Business Report - Rolls Royce
AVCE Business - Unit 1 Rolls Royce Introduction: I have been asked to produce a detailed business report on a medium or large sized business. I have chosen to do "Rolls Royce Plc" a global company providing power for land, sea and air. It was firstly formed as a car manufactory, then during the First World War they where asked to produce aeroplane engines. In 1914 they became a private limited company and 45 years on they changed to a public limited company. In 1971 the car-manufacturing branch declared bankruptcies and then Rolls Royce continued solely in the civil aerospace, defense, marine and energy markets to this Current date. Rolls Royce is also a global leader in marine propulsion, engineering and hydrodynamic expertise, with a broad product range and full system integration capability. More than 2,000 commercial marine customers and over 50 navies use Rolls-Royce propulsion systems and products in 2,000 ships. Navies alone operate 1,000 gas turbines Business objectives: The main business's objective for most companies is to create the maximum surplus they are possibly able, however they can also choose other areas to try and improve as Rolls Royce has. The market share for Rolls Royce in the field for engine manufacturing and have set their market objective to keep that share as number one business and try improve it even more. This isn't their main
Rolls Royce
Rolls Royce Rolls Royce is a public Limited Company. To become a public limited company. It is required a Memorandum of Association, Articles of Association and Statutory Declaration. When Rolls Royce got a certificate of Incorporation, they began to publish a prospectus. That means, they can issue shares for inventors to buy and raise capital from the market. Advantage: PLC raises a large amount of capital to expanse its business or diverse business. . In case one of the industrial declined, other industrials can cover the loss. So that it can reduce risks. They can raise funds from many ways. For example: issue shares, debentures etc. They raise the capital more easily and the interest rate would be much low. They employ expertise and specialist to manage its business and develop new products. The companies come response the market efficiently. And they design appropriate products for potential customers. It generates profits for the company. PLC enjoy limited liability. When the company goes bankrupt. The shareholder will no be liable to lose its own possessions to pay the debts. It is only lose what they invested in the company. It is a kind of protection for the shareholders. Production costs may be lower. The companies buy raw materials in bulk and regular basic. They enjoy economies of scale. Disadvantage: Raise fund for stock exchange can
Rolls Royce-Business strategy
Introduction The objective of this assignment is aimed to critically evaluate a change management towards to the world class operations at Rolls-Royce plc, ascertain a range of reasons for either success or failure to implement a world class operations management and to propose further improvements for the company's performance. The annual Rolls-Royce report was used a primary source of business data. It was found that the firm's strategy and operations management conforms to the current trends in the world class operations, i.e. environmental needs, customised quality of products and flexibility of production, etc.; however, certain risks and global challenges may affect a success of the business, leading to losing a share in the market niche. Rolls-Royce in Contemporary Business Environment Rolls-Royce is a global company providing a world class power product, judging on a basis of customer's demand or a niche market position - "it's me", for land, sea and air (Rolls-Royce, 2006). The company has a balanced business portfolio with the leading positions in civil aerospace, defence aerospace, marine and energy markets. One of key factors of Rolls-Royce's success is continuing expansion of its business globally. In the past five year RR started work on or opened facilities in Europe, the United States and Asia. Company employs over 38,000 employees, 22,700 are in the UK with
Rolls Royce Change Management towards to World Class Operations
