#cost structure

For B2B buyers and procurement professionals aiming to collaborate with a smartwatch factory, understanding the underlying cost structure is vital. Whether you are a brand owner, distributor, or project-based buyer, breaking down the smartwatch factory cost structure helps you evaluate proposals, budget effectively, and ensure a partnership that aligns with your product goals. Galaxtecc, a…

Cost structure phản ánh cách doanh nghiệp phân bổ và sử dụng nguồn lực tài chính trong suốt quá trình vận hành. Một cost structure rõ ràng giúp doanh nghiệp xác định đâu là chi phí cố định cần duy trì, đâu là chi phí biến đổi có thể tối ưu, từ đó nâng cao khả năng kiểm soát dòng tiền và biên lợi nhuận.

Trong thực tế, nhiều doanh nghiệp gặp khó khăn không phải vì doanh thu thấp, mà vì cơ cấu chi phí thiếu hợp lý và khó thích ứng khi quy mô thay đổi. Khi thị trường suy giảm hoặc cạnh tranh gay gắt, những điểm yếu trong cost structure sẽ nhanh chóng bộc lộ.

Market Overview:

The Global Air Filter For The Automotive Market is expected to witness steady growth from 2023 to 2030.

The market was valued at USD 4048.11 million in 2022 and is projected to reach USD 6550.10 million by 2030, with a Compound Annual Growth Rate (CAGR) of 6.20%.

Purpose and Function of Air Filters:

Automotive air filters are crucial for maintaining proper ventilation in the cabin and ensuring peak efficiency of the engine.

These filters, typically made of materials like spun fiberglass, pleated cloth, or paper encased in a cardboard frame, remove solid particles such as dirt, dust, and pollen from the air entering the car.

The primary function is to clean and filter outside air before it reaches the engine, thereby contributing to maintaining torque and engine power.

Request A Free Sample: https://qualiketresearch.com/request-sample/Global-Air-Filter-for-Automotive-Market/request-sample

Key Players in the Market:

Major players in the global market include Mahle GmbH, MANN+HUMMEL, SHARP CORPORATION, Koninklijke Philips N.V., Eureka Forbes, Xiaomi, Cuckoo, Guangzhou Ionkini Technology Co. Ltd., Honeywell International Inc., and KYOTO MACHINERY.

Market Segmentation:

Types: Cabin Air Filter, Intake Air Filter.

Filter Media: Synthetic, Activated Carbon, Cellulose, and Others.

Vehicle Types: Passenger cars, Light Commercial Vehicles, Heavy Duty Commercial Vehicles, and Others.

Distribution Channels: OEMs, Aftermarket.

Regional Analysis:

The market is segmented into five regions: Americas, Europe, Asia-Pacific, and the Middle East & Africa.

Asia-Pacific currently dominates the global market, driven by the growing popularity of the automotive sector and a high concentration of manufacturers.

North America is expected to experience the fastest growth, attributed to shifting consumer preferences, rising per capita income, and supportive regulations for effective, lightweight, and robust materials.

About Us:

QualiKet Research is a leading Market Research and Competitive Intelligence partner helping leaders across the world to develop robust strategy and stay ahead for evolution by providing actionable insights about ever changing market scenario, competition and customers.

QualiKet Research is dedicated to enhancing the ability of faster decision making by providing timely and scalable intelligence.

QualiKet Research strive hard to simplify strategic decisions enabling you to make right choice. We use different intelligence tools to come up with evidence that showcases the threats and opportunities which helps our clients outperform their competition. Our experts provide deep insights which is not available publicly that enables you to take bold steps.

Contact Us:

     6060 N Central Expy #500 TX 75204, U.S.A

     [email protected]

     +1 214 660 5449

     1201, City Avenue, Shankar Kalat Nagar,

     Wakad, Pune 411057, Maharashtra, India

     [email protected]

     +91 9284752585

     Sharjah Media City , Al Messaned, Sharjah, UAE.

     [email protected]

Basic principle of Сrуо-Еlесtrоn Місrоѕсору:

Сrуо-еlесtrоn mісrоѕсору rеfеrѕ tо аѕ Тrаnѕmіѕѕіоn Еlесtrоn Місrоѕсору (ТЕМѕ) thаt uѕе еlесtrоn bеаmѕ tо ехаmіnе аnd аnаlуzе ѕtruсturеѕ оf mаtеrіаlѕ аnd mоlесulеѕ аt аn аtоmіс ѕсаlе.

