ABB Market Report

8/3/2019 ABB Market Report

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6WEEKS INDUSTRIAL TRAINING

AT

ABB LIMITED

Presented By:-

Tanpreet Kaur

MBA-2A

94972238242


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INTRODUCTION

ABB Group was founded

in 1988, after the

merger of Swedish

ASEA and Swiss BBC

Brown Boveri

ASEA was founded in

1883BBC Brown Boveri was

founded in 1891


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Headquarters: Zurich, Switzerland

More than 120,000 employees inmore than 100 countries


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PRESENCEAROUND THE GLOBE

Countries


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ABB Executive Committee

Joseph HoganPresident and

Chief ExecutiveOfficer

Bernhard JuckerPowerProducts

Peter LeuppPowerSystems

Tom SjkvistAutomationProducts

Veli-MattiReinikkalaProcessAutomation

Anders Jonsson

Robotics

Michel DemarChief FinancialOfficer

Gary SteelHumanResources

UlrichSpiesshoferCorporateDevelopment

Diane deSaint VictorGeneralCounsel


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DIVISIONAL STRUCTURE AND PORTFOLIO

ProcessAutomation

PowerSystems

RoboticsPower

ProductsAutomation

Products

2007 revenues (US$) and employees per division

$9.8 billion

32,000 employees$5.8 billion

14,000 employees

$8.6 billion

33,000 employees

$6.4 billion

26,000 employees

$1.4 billion

5,000 employees

Transformers, high-and medium-voltageswitchgear, breakers,automation relays

Substations, FACTS,HVDC Light, powerplant and networkautomation

Low-voltage products,drives, motors, powerelectronics, andinstrumentation

Control systems andapplication-specificautomation solutionsfor process industries

Robots, peripheraldevices and modularmanufacturingsolutions for industry


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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.


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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

Europes largest

thermal solar

power plant

First commercial

wave power plant

First 600 kV

power link

Longest conveyor belt

Substation in worlds

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


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PRODUCT RANGE

CABLES & CABLEACCESSORIES

CONTROL SYSTEMS

FORCE MEASUREMENT

GENERATOR CIRCUIT

BREAK

ERS INSTRUMENTATIONANDANALYTICAL

LOW VOLTAGE PRODUCTSAND SYSTEMS

METALLURGY PRODUCTS

POWER ELECTRONICS

REACTORS SEMICONDUCTORS

TURBOCHARGING

COLLABORATIVEPRODUCTIONMANAGEMENT

DRIVES

HIGHVOLTAGEPRODUCTS AND SYSTEMS

INSULATIONCOMPONENTS

MEDIUM VOLTAGEPRODUCTS & SYSTEMS

MOTORS ANDGENERATORS

POWER PROTEC

TION &AUTOMATION PRODUCTS

ROBOTICS

TRANSFORMERCOMPONENTS


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ABB IN INDIA

The company was incorporated on 24th

December 1949 as Hindustan Electric Company

Limited.

In 1965, the Companys name was changed toHindustan 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.


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APIONEER 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


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CONTD

India/Bangladesh: Provide

a complete automation

solution for worlds 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


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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 helppower a stadium in Delhi for the Commonwealth

Games 2010 Robotics painting solution for Tata Motors

Plant electrification and automation for steel plantsaround 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 steptowards a smart grid in Karnataka- KPTCL


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SUSTAINABILITY

EDUCATION

ACCESS TO ELECTRICITY PROJECT

SUPPORTING THE

DIFFERENTLY-ABLED

ENVIRONMENT

SUPPORT TO NATURAL CALAMITIES


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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


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ABB INDIAS CLIENTS

Companys 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.


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CLIENTS OF ABB-CHANDIGARH

CHANDIGARH COLONIZER

EMAAR-MGF

OMAXE

CPW

PWD

TOURISM DEPARTMENT

CHANDIGARHHOUSING BOARD


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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 clientsbackground, ethics, climate issues, country

related risks etc.

Clients past similar experience in setting up

project.

Clients usage of product.


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PROCESS OF DEALERS SELECTION

Dealers past exposure to the business.

Dealers financial capability.

Dealers technical infrastructure.

Dealers engineering manpower infrastructure.

Dealers ability to meet ABBs stringent Quality,

Safety and Statutory obligations.

Dealers capability to meet the quantity

requirement of ABB.


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DEPARTMENTS INVOLVED IN MARKETING A

PRODUCT

Product development- where active feedbacks are takenfrom market for product development to suit marketrequirement.

Business development- This department is the first step ofmarketing for ABB wherein all ABB products are marketedto end customer and process includes new projectsinformation, to introduce ABBs products and registrationof all ABB products with new customers.

