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.