CCM.ppt2003

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Introduction : 

Introduction ABB,  ASEA Brown Boveri, is a Swiss-Swedish multinational Company. Corporation headquartered in Zürich, Switzerland, operating mainly in the power and automation technology areas. ABB is one of the largest engineering companies as well as one of the largest conglomerate companies in the world. ABB has operations in around 140 countries, with approximately 217,000 employees ,with over 1000 companies. CEO-Fred kindle

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ABB is the world's largest builder of electricity grids and is active in many sectors with its core businesses in power and automation technology. Power Products The division incorporates ABB's manufacturing network for transformers, switchgear, circuit breakers, cables, and associated high voltage and medium voltage equipment such as digital protective relays. Power Products are the key components to transmit and distribute electricity. It also offers all the services needed to ensure products' performance and extend their lifespan. The division is subdivided into three business units - High Voltage Products, Medium Voltage Products and Transformers.

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Power Systems Power Systems offers turnkey systems and service for power transmission and distribution grids, and for power plants. Electrical substations and substation automation systems are key areas.

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Automation Products It provides products to improve customers' productivity, including drives, electric motors and generators, low voltage products, instrumentation and analytical, and power electronics. Process Automation The main focus of this ABB business is to provide customers with integrated solutions for control, plant optimization, and industry-specific application knowledge. .

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Robotics ABB has one of the world's largest installed bases of industrial robots also providing robot software, peripheral equipment. ABB's robots are provided for tasks such as welding, assembly, painting and finishing, picking, packing, and machine tending. Revenue-us $34.91 billion (2008)profit- US $3.118 billion (2008) employees 217,000 (2008)

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Our culture Good leaders are characterized by competence, ambition and integrity All three ensure that we create value by fulfilling our commitments to our customers, our employees and the communities and societies in which we operate, acting in accordance with sound corporate values. Our culture is divides by 4 parts 1.Business principles To build value, performance and leadership into ABB, responsibility, respect and determination are key 2.ABB compliance and business ethics At ABB we strive to be competitive because our success and that of all our partners depend on it. company depend on their employees to conduct business with integrity and in full compliance with regulations, local laws and our own corporate policies. Customers, suppliers, shareholders and employees of ABB have a right to expect that we conduct our business in a proper and professional manner.

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3.Corporate governance The boards shall have the ultimate responsibility for the business & affairs of the company’s it’s subsidiaries. Such responsibility shall include the duties to select carefully , to instruct properly & to supervise diligently the CEO & other members of EC. 4.Sustainability Sustainability is about balancing economic success, environmental stewardship and social progress to benefit all our stakeholders. It covers how company design and manufacture products, what it offer customers, how it engage suppliers, how it assess risks and opportunities, and how it behave in the communities, where it operates. Also strive for excellence in health and safety performance.

Strategy "Our aim is to make ABB known to the wider public. We want the common man to see and use ABB products."  Ravi Uppal, Managing Director, ABB India in 2004 : 

Strategy "Our aim is to make ABB known to the wider public. We want the common man to see and use ABB products."  Ravi Uppal, Managing Director, ABB India in 2004 A multidomestic approach-Thinking global, Acting local How does A multidomestic approach works? With our technology leadership, global presence, application knowledge and local expertise, we offer products, systems, solutions and services that allow our customers to improve their operations – whether they need to increase the reliability of a power grid or raise productivity in a factory. Focusing on core strengths in power and automation technologies, we strive for profitable growth. Our global manufacturing base ensures consistent top-quality products and systems – made in ABB – for customers around the world. Our customers have broad and easy access to ABB’s offerings - whether they buy from us directly or through distributors, wholesalers, system integrators or other partners.

Mission and vision 2011 : 

Mission and vision 2011 ABB's Mission Improve performance: ABB helps customers improve their operating performance, grid reliability and productivity by saving energy and lowering environmental impact. Drive innovation: Innovation and quality are key characteristics of our product, systems and service offering. Attract talent: ABB is committed to attracting and retaining dedicated and skilled people and offering employees an attractive, global work environment. Act responsibly: Sustainability, lowering environmental impact and business ethics are at the core of our market offering and our own operations. ABB's VisionAs one of the world’s leading engineering companies, we help our customers to use electrical power efficiently, to increase industrial productivity and to lower environmental impact in a sustainable way. Power and productivity for a better world

Global orientation of ABB : 

Global orientation of ABB Due to stagnant return in U.S &Europe market ABB planned to go for global operation. so ABB opened its  subsidiary all over world. Like Africa, Asia etc. Largest conglomerates in the World Africa  Aya Group , Dangote Group, JFPI Corporation, Madhvani Group , Orascom Group The Americas The Americas,3M  ALFA (Mexico)  Berkshire Hathaway  Bombardier  Brookfield Asset Management  Brunswick Corporation  Bunge Limited  Danaher Corporation  Dell  EBX  General Electric  General Motors  Honeywell International  Pentair  Procter and Gamble  Organizações Globo  Rogers Communications  SPX  Teledyne Technologies  Textron  The Walt Disney Company  Time Warne    United Technologies  Vale  Viacom Inc.  Wal-Mart

Europe : 

Europe Attica Group  Abertis  Acciona  Alfa Group  Alstom  Areva  Assicurazioni Generali  Bayer  Bosch  Bouygues   Fiat Group  Finmeccanica  Fortis

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Asia Africa Israel  Al- Futtaim Group  Al- Ghurair Group  Aditya Birla Group  Ali Group  Aju Group  Atlas Group  ADAG  Ayala Corporation  Central Group  Charoen Pokphan  Cheung Kong Group  CJ Group  COSCO  Daelim Group  Dallah Al-Baraka  Dewan Group  Dawood Group  Doosan Group  Essar Group  Eugene Group  Fuji Heavy Industries  Godrej Group  GS Group

Indian operation : 

Indian operation In India partners are - Aditya Birla Group, Reliance ,Anil Dhirubhai Ambani Group, Essar Group, Godrej Group, Kirloskar Group, Larsen & Toubro, Mahindra Group ,Mehta Group ,Murugappa Group Reliance Industries, United Breweries Group Sahara India Pariwar Tata Group RPG Group

ABB Advertisementfor climate protection : 

ABB Advertisementfor climate protection

Main objective behind advertisement : 

Main objective behind advertisement Promotion about product or technology ( clean technology, efficient equipment) Environmental commitment (IPCC) Follow the rule& regulations(Kyoto protocol , Eu -emission trading system) Product differentiation in market

Case discusses about ABB India why ABB India goes for Restructuring? : 

Case discusses about ABB India why ABB India goes for Restructuring? The organizational problems faced by ABB India, a subsidiary of ABB Group are, Over the years, the company's workforce had become lethargic and was unconcerned about the company's poor financial performance. ABB India faced organizational culture-related problems as well. The company was not expecting much financial support from its headquarters as the parent company too was going through an equally dull phase due to global recession and internal organizational restructuring difficulties. The new managing director of the company Ravi Uppal, initiated the restructuring exercise. The restructuring mainly focused on changing the work culture, overcoming beauracracy, introducing performance based compensation system, increasing the number of channel. Uppal transformed ABB India from a project-centric company to a customer-centric one. He was given the challenging task of doubling the revenues of ABB India in less than five years.  After its implementation, ABB India's financial results improved.

The Result : 

The Result After its implementation, ABB India's financial results improved.  The restructuring programme yielded positive results. On April 27, 2004, ABB India declared that for the first quarter ending March 2004, the net profits nearly doubled compared to the corresponding period the previous year. ABB India’s revenues rose to Rs.20 billion in the fourth quarter of the calendar year 2007 from Rs.14 billion in the corresponding period of the previous year.” ABB India won the 'Asia money's Award' in February 2004, for the best small capitalization company from India for 2003.

How ABB faced cultural issues during implementation of ERP in India? : 

How ABB faced cultural issues during implementation of ERP in India? ERP has a very pertinent cultural angle, which is related to the systems and processes in place. This also meant educating our people. They were accustomed to producing things by themselves, working on spreadsheets and being islands of information. They had to get used to working on integrated information, where what they were doing in one place would be visible thousands of miles away on a real-time basis. It was a process that had its share of novelty and challenge. One has to be patient and sustain people's efforts.

Cultural issues faced by ABB in Canada when Working with Customers and Partners(product delivery) : 

Cultural issues faced by ABB in Canada when Working with Customers and Partners(product delivery) ABB of Canada: managers at Cominco, the largest zinc producer in the world, told ABB that instead of buying their electrical products, they wanted ABB to provide them with cheaper and cleaner electricity. To meet this request, ABB had to work interdependently with Cominco's technical staff and integrate the two company cultures for this project. This collaboration required agreement about values, including openness about costs and about a fair profit for ABB. It also forced ABB to bring together technical professionals from different disciplines and business units to learn together about Cominco's needs and work together to develop solutions. These experts had their own sub-cultures and ways of thinking.

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Thank You presented by, Malaya pani