MINOR PROJECT REPORT SUBMITTED TOWARDS THE PARTIAL

FULFILLMENT OF
BACHELOR OF BUSINESS ADMINISTRATION

A PROJECT REPORT

ON

SUSTAINABILITY INITIATIVES IMPLEMENTED BY BOSCH LTD.

Batch: 2021-2024

Submitted by: Project Guide:

JAYANT CHAUDHARY Mrs. Neha Mathur

Assitant Professor
(Enrl.No:36714901721)

(AFFILATED TO GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY)

 ACKNOWLEDGEMENT

It is in particular that I am acknowledging my sincere feeling towards my mentor who

graciously gave me her time and expertise.

She has provided me with the valuable guidance, sustained efforts and friendly approach. It
would have been difficult to achieve the results in such a short span of time without her help.

I deem it my duty to record my gratitude towards the Project Supervisor Mrs. Neha Mathur
(Assistant Professor) who devoted her precious time to interact, guide and gave me the right
approach to accomplish the task and also helped me to enhance my knowledge and
understanding of the project.

JAYANT CHAUDHARY
BBA
2nd semester
 DECLARATION

I hereby declare that the following documented project report titled “Sustainability
Initiatives Implemented by Bosch Ltd.” is an original and authentic work done by me for
the partial fulfillment of Bachelor of Business Administration degree program.

I hereby certify that all the Endeavour put in the fulfillment of the task are genuine and
original to the best of my knowledge & I have not submitted it earlier elsewhere.

JAYANT CHAUDHARY
BBA
2nd semester
Table of Contents
CHAPTER-1..................................................................5
Introduction to the topic...............................................5
HISTORY OF THE COMPANY................................6
TOOLS.........................................................................8
CHAPTER 2................................................................11
SUSTAINABLE DEVELOPMENT GOAL BY
UNESCO...................................................................11
CHAPTER 3................................................................27
SWOT ANALYSIS OF BOSCH LTD......................27
Bosch's Strength.........................................................30
Bosch's Weaknesses...................................................31
CHALLENGES TAKEN BY BOSCH LTD.............34
Initiatives taken by BOSCH Company......................35
CHAPTER 4................................................................38
FINDINGS OF BOSCH LTD....................................38
Chapter 5......................................................................41
Conclusion.................................................................41
Recommendations......................................................42
LIMITATIONS..........................................................44
CHAPTER-1
 BOSCH LTD

Introduction to the topic

ABOUT
Bosch India is a prominent provider of technology and services in the fields of Mobility
Solutions, Industrial Technology, Consumer Goods, Energy and Building Technology, with a
100-year history. Furthermore, Bosch maintains the largest development facility for end-to-
end engineering and technology solutions outside of Germany in India.

Bosch Limited, Bosch Chassis Systems India Private Limited, Bosch Rexroth (India) Private
Limited, Robert Bosch Engineering and Business Solutions Private Limited, Bosch
Automotive Electronics India Private Limited, Bosch Electrical Drives India Private Limited,
BSH Home Appliances Private Limited, ETAS Automotive India Private Limited, Robert
Bosch Automotive Steering Private Limited, Automobility Servicing Private Limited, Robert
Bosch Automotive Steering Private Limited, Robert Bosch Automotive Steering Private
Limited, Robert Bosch Automotive Steering Private Limited, Robert Bosch Automotive
Steering
HISTORY OF THE COMPANY

On November 15, 1886, the Werkstätte für Feinmechanik und Elektrotechnik (Workshop for
Precision Mechanics and Electrical Engineering) was founded in a backyard in Stuttgart-
West. Bosch introduced a low voltage magneto for gas engines the next year.

Bosch began putting magneto ignition devices in autos in 1897 and eventually became an
ignition system supplier. GottlobHonold, Bosch's head engineer, revealed the high-voltage
magneto ignition system with spark plug in 1902.

Bosch founded its first factory in Stuttgart in 1901, and workers were given an 8-hour day for
the first time. The Feuerbach facility, in Stuttgart, was founded in 1910, and Bosch began
producing headlights in 1913.

Bosch formed a corporation in 1917. The Roaring Twenties and Thirties

In 1926, Bosch began producing windshield wipers, and in 1927, it began producing diesel
injection pumps. It purchased Junkers & Co's gas appliance production in 1932 and went on
to develop the first power drill and vehicle radio.