Сrуо-еlесtrоn mісrоѕсору іѕ uѕеd fоr undеrѕtаndіng thе funсtіоnѕ аnd іntеrасtіоnѕ оf bіоmоlесulеѕ аѕ іt іѕ fundаmеntаl tо thе bіосhеmіѕtrу іnduѕtrу. Тhіѕ ѕuрроrtѕ thе рrосеѕѕ undеrtаkеn tо dеvеlор іnnоvаtіvе аnd аdvаnсеd drugѕ аѕ wеll аѕ mеdісаl trеаtmеntѕ іn оrdеr tо trеаt ѕуmрtоmѕ оf dіѕеаѕеѕ.

New Post has been published on https://apzweb.com/cognizant-news-cognizant-will-ask-400-more-executives-to-leave-india-business-news-times-of-india/

Cognizant News: Cognizant will ask 400 more executives to leave | India Business News - Times of India

(File photo)

BENGALURU: The churn at Cognizant will continue. Around 400 executives holding the title of directors, senior directors, associate vice-presidents (AVPs), VPs and SVPs, would be asked to leave the firm, sources said. This, they said, would be done in a staggered manner. Two years ago, Cognizant laid off about 200 senior employees at the director level and above. The year before that, it offered a voluntary separation scheme to 400 senior employees. But CEO Brian Humphries clearly thinks there are still too many people in the middle and top. This time around, the severance package has shrunk from 20 weeks’ pay to three months’ pay plus one-week pay for every year of service completed. When TOI contacted Cognizant on the matter, its spokesperson said, “In a people-intensive business like ours, effectively managing our workforce is a key element of aligning our cost structure with revenue. We have 290,000 employees serving clients worldwide. Like all services firms, we routinely manage supply and demand with a bench of unutilised employees. What distinguishes us is that we are enhancing our bench policy by offering additional cash and extended health benefits to those who are or will become unutilised and for whom we unfortunately do not foresee future opportunities.” The latest exercise is part of its realignment programme to improve cost structure and delivery effectiveness. Under this programme, in 2019, it incurred $22 million of executive transition costs (paid to leaders who leave the firm), $64 million in employee separation costs, $45 million in employee retention costs and $38 million in third-party realignment costs. “We anticipate that the employee separations completed as part of our realignment programme will reduce our compensation expense by approximately $140 million on an annualised basis,” the company said in its 2019 annual report. Rod Bourgeois, managing partner in US-based DeepDive Equity Research, said that prior to Humphries taking the helm, the company had become overly complacent – somewhat resting on its past laurels. And the culture, he said, had drifted away from being a meritocracy. He said Humphries’ is laying a foundation that can enable Cognizant to become a share-gaining growth company again, fuelled by a culture of performance accountability and client centricity. “We think these changes are causing a mix of wanted and unwanted attrition at senior levels of Cognizant’s organization. Wanted attrition has occurred in cases where staff were not sufficiently performing or serving as ideal role models for the rest of the organization. Essentially, we think some senior-level attrition has been needed to push Cognizant toward a performance-oriented culture, pivot Cognizant’s skills toward digital, and better optimize its cost structure,” he said There is some concern in India that some of top roles that were previously based here are no longer so. Leaders of two of its four practice areas — digital systems and technology is headed by Greg Hyttenrauch, who is based in London, and digital operations is headed by Ganesh Ayyar, who is based in Singapore. Phil Fersht, CEO of HfS Research said, Humphries has been working hard to instill a renewed culture on Cognizant, and moving key leadership centres away from India and closer to the firms’ clients in US and UK is part of his strategy. “The reality is that Cognizant had stagnated since Gordon Coburn’s departure in 2016 and Elliott Management’s acrimonious exit in 2018, and Humphries has been “drinking from a firehose” since he joined to right the ship,” he said. However, Cognizant said the base location of business heads is entirely incidental and has never been a consideration in decision-making. “We are proud to have been a truly global company throughout our more than 25 years of existence. Now that we are more actively building out our business outside the US, a more global team makes even more sense,” it said.