University of Bradford School of Management World Class Operations Management Assignment Rolls Royce Change Management towards to World Class Operations Submitted by "I certify that the above coursework is all my own work and does not exceed the word count (3500 words)." Signature: Date: 21 June 2008 Bradford, United Kingdom June 2008 Table of Content Executive Summary ) Introduction * Rolls Royce in Contemporary Business Environment * Objectives of the Assignment 2) Analysis and Discussion * Ownership and Finance * Business Strategy * Sales and Operations * Quality Management * Leadership Style and Management Culture * Communications 3) Conclusion References Appendixes 3 3 4 4 5 7 9 9 0 1 2 List of figures and tables Fig. 1 Total Shareholders Return over five years Fig. 2 Example of an increasing environmental pressure for aerospace industry Fig. 3 Delivered aircraft value and units (2006-2025) Fig. 4 Management style at Rolls Royce Table 1: Rolls-Royce Financial Outlook Table 2: Long-haul large capacity aircrafts and turbine engine types Table 3: Pre-booked Orders for A380 sorted by airline Executive Summary This assignment is aimed to critically evaluate a change management towards to the world class operations at Rolls-Royce plc, ascertain a range of reasons for either success or failure to implement a world
E-business at Rolls-Royce aeroengines
University of Bradford School of Management E-Business Assignment E-business at Rolls-Royce aeroengines Submitted by "I certify that the above coursework is all my own work and does not exceed the word count (1500 words)." Signature: Date: 1 September 2008 Bradford, United Kingdom September 2008 Content Executive Summary 3 . Introduction 3 .1. Rolls-Royce in Contemporary E-Business Environment 3 .2. Objective of the Assignment 3 2. Analysis and Evaluation 4 2.1. E-business goals and performance indicators 4 E-business goals at Rolls-Royce 4 Key performance indicators (critical success factors) 4 2.2. E-business strategy for after-sale services 5 2.3. Aeromanager-online 5 3. Changes to RR's e-business 7 4. Conclusion 7 List of figures and tables Figure 1. E-Service cost-benefit factor framework (Lu, J. et al., 2008). 4 Figure 2. Aeromanager-online 5 Table 1: How to join Aeromanager - The joining process to bring your company on board 6 Executive Summary This assignment is aimed to critically evaluate a business model and e-business strategy at Rolls-Royce aeroengines, to ascertain a range of reasons for either success or failure of the e-strategy and to propose further improvements for the company's e-business. The annual Rolls-Royce report and the corporate website was a primary source of business data. It was found that the firm's business
Rolls-Royce to axe up to 2,000 workers - discuss.
Economics commentary number 4/5 (HL) Candidate name/number: Hyeree Park Title of extract: "Rolls-Royce to axe up to 2,000 workers" Source of extract: Times Online, http://business.timesonline.co.uk/tol/business/industry_sectors/engineering/article5195308.ece Date of extract: 20 Nov.'08 Word count: 747 Hand-in date: 15 Dec.'08 Syllabus sections relation to commentary: 3.4, 3.5 According to the article, Rolls-Royce has announced that they will further cut jobs from their 2,300 cut conducted during 2008. It is planned that, in 2009, 1,500 to 2,000 people will lose their jobs, about 4% of their current 39 000 employees. The cut in employment is a response to the decrease in demand for airplanes. There are less airplanes that are being demanded in the market and so Rolls-Royce will only suffer from keeping production rates high. Diagram 1: Shifts in AD and SRAS for Airplane Production As can be seen on Diagram 1, because the aggregate demand (AD, C+I+G+(X-M)) in the airplane market has decreased for airplane production. To maintain a somewhat stable price, jobs will be reduced, shifting the short term aggregate supply curve (SRAS) inwards. The objective of most firms is to gain maximum profit, and if Rolls-Royce is thought to be amongst the majority they will be concerned about ways of cutting costs. The easiest factors of production
Marketing analysis for the new Rolls Royce turbine engines
University of Bradford School of Management Marketing Assignment Marketing analysis for the new Rolls Royce turbine engines (Trent 900 and 1000) Submitted by MBA student: UB numbers: "I certify that the above coursework is all my own work and does not exceed the word count of 3500 words." ignature: Date: April 2007 United Kingdom April 2007 CONTENTS . Terms of Reference 2. Executive Summary 3. Business Mission 4. External Marketing Audit 5. Internal Marketing Audit 6. Marketing Objectives and SWOT Analysis 7. Conclusion References Appendix 3 3 3 3 8 3 4 5 6 . Terms of Reference This plan aims to investigate the market for the Rolls-Royce civil aerospace division and particularly for the next generation turbine engines such as Trent 900 for Airbus 380 and Trent 1000 for Boeing 787. Marketing research is limited to those aircrafts based or serviced in the London Heathrow in the United Kingdom. 2. Executive Summary Long-haul large capacity aircraft market is rapidly growing and Trent engines is designed to maintain the RR's no. 1 market position by offering top technology at the lowest risk and costs throughout the total product lifecycle. Orders for new Trent engines to date is exceed 200 aircrafts valued £6 billions with the major clients in Asia and Europe. The only GE engine can compete to dominate on the market with over 50% share.