Collaboration with the Nazis Edit

In late 1933, Robert Bosch AG and the Nazi Party initiated talks about transferring elements
of Germany's arms industry to the interior. In 1935 and 1937, Bosch established
DreilindenMaschinenbau GmbH in Kleinmachnow, near Berlin, and Elektro- und
FeinmechanischeIndustrie GmbH (later Trillke-Werke GmbH) in Hildesheim, respectively.
Both facilities were dedicated only to the manufacture of weapons. These "shadow factories"
were constructed in complete secrecy and in close collaboration with Nazi officials. [requires
citation] Bosch AG became a limited liability company in 1937. (GmbH). Around 5,000
individuals worked at the Bosch subsidiary DreilindenMaschinenbau GmbH (DLMG) in
Kleinmachnow, more than half of whom were forced labourers, prisoners of war, and female
concentration camp detainees, including many Warsaw Uprising women. [requires citation]
They needed to make parts for German Luftwaffe planes. A secret plant for the Wehrmacht's
whole electrical equipment of tanks, tractors, and vehicles was developed in Hildesheim. In
1944, the Trillke factory employed 4,290 men and women, 2,019 of them were forced
labourers, prisoners of war, or military internees. [requires citation] During WWII, a total of
2,711 persons from occupied countries were deported to Germany and forced to labour at the
Bosch facility in Hildesheim. [requires citation]
TOOLS

Technology for driving and controlling

Bosch is a globally active partner with a one-of-a-kind portfolio of cutting-edge technology

and unrivalled industry expertise in mobile applications, factory automation, and process
plant engineering. Our skilled associates are constantly developing safe, adaptable, and
resource-conserving solutions all across the world. Our versatile solutions, which are also
geared for usage in networked production environments, benefit both machinery makers and
end users.

Energy and Building Solutions

As a reliable partner, Bosch supplies connected and integrated solutions that increase
security, efficiency, and comfort in industries and commercial buildings. Benefit from
comprehensive expertise and integrated solutions based on state-of-the-art technologies —
everything from a single source and close to you.

Solutions in Engineering and Business

Robert Bosch Engineering and Business Solutions Private Limited is a wholly owned
subsidiary of Robert Bosch GmbH, a prominent global supplier of technology and services
that provides end-to-end Engineering, IT, and Business Solutions. It is Bosch's largest
software development centre outside of Germany, with over 17,000 employees, suggesting
that it is the company's Technology Powerhouse in India, with a global footprint and presence
in the United States, Europe, and the Asia Pacific region.

Solutions in Engineering and Business

Robert Bosch Engineering and Business Solutions Private Limited is a wholly owned
subsidiary of Robert Bosch GmbH, a prominent global supplier of technology and services
that provides end-to-end Engineering, IT, and Business Solutions. It is Bosch's largest
software development centre outside of Germany, with over 17,000 employees, suggesting
that it is the company's Technology Powerhouse in India, with a global footprint and presence
in the United States, Europe, and the Asia Pacific region.
Professionals' power tools

Bosch creates cutting-edge, high-quality power tools that are guaranteed to deliver
professional results in a variety of sectors. Our tools are dependable, powerful, and sturdy,
and they meet the most stringent requirements while also making your job easier. Our Bosch
cordless tools stand out because of their long lifespan, strong performance capabilities, and
long runtime.solutions for securityOur goal is to keep people, places, and assets safe. Video
surveillance, intrusion detection, fire detection, and voice evacuation systems, as well as
access control and management systems, are all part of our product offering. The portfolio is
completed by professional audio and conferencing equipment for voice, sound, and music
communication.

Solutions for software

Manufacturing, mobility, energy management, and other industries stand to benefit greatly
from the internet of things' transformation of the world. Bosch's software and service
platforms provide a stable foundation for deploying and managing customised solutions.
Discover how Bosch software solutions can help organisations improve their operations and
create new revenue streams and products.
CHAPTER 2
SUSTAINABLE DEVELOPMENT GOAL BY UNESCO

1. No poverty: poverty means people who are living below poverty line and are
earning 1.25 $ per day objective of this sustainable development goal is to reduce
poverty by giving education and employment to the people.

 With a projected global poverty rate of 7% in 2030, the equivalent of 598,394,116

people, this UN goal aims to end poverty of all kinds.  

