CREATED AND PRESENTED BY MUHAMMAD LALANI C.M.M ENTERPRISES
CREATED AND PRESENTED BYMUHAMMAD LALANIC.M.M ENTERPRISES
AGENDA• SHORT VIDE ON APM GROUP• COVER PAGE OF APM• ACTIVITES OF APM GROUP• CEO WITH RESPECT TO ACTIVITES OF APM GROUIP• HISTORY OF MAERSK LINE• VISION & MISSION STATEMENT• MAERSK LOGO• MAERSK HIERARCHY• SOME FACTS AND FIGURES• MAERSK AND IT COMPETITORS• BUSINESS STRATEGY OF MAERSK• SOME THREATS • STRATEGIES ADOPTED IN MAERSK
CEO’S OF A.P.M GROUP
PRODUCTS OF A.P.M GROUP AND THEIR CEO RESPECTIVELY
Mearsk Line:
Eivind Kolding
Maersk oil:
Jakob Thomasen
APM Terminal
Kim Fejfer
Maersk Tanker
Soren Skou
Maersk Drilling
Claus V. Hemmingsen
The Maersk Line
HISTORYA HISTORICALLY FATHER-SON TEAM
HIS PHILOSOPHY:No loss should hit us, which could be avoided with constant care
Arnold .Peter. MoellerA MAN WHO CREATE OPPORTUNITYFOR HIM SELF
Arnold Maersk Mc-Kinney MollerA MAN WHO AVAIL EVERY POSSIBLEOPPORTUNITY BY COLLOBRATING WITH US NAVY
There are two only ways to grow: organically or via acquisitions,"
VISION STATEMENTWe create opportunities in global commerceMISSION STATEMENT:• Truly understanding our clients and their business. • Offering second-to-none transportation solutions. • Being profitable - and delivering sustainable,
profitable growth. • Continuously reducing costs and increasing
efficiency. • Offering our colleagues personal growth and a
motivating place to work. • Being innovative. • Being good corporate citizens.
MAERSK LINE AT A GLANCE
• Employees: about 16,900 and 7,600 Seafarers. • Number of representations: about 500 offices • Located in: more than 167 countries
MAERSK LOGO IN 1928 & IN 1972
KEY PERSONNEL IN MAERSK LINE
Eivind Kolding, Chief Executive Officer
PETER ANDERSONChief FINANCIAL Officer
Morten Engelstoft, Chief Operating Officer
Lucas Vos Chief Process Officer
, LARS JAKOBSENHEAD OF NETWORK & PRODUCT
Eivind Kolding, Chief Executive Officer
TOP 7 COUNTRIES HAVING LARGEST SHARE IN GLOBAL TRADE IN TERMS OF CONTERIZATION MOVEMENT
WHY WE ARE NUMBER 1 TILL TODAY
SOME FACT &FIGURE THAT KEPT US THE WINNER OF THE GAME TILL TODAY
MAJOR ROUTES AND REVENUE EARNED FROM THEM
The major routes of Maersk Line providing 265 services which are:•Asia-Europe (12 East Bound Services+12 west bound service)+(70 feeder service)•Africa (4 Direct service)+(12 Feeder Service)•Trans-Pacific(Asia-America)(9 East Bound Service+9 West Bound Service)•Latin America(38 service)+(12 Feeder Service)•Trans-Atlantic(America-Europe, Meiterranean,Middle East)(16 service)- •Oceania(14 service)+(1 Feeder Service)•Intra-Asia(19 services)+(35 feeder Service)
RATE FLUCTUATION
TOTAL FLEET AND TEU’S Operated under Maersk brand
Maersk COMPETATIVE POSITION IN MAKRET & COMPITITOR
RNK OPERATOR MARKET SHARE NO OF CONTNER FLEETS OWNED FLEETS
1 APM-Maersk 18% 2,166,332 570 245
2 Mediterranean Shg Co 13.2% 2,029,758 472 207
3 CMA CGM Group 8.6% 1,350,232 403 94
4 Evergreen Line 5.4% 594,154 162 90
5 Hapag-Lloyd 4% 543,293 138 59
6 APL 3.5% 472,804 119 44
7 COSCO Container L. 3.5% 469,491 145 94
8 CSCL 3.4% 460,717 140 88
9 NYK 3% 410,185 108 59
10 Hanjin Shipping
2.5%
409,363 92 18
BUSINESS STRATEGY OF MAERSK LINE
• SOME MAJOR UNCONTROLLABLE THREATS TO
SHIPPING INDUSTRIES
FLUCTUATION IN FUEL PRICES
PIRACY ATTACKS
• STRATEGIC MANAGEMENT MATRIXES
BCG MATRIX
•The example of service TP1 i.e trans pacific routing 1 is the best example of bcg matrix •The service had a routing of Yantian, Xiamen, Kaohsiuing, Los Angeles, Oakland, Honolulu and Guam which have been dismissed recently because of low freight and increment in bunker lost .•The service have been in continues loss since 3 years and now the board decided to dismissed the service and introduce new service serving some port from previous service •The new routes as per market demand TP1 have been replaced by TAIWAN EXPRESS which routing will be KAOHSIUNG(TAIWAN)-TAIPAI(TAIWAN)-LOS ANGELES( USA)-OAKLAND(USA)
THE GRAND STRATEGY MATRIX
AS PER ABOVE GRAPH IT IS CLEAR THAT MAERSK FALLS IN Q4 AS THEY HAVE STRONG COMPETATIVE ADVANTAGE BUTMARKET GROWTH IS SLOW
I.E MATIRX
On basis of IFE AND EFE ,Maersk fall in Q1 i.e Grow & Build which enroll it to take following steps•Market Development: By Introducing new ports having good trade balance either by direct service or feeder•Product Development: By investing on charter vessel rather than purchasing •Backward Integration: As growth in container market is decreasing they should focus more on ship yard and ship breaking to control ship repair and maintenance cost
He who asks a question is a fool for five minutes; he who does not ask a question remains a fool forever.