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

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


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India Country management team

Juliane Lenzner

Communication

and Investor

Relations

S Karun

Country service

manager

Ranjan De

Account

Management -

Global account

manager- TATA

Madhav Vemuri

Global engineering

and services

N Venu

Front end sale

Prakash Nayak

Power Systems

Pitamber

Shivnani

Power Products

R Narayanan

Discrete

Automation and

Motion

GNV Subbarao

Process

Automation

Tommy

Andreasson

Low Voltage

Products

(as of 1.8.10)

Biplab Majumder

Country and Sub-region

Manager

Ramesh Shankar

Human

Resources

David Huegin

Legal and

Compliance

Amlan Dutta

Majumdar

Chief Financial

Officer

OHS

TBA

B Gururaj

Company

Secretary


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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. 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)

Automation

Team

Mr. Manish Srivastava(TL)

Admin

Team

Mr. Murlidhar

Mr. Motilal

Mr. Manoj


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Strenghts

1.) Robust growth rates in revenue

and profits2.) Centrally Located in Chandigarh

3.) 80% of Sales person are ElectricalEngineers

Weakness

1.) Very restricted Promotionalschemes by the company

Threats

1.) In Switches segment, the new

players and the existing players arevery active

2.) Increasing Raw Material Prices

3) Unawareness amongst customersabout the Low Voltage Products

Opportunity

1.) Increasing private participation indeveloping mega projects

2.) Many new Builders are coming upin northern region, DLF, Ansal,Deepak Builders etc.

SWOT


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DEVELOPMENT OF SWITCHES

1915 1920 1933 1953

1975 1998

1899

2001 2002 2004


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INABB EWABUSINESS

INABB launched Modular Switches with Classiq Lumina

range in 2004.

Local design with basic modular concept

Features are thin plate and luminous strips which illuminates

at night


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In 2006 end, ABB introduced one more range ofPlate Classiq

Sleek

Designed & developed new switch Classiq


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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


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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


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Absolute Liquid Ratio

=(Cash+ Marketable Securities)/Current Liabilities

YEA

R

Cash+ Marketable

Securities

Current

Liabilities

Absolute

Liquid

Ratio

2008 7.3 31.62 .23

2009 8.44 29.8 .28


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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.


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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.


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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 divide

to its equity shareholders.


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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


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OPERATING PROFIT RATIO

=Operating profit/Sales

YEAR OP sales OR

2008 8332.4 69674.5 .12

2009 5274 63097.7 .083


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TURNOVER

2005 2006 2007 2008 2009

30141.4 43477 60013.6 69674.9 63097.7

0

10000

20000

30000

40000

50000

60000

70000

80000

2005 2006 2007 2008 2009

Turnover(Rs. In millions)

Turnover(Rs. In millions)


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NET PROFITS

2005 2006 2007 2008 2009

2186.8 3403.1 4916.7 5474.1 3546.4

0

1000

2000

3000

4000

5000

6000

2005 2006 2007 2008 2009

Profit (Rs. In millions)

Profit (Rs. In millions)


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EARNING PER SHARE

2005 2006 2007 2008 2009

10.3 16.1 23.2 25.8 16.7

0

5

10

15

20

25

30

2005 2006 2007 2008 2009

EPS

EPS


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NEED OF THE STUDY:-

Company Change in

Market share

Legrand 4.04

ABB Anchor**

Crompton Greaves -1.62

Havells 1.95


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CUSTOMER PREFERENCE TOWARDS ABBSWITCHES


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OBJECTIVES

TO KNOWAWARENESS ABOUT

DIFFERENT BRANDS OF SWITCHES

TO STUDY THE FACTORS AFFECTING

CUSTOMERS PREFEREN

CE/CH

OIC

ETOWARDS SWITCHES

TO KNOWABOUT PROBLEMS BEING

FACED BYCUSTOMERS WHILE USING

ABB SWITCHES


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TYPE OF DATAUSED:-

Primary Data

Channel Partners/Authorized Dealers of ABB in

Punjab, Himachal

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

TARGET GROUP/ POPULATION:-


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AREA OF STUDY:-

Punjab, Himachal

Pradesh,Haryana(Karnal,Yamuna

Nagar,Ambala Hisar,Zirakpur,) and Chandigarh

20

CONVENIENCE SAMLING

SAMPLE SIZE :-

SAMPLING:-


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LIMITATIONS

Sample size is small so sampling error may becommitted

Many questionnaires were through telephonicconversation

Authorized Dealers of ABB switches in northernregion is very less

Since study time was less, so so my study area waslimited to northern zone(excluding Delhi and NCR)

Consumers were scattered very far off so I courier

them, to which many didnt replied The research area is limited to Punjab,Haryana(Karnal, Yamunanagar, Ambala), Jammu &Kashmir, and Himachal Pradesh, so the resultscannot be generalized.


