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GAZPROM BY ZORIN, MATVEEV, BUDYUKIN, ANTIMONOVA

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ContentsGENERAL INFORMATION POINT OF LIFE CYCLE PRINCIPLES OF QUALITY MANAGEMENT & COMPETITIVE ADVANTAGES ANALYSIS123434678

Слайды и текст этой презентации

Слайд 1GAZPROM
BY ZORIN, MATVEEV, BUDYUKIN, ANTIMONOVA

GAZPROMBY ZORIN, MATVEEV, BUDYUKIN, ANTIMONOVA

Слайд 2Contents
GENERAL INFORMATION POINT OF LIFE CYCLE PRINCIPLES OF QUALITY MANAGEMENT & COMPETITIVE

ADVANTAGES ANALYSIS
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ContentsGENERAL INFORMATION  POINT OF LIFE CYCLE  PRINCIPLES OF QUALITY MANAGEMENT & COMPETITIVE ADVANTAGES  ANALYSIS123434678

Слайд 3General Information
FOUNDED IN 1989
FOUNDER VIKTOR CHERNOMYRDIN
CEO ALEXEY MILLER
SERVICE GAS PIPELINE

TRANSPORT
PRODUCTS PETROLEUM, NATURAL GAS, PETROCHEMICALS

General InformationFOUNDED IN 1989FOUNDER VIKTOR CHERNOMYRDINCEO ALEXEY MILLERSERVICE GAS PIPELINE TRANSPORT PRODUCTS PETROLEUM,  NATURAL GAS, PETROCHEMICALS

Слайд 4Point of Life Cycle
COURTSHIP
INFANCY
GO-GO
ADOLESCENCE
PRIME
THE FALL
ARISTOCRACY
RECRIMINATION
BUREAUCRACY
DEATH

Point of Life CycleCOURTSHIPINFANCYGO-GOADOLESCENCEPRIMETHE FALLARISTOCRACYRECRIMINATIONBUREAUCRACYDEATH

Слайд 5Point of Life Cycle
PRIME BALANCE BETWEEN CONTROL & FLEXIBILITY, GROWING

CONDITIONS
POINTS INNOVATION, PRODUCT DIVERSIFICATION, STRONG ENTRY BARRIERS, CUSTOMER RELATIONSHIP MANAGEMENT, CHANGE MANAGEMENT

Point of Life CyclePRIME BALANCE BETWEEN CONTROL & FLEXIBILITY,  GROWING CONDITIONSPOINTS INNOVATION, PRODUCT DIVERSIFICATION, STRONG ENTRY

Слайд 6Principles of Quality Management
A STRONG CUSTOMER FOCUS, MOTIVATION & ENGAGEMENT

OF TOP MANAGEMENT IN QUALITY ASSURANCE PROCESSES
Chairman of Gazprom Management

Committee

Gazprom’s quality assurance officer

Gazprom’s Quality Assurance Council

Quality Management unit – Department (Pavel Krylov)

Quality Assurance Working Group

Internal auditors of QMS

Department (Mikhail Sirotkin), Department (Yury Nosov), Department (Vsevolod Cherepanov), Department (Vyacheslav Mikhalenko), Department (Kirill Seleznev), Department (Elena Kasyan), Directorate (Dmitry Pashkovsky)

Subsidiaries of Gazprom

Principles of Quality ManagementA STRONG CUSTOMER FOCUS, MOTIVATION & ENGAGEMENT OF TOP MANAGEMENT IN QUALITY ASSURANCE PROCESSESChairman

Слайд 7Competitive Advantages
MONOPOLY STATUS, LOW-COST PRODUCER/OPERATOR, ECONOMIES & EFFENCIENCIES OF SCALE

Competitive AdvantagesMONOPOLY STATUS,  LOW-COST PRODUCER/OPERATOR, ECONOMIES & EFFENCIENCIES OF SCALE

Слайд 8Analysis: Ansoff
Market Penetration
Market Development
Product Development
Diversification
Increasing Risk
Increasing Risk
EXISTING PRODUCTS
NEW PRODUCTS
NEW MARKETS
EXISTING

MARKETS

Analysis: AnsoffMarket PenetrationMarket DevelopmentProduct DevelopmentDiversificationIncreasing RiskIncreasing RiskEXISTING PRODUCTSNEW PRODUCTSNEW MARKETSEXISTING MARKETS

Слайд 9Analysis: Hofer
Stages of Market Evolution

Analysis: HoferStages of Market Evolution

Слайд 10Analysis: Shell
PROSPECTS FOR SECTOR PROFITABILITY
COMPANY’S COMPETITIVE CAPABILITY

Analysis: ShellPROSPECTS FOR SECTOR PROFITABILITYCOMPANY’S COMPETITIVE CAPABILITY

Слайд 11Vision of Gazprom
Through living they values every day they can

build the right culture that enables them all to succeed.