SDG Goal 1 objectives include but are not limited to: end extreme poverty (those
living on 1.25 dollars per day), reduce half the population living in poverty,
implement protection systems, ensure equal rights to economic resources and
basic services, reduce poverty-related vulnerability to climate change-induced
extreme weather events, mobilize resources in developing countries, and create
pro-poor and gender-sensitive policy frameworks by 2030.  

(Figure-1)

2. Quality education: by giving good quality of education to the childrens and people
make them litrate so they can get work and gain knowledge from that.
This goal ensures inclusive and equitable quality education and promotes lifelong
learning for all. Sadly, COVID-19 reversed years of education gains, and many countries
lack basic school infrastructure.  

SDG Goal 4 objectives include but are not limited to: ensure free and quality primary and
secondary education, give children access to early childhood development, ensure equal
access for men and women to afford higher education choices, increase skills in youth,
ensure gender equality, and promote sustainable development in education.  

(Figure-2)

3. Gender equality: this sustainable development goal means all the men and women are
equal al can do same type of work and there is no discrimination.

SDG 5 targets to achieve gender equality and empower all women and girls. The
percentage of women who work in national parliaments, local governments, and in
managerial positions is still significantly less than that of men. Not to mention 1 in 3
women are subject to violence at least once since the age of 15, and child marriage is
still highly present.  

SDG Goal 5 objectives include but are not limited to: end discrimination against women,
eliminate all forms of violence against women, eliminate harmful practices, value unpaid
care and domestic work, ensure equal opportunities for leadership, ensure access to
feminine health care, and ensure equal rights. 

(Figure-3)

4. Clean water and sanitation: this sustainable development objective means clean
water should be provided for good health and hygiene so they can remain healthy.
The availability and sustainable management of water and sanitation ensures safe water
for drinking, sanitation, and hygiene, yet 2.3 billion people live in water-stressed
countries.  

SDG Goal 6 objectives include but are not limited to: provide equal universal access to
safe drinking water, sanitation, and hygiene, reduce water pollution, increase water-use
efficiency, integrate water-resource management, and protect ecosystems dependent on
water. 

(Figure-4)

5. Reduced inequalities: This sustainable development goal focuses on reducing

inequalities within and among countries. Income inequality, the refugee crises, and inequality
indexes all show that certain areas and countries are highly more beneficial to live in than
others. Living standards between countries are very unbalanced.

(Figure-5)
6. CLIMATE ACTION:

Climate action is a goal involving the fight against climate change and its
impacts. Rising greenhouse gas emissions, an average global
temperature increase, and increased spending due to
climate change are all negative results of climate change.  

SDG Goal 13 objectives include but are not limited to: being prepared for
climate related disasters, integrating climate policies into national
policies, and raising climate awareness. 

(Figure-6)

7. ZERO HUNGER:
Zero Hunger” sets out to end hunger, achieve food security, improve
nutrition, and promote sustainable agriculture. The global pandemic has
only worsened global hunger, seeing as many as 161
million additional people will experience hunger as a result. Regarding
women, 1/3 of those at a reproductive age experience Anaemia due to
nutritional deficiencies. 

(Figure-7)

8. LIFE ON LAND :
This goal overall promotes the health of land life. It includes protecting, restoring,
and promoting land ecosystems, managing forests sustainably.
Combatting desertification and halting and reversing land degradation and
biodiversity loss. With many species under threat and ever-increasing biodiversity
loss, it is essential we take better care of land ecosystems.  

SDG Goal 15 objectives include but are not limited to: ensuring freshwater
ecosystem health, sustainable management of forests, ensuring mountain
ecosystem health, preserving natural habitats, shared benefits of genetic resource
use, ending poaching and protected species trafficking, and integrating biodiversity
values into national planning.  

(Figure-8)

9. PEACE JUSTICE AND STRONG INSTITUTION :

This goal involves reducing conflict, insecurity, and weak institutions by means of
promoting peace and inclusivity for sustainable development and justice for all.  

SDG Goal 16 objectives include but are not limited to: reduce violence and death
rates, end all forms of violence against children, promote law at national and
international levels, reduce financial crime, reduce corruption, develop transparent
institutions, developing country participation in global governance institutions, legal
identity for all, and ensuring public access to information and freedom rights.  

