abb-6 weeks industrial trng ppt

6 WEEKS INDUSTRIAL TRAINING ATABB LIMITED

Presented By:-Tanpreet Kaur

MBA-2A94972238242

INTRODUCTION

ABB Group was

founded in 1988, after

the merger of Swedish

ASEA and Swiss BBC

Brown Boveri

ASEA was founded in

1883

BBC Brown Boveri was

founded in 1891

Headquarters: Zurich, Switzerland

More than 120,000 employees in more than 100 countries

PRESENCE AROUND THE GLOBE

Countries

ABB Executive Committee

Joseph HoganPresident and

Chief Executive Officer

Bernhard JuckerPowerProducts

Peter LeuppPowerSystems

Tom SjökvistAutomationProducts

Veli-MattiReinikkalaProcessAutomation

Anders JonssonRobotics

Michel DemaréChief Financial Officer

Gary SteelHuman Resources

Ulrich SpiesshoferCorporateDevelopment

Diane de Saint VictorGeneral Counsel

DIVISIONAL STRUCTURE AND PORTFOLIO

Process Automation

Power Systems RoboticsPower

ProductsAutomation Products

2007 revenues (US$) and employees per division

$9.8 billion32,000 employees





Transformers, high- and medium-voltage switchgear, breakers,automation relays

Substations, FACTS, HVDC Light, power plant and network automation

Low-voltage products, drives, motors, power electronics, and instrumentation

Control systems and application-specific automation solutions for process industries

Robots, peripheral devices and modular manufacturing solutions for industry

ABB TECHNOLOGY ALL AROUND US

crossing oceans and on the sea bed,

orbiting the earth and working beneath it,

on the trains we ride and in the facilities that process our water,

in the fields that grow our crops and packing the food we eat,

in the plants that generate our power and throughout our homes.

GROUND-BREAKING AND NATION-BUILDING PROJECTS

Longest underground power link

Longest and highest capacity power link

Longest underwater power link

Largest gearless mill drive (for crushing ore)

Largest SVC installation

Most remote offshore wind farm linked to gridFirst platform

connected to mainland grid

Europe’s largest thermal solar power plant

First commercial wave power plant

First 600 kV power link

Longest conveyor belt

Substation in world’s tallest building

Power and automation of largest chemical cellulose plant

Automation of largest alumina plant

Largest battery

Mine hoist for largest potash mine

Largest reverse-osmosis desalination plant

Largest SCADA network

PRODUCT RANGE CABLES & CABLE

ACCESSORIES CONTROL SYSTEMS FORCE MEASUREMENT GENERATOR CIRCUIT

BREAKERS INSTRUMENTATION AND

ANALYTICAL LOW VOLTAGE PRODUCTS

AND SYSTEMS METALLURGY PRODUCTS POWER ELECTRONICS REACTORS SEMICONDUCTORS TURBOCHARGING

COLLABORATIVE PRODUCTION MANAGEMENT

DRIVES HIGH VOLTAGE PRODUCTS

AND SYSTEMS INSULATION COMPONENTS MEDIUM VOLTAGE

PRODUCTS & SYSTEMS MOTORS AND

GENERATORS POWER PROTECTION &

AUTOMATION PRODUCTS ROBOTICS TRANSFORMER

COMPONENTS

ABB IN INDIA

The company was incorporated on 24th December 1949 as Hindustan Electric Company Limited.

In 1965, the Company’s name was changed to Hindustan Brown Boveri Limited (HBB).

Pursuant to the Scheme of Amalgamation of Asea Limited with HBB with effect from 1st January 1989, the name was further changed to Asea Brown Boveri Limited (ABB) with effect from 13th October 1989.

