French Wallet

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French Wallet
French Wallet

Fearture:

* Discreetly embossed Monogram Vernis leather, smooth calf leather lining, golden brass pieces
* Snap closure
* Change compartment fastened with a clasp
* Compartment for bills and papers
* Eight credit card slots
Descriptio...

Proton's fight for survival National car company at its lowest ebb, looks to Suzuki for change in fortune NEXT Tuesday, Proton will be 30 years old.

For most louis vuitton alma figue car makers, it a day of celebration, signifying progress made during its time in existence. For Proton, it will be that but also a lot of reflection. Part of it will look at how Proton has produced 4 million cars but at the same time, production has been languishing way below its optimum capacity. It will look at the successes it has had with some models and the failures of others. But more importantly, for chairman Tun Dr Mahathir Mohamad and CEO Datuk Abdul Harith Abdullah, it about the future of the struggling national car company. been a difficult journey for us. It been rocky and smooth at different times, says Harith. The disparate fortunes of Proton of the past has brought the company to almost its lowest ebb in its three decade history. Having lost its number one rank to rival Perodua, Proton market share of the auto industry has steadily slipped to about 17% of the industry, a pale shadow of its past when one of every two cars sold was a Proton. Sales have slipped so much that in April, Proton for the first louis vuitton purses buy online time found itself ranked fourth in the best seller list, trailing behind Perodua, Toyota and Honda. It jumped back to its second position in May after the hiccups of the GST implementation was smoothen out. Both Dr Mahathir and Harith did not point figures at others for the predicament Proton is in. Yes, there could be have been more help from the Government and the National Automotive Policy could have been more favourable to allow Proton to beef up its business before allowing competition to flourish. But both chairman and CEO says help starts with itself, and Dr Mahathir is cognisant of its problems. we are not doing so well, for various reasons. But that is what normally happens to automotive companies. Even the biggest automotive companies go through a period of downturn, then they will recover, he says. The recovery plan has been drawn up and the collaboration it will enter into with Suzuki is a big part of that. The dealer network will be streamlined by the end of the year and vendors will need better financial strength. Proton will also introduce three new models next year. One of the biggest problems Proton is grappling with is perception. The louis vuitton shoes hong kong quality of the cars it makes is questioned by many these days to a point the company is painfully aware of making sure that does not become the talking point with the new models it will launch. don forget. Bad things they don forget. Good things they forget, says Dr Mahathir. perception is the problem. I don know what else to do. We give good car, good price. Better car than other cars. Mahathir says part of that problem was its own doing. One example is the Preve, where the car was launched before the car was fully ready, resulting in a litany of complaints from buyers. He feels that sales of the Iriz is also affected by perception even though the car is packed with safety and electronic features comparable with what other manufacturers are installing in their cars. But that Proton says is the past as the company is taking such issues much more seriously. Dr Mahathir, who is very much hands on with the Proton, says there are quality stations today where the car is checked throughout the assembly process at many intervals. If parts or assembly doesn meet quality standards, it sent back for rectifying. In the past, just one out of 40 cars were tested once it was out of the assembly plant. Today, all cars are tested and driven to check on the quality of the finished product. Getting quality up to mark is important for Proton given the three new models it will launch next year. The first will be the new Perdana that will be sold to the public. will have a lot of new models next year, up to three, says Harith. The new models in just part of Proton plans to increase production capacity. The company produced around 120,000 cars last year but capacity at its plants in Shah Alam and Tanjung Malim is 370,000 units. need to fill that up otherwise cost will become very high, says Harith. up our current capacity in the next 3 5 years is a must. The total number people directly related to Proton is 77,000. We have to do everything within our ability to be successful. is banking on the new models to be sales winners that can boost production, and profitability. But it also aware that the best sales year it ever had was around 250,000 cars that won be enough to fill up its capacity. That where the collaboration with Suzuki comes in. The idea is for between 60,000 and 100,000 Suzuki cars to be manufactured by Proton, and exports will be part of that deal. Proton is looking at increasing exports of its cars to South East Asia. Proton and Suzuki proposed its strategic collaboration and partnership with Suzuki last month where the deal would encompass four main areas, which are products, technology, people and market. The collaboration would allow Proton to gain access to the models, platforms, power train and automotive technology of Suzuki. is not small. They produce 3 million cars a year and have been number three in Japan for seven consecutive years, after Toyota and Honda. They have chosen louis vuitton bags real vs fake a different path, going into developing countries instead of developed countries. They are big in India producing 1.2 million cars and 800,000 cars in Japan, says Harith. be successful, you must have a high level of cost effectiveness and this is what we want to learn.

This is part of the journey for Proton to decide where it wants to be. decision to find a strategic collaboration partner is also a necessity for Proton as it was during its partnership with Mitsubishi that it found its greatest success. It was hugely profitable during that time but decided to veer away from that business model to venture on its own, designing and producing its own cars.


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