Business Strategy

22-Mar-2018
Prepared by : Srijith N
Srijith N
Slide language for more
interactive session
Business Strategy

 Present and Future products

 Match market segment

 Competition

Product

Business
Strategy

 Market Needs & Trends  Competency enhancement

 Focus Markets  Sales Targets

 Risk Mitigation  Collaborations

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Strategy
Strategy can be described as a series of cause and effect relationships and provides a “line of sight”
from strategic to operational activity and working on the “right” things.

Vision
Financial Perspective
Mission
“How can we increase the shareholder
Drivers Stakeholder Perspective
value of our vertical portfolio?”

“If we succeed, how will we look to our

Values Internal Processes
stakeholders?”

“To satisfy our customers, at which

Learning & Growth
processes must we excel?

"To execute our processes, how must

our organization learn and improve?"

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Review Technique
To start working on the RIGHT things – You need to know the Right Goals
Strategy Map is one of the tools to provide the targets and actions

Non Negotiable – Safety,

Governance
WHAT Financial Perspective 1. Profitability i. Revenue
ii. Contribution Margin
How can we increase the shareholder 2. Liquidity i.iii. Inventory
value of portfolio? EBITDA
ii.
Given Targets > TopDebtors/ Creditors
3. Product Portfolio i. Market /customer
Market Perspective Down segment addressed
4. Credibility Commitments to
“What do we need to deliver in the ii. Competitiveness
i. Customers
market” 5. Customer Satisfaction i.ii. Pre dispatch
Employees
ii.
iii. Delivery
Partners
HOW Internal Processes 1. Product development iii. After Sales
iv. Suppliers
“To satisfy our market, at which v. Community
2. Resource utilization
processes must we excel? Team generated to
achieve the targets
Learning & Growth

"To execute our processes, how must

our organization learn and improve?"

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 Slide language for more
data based presentations
Business Financials
Financials INR Cr
Summary
Standalone Profit & Loss account YTD Mar 17 YTD Mar-16  Revenues: Better than last year revenue, primary drivers were:
Total Revenue 45,342.8 44,247.8 ‒ Few points which can be told on the same
EXPENSES ‒ Few points which can be told on the same
‒ Few points which can be told on the same
Cost Of Materials Consumed 27,654.4 24,997.4

Purchase Of Stock-In Trade 3,946.0 4,102.0

 Cost of Materials: More consumption than last year

Operating And Direct Expenses 454.5 418.3

‒ Few points which can be told on the same
‒ Few points which can be told on the same
Changes In Inventories Of FG,WIP And Stock-In
-251.4 10.1 ‒ Few points which can be told on the same
Trade
Employee Benefit Expenses 3,558.5 3,189.0  Inventory :
Finance Costs 1,590.2 1,592.0 ‒ Few points which can be told on the same
Depreciation And Amortisation Expenses 2,969.4 2,329.2 ‒ Few points which can be told on the same
Other Expenses 8,697.4 8,216.7 ‒ Few points which can be told on the same
 Adj. Profit/Loss Before Tax:
Less: Amounts Transfer To Capital Accounts 941.6 1,034.4
‒ Few points which can be told on the same
Total Expenses 47,677.4 43,820.1
‒ Few points which can be told on the same
‒ Few points which can be told on the same
Profit/Loss Before Exceptional, Other Items
-2,334.5 427.7
And Tax

Exceptional Items -338.7 -271.8

Profit/Loss Before Tax -2,673.2 155.8

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Share Market
Share Price
• Reached a 3m high of INR 423
• 3m low of INR 323
• Average trading volume of 12m
• Few points like these
• Few points like these
• Few points like these

2018 Outlook Latest News

Tata Motors and a joint venture between Hyderabad-based Goldstone Infratech and
China’s biggest e-vehicles seller BYD have bagged electric bus supply contracts for
nine out of 10 cities, leaving rivals such as Mahindra & Mahindra, Eicher Motors and
JBM Solaris empty handed. Competition termed some of the winning bids as
unviable, saying that the two players quoted nearly 30% lower than the market
price. The winners exuded confidence though.