A PIONEER IN SMART TECHNOLOGIES

Delhi, India: Electrify one of the largest metro projects under construction in Asia

Challenge

Maharashtra, India: State of the art, turnkey electrification solution for thermal power plant that will supply increased power to western grid

Bangalore, India: Improve reliability in grid serving 53 million people in Karnataka

CONTD……

India/Bangladesh: Provide a complete automation solution for world’s longest trans national, single-belt conveyor

India: Help the largest steel blast furnace in India maximize their production efficiency

Challenge

India: Complete electrical and automation solution for one of the largest cement manufacturers in the world

PRESTIGIOUS PROJECTS OF ABB-IN INDIA

Automation solutions for various steel plants in India- Tata Steel, JSW, Bhushan Group

Delivery of automation and power solutions to help power a stadium in Delhi for the Commonwealth Games 2010

Robotics painting solution for Tata Motors Plant electrification and automation for steel plants

around India- JSW “Invisible” substation solution to power help power

city of Bangalore- KPTCL Distribution automation solution- Delhi airport new

terminal 3 Network management solution that is the first step

towards a smart grid in Karnataka- KPTCL

SUSTAINABILITY

EDUCATION ACCESS TO ELECTRICITY PROJECT SUPPORTING THE DIFFERENTLY-ABLED ENVIRONMENT SUPPORT TO NATURAL CALAMITIES

STRONG LOCAL PRESENCE

BANGALORE

FARIDABAD

VADODARA

MUMBAI

NASHIK

HARIDWAR

KOLKATA

MYSORE

Head office- Bangalore Global Corporate Research

Centers 2 power technology centers Automation operations center

16 Manufacturing facilities 29 Marketing offices 4 Training centers 8 Service centers Listed on Bombay Stock

Exchange and National Stock Exchange, India

ABB INDIA’S CLIENTS

Company’s client includes all the sectors of market since the company has products for the following sectors:-

Power Plants:- All Major Power Plants owners like NTPC, State Electricity Boards, Private Power Plants Owner like JSW, GVK etc.

Process Industries:- like cement, Steel, Sugar, Metal and Minerals, Food and Beverage etc. All companies who set up such plants are our customers.

Transportation Industry like Metro and Airport operators.

Retails markets for all kinds of power related products.

CLIENTS OF ABB-CHANDIGARH

CHANDIGARH COLONIZER EMAAR-MGF OMAXE CPW PWD TOURISM DEPARTMENT CHANDIGARH HOUSING BOARD

FACTORS CONSIDERED WHILE CHOOSING CLIENTS:-

Financial Capability of client. Project feasibility. Risk factors for ABB in supplying to client

which will also include soft issues like clients background, ethics, climate issues, country related risks etc.

Client’s past similar experience in setting up project.

Client’s usage of product.

PROCESS OF DEALERS SELECTION

Dealers past exposure to the business. Dealers financial capability. Dealers technical infrastructure. Dealers engineering manpower

infrastructure. Dealers ability to meet ABB’s stringent

Quality, Safety and Statutory obligations. Dealers capability to meet the quantity

requirement of ABB.

DEPARTMENTS INVOLVED IN MARKETING A PRODUCT Product development- where active feedbacks are taken

from market for product development to suit market requirement.

Business development- This department is the first step of marketing for ABB wherein all ABB products are marketed to end customer and process includes new projects information, to introduce ABB’s products and registration of all ABB products with new customers.

Front end sales- Front end sales as a function are located near customers cities (major cities) and market for new enquires and gives total support to customer for offers, order booking and also ensure collection of payments and statutory forms.

Back end Tendering support- This includes preparation of technical and commercial offer against detailed technical specifications of customers.

India – Country management team

Juliane LenznerCommunicationand InvestorRelations

S KarunCountry servicemanager

Ranjan DeAccount Management -Global account manager- TATA

Madhav VemuriGlobal engineeringand services

N VenuFront end sales

Prakash NayakPower Systems

Pitamber ShivnaniPower Products

R NarayananDiscrete Automation andMotion

GNV SubbaraoProcess Automation

Tommy AndreassonLow VoltageProducts (as of 1.8.10)

Biplab MajumderCountry and Sub-region Manager

Ramesh ShankarHuman Resources

David HueginLegal and Compliance

Amlan Dutta MajumdarChief FinancialOfficer

OHSTBA

B GururajCompany Secretary

Finance and commercial

Mr. S.K Verma(Manager)

A.O Thomas(Manager)

Mr. Ranjeet Singh(Comm Officer)

Mr. Suman Kumar(Comm Officer)

Mr. Piyush Bansal(Regional Manager)

LP Team

Mr. Ankit Goel(TL)

Mr. Sandeep Gulati(Manager Sales)

Mr. Rajesh Kumar(Manager-Sales)

Mr. Harjeet Singh(Manager-Sales)

Mr. Rakesh Kumar(Manager-Sales)

Mr. Ramanpreet Singh(Executive-Sales)