(Figure-9)

10. DECENT WORK AND ECONOMIC GROWTH :

Especially after the global pandemic, joblessness and unemployment is
extremely prevalent, making this goal of promoting sustained, inclusive,
and sustainable economic growth and productive employment and
decent work ever more important.  

SDG Goal 8 objectives include but are not limited to: sustain economic
growth, increase economic productivity, improve resource efficiency,
achieve full and productive employment, increase working youth
population, end forced labor, protect labor rights, promote tourism, and
grant access to financial institution access for all. 

(Figure-10)

11. RESPONSIBLE CONSUMPTION AND PRODCTION :

Ensuring sustainable consumption and production patterns, as a goal,
aims to reduce climate change and negative environmental impacts.  

SDG Goal 12 objectives include but are not limited to: implementing a
10-year framework program for sustainable development and
consumption, achieving sustainable management, having food waste,
managing chemicals and waste in an environmentally responsible way,
reduce waste, encourage company sustainable practices, sustainable
public procurement practices, and providing access to relevant
sustainable development and harmony with nature information.  

(Figure-11)

12. GOOD HEALTH AND WELL BEING :

With a focus on increasing life expectancy and reducing common child
and maternal diseases and killers, this goal targets ensuring healthy
lives and promoting well-being for all ages. The global pandemic has
only made health disparities more apparent, halting and even reducing
life-expectancy progress.  

SDG Goal 3 objectives include but are not limited to: reduce maternal
mortality, end preventable newborn and child death, end multiple
disease epidemics, reduce premature mortality, prevent and treat
substance abuse, halt traffic-related deaths and injuries, ensure
universal health coverage and access, reduce pollution and
contamination deaths.  

(Figure-12)

13. AFFORDABLE AND CLEAN ENERGY :

Almost 800 million people lack access to electricity and 1/3 of the
population uses dangerous cooking systems. This puts
into perspective why this goal aims to ensure affordable, reliable,
sustainable, and modern energy.  

SDG Goal 7 objectives include but are not limited to: increase renewable
energy use, improve energy use efficiency, enhance international
cooperation regarding clean energy access, research, and technology,
and to upgrade technology in developing countries for sustainable
energy services.  

(Figure-13)

14. PARTNERSHIP FOR THE GOALS :

This goal aims to help realize strong partnership and global cooperation
for the SDGs.  

SDG Goal 17 objectives include but are not limited to: enhance
developing country international support, enhancing international
cooperation, promote environmentally sound technologies, rule-based
and equitable multilateral trading system, increase developing country
exports, enhance global economic stability, and coherent sustainable
development policy.  

(Figure-14)
15. LIFE BELOW WATER :
The Life Below Water goal focuses on conserving and sustainably using
our oceans, seas and marine resources for sustainable development.
We, as a population, rely heavily on our oceans for food, tourism,
recreational activities, and global trade. In fact, 3 billion people rely on
the ocean for their livelihood. However, our oceans are under severe
threat. Over half of key marine biodiversity areas are unprotected, and
dead zones, zones lacking oxygen to support marine life, are rising. It is
thus imperative we protect our oceans better.  

SDG Goal 14 objectives include but are not limited to: preventing marine
pollution, protecting marine and coastal ecosystems, minimizing ocean
acidification through impact reduction, protecting the fishing market,
conserving marine and coastal areas, and overfishing control.   

(Figure-15)
CHAPTER 3
SWOT ANALYSIS OF BOSCH LTD.

(Figure-16)
Bosch is a German multinational engineering and technology company
headquartered in Gerlingen. Bosch is one of the most successful corporations in
its industry, and it must remain such. Bosch is doing a SWOT analysis and
making strategic decisions based on the results. A SWOT analysis is a
framework for evaluating a company's competitive position in its industry. This
could be used by Bosch to identify its strengths (S) and weaknesses (W), as well
as opportunities (O) and threats (T) in its large-scale business environment.
Bosch's Strength

Bosch, as one of the industry's leading companies, has a number of advantages

that help it compete. These advantages enable it to develop into new industries
as well as preserve market share in existing ones.

Some of the advantages are as follows:

3800 patents - extensive research and development focus

Product quality – client loyalty Balanced portfolio – diverse industries

International foothold

Competence in automotive essential components

In net cash and cash flow, current statistics demonstrate robust EPS growth.

In the last quarter, there was a lot of growth.

Profit margin expansion leads to increased net profit.

