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TATRA Co'

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Off-Road Trucks. Market: domestic construction industry (energy, manufacturing, agriculture) ... Marketing and sale: main weakness of Tatra. CHRYSLER. No good ... – PowerPoint PPT presentation

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Title: TATRA Co'


1
TATRA Co.
University of Economics, Prague
Prof. Milan Maly
2
TATRA Czech Truck and Car Maker
  • 1897 President put on the road
  • Climbed the high TATRA mountains (adopted the
    name)
  • Original, brilliant shape, high performance, low
    costs of maintenance
  • Air cooled engine, in rear part

3
  • CPE one of the most successful companies
  • 1989 16,000 employees
  • Off-Road Trucks
  • Market
  • domestic construction industry (energy,
    manufacturing, agriculture)
  • foreign CMEA countries,
  • developing countries
  • Military Warsaw Treaty

4
  • 1990 1992 TATRA lost almost all market
  • Joint-venture ?
  • 1992 Privatisation through voucher method
  • less than 11,000 employees
  • less than 7,000 employees
  • 50 capacity used

5
MANAGERIAL EXPERIMENT
  • Hired 3 foreign top managers
  • Gerald Greenewald (Rescue of Chrysler)
  • Jack Rutheford Production
  • David Shelby Finance
  • Original solution, no consulting firm

6
ANALYSIS
  • Product
  • Employees
  • Technology
  • Economy
  • Conclusion

7
CONCLUSIONS
  • Situation not hopeless
  • Comparison with Chrysler
  • TATRA
  • Good product
  • Smaller, progress faster
  • Marketing and sale main weakness of Tatra
  • CHRYSLER
  • No good product
  • Strong leader (LEE IACOCCA)

8
EXPECTATIONS
  • Authority to realize changes quickly and
    rigorously
  • Trough their contacts to find new market
    possibilities
  • Increase image of the firm

9
ORGANIZATIONAL CHANGES
  • Foreigners became members of managing board
    (two-tier system)
  • Were promised 15 of equity after successful
    turnaround

10
POSITIVE ASPECTS
  • Winner of Paris-Dakar races
  • Reconstruction of distribution network
  • Restructuring of bank loans
  • Increase quality of subcontracting parts
  • DONTZ engines

11
NEGATIVE ASPECTS
  • Continuous decline
  • Inconsistencies of contract
  • Managerial mistakes (spare parts, partners)
  • Underestimated different environment

12
ENVIRONMENT
  • Top and mid level managers from the past, passive
  • Absence of local competent top executives
  • Ineffective communication

13
  • Results after two years foreigners were released
  • Today slow recovery
  • new owner TEREX TATRA
  • latest contract Iraq
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