PRESENTATION

ON CASE STUDY T.I AUTOMATIVE

Submitted bybySalil

Shrivastava Kunal Assudani Pradeep Sahu Shailesh Patel Kamal Sewani Varsha Nathani

INTRODUCTION
y y y

TI- Tube Investments ltd- private company-1919Brimingham,England Annual sale- $2.9 billion Owned by private equity firm An industrial company specializing In auto industry products TI grew both organically and through acquistions.T.I stated that 57 millions car produced each year ran with the help of TI products.

ORGANISATIONAL DETAILS
y y y y y y y y

Spread across 27 nations,6 conitinents 1600 employees 2 product lines Kuppler- a veteran employee Experience of 10 years G.M 2003 VICE PRESIDENT of T.I-2004 CEO-2008

Contd Contd
WORKINGy y

enhancing CRM strategy For best results 5 teams were made

AIMSy

To encourage communication Participate in a charity functions annually Update their objectives quarterly Report progress at monthly business meetings

ISSUES
y

Communication teams were so unique and self styled Failure in 2003 created pressure Kupler had problem in Europe because of 5 different languages There were significant differences between north America and Europe organizations

ANALYSIS
T.I AUTOMATIVE-HVAC group Failure in 2003 Tremendous improvement in 2004 because of jim kuppler Kuppler was than appointed as G.M He focused on small groups

FIRST DENSION SURVEY- EUROPE(2004)

y y

Reformulation took place Future to be different from past

European staff membersPLUSESDisciplined y Respect for authority y Dedication

y

MINUSESSkeptical of new initiatives y Less willing to share feelings and ideas

y

RESULTSy

Not upto the mark Many oppurtunities for improvement 30 business teams were established all across Europe Communication among teams was increased due to intranet.

SECOND DENSION SURVEY- EUROPE (2005)

y Drastic improvement

SIMILARITIES AMONG NORTH AMERICA AND EUROPE ORGANISATIONS

y

Initiation of team structures Alignment of vision, strategy,objectives and rewards Implementation of dension survey and formal action planning Involvement meetings and business team meetings Regular communication and team activities After becoming CEO in 2008, Kupler left TI

IMPACTS &LEARNINGS
y

Leadrership is a key to success Effective communication Unity of action Diversified work culture Positive attitude Expressing yourself Team spirit

References
y

www.tiautomotive.com Case about TI by colleen leif