The debt-free firm

Increased income in each of the last three quarters increased earnings in each of
the last three quarters Zero promoter firm Company
Bosch's Weaknesses

Weaknesses are areas where Bosch could make improvements. Strategy is about
making decisions, and weaknesses are areas where a corporation can use SWOT
analysis to improve its competitive advantage and strategic position.

Some of the flaws include the following:

1. It's time to adapt to the market's shifting demands.

2. Employee productivity is important.
3. Extensively process-oriented
4. Income and profit have decreased over the last two years.
5. It's been tough to integrate companies with distinct work cultures.
6. The marketing for the product is grossly inadequate.
7. Bosch's profitability ratio and Net Contribution Percentage are both lower
than the industry average.
8. Research and development spending is lower than that of the fastest-
growing companies in the industry.

9. There has been scant success outside of its principal business.

 Bosch Opportunities
1. Increased desire for high-quality products that will last a long time

2. Renewable energy sector

3. Components of a hybrid vehicle

4. Innovative new products and technology

5. State and federal government contractors can now purchase Bosch products as part of the
government's green strategy.

6. Stable free cash flow enables the company to invest in adjacent product segments.

7. Inflation is on the decline.

8. The new tax policy has the potential to have a significant impact on business practises and
to open up new chances for established companies like Bosch to increase profits.

9. Multinational and electronic threats posed by the Bosch Company

10. Increased competition due to new sector players

11. Because of the high pricing, sales have decreased.

12. The car industry requires changes in fuel prices and external influences.

13. Competence in automotive components

14. Apparatus for use in industry and at home.

15. Changes in client buying behaviour through online channels may jeopardise the current
physical infrastructure-driven supply chain paradigm.

16. In several industries, the growing dominance of local distributors poses a difficulty, as the
competition pays local distributors higher profits.

17. There isn't a steady stream of innovative products available.

18. A increasing trend in the American economy toward isolationism could prompt a similar
reaction from other countries, resulting in reduced international sales.
CHALLENGES TAKEN BY BOSCH LTD
1. We have been negatively impacted because our mobility business
accounts for 80% of our revenue. The difficulty, according to Soumitra
Bhattacharya, managing director of Bosch, will be to handle fluctuating
demand, supply chain crises, and changing consumer behaviour all at the
same time.
2. The stock's upsides will be limited by management's pessimistic
assessment that the slowdown is more structural than cyclical.
3. Negative operating leverage clearly harmed profitability across the board.

4. Increased demand for excellent products for lengthy service

5. Sector of renewable
6. Components of hybrid automobile
7. Innovative new goods, innovative technologies
8. The government’s green initiative also provides a chance for state and
federal government contractors to purchase Bosch products.
9. The ability to invest in neighboring product sectors is made possible by
stable free cash flow.
10.Inflation is decreasing.
 Initiatives taken by BOSCH Company
1. Regulatory environment: Governments all across the globe are pushing the social
responsibility agenda seriously, and there is a growing trend of national and international
regulations being implemented. This implies that companies will now have to show enhanced
compliance, accountability and transparency on various social, economic and environmental
issues. For instance, after enforcement of CSR rules in India, significant corporate funds are
deployed on social and sustainable development projects in India. A reasonable impact can be
created if these funds are focused on the Global Goals to address the key environmental and
social issues. Many corporate have already started treading this path, while several others are
preparing to take focused actions.

2. Vision to create impact: A goal based approach and vision of the leadership to create
an impact is crucial for integrating the SDGs into a company’s business strategy and
development plan. A SDG-focused approach can help the company to take a 360 degree look
at its operations. If this vision is directed from top management, it can be translated into
organization’s mission, vision, value, strategy, as well as goals to drive the agenda. During
the initial phase of corporate responsibility movement in India, development functions,
departments and initiatives used to operate in silos. COP21 of September 2015 took the
awareness around the SDGs and expectations from the corporate to address the Global Goals
to the next level. More than 300 CEOs, heads of state, UN and civil society leaders attended
the UN Private Sector Forum in September 2015 to discuss the role of businesses in
implementing the Global Goals. The event set out clear expectations from businesses around
the world to contribute towards achieving country specific SDG targets.