Display the financial position of United Kingdom Rolls Royce Plc.
In 1998 the aero and space market in the United Kingdom was estimated to be £21.6 billion, contributing over ten percent of the UK manufacturing gross domestic product and two percent of the entire GDP. The bulk of the industry lies in military sales, which amounts to almost half of the product sales of the aviation market. Military sales have helped companies like British Aerospace (BAE) systems, and Rolls Royce become amongst the UK's largest exporters. The aerospace industry has remained strong in difficult periods through the nineties when there were large defence cutbacks and civil airline cancellations. However, it has been the technical excellence and market positioning that has allowed companies like Rolls Royce to widen the capacity of sales, through associations and relationships with traditional rivals and gained entry into new global markets. This has resulted in the UK industry gaining many domestic and foreign contracts for civil and military defence sales. For the purpose of this project the definition of the aerospace industry is focused on and includes the sale of aircraft components, parts and engines, refurbishment work, and all after market services. The refurbishments and after market services are often included in company turnover because they are considered future cash flows. It excludes the systems that support avionics such as air and ground
ROLLS-ROYCE TRENT 900: A MILESTONE IN AERO-ENGINE WORLD
ROLLS-ROYCE TRENT 900: A MILESTONE IN AERO-ENGINE WORLD Rolls-Royce Trent is a family of high bypass turbofan engines manufactured by Rolls-Royce. All are developments of the RB211 with thrust ratings of between 53,000 and 95,000 lbf (236 to 423 KN). Versions of the Trent are in service on the Airbus A330, A340, A380 and Boeing 777, and variants are in development for the forthcoming 787 and A350 XWB. The Trent has also been adapted for marine and industrial applications. The Trent 900 program Launched in 2001, the program has proved to be one of the most successful ever undertaken. Every major target set has been met or bettered, on time and to budget. This is a testament to the organizational and engineering skill of the Trent 900 team at Rolls-Royce. The first engine ran to schedule in March 2003, the flying test bed program ran to schedule between May and August 2004, and the engine has received certification from the European Aviation Safety Agency (EASA) to schedule in October 2004. On the 18 January 2005 the A380 was revealed in Toulouse with four Trent 900 engines installed, in preparation for the first flight of the A380 in 2005. The Trent 900 has also been selected as the launch engine for the A380, which enters service in 2007 with Singapore Airlines. * Trent 900 market information The Trent has achieved significant commercial success, being the launch
Organisational structure Rolls Royce is a technology and global leader. They employ 35,200 people and operate in 48 countries
Organisational structure Rolls Royce is a technology and global leader. They employ 35,200 people and operate in 48 countries. Headquarter is based in England UK. Large manufacturing plants are for example located in American, Singapore and China. A hierarchical structure is used to manage the company. As a giant company, they choose hierarchical structure to manage the company. It is a traditional and effective structure for Rolls Royce to supervise and develop the business. The Group managed by detailed systems and procedures due to the large turnover. Their annual turnover is £5645 million. And the group enjoys 25 percentage of the engine market in the world. The Group supplies all the major engine sectors: transport, combat, trainer, and helicopters. There are many layers between the top and the bottom in the group. The top layer set up the policy and decision making. The bottom layer would follow the guideline so they can achieve the company objectives. The group structure is Chairman Board of Directors Group of Executives Board of Management Group of General Management . .. ..... .......... The main departments within the group are: Administration Division Business Division Customer Support Division Network Development Division Production Services Division R&D Department Finance Department Human Resources Each division has managers for