DM Team

Mr. Baldev Raj(Manager-Sales)

Mr. Lalit Sharma(Manager-Sales)

Mr. Vipin(Manager-Sales)

PS Team

Mr. Vipin Lakhanpal(Manager-Sales)

Mr.Sandeep Bhardwaj(Manager-Sales)

Mr. Alfin Tom(Manager-Sales)

Mr. Jasbir Singh(Execution-Sales)

Mr. Sanjeev Balta(Execution-Sales)

PS Team

Mr. Manish Srivastava(TL)


Mr. Abhijeet Roy(Manager-Sales)

Mr. Ramandeep Gupta(Manager-Sales)

Ms. Divjot Kaur(Marketing-Manager)

Mr. Neeraj Verma(Manager-Sales)

Mr. Kuldeep Singh(Execution-Sales)

Mr. Kuljeet Singh(Execution -Sales)

Mr. Harminderpal(Execution-Sales)

Mr. Mukesh Kumar(Execution-Sales)

AutomationTeam


AdminTeam

Mr. Murlidhar

Mr. Motilal

Mr. Manoj

Opportunity1.) Increasing private participation in developing mega projects2.) Many new Builders are coming up in northern region, DLF, Ansal, Deepak Builders etc.

SWOT

DEVELOPMENT OF SWITCHES

1915 1920 1933 1953

1975 1998

1899

2001 2002 2004

INABB – EWA BUSINESSgINABB launched Modular Switches with Classiq Lumina

range in 2004.gLocal design with basic modular concept gFeatures are thin plate and luminous strips which

illuminates at night

gIn 2006 end, ABB introduced one more range of Plate Classiq Sleek

gDesigned & developed new switch Classiq

FINANCIAL STATEMENT ANALYSIS

LIQUIDITY RATIOS:- Current Ratio

=CurrentAssets/Current Liabilities

YEAR Current Assets

Current Liability

Current Ratio

2008 44.48 31.62 1.38

2009 44.32 29.81 1.49

Quick Ratio=Quick Assets/Current Liability

YEAR Quick Assets Current Liabilities

Quick Ratio

2008 37.05 31.62 1.17

2009 37.02 29.8 1.24

Absolute Liquid Ratio=(Cash+ Marketable Securities)/Current Liabilities

YEAR

Cash+ Marketable Securities

Current Liabilities

Absolute Liquid Ratio

2008

7.3 31.62 .23

2009

8.44 29.8 .28

PROFITABILITY RATIOS:-

• Gross Profit Ratio:-

=(Net Profit+Operating Expense)/Sales

YEAR NP+ OP Sales GPR

2008 9024.6 69674.5 12.9

2009 6012.9 63097.7 9.53

It is desirable that this ratio must be high and steady because any fall in it would put the management in difficulty In the realisation of fixed expenses of the business.

• Net Profit Ratio:-

=Profit After Tax/Sales

YEAR Profit after tax

Net sales NPR

2008 5474.1 69674.5 7.8

2009 3546.4 63097.7 5.6

This ratio is helpful to determine the operational ability of the concern. While comparing the ratio to previous years’ ratios, the decrement shows the inefficiency of the concern.

• Earning Per Share:-

=Profit/Share Capital

Year Profit Share Capital

EPS

2008 5474.1 211.9 25.8

2009 3546.4 211.9 16.7

Earning per share helps in determining the market price of the equity share of the company. It also helps to know whether the company is able to use its equity share capital effectively with compare to other companies. It also tells about the capacity of the company to pay dividends to its equity shareholders.

• Capital Turnover Ratio:-

=Sales/Capital Employed

YEAR Sales Share Capital+ Reserves

CTR

2008 69674.5 21046.9 3.3

2009 63097.7 24097.3 2.62

The higher the ratio is, the more efficiently a company is using its capital also called equity turnover

OPERATING PROFIT RATIO

=Operating profit/Sales

YEAR OP sales OR

2008 8332.4 69674.5 .12

2009 5274 63097.7 .083

TURNOVER

2005 2006 2007 2008 2009

30141.4 43477 60013.6 69674.9 63097.7

2005 2006 2007 2008 20090

10000

20000

30000

40000

50000

60000

70000

80000

Turnover(Rs. In millions)

Turnover(Rs. In millions)