3. Increasing expectations from society: Various non-governmental organization

operate in their focused areas and are creating substantial pressure for businesses to take up
the sustainable development agenda aggressively. Today, customers also have a powerful
voice because of the technology enablement and high levels of awareness on the
environmental and social issues. Therefore, today businesses need to extend their reach not
only to the investors, but also to the newer section of stakeholders including civil society,
customers, media, academics and community.

4. Brand enhancement opportunity: Well-being of a company depends largely on its

brand image and reputation in the market. Irrespective of what market the business serves,
and what the target customers or consumers be, if the company is not conscious of its
environmental and social commitments, it begins to lose its brand value. Several large and
small corporates have faced business challenges due to poor social and environmental
performance. Often, compulsive pressure comes from investors and consumers with respect
to human rights and maintaining good working conditions in the supply chain. After
experiencing cases of operating units being shut down due to ignorance towards the
community being affected due to company’s operations, the social performance is being
pushed to the forefront in a manner in which it operates and the impact of its operations on
the surroundings.

5. Risk management prospective: Companies are increasingly taking risk-based

approach to the sustainable development agenda to evaluate their actions. Risk-based
approach enables companies to prepare for worst and plan accordingly. This forms a large
part of sustainable development governance, law and policy at the global, national and
organizational levels. A well-integrated risk management framework takes cognizance of
social and environmental risks in all the areas of operations and enables the businesses to take
a holistic view of the risk profiles. This ensures that all the significant risks are adequately
addressed and are also aligned with the company’s agenda to address the sustainable
development goals. Risk management not only addresses company’s social and sustainable
development agenda, but also manages all risks on behalf of employees, shareholders and
society.

6. Enhanced resource efficiency: It has often been demonstrated that a well-rounded

business strategy considering social and environmental concerns, helps identify risks and
opportunities, and yields better return on investment on projects, including resource
utilization, optimal energy consumption and bringing down overall cost of operations.

7. Better value chain management: With value chains (both supply- and deliveryside)
becoming more and more diverse, and extended beyond regional boundaries, businesses
today face environmental, social and human risks at multiple levels. Moreover, value chain
management is a strategic differentiator in today’s competitive business environment.
Although a sizeable part of a value chain is sometimes outside the direct control and scope of
a company’s operation, several related risks can be managed by looking at it through SDG
lens, which can potentially influence the stakeholders in the value chain.
CHAPTER 4
FINDINGS OF BOSCH LTD

(Figure-17)

(Figure-18)
(Figure-19)
 Chapter 5

Conclusion

As a result, the Bosch Group can be considered a well-known firm. Bosch is doing a SWOT
analysis and making strategic decisions based on the results. Conducting a SWOT analysis of
the organisation necessitates an interactive process involving collaboration across all of the
firm's departments, including finance, marketing, operations, human resource strategic
planning, management information systems, and others. As a result, the SWOT strategic
framework allows executives to quickly assess a company's strengths, weaknesses,
opportunities, and threats.

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Recommendations

The average price objective for Bosch Ltd. is 18452.00. The consensus estimate reflects a
33.74 percent increase over the most recent price of 13796.90. This stock has been lowered
by this broker from its prior report. Objective - The broker's previous rating has been
maintained, but the share price target has been decreased.
 LIMITATIONS

Integration of companies with distinct work cultures has not been very successful. As
previously said, while Bosch is adept at integrating small businesses, it has had some failures
when it comes to merging businesses with distinct work cultures.

The product's marketing leaves a lot to be desired. Even if the product is a sales success, its
positioning and unique selling proposition are not well defined, which could lead to
competitor attacks in this segment. Bosch has a lower profitability ratio and a lower Net
Contribution Percentage than the industry average.

Investment in R&D is lower than that of the industry's fastest-growing companies.Despite

spending more on research and development than the industry average, Bosch has been
unable to compete in terms of innovation with the industry's leading firms. It appears to be a
well-established company eager to release products with market-proven characteristics.

In comparison to comparable firms in the industry, there is a high incidence of employee

attrition. Bosch has a higher turnover rate and must spend significantly more on staff training
and development than its competitors.Limited success outside core business - Despite being
one of the industry's leading companies, Bosch has had difficulty expanding into new product
areas due to its current culture.

Because the company was unable to meet the challenges posed by new entrants into the
industry, it lost minor market share in specialist sectors. To address these issues, Bosch will
need to develop an internal feedback mechanism that includes direct input from the sales staff
on the ground.