They work as one team with their customers, their parent company and each other in order to understand each other's needs. With an unstoppable passion for excellence, growth and learning, Gazprom is committed to creating an environment that fosters the development of knowledge, skills and experience, so that people can thrive and prosper in their careers with Gazprom. Innovative thinking is central to how they do business and enables them to work with customers to provide energy solutions that are tailored for them.
Vision of GazpromThrough living they values every day they can build the right culture that enables them

Слайд 12ACCORDING TO THE FINANCIAL RESULTS OF THE PAST YEAR, GAZPROM

BECAME ONE OF THE MOST SUCCESFUL PUBLIC COMPANIES IN THE

WORLD. SUCH SUCCED CAN BE ACHIEVED THANKS TO THE SIZE OF THE CORPORATION, ITS UNIQUE ASSETS AND EFFECTIVE MANAGEMENT. AND THERE IS EVERY REASON TO BELIEVE THAT THIS YEAR THE RESULTS OF THE COMPANY WILL BE NO LESS IMPRESSIVE
ACCORDING TO THE FINANCIAL RESULTS OF THE PAST YEAR, GAZPROM BECAME ONE OF THE MOST SUCCESFUL PUBLIC

Слайд 13GAZPROM IS NOT AFRAID OF COMPETITION AND BELIEVES THAT THE

REAL COMPETITION FOR THE CONSUMER AND IN THE INTERESTS OF

THE CONSUMER CAN BE ONLY BY CREATING EQUAL OPPORTUNITIES FOR ALL MARKET PARTICIPANTS WITH THE SIMULTANUOUS LAUNCH OF ORGANIZED GAS TRADING IN RUSSIA AND THE INTRODUCTION OF A COMMERCIAL GAS BALANCING SYSTEM
GAZPROM IS NOT AFRAID OF COMPETITION AND BELIEVES THAT THE REAL COMPETITION FOR THE CONSUMER AND IN

Слайд 14“COMPETITIVENESS POLYGON" IS A METHOD THAT ALLOWS YOU QUICKLY ANALYZE

THE COMPETITIVENESS OF THE COMPANY’S GOODS IN COMPARISON WITH KEY

COMPETITORS AND DEVELOP EFFECTIVE MEASURES TO IMPROVE THE COMPETITIVENESS OF PRODUCTS
“COMPETITIVENESS POLYGON

Слайд 15FIRM A - ROSNEFT

FIRM B - LUKOIL

FIRM S - GAZPROM
Competitiveness

Polygon

FIRM A - ROSNEFTFIRM B - LUKOILFIRM S - GAZPROMCompetitiveness Polygon

Слайд 16CURRENTLY, THE RUSSIAN GAS MARKET CONSISTS OF REGULATED AND UNREGULATED

SECTORS. GAZPROM IS PRACTICALLY THE ONLY SUPPLIER IN THE REGULATED

MARKET SECTOR. OF ALL TYPES OF FUEL RESOURCES, ONLY THE PRICES OF NATURAL GAS PRODUCED BY GAZPROM GROUP COMPANIES AND SUPPLIED TO RUSSIAN CONSUMERS ARE SUBJECT TO STATE REGULATION

Conclusion

CURRENTLY, THE RUSSIAN GAS MARKET CONSISTS OF REGULATED AND UNREGULATED SECTORS. GAZPROM IS PRACTICALLY THE ONLY SUPPLIER

Слайд 18Our Change is
CREATION OF GAS-ELECTRO STATIONS CONSIDERING SMALL ENERGETICS

Our Change isCREATION OF GAS-ELECTRO STATIONS  CONSIDERING SMALL ENERGETICS

Слайд 19Description of The Change
THERE IS A PROBLEM OF THE ABSENCE

OF ELECTRICITY IN A SMALL, FAR CITIES AND VILLAGES
IN ORDER

TO SATISFY SOCIAL NEEDS AND DECREASE COSTS OF THE SUPPLY OF ELECTRICITY, IT IS POSSIBLE TO BUILD SMALL ELECTROSTATIONS THAT USE GAS TO PRODUCE ELECTRICITY IN THE AREAS WHERE GAS IS ALREADY LAUNCHED
Description of The ChangeTHERE IS A PROBLEM OF THE ABSENCE OF ELECTRICITY IN A SMALL, FAR CITIES