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AWARENESS ABOUT DIFFERENT

BRANDS OF SWITCHES

Brand

No. of

dealers

% of

dealers

ABB 19 95

Crabtree 19 95

Legrand 19 95

Clipsal 19 95

SSK 9 45

N=20


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BRANDS OF SWITCHES DEALERS

HAVE IN THEIR STORE

BRAND No of dealers %age

ABB 20 100

Crabtree 9 45

Legrand 16 80

Clipsal 9 45

SSK 4 20

Others 5 25

N=20


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AWARENESS OF CUSTOMERS ABOUT

ABB BRAND

No of dealers % of dealers

Yes 19 95

No 1 5

N=20


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AWARENESS LEVEL OF CUSTOMERS

ABOUT ABB SWITCHES

No of

dealers

% of

dealers

Yes10 50

No 10 50

N=20


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BRANDS IN ORDER OF THEIR

PREFERENCE

Brands 1 2 3 4 5 Ratings

ABB 2 3 5 7 3 3.3

Crabtree 4 3 6 7 0 2.8

Legrand 14 4 2 0 0 1.4

Clipsal 0 9 7 3 1 2.8

SSK 0 1 0 3 16 4.7

N=20


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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 0

Legrand 20 10 20 35 15 35 15 0

Clipsal 50 45 5 0 0 0 0 0

SSK 75 15 10 0 0 0 0 0

any other 75 20 5 0 0 0 0 0

N=20


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0

10

20

30

40

50

60

70

80

ABB

CrabtreeLegrand

Clipsal

SSK

any other

CUSTOMER PREFERENCE OF


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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 2.75

Legrand 10 3 2 1 1.6875

Clipsal 2 5 4 2 3 2.9375

SSK 1 0 3 6 5 3.6875


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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 1.9375

Legrand 8 8 0 0 0 1.5

Clipsal 0 4 8 4 0 3

SSK 0 1 3 5 6 3.8125


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N=16

Durability 1 2 3 4 5

BRAND HS S N D HD MEAN

ABB 1 0 4 6 5 3.875

Crabtree 3 5 2 4 1 2.5

Legrand 11 4 1 0 0 1.375

Clipsal 1 6 6 2 1 2.75

SSK 0 1 3 3 8 3.9375


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VARIOUS PROMOTIONAL SCHEMES

OFFERED BY ABB


C

ash discounts12 60

Credit 14 70

Offers 0 0

Others 0 0

N=20


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PROBLEMS FACED BY DEALERS

WHILE SELLING ABB PRODUCTS

No of

dealers % of dealers

Prices 12 60

Unawareness 18 90

Quality 3 15

Any other 0 0

N=20


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COMPLAINTS FROM CUSTOMERS ABOUT

ABB PRODUCT

No of

Dealers

% of

dealers

Yes12 60

No 8 40

N=20

COMPLAINTS ABOUT ABB SWITCHES


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COMPLAINTS ABOUT ABB SWITCHES

ARE REGARDING

N=12

No of dealers % of Dealers

Prices 0 0

Durability 5 41.7

Asthetic 0 0.0

After sale service 11 91.7

other 1 8.3

FREQUENCY OF COMPLAINTS OF ABB


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FREQUENCY OF COMPLAINTS OF ABB

SWITCHES

N=12


once in 4 weeks 5 41.7

1-3 month 5 41.7

once in 6 months 2 16.7

6 months or more 0 0.0

SUGGESTIONS TO ABB TO IMPROVE


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SUGGESTIONS TO ABB TO IMPROVE

UPON SALES

No of

dealers

% of

dealers

After sale services 2 15.38

Appoint local ABB

representative 2 15.38

Awareness of brand 5 38.46

Price reduce 7 53.85

Quality 1 7.69

N=13


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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% dont 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


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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 convincingthem is a tedious task.

Quality is another major problem being faced by

dealers


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

stress should be on creating the brand awareness, throughadvertisement, campaigns, promotional schemes to dealersand to the customers

Legrand is the market leader so to be in the competition ABBneed 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 keepaccount of sales in routine, and to study the needs of thatparticular region. This will help in boosting up the sales

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


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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


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More contests should be floated to keep thedealers motivated it will help in raising the salesmany fold.

Lastly, it is also strongly advised that companymust resolve the issues and pay heal tosuggestions given by dealers in thequestionnaires so that this project does notbecome a futile exercise.

It was also found during survey that company ishaving 2-3 dealers in every city, but more than 50% do not keep Domestic switches. To improveupon the sales of switches to company shouldencourage them to keep switches in their stores,

this will help increase the brand awareness andalso the sales will increase.


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QUESTIONNAIRE

Questionnaire


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BIBLIOGRAPHY

www.havells.com/UserControls/Havells_Feb23_IER.pdf+havells_feb29+crisil+report&cd=1&hl=en&ct=clnk&gl=in

http://en.wikipedia.org/wiki/Electrical_power_industry

http://www.jimpinto.com/writings/abb.html

http://www.abb.co.in/cawp/abbzh252/5f47d0088b5396dec12570

2a004c96b0.aspx http://www.abb.com/cawp/abbzh252/9498df3c222c14b1c1256ae

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http://www.newton-evans.com/?p=646



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THANK YOU

ABB Market Report

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