NET PROFITS

2005 2006 2007 2008 2009

2186.8 3403.1 4916.7 5474.1 3546.4

2005 2006 2007 2008 20090

1000

2000

3000

4000

5000

6000

Profit (Rs. In millions)

Profit (Rs. In millions)

EARNING PER SHARE

2005 2006 2007 2008 2009

10.3 16.1 23.2 25.8 16.7

2005 2006 2007 2008 20090

5

10

15

20

25

30

EPS

EPS

NEED OF THE STUDY:-

Company Change in Market share

Legrand 4.04ABB 0.32Anchor** 3.65Crompton Greaves -1.62Havells 1.95

CUSTOMER PREFERENCE TOWARDS ABB SWITCHES

OBJECTIVES

TO KNOW AWARENESS ABOUT DIFFERENT BRANDS OF SWITCHES

TO STUDY THE FACTORS AFFECTING CUSTOMERS PREFERENCE/ CHOICE TOWARDS SWITCHES

TO KNOW ABOUT PROBLEMS BEING FACED BY CUSTOMERS WHILE USING ABB SWITCHES

TYPE OF DATA USED:-

Primary Data

Channel Partners/Authorized Dealers of ABB in Punjab, Himachal Pradesh,Haryana(Karnal,Yamuna Nagar, Hisar, Zirakpur,) and Chandigarh

TARGET GROUP/ POPULATION:-

AREA OF STUDY:-

Punjab, Himachal Pradesh,Haryana(Karnal,Yamuna Nagar,Ambala Hisar,Zirakpur,) and Chandigarh

20

CONVENIENCE SAMLING

SAMPLE SIZE :-

SAMPLING:-

LIMITATIONS Sample size is small so sampling error may be

committed Many questionnaires were through telephonic

conversation Authorized Dealers of ABB switches in northern

region is very less Since study time was less, so so my study area was

limited to northern zone(excluding Delhi and NCR) Consumers were scattered very far off so I courier

them, to which many didn’t replied The research area is limited to Punjab,

Haryana(Karnal, Yamunanagar, Ambala), Jammu & Kashmir, and Himachal Pradesh, so the results cannot be generalized.

AWARENESS ABOUT DIFFERENT BRANDS OF SWITCHES

BrandNo. of

dealers% of

dealersABB 19 95

Crabtree 19 95Legrand 19 95Clipsal 19 95

SSK 9 45

N=20

BRANDS OF SWITCHES DEALERS HAVE IN THEIR STORE

BRAND No of dealers %ageABB 20 100

Crabtree 9 45Legrand 16 80Clipsal 9 45

SSK 4 20Others 5 25

N=20

AWARENESS OF CUSTOMERS ABOUT ABB BRAND

No of dealers % of dealersYes 19 95No 1 5

N=20

AWARENESS LEVEL OF CUSTOMERS ABOUT ABB SWITCHES

No of

dealers% of

dealersYes 10 50No 10 50

N=20

BRANDS IN ORDER OF THEIR PREFERENCE

Brands 1 2 3 4 5 RatingsABB 2 3 5 7 3 3.3

Crabtree 4 3 6 7 0 2.8Legrand 14 4 2 0 0 1.4Clipsal 0 9 7 3 1 2.8

SSK 0 1 0 3 16 4.7

N=20

SALES IN PERCENTAGE OF THESE BRANDS

BRAND 0 % 1-20% 21-40% 41-60% 61-80% 41-60% 61-80% 81-100%ABB 10 55 15 0 0 0 0 20

Crabtree 55 20 15 10 0 10 0 0Legrand 20 10 20 35 15 35 15 0Clipsal 50 45 5 0 0 0 0 0

SSK 75 15 10 0 0 0 0 0any other 75 20 5 0 0 0 0 0

N=20

0 % or be-low

1-20%

21-40%

41-60%

61-80%

41-60%

61-80%

81-100%

0

10

20

30

40

50

60

70

80

ABBCrabtreeLegrandClipsalSSKany other

CUSTOMER PREFERENCE OF BRANDS OF SWITCHES ON VARIOUS FACTORS.

