Introduction to Automotive Industry #1 2014

自動車産業概論#1 2014

INTRODUCTIONTO

AUTOMOTIVE INDUSTRY #1 2014
監修 Supervisor

豊田博充

HiromitsuTOYOTA

制作 Author

小林裕

Yutaka KOBAYASHI

1

GOAL SETTING

Ignoranti quem portum petat, nullus suus ventus est.
Wer nicht weiss, welchen Hafen er anlaufen will, bekommt keinen Wind
• Feel the industry dynamics

業界のおおきな流れをつかむ

• Fathom the position of OEMs and mega suppliers in the industry

OEMとメガサプライヤーが占める立ち位置を理解する

• Enable audience to imagine their and Japan’s possible role

日本の立ち位置とそこで何をするのか考えるきっかけを作りたい
2

自動車産業概論 2014

TABLE OF CONTENTS

Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years

2. OEMs and Suppliers

3. Vehicular Electriﬁcation

4. PF, ModularToolkit Strategy

5. 愛車 to Use-on-Demand?

6. JP Market and Companies

7. What We Want to Say
Source: Daimler Website
3

1.AUTO INDUSTRY - 128YEARS

Until 1880 1900 1920 1940 1950 1960 1970 1980 1990 2000 2010 2020 and Later
Techno-
logy
1885
Daimler
Reitrad -

1st ICE car

1889 Diesel

1888
Steering
Wheel

1991 FR
Layout
’03 Magneto

!
’12 Cadillac
Self-Starter

!
!
’17 - Hydr.
Brake
20’s Synt.Tire

!
’22 Seat Belt

!
1933 car air
conditioner
1951
‘Hydraguide’
power
steering

1958 Cruise
Control

1959 Volvo
3 point seat
belt
1967 ABS
1988
Electric
Power
Steering
1991 AEB
(ASV proj.)

!
1997Toyota
Prius Hybrid

!
1997
Honda
Internavi
IoT
Self-Driving
Cars?

Business
Model
Car for Rich
People
!
1913 Ford
ModelT -
Mass
Production

Cars for
Commoner
s
1920’s
planned
obsolescenc
e -
Introduction
of Model
Year
1939VW
Beatle -
Small Mass
Produced
Car

!
1941 Jeep -
Small
Military
Vehicle
1953
Kanban -
Workign
Capital
Reduction,
Quick
Improveme
nt Loops
1975 -
Toyota
Production
System
1986 Six
Sigma
4 million
Club’ - M&A
boom -
DaimlerChr
ysler,
Renault-
NIssan, Ford
PAG
Low Price
Vehicle e.g.
Dacia
One Ford

!
End of
Pontiac,
Saturn, etc.
Something
more
advanced
than UBER?
Infra-
structure
Light:Whale
Oil to
Crude Oil
1912
Electric
Trafﬁc Light

!
1918 First
Gas Station
inTokyo
1922
Shopping
Mall with
Parking lots
1930 DE
Autobahn
Drive-in
Restaurant
1963 CAD
“Sketchpad”
1970
Muskie Act

!
1973 Oil
Shock 1.

!
1979 Oil
Shock 2.
2007 - 2013
Better Place
Smart Grid

!
2011
Fukushima
Shock

!
ChinaToxic
Gas
Car as a
part of
Smart Grid?
かはく技術史大系（技術の系統化調査報告書）分野別全文PDF

http://sts.kahaku.go.jp/diversity/document/system/
4

MEGATRENDS
• Same trends are observed by competitors ==> How to differentiate?

• Mega trends implies increasing needs for Car2X5

1.AUTO INDUSTRY - 128YEARS
• Technology Development is inﬂuenced by business
model and social needs/infrastructure

• Today all mega suppliers are observing same
trends ==> How to differentiate? Cooperate?
6


TABLE OF CONTENTS







7

2. OEMS AND SUPPLIERS
• OEMs do/did products components when;

• no supplier able or willing to supply parts to them e.g.

• some components are core competences e.g. engine

• Historically speaking, OEMs gives up in-house component production

• GM-Delphi, Ford-Visteon, Daimler-Temic, etc.