Слайд 20Advantages
NEW MARKET ABSENCE OF COMPETITORS INCREASE PROFIT OF THE COMPANY CSR DIVERSIFICATION OF PRODUCTS INCREASE

OF THE PEOPLE’S TRUST TO THE COMPANY

AdvantagesNEW MARKET  ABSENCE OF COMPETITORS  INCREASE PROFIT OF THE COMPANY  CSR  DIVERSIFICATION OF

Слайд 21Disadvantages
EXPENSIVE

DisadvantagesEXPENSIVE

Слайд 22Kotter’s 8 steps
1. CREATE A SENSE OF URGENCY 2. BUILD A

GUIDING COALITION
3. FORM A STRATEGIC VISION AND INITIATIVES
4. ENLIST A

VOLUNTEER ARMY
5. ENABLE ACTION BY REMOVING BARRIERS
6. GENERATE SHORT-TERM WINS
7. SUSTAIN ACCELERATION
8. INSTITUTE CHANGE


Kotter’s 8 steps1. CREATE A SENSE OF URGENCY 2. BUILD A GUIDING COALITION3. FORM A STRATEGIC VISION

Слайд 231. Create a Sense of Urgency
IT IS NEEDED RIGHT NOW

TO INCREASE THE PRESTIGE OF THE GOVERNMENT IN PEOPLE’S EYES

1. Create a Sense of UrgencyIT IS NEEDED RIGHT NOW TO INCREASE  THE PRESTIGE OF THE

Слайд 242. Build a Guiding Coalition
ENGINEERS, EXPLAINERS, DIALOGUE WITH THE GOVERNMENT

2. Build a Guiding CoalitionENGINEERS, EXPLAINERS, DIALOGUE WITH THE GOVERNMENT

Слайд 253. Form a Strategic Vision and Initiatives
ENCREASE OF THE ELECTRIFICATION

OF THE COUNTRY

3. Form a Strategic Vision and InitiativesENCREASE OF THE ELECTRIFICATION OF THE COUNTRY

Слайд 264. Enlist a Volunteer Army
SHOW HOW CHANGES ARE NEEDED IN

ORDER TO HELP PEOPLE AND PUT OUR COUNTRY IN THE

LEADERS BY THE LEVEL OF ELECTRIFICATION
4. Enlist a Volunteer ArmySHOW HOW CHANGES ARE NEEDED IN ORDER TO HELP PEOPLE AND PUT OUR

Слайд 275. Enable Action by Removing Barriers
REMOVE OBSTACLES TO CHANGE, CHANGE

SYSTEMS, OR STRUCTURES THAT POSE THREATS TO THE ACHIEVEMENT OF THE

VISION
5. Enable Action by Removing BarriersREMOVE OBSTACLES TO CHANGE,  CHANGE SYSTEMS, OR STRUCTURES THAT POSE THREATS

Слайд 286. Generate Short-term Wins
PUT A SMALL TIME FRAME, INVITE HIGHLY

SKILLED WORKERS, CONSTANTLY CONTROL, EVALUATE ACCOMPLISHMENTS AND CORRELATE THEM TO

THE RESULTS
6. Generate Short-term WinsPUT A SMALL TIME FRAME,  INVITE HIGHLY SKILLED WORKERS,  CONSTANTLY CONTROL, EVALUATE

Слайд 297. Sustain Acceleration
IMPLEMENT IN PRACTICE; ATTRACT MORE CUSTOMERS; HIRE, PROMOTE

AND DEVELOP EMPLOYEES WHO CAN IMPLEMENT THE VISION, SEARCHING OF

A NEW PLACES FOR DEVELOPMENT OF
ELECTRICITY NETWORK
7. Sustain AccelerationIMPLEMENT IN PRACTICE;  ATTRACT MORE CUSTOMERS;  HIRE, PROMOTE AND DEVELOP EMPLOYEES  WHO

Слайд 308. Institute Change
It is necessary to make the next steps:
Talk

about progress every chance you get. Tell success stories about

the change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
8. Institute ChangeIt is necessary to make the next steps:Talk about progress every chance you get. Tell

Слайд 32THANKS!

THANKS!

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