Automotive Industries in Thailand Essay Example for Free

Automotive Industries in Thailand Essay Contribution of MNC’s in automotive industry: Most of the developing countries consider that the automotive industry will move the country toward an intensive industrialisation by creating a large set of related businesses. Thailand aims to be regarded as the Detroit of Asia. The country has engaged in the last few decades in the development of the automotive industry, with a special focus on domestic auto-assembly. Thailand is the worlds second largest pick-up truck market after the U.S., and it is ASEANs largest automotive market and assembler. Today all leading Japanese car producers as well as BMW, Mercedes Benz, General Motors, Ford, Volvo, and Peugeot, assemble cars in Thailand along with their group of subcontractors and suppliers. Thailand has become the main production base for auto exports in South East Asia. Thailand is considered as one of the most attractive countries for automotive investments mainly due to factors such as the good and growing domestic market size, the relative political stability, liberal trade and investment policy, and the lack of a national car program. The automotive industry is Thailands third largest industry, employing an estimated total workforce of about 225,000 employees, and with a total production capacity of around 1,270,100 cars and trucks per year. Japanese-make automobiles have dominated the local auto market; with nearly 90% market share but other global vehicle manufacturers’ investments are growing consistently, creating a very dynamic industry. New global parts manufacturers are in the process of relocating some of their operations to Thailand. Thailand has 16 vehicle assemblers; most of them are large-scale foreign owned or joint venture enterprises. As well, there are more than 1100 small and medium sized companies working as suppliers of original equipment (OEM),  or producing replacement equipment (REM). The automotive industry in Thailand is very concentrated with most of the factories located in the Samut Prakarn province (approximately 20 km south of Bangkok), followed by Rayong (approximately 130 km south-east of Bangkok). The largest car producer is Toyota, and in 2003 it was the first manufacturer to establish a local RD centre in Thailand. However, this type of initiative, a cooperative arrangement between MNCs and local universities, is so far not a widespread practice in Thailand. Therefore, there is a stringent need to understand the mechanisms allowing for knowledge transfer and sharing, if Thailand wants to position itself as a very competitive country, not only in the automotive industry but in other industrial sectors as well. Thailand benefits from these companies operations as almost 18% of labour and employment are generated by the automotive industry.

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~Chapter II~ ~The dream that night~ I dreamed that night for a short time, I’m not sure how long, but it didn’t feel like a dream at all. ~Chapter III~ ~The Moon and its Devilish Red Glare~ As the moon began to come out into view, I stood back upon my feet. I could see a little bit more since it was a full moon, it is glowing an eerie color. It reminded me of the fight that broke out at the palace. It sent a sudden chill of fear strait down my spine. I began to try to remember the way that I came in but it was all a rush altogether. I could not remember a thing. Nothing at all came. Even if I could remember was I come in from it was very dark and I couldn’t see at all now. It was obvious to me that I would have to stay there the whole night, but I hadn’t any thought of where to stay. †¦I’m still bleeding a lot; well not as much as it was. I did not know my way around yet so I just started to stroll along. As a few minuets passed on by I am again on a trail to no ware. There on the other side I could see a small path. I hoped that the path could lead me out of this shadowed forest. .. So I started running to it. I’m running as fast as I can. It is not like I could do that much right now any way. I don’t know if the path leads farther into the shadowy woods, or out of them. Anyway, even if I did manage to escape this wood alive, I don’t know who or what is awaiting my arrival to come out of here. Besides, what if there are worse creatures in here. I really don‘t want to find out. This is defiantly not such a place for me. I do not enjoy sudden attacks on my home and being thrown around like a rag doll. No, that is not I, at all. So once again I started off into this deep dark abyss, I never knew that the woods would be this dark. I was all riled up now since there was no true way of finding anyway out of this forest without daylight. I now feared that I might never be found again alive.

Success and failure of Mergers, Acquisition and divestiture process

According to the Cambridge’s Internationals Dictionary of English, a Merger is when two or more companies join together, Acquisition is buying of a business by another company and finally divestiture is a process when a company takes back its investment from a less profitable company. Actually MA&D (Merger, Acquisition and divestiture) is a common process these days. The main motive behind is to increase profits and decline losses for the company.Say for instance if a company finds buying another company to be very beneficial in its upgradation process, increasing profitability or declining costs than that company can go for Acquisition or taking over of that company. Similarly due to high competition when some companies of same field, find it difficult to reduce the cost of production, logistics and marketing than few companies can come together in a contract or merge themselves in one big unit. Thus merger helps the companies to reduce their costs and increase the profitabil ity. Divestment is another common process these days.Actually those companies, which are not yielding enough of profits to the Parent Company or may be proving to be a big loss for the parent company, can be divested by the Parent Company. Thus by selling its shares from a weak or loss incurring unit a company can save its money. MA&D process. 2. MA&D process and its success: The present research shows that nearly 65 percent to 85 percent of corporate MA&D process fails. This process results in well short of expectations. The features of MA&D in the present day scenario are as follows. 1. The deals made are getting bigger thus increasing the scale of risk and reward. 2.To attain immediate gains from the big deals made by the companies, the opportunities gets missed that could capitalize on synergies that will deliver sustained, long term financial improvements and stake holders value. 3. The announcement of MA&D results many times in confusion both inside and outside the company, wh en the executives are a unable to institutionalize a governance process that can maintain momentum through integration. 4. Government institutions creates hurdle in the way of those MA&D process which could prove monopoly of a basic need products that could later on effect the price fixation monopoly by that company.Thus, today MA&D process is moving towards higher risks, lower productivity, confusion and government intervention. Success in the MA&D process: MA&D process. 3. The possible methods of getting successful in the MA&D process are suggested below. A. Post merger integration, business re-engineering and post divestiture separation present such an opportunity by which a person can estimate all the fields that could effect the business profitability in future. B. MA&D process needs to be planned and managed as well-structured hierarchical set of activities from beginning to the end. C.System Integration and outsourcing can help in leveraging MA&D activity to deliver results-d riven, sustainable operational transformation. D. Define and deploy a course of action appropriate for the type of MA&D like consolidation, combination, transformation or preservation. E. Plan and implement the transition to an optimized business model and infrastructure. F. Manage, operate and evolve the new applications and infrastructure. G. Identifying potential synergies in terms of people, process and IT and delivers these to plan. H. Ensure seamless separation of systems and data.MA&D process. 4. I. Rationalizes and streamlines infrastructure and processes. Thus from the above the following critical factors for success can be evaluated. 1. Clear intent 2. Perseverance 3. Leadership 4. Accountability 5. Leverage 6. Coordination 7. Experience 8. Focus 9. Decisiveness 10. Communication Present day scenario: The present figures state that nearly 65 percent of the failed in the MA&D process. Reason was overlooking of some features. The success and failure of the MA&D depends on th e following facts that need to be dealt carefully. MA&D process. 5.That is if the following facts are taken into consideration than only the MA&D process can prove to be beneficial for the company. Otherwise MA&D process can prove to be big mistake. 1. IT integration efforts make MA&D difficult: ERP or Enterprise resource planning applications like SAP has become ubiquitous in large organizations today. The promise is business process simplification, enhanced productivity and seamless information transfer. However these applications also require that businesses be wired together, typically through a single, unified database and other infrastructure.This of course, means individual businesses are far more difficult to separate. For instance , when Pfizer divested its Adam and Schick units, significant effort went toward figuring out how to separate data of the entities while blocking access to each other’s information. 2. Support services and facilities are hard to unravel: Ac hieving scale through shared support services and joint facilities is a broad trend in the business community. The more successful a company has been at this the greater difficulty it will face unwinding these collaborations. One big part of this is staff allocation.The trend toward shared support services has extended through general and administrative functions, call centers, account payable and receivable, payroll administration, and compensation and benefits plan management. MA&D process. 6. Carving out pieces of these integrated functions carries real challenges. 3. Outsourcing adds third party issues to MA&D: Not only are organizations centralizing they are outsourcing as well. In some way this may ease the process of separation, as the organization no longer owns the employees, systems and processes. Outsourcing firms are also very good at splitting workflow.If only it were that simple. In addition numerous perhaps hundreds of vendor relationships, outsourcing generally invol ves processes that are critical to a company’s core businesses. Therefore divesting a unit with significant outsourcing substantially increases the need for a rigorous review of services agreements to understand change of control provisions and to assess how service will continue going forward. 4. The divested business may require long term support: Until the divested business is prepared to stand on its own or is fully supported by the buyer it likely will need support from its former parent.Establishing clear service level agreements or SLAs between the buyer and the seller is critical. For highly integrated global businesses this can leas to country by country agreements, each involving dozens of services such as facilities management, back offices support and sales and manufacturing. MA&D process. 7. Conflicting interest can complicate the SLA process. For example depending on the situation the selling organization may have incentive to either prolong or limit the time fr ame on which these services will be provided. 5.Disruption threatens both seller and divested entity: Like a merger in reverse, a MA&D done right requires a plan detailed across every function, carefully monitored and adjusted as execution unfolds. This is a major project. Developing the separation plan often requires three-way collaboration between the seller and its remaining businesses, the divested unit itself, in some cases the buyer. The complexity of managing this separation planning across every function of the business and across the globe can rapidly absorb all attention of the businesses.The real danger here is underestimating just how much effort this will require. 6. The MA&D can impact the seller’s cost structure: Once the seller has carved out the divested business, it may well need to take another look at its own cost structure. In some cases, there can be loss of scale in areas where work was combined with the divested business. In the earlier, Pfizer example , customer service employees who had supported the divested Adams businesses were rationalized because the buyer, Cadbury Schweppes, did not require their services.MA&D process. 8. However this did not fully make up for the loss of scale. It took additional work with the customer service model, automating orders and other improvements to get the cost structure back in line. 7. Regulatory requirements can force your hand: Regulatory requirements on both local and global levels often create additional complexities. For example, MA&D may be required to resolve anti-trust concerns for a merger transaction. In these situations an organization may have to give up capabilities it would otherwise no elect to relinquish.As part of the Linde-Boc merger, regulators required that Northern American business be divested and operate as a stand-alone business, forcing Linde-BOC to part with both capabilities and people it would otherwise want to retain. Similarly in MA&D with European components, n egotiation with world’s councils on a country by country basis can lengthen the MA&D process and create additional constraints. Conclusion: Mergers, acquisitions and divestiture (MA&D) can make or break your business. And more and more organizations are looking to these initiatives to deliver quick and dramatic financial returns. 006 clocked up a staggering $4 trillion worth of deals, representing an average 30% growth, while the average deal size is also rocketing. MA&D process.9. As the merger wave rolls on, it is clear that many companies are taking this opportunity to divest non-core businesses. After all were in an active markets and there’re plenty of buyers- financial and strategic –sitting on hordes of cash and looking for attractive deals. However before moving to cash in on businesses you think will be attractive it is worth taking a hard look at the process of MA&D. Whether its an out fright sale or even a spin off to shareholders.Does all these means MA&D is a bad idea? Of course not . I many cases they are absolutely the right things to do. The trick is to be aware of the seven challenges in advance, and all seven are equally valid for MA&D of every size and use that knowledge when assessing any proposed transaction. There are many assessments to be made. 1. How much of the business to sell? 2. Could a strategic buyer more appropriate than a financial buyer? 3. Which is better an MA&D or a spin off? Truly understanding answers to these questions can help a seller get the very best deal in the broadest sense of the term.

Heroism Essay - 1270 Words

Heroism Today is an important day. Because you have a difficult decision to make. Will you embrace the gift that you’ve been given? Or will you stand by and waste it away, another day? Will you honor those who came before you, that created this earth and this world for you to experience? Or will you let them down by living with a negative mindset that holds you back? You are the author of your own superhero comic each day is a new page. You get to choose the type of character you want to be. You are writing a story that everyone will see. You determine how you are looked upon by the actions you make. Every decision you make, every encounter, and every word affects the outcome of your story. You must find your inner hero, and save†¦show more content†¦Life has torn me to pieces in my short time on this planet, but each and every time my grandfather was there to pick me up. After numerous times of failing, and not doing well enough, I began to pick myself up. I no long er needed him to do it for me. I remembered those lessons he stressed upon and tried so hard to teach me, and one day I realized how vital they were. I took a step back and looked at the impact those lessons truly had in my life, and how they will continue to be a factor, and without those lessons, I don’t know where I’d be. For that, I owe who I am today to my grandfather. He’s had the biggest impact on my life without even realizing it. He is my true hero. Along my journey in life, I have figured out that we need to become our own hero at some point in our lives because the person you see as your hero won’t always be around. We must find out inner hero, before our present hero leaves. My grandfather has helped along the way to allow me to find the true hero in myself. At the time of my dark times in my life, my Grandpa still tried to help me find my own hero. At that point in my life, I realized what he cannot do is push me through the door, he can help me build my wings but he can’t make me fly, for that I have to look inward. To the most important hero in my life, the one who can save myself from any situation I encounter, who can take me to places that I’ve never imagined, the one who decides if I will fail or succeed before the challenge is evenShow MoreRelatedHeroism Essay743 Words   |  3 PagesWhat is being a hero mean? Heroism is to be brave when others are not willing to and being caring when other need it. Being a hero means you never back down and are not afraid. Every hero, big or small fights for something different, like rights that they deserve, to stand out from the crowd, doing what is right in their mind, or just doing what their gut tells them to. Rights are an important factor in life that everyone deserves but many individuals live without. 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