• Nissan Keiretsu, Mazda Keiretsu, etc.

• Today_ Honda Keiretsu?
8

OEMSUPPLIERS
http://investing.businessweek.com/
-75.000
0
75.000
150.000
225.000
300.000
GM Ford Tesla FCA VW Daimler BMW PSA Renault Nissan Toyota Honda Suzuki Mazda FHI MitsubishiHyundai
Revenues 2013 Op. Income 2013
0
15.000
30.000
45.000
60.000
Magna TRW Lear RB ZF Denso Yazaki Nidec Mando
Revenues 2013 Op. Income 2013
NonAutomotive
RubberGr.
Housing

&Nursing
OPN/A
HitachiAutomotive
Systemonly
9

http://www.rolandberger.com/media/pdf/Roland_Berger_Global_Automotive_Supplier_Study_20130917.pdf
10

http://www.rolandberger.com/media/pdf/Roland_Berger_Global_Automotive_Supplier_Study_20130917.pdf
11

CN OEMS, CN SUPPLIERS
• Highlight CN Factor http://biz-journal.jp/2014/04/post_4686.html

• CN gov want CN-OEM consolidations

• CN sovereign funds secure ‘National supplier base’ in China

• Some CN-OEM want to build ‘Keiretsu’

• SAIC-HASCO, BAIC-BHAP, etc.

• National, Military Complex,Wanxiang Group expansion, etc.
12

Sources of Pictures: Corporate websites, retrieved on 31.July.2014
Group
Strategy
2018
S3X
OEMS

IR PRESENTATIONS
13
7-year global
vehicle-platform-
consolidation
initiative

LOGIC IS IMPORTANT

BUT IT’S PEOPLE WHO

MAKETHE WORLD GO AROUND.
• Strategies should be based on rationality

• But decisions are made with uncertainly

• Then who decides and how?

1956-

2012-
1961-

2014- 1938-

2000-
1953-

(2000-)

2006-
1971-

2007-
1961

(1999-)

2014-
1952-

2004-

2009-
1958-

2014-
1947-

(2002-)

2007-
1947-

1999-

2004-
1984-

2044?
1956-

2006-
1954-

2013-
1953-

2009-
1963-

1986-

(c)AP Photo
15

OEMVS. SUPPLIER 1/2
(Fiat-Chrysler would speak with suppliers ) “to find a way that we
can at least participate in their well-being, and perhaps allow them
to rub off some of their newfound wealth onto us.”
Marchionne vows to claw bak share of supplier profits

http://www.autonews.com/article/20140806/OEM02/140809853/marchionne-vows-to-claw-back-share-
of-supplier-profits
“We want to make a further step toward our profitability
goal” of an EBIT margin of 8 percent
BoschSeesHigher2014ProfitasEuropeEconomyRebounds

http://www.bloomberg.com/news/2014-01-22/bosch-sees-higher-2014-
profit-as-europe-economy-rebounds.html
17

OEMVS. SUPPLIER 2/2
ただ、車まで作るのがいいか、それとも、そのときに、車の原価
の3割、４割を占めるモーターの世界最大のメーカーになるか。
どっちがいいかといわれたら、私は部品メーカーの方がかると
思います。パソコンのインテルと同じです。パソコン作るより
CPUのほうがもうかっている。うちは利益重視ですから、必ずし
も本体（車）をつくればいいとはならないのです。もちろん売り
上げ規模から言ったら、それは本体をつくったほうが大きくなる
と思いますが、インテルがあれだけ利益を上げていることからし
て、わたしは部品でいいと思うのです。
日本電産永守イズムの挑戦
Is it better to become a vehicle manufacture, or to be the world
largest supplier of electric motors, which are said to account for 30
to 40% of vehicle cost in future. If you ask me, I would answer that
being a part supplier could make more profits. It’s the case for Intel
in IT industry. My company is profit oriented and this leads to the
opinion that we don’t necessarily need to become a vehicle
manufacturer. Naturally, being a vehicle manufacturer could bring
more turnover, but I believe it’s good to be a part supplier as I see
such amount of profits are generated by Intel:
19