N=16

PRICE 1 2 3 4 5 BRAND HS S N D HD MEAN

ABB 5 4 4 3 3.3125Crabtree 2 2 7 3 1 2.75Legrand 10 3 2 1 1.6875Clipsal 2 5 4 2 3 2.9375

SSK 1 0 3 6 5 3.6875

N=16

Aesthetic 1 2 3 4 5 Brand HS S N D HD MEANABB 0 0 4 5 7 4.1875

Crabtree 8 3 1 1 2 1.9375Legrand 8 8 0 0 0 1.5Clipsal 0 4 8 4 0 3

SSK 0 1 3 5 6 3.8125

N=16

Durability 1 2 3 4 5 BRAND HS S N D HD MEAN

ABB 1 0 4 6 5 3.875Crabtree 3 5 2 4 1 2.5Legrand 11 4 1 0 0 1.375Clipsal 1 6 6 2 1 2.75

SSK 0 1 3 3 8 3.9375

VARIOUS PROMOTIONAL SCHEMES OFFERED BY ABB

No of dealers % of dealersCash discounts 12 60

Credit 14 70Offers 0 0Others 0 0

N=20

PROBLEMS FACED BY DEALERS WHILE SELLING ABB PRODUCTS

No of

dealers % of dealersPrices 12 60

Unawareness 18 90Quality 3 15

Any other 0 0

N=20

COMPLAINTS FROM CUSTOMERS ABOUT ABB PRODUCT

No of

Dealers% of

dealersYes 12 60No 8 40

N=20

COMPLAINTS ABOUT ABB SWITCHES ARE REGARDING

N=12

No of dealers % of DealersPrices 0 0

Durability 5 41.7Asthetic 0 0.0

After sale service 11 91.7other 1 8.3

FREQUENCY OF COMPLAINTS OF ABB SWITCHES

N=12

No of dealers % of dealersonce in 4 weeks 5 41.7

1-3 month 5 41.7once in 6 months 2 16.76 months or more 0 0.0

SUGGESTIONS TO ABB TO IMPROVE UPON SALES

No of

dealers% of

dealersAfter sale services 2 15.38Appoint local ABB representative 2 15.38Awareness of brand 5 38.46Price reduce 7 53.85Quality 1 7.69

N=13

FINDINGS:-

About ABB switches many customers are unaware, it is in ratio 50:50

80% of dealers of ABB have Legrand also with them

Dealers are not satisfied with the brand ABB.(This is as per overall ratings)

Market share of Legrand is the highest and many dealers of ABB have the sales of ABB in 0-20% and 10% don’t have any share of ABB in their sales. Which means ABB as a brand in switches is not doing good

With the prices of ABB dealers are not satisfied. Even though other brands have nearly same prices as ABB but still they are preferred over ABB

Even with ABB looks (aesthetic) and durability dealers are not satisfied. Legrand enjoys the leadership here.

SSK is another brands which is getting comparable rating to ABB

The main problem of ABB is with unawareness of brand- ABB Switches. This problem is faced by dealers while selling the product. As customers are not aware about the product so convincing them is a tedious task.

Quality is another major problem being faced by dealers

RECOMENDATIONS As the competition in this field is very much so the major

stress should be on creating the brand awareness, through advertisement, campaigns, promotional schemes to dealers and to the customers

Legrand is the market leader so to be in the competition ABB need to re construct its design part/ improve its design to attract customers.

The prices need to be lower than customers, to attract new customers.

In every city representative of ABB must be there to keep account of sales in routine, and to study the needs of that particular region. This will help in boosting up the sales

After sales services of company need to be improved by appointing engineer for every zone.

For the prompt handling of queries, complaints and requests, it is suggested that one more person should be employed in every zone.

It is recommended that training programs should be organized frequently and dealers should be informed and persuaded to participate in this so that handling of problems and complaints by customers can be handled by dealers and employees in more quickly and delay is not made.

In switches segment company should award the highest seller of the month/ or year. This will motivate the dealers

More contests should be floated to keep the dealers motivated it will help in raising the sales many fold.

Lastly, it is also strongly advised that company must resolve the issues and pay heal to suggestions given by dealers in the questionnaires so that this project does not become a futile exercise.

It was also found during survey that company is having 2-3 dealers in every city, but more than 50 % do not keep Domestic switches. To improve upon the sales of switches to company should encourage them to keep switches in their stores, this will help increase the brand awareness and also the sales will increase.

QUESTIONNAIRE

Questionnaire

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THANK YOU

abb-6 weeks industrial trng ppt

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