herbchambers.com
CONTACT INFO
Chadi Chakar- Sales Manager
cchakar@herbchambers.com
Herb Chambers- CEO
hchambers@herbchambers.com
Extraversion- (5 personality dimensions; outgoing, talkative, sociable, assertive)
Proactive Personality- identify opportunities and acts on them, shows initiative, persistent on enforcing change
Internal Locus of Control
It has two components:
Unity of command
The manager of the Mercedes-Benz suggests that each person within an organization must have a clear reporting relationship to only one superior.
Scalar Relationship
The manager also suggests there must be a clear and unbroken line of authority that extends from the lowest to the highest position in the organization.
CONTROL
Mercedes Benz use four types of control in the context of overall strategic mission of the organization :

use pre-action control which is focuses on the material, financial, or human resources that serve as inputs to the transformation process.
use steering control which is monitor on going activities to ensure that the transformation process is functioning properly and achieving the desired result.
use screening control or sometimes called as yes or no control.
post-action control as our last action of making our product.
LINE & STAFF RESPONSIBILITIES
There are many lines and staff responsibility include initiate and lead the wholesale target agreement negotiation with dealers. Then, set retail target and market share target for dealers andreview and monitor wholesale, retail and market share performance (actual vs. target) with dealers. Identify shortfall or volume opportunity and develop proactive sales and marketing measures to secure target achievement also include in the line and staff responsibility. It also to get wholesales orders to meet sales and market penetration objectives and regularly review local market development (economy, local automotive TIV, competitor activities) with dealers to identify risk and opportunity. Lastly, it develops training and development plans for dealer’s sales manager and sales representative.
LEADING
To Enhance Motivation and Teamwork within Mercedes-Benz
Mercedes-Benz offers a range of team-based exercises to build relationships and encourage collaboration. Mercedes encourages a bit of healthy team competition to build relationships and get colleagues working together effectively.
C
O
N
T
E
N
T
S
PLANNING
ORGANIZING
LEADING
CONTROL
PLANNING
MISSION STATEMENT
Mercedes is constantly pushing forward to create the best car possible.
Make sure all customers happy as can be with their new luxury vehicle.
To provide higher quality service to our customers in the sale & repairs of their motor vehicles.
We provide all employees to receive above average compensation & opportunities for advancement within the organization on abilities & perfomance.
GOALS
To achieve sustainable profitable growth.
To increase the value of the group.
We strive to achieve the leading position in all our business.
STRATEGIES
Mercedes-Benz aim to be ahead of the competition in terms of brand image, product range, unit sales & profitable.
On the way to achieving this plan, we want to sell more than 1.6 million cars of the Mercedes-Benz brand already 2015.
ORGANIZING
PRESIDENT & CEO
MR. ROLAND S. FOLGER
VICE PRESIDENT, COMMERCIAL VEHICLES OPERATIONS
MR. ALBERT YEE
VICE PRESIDENT, FINANCE and CONTROLLING, LEGAL and ADMIN
MR. MICHAEL CREMER
VICE PRESIDENT, AFTER SALES
MR. MICHAEL MOH
VICE PRESIDENT, PRODUCTION PLANTS
MR. SEBASTIAN STREUFF
VICE PRESIDENT, MBC SALES and MARKETING
MR. KAI SCHLICKUM
ORGANIZATIONAL STRUCTURE
CHAIN OF COMMAND
SPAN OF CONTROL
Span of control refers to a number of subordinates who report directly to a given manager of supervision. When the tasks in Mercedes-Benz are very complex, span of control should be relatively narrow.If the tasks are easy so, a manager will not need to spend as much time supporting individual subordinates, and the span of control may be larger.
LINE & STAFF RESPONSIBILITY
initiate and lead the wholesale target agreement negotiation with dealers.
it develops training and development plans for dealer's sale manager and sales representative.
TYPES OF DEPARTMENTALIZATION
Corporate Communications or Public Relations
Customer service, Distribution & Logistic
Specialized Technical, Engineering & Human Resources
Information Technology & General Counsel
Marketing, Sales, Finance & Learning and Perfomance
LEADING

1) To enhance motivation and teamwork within Mercedes-Benz
offers a range of team-based exercises to build relationships and encourage collaboration.
states that their personalized driving exercises are a unique and exciting way to encourage effective communication, collective problem solving, leadership, decision making, and stretch the imagination.

2) Using Innovation to improve their organizational success
pioneered a system called Pre-Safe to detect an imminent crash and prepares the car's safety systems to respond optimally.
has always been very effective when it comes to using new innovations and improving their cars and organization.

3) Mercedes-Benz giving back to the community
places importance on being a socially responsible company.
It has two components:
1) Unity of command
The manager of the Mercedes-Benz suggests that each person within an organization must have a clear reporting relationship to only one superior.
2) Scalar Relationship
The manager also suggests there must be a clear and unbroken line of authority that extends from the lowest to the highest position in the organization.
CONCLUSION
1) Mercedes-Benz has been a leader in the market for 125 years by innovating their products, testing all of their cars and parts, and making sure they build a safe, reliable, luxurious car that has demand and is unique to the area in which it is being sold.

2) Mercedes-Benz hold the belief that “Part of being a successful company is giving back to our community.” The company is involved in many efforts of community service on large scale and small-scale basis including having employees participate in charitable, educational, and cultural initiatives. They are also committed to producing products that have as little impact as possible on the environment.

3) Mercedes-Benz fosters a sense of community among its employees. Team driving contests and other such team building exercises help build individual potential and teamwork skills, and create a sense of community within the employees.

THANK YOU :)
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