OTHER INDUSTRY EXAMPLE

IT INDUSTRY - EBIT AND % OF SALES
• Service Provider

• SoftwareVender

• HardwareVender

• OEM/ODM

• Module Supplier

• Part Supplier
Microsoft

28 bn
USD

32%

IBM

19 bn
USD

19%

Oracle

15 bn
USD

38%
Google

4.3 bn
USD

23%

!
Apple

49 bn
USD

29%

Foxconn

109 bn
NTD

2.8%

Dell

3 bn
USD

5.3%

Intel

12 bn
USD

23%
Intel
Facebook

2.8 bn
USD

36% SAP

4.4 bn
EUR

27%
Apple: https://www.google.com/finance?q=NASDAQ%3AAAPL&fstype=ii&ei=Ij8CVJjxK4T5wAO9sYDQBQ

Facebook: http://investing.businessweek.com/research/stocks/financials/financials.asp?ticker=FB

Google :https://www.google.com/finance?q=NASDAQ%3AGOOGL&fstype=ii&ei=8zwCVMDDKOX6wAOTnIHICA

IBM: https://www.google.com/finance?q=NYSE%3AIBM&fstype=ii&ei=8j4CVMDJJpO-wQPIvYGwDA

Intel:https://www.google.com/finance?q=NASDAQ%3AINTC&fstype=ii&ei=BEMCVJi-POTXwAPP_oHQAQ

Oracle:: https://www.google.com/finance?q=NYSE%3AORCL&fstype=ii&ei=TT8CVIDwLoaZwQOb1IHoDQ
20

2. OEMS AND SUPPLIERS
• OEMs do/did products components when;

• no supplier able or willing to supply parts to them e.g.

• some components are core competences e.g. engine

• Historically speaking, OEMs gives up in-house component production

• GM-Delphi, Ford-Visteon, Daimler-Temic, etc.

• Nissan Keiretsu, Mazda Keiretsu, etc.

• Today_ Honda Keiretsu?
21


TABLE OF CONTENTS







Source:Toyota Website
22

POWERTRAIN

SUPER LONG-TERM PROGNOSIS
「クルマの電動化からグローバルエネルギーマネージメントまで」
∼産業応用分野から見た、賢い電気の使い方∼
Nagoya Univ. Mr. Tatsuo Teratani
http://www2.iee.or.jp/ver2/honbu/03-conference/data-31/symp_131202/doc03.pdf
23

EU Vehicle Price 2014 - A & B Segment
0
10.000
20.000
30.000
40.000 BMWi3(BSeg.EV)
BMWi3+RE(BSeg.EV)
Fiat500(ASeg.)
Fiat500e(ASeg.EV)
SmartFourTwo(ASeg.)
Smarted(ASeg.)
Peugeot108(ASeg.)
MitsubishiiMiEV(ASeg.EV)
PeugeotiOn(ASeg.EV)
CitroenC-Zero(ASeg.EV)
RenaultTwizy(microEV)
RenaultZoe(BSeg.)
ICE HEV PHEV EV
Battery
Price
excluded
Smart EV Price
US
Price
Sources: Corporate websites, retrieved on 15.Aug.2014
24

EU Vehicle Price 2014 - B & C Segment
0
10.000
20.000
30.000
40.000 AudiA3(CSeg.)
AudiA3eTron(CSeg.PHEV)
BMWi3(BSeg.EV)
BMWi3+RE(BSeg.EV)
BMW1Series(CSeg.)
MercedesB160(CSeg.)
MercedesBClassED(CSeg.EV)
OpelAstra(CSeg.)
OpelAmpera(CSeg.PHEV)
ChevyVolt(CSeg.PHEV)
RenaultKangoo(CSeg.)
RenaultKangooZ.E.(CSeg.EV)
ToyotaAuris(CSeg.)2
ToyotaPrius(CSeg.HEV)3
ToyotaPriusPHEV(CSeg.PHEV)4
ICE HEV PHEV EV
BEV Lowest Price
US
Price
RE-EV Lowest Price
25

Vehicle Price - D & E Segment
0
17.500
35.000
52.500
70.000 BMW3Series(DSeg.)
BMW3SeriesActiveHybrid(DSeg.HEV)
BMW5Series(ESeg.)
BMW5SeriesActiveHybrid(ESeg.HEV)
HondaAccordM15(ESeg.)
HondaAccordHybridMY15(ESeg.HEV)
HondaAccordPHEVMY14(ESeg.PHEV)
MercedesE200
MercedesE300Hybrid
TeslaModel3(DSeg.EV)
VolvoV60D5(DSeg.)
VolvoV60DieselPHEV(DSeg.PHEV)
ICE HEV PHEV EV
Model 3 Price
2017?
US Price
US
Price
26
Tesla Model 3 will be a game changer

Vehicle Price - E & F Segment
0
30.000
60.000
90.000
120.000
AudiA8(FSeg.)
AudiQ7(FSeg.)2
BMW5Series(ESeg.)
BMW5SeriesActiveHybrid(ESeg.HEV)
BMW7Series(FSeg.)
BMW7SeriesActiveHybrid(FSeg.HEV)
BMWX525d(FSeg.)
BMWX5eDrive(FSeg.EV)
HondaAccordM15(ESeg.)
HondaAccordHybridMY15(ESeg.HEV)
HondaAccordPHEVMY14(ESeg.PHEV)
MercedesE200
MercedesE300Hybrid
MrecedesS300
MrecedesS300Hybrid
MrecedesS500PHEV
MercedesML250(FSeg.)
MercedesML350h(FSeg.HEV)
MitsubishiOutlander(ESeg.)
MitsubishiOutlanderPHEV(ESeg.PHEV))2
PorschePanamera(FSeg.)
PorschePanameraSEHEV(FSeg.PHEV)
TeslaModelS(FSeg.EV)
TeslaModelX(FSeg.EV)
VolvoV60D5(DSeg.)
VolvoV60DieselPHEV(DSeg.PHEV)
ICE HEV PHEV EV
Model S Price
Outlander PHEV
27

http://www.volkswagenag.com/content/vwcorp/info_center/en/talks_and_presentations/2011/11/Sustainability_in_Product_and_Production_The_Volkswagen_Strategy.bin.html/binarystorageitem/ﬁle/Sustainability+in
+Product+and+Production.pdf
28

WHAT IS ‘ELECTRIFICATION’?
車両電源の42V化 / 42V PowerNet for Future Vehicles

鈴木珠城寺谷達夫

http://www2.iee.or.jp/ver2/honbu/03-conference/data-31/symp_131202/doc03.pdf
29

WHAT IS ‘ELECTRIFICATION’?
Toyota 2007
30

ELECTRIFICATION AND
INFRASTRUCTURE
Toyota History

• 2010: 次世代エネル
ギー・社会システム実証
事業豊田市低炭素社会
システム実証プロジェク
ト (still on-going)

• 2011: HEMS,V2H with
Toyota Home http://
www.toyotahome.co.jp/
support/sumaha/

• 2012; FC-BusV2H http://
jscp.nepc.or.jp/article/jscp/
20131203/375782/
print.shtml

• 2012: PHEV forV2H http://
www2.toyota.co.jp/jp/news/
12/06/nt12_0603.html

• 2013: V2H concept with
Sumitomo EI.
31Toyota 2014 at FCV press rep lease

4R

NISSAN 4R WITH SUMITOMO
• Nissan LEAF battery will
be re-used as ﬁxed
energy storage for HEMS
and BEMS

• http://www.4r-
energy.com/result/4/

!
• Mitsubishi Motors and
Mitsubishi Gr. have a
similar project
32

ISRAEL - EV AND

NATIONAL SECURITY
Failed but Interesting Project
• Build Nuclear Plants

• No Palestinian would touch

• Decrease dependency on Oil Supply

• EV with Project Better Place (Better Place Founder Shai Agassi is an Israeli)

• Decrease dependency on Oil Supply

• Establish a new business model to increase Israel Corp. competitiveness

• Fukushima Shock => Stopped the Nuclear Power Plant Projects
33

ELECTRIFICATION SUMMARY
• Tesla will dramatically decrease the price of EV by introducing
Model 3 in a few years

• Vehicle Electriﬁcation: Not only change in power train technology

• Components:As ICE will remain the mainstream powertrain, non-
powertrain components will likely be driven by 12V Powernet for
long-time

• Smart Grid: Huge opportunity with impact on automobile
Industry
34


TABLE OF CONTENTS







35

3. PF, MODULARTOOLKIT STRATEGY
But what are the Platform?

Source:Automotive News 2013 June 3rd
36

MODULAR DESIGN
• Target

1. Speed - Less lead time for vehicle development to launch new models at right timing in ever changing market

2. Cost Reduction - Development, Purchasing, Manufacturing,Aftermarket Service

3. Brand Equity - Cost reduction w/o damaging brand and improve brand by enabling better appearance

4. Finance Innovation - Become able to use attractive tech w/ high min. efficient scale (low material cost, high dev. cost)

5. Global purchasing strategy - Lower price, less suppliers in supplier panel w/o sacrificing business contingency

• Scope

• Grouping vehicle models into engine and chassis platforms and/or modular toolkit

• Definition of core parts/tech (powertrain, body, UI) and commodity (HVAC, brake, suspension,, steering, body actuators)

• Grouping part engineering projects in modular toolkit ==> reduce cost or improve quality and performance

• Manufacturing Complexity Reduction: Standard Interfaces (A. System to System, B. ComponetTo Component within a
System,) enabled by standard Interface for modular parts
37

MQB MODULARTOOLKIT 1/2
• MQB = FF Powertrain Installation Position + Chassis

• PowerTrain (EA2xx (MOB, MDS), H/EV, TM) - Engines consist of
modular parts and the common parts are not limited to MQB engines

• MIB (Modular InfortainmentToolkit) - ‘Standard’ forVW brand -
Independent from PowerTrain and Chassis

• MPS (Modular Production System): Polo, Golf, Tiguan and Passat (&
similar models of Seat, Skoda,Audi) can use the same scalable
production lines with flexible degree of automation
http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2012/03/VIAVISION_No_02_March_2012.bin.html/binarystorageitem/file/ViaVision_E.pdf

http://www.volkswagenag.com/content/vwcorp/content/en/investor_relations/Warum_Volkswagen/MQB.bin.html/downloadfilelist/downloadfile/downloadfile_0/file/2012-10-08+Golf
+VII_Presentation_Website.pdf39

MQB MODULARTOOLKIT 2/2
• IS MQB successful?

• Audi A3 is successfully launched

• Golf 7 sees market success but profitability lags

• ==> Chief Production Officer ousted….
http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2012/03/VIAVISION_No_02_March_2012.bin.html/binarystorageitem/file/ViaVision_E.pdf

http://www.volkswagenag.com/content/vwcorp/content/en/investor_relations/Warum_Volkswagen/MQB.bin.html/downloadfilelist/downloadfile/downloadfile_0/file/2012-10-08+Golf
+VII_Presentation_Website.pdf40

VW MQB

ELECTRIC COMPONENT SET
41

3.TOYOTA

FF PLATFORMS IN 90’S
PLATFORM
Model
Names
Engine
Room
Volume
Front
Suspension
Front Floor Rear Floor
Rear
Suspension
Large
Avalon

Windom

Sceptor
Large (V6,
Inline-4-
Engine)
Large Large Large Large
Medium
Camry

Corona

Carina

Medium
(Inline-4-
Engine)
Medium
Medium/
Small

- FF CV Long
WB

- FF-CV

- FF CV Short
WB

- 4WD CV Long
WB

- 4WD-CV

- 4WD-CV
Short WB
Medium/
Small

- FF CV Long
OH

- FF-CV

- FF CV Short
OH

- 4WD CV Long
OH

- 4WD-CV

- 4WD-CV
Short OH
Medium/
Small

• FF-CV

• FF-CV
Small

• 4WD-CV

• 4WD-CV
Small
Van
Caldina

Corolla Compact
(Inline-4-
Engine)
- Compact

!
- SuperStrut
Compact
Corolla
Sprinter

Celica
Small
Tercel

Corsa

Starlet
Small
(Inline-4-
Engine)
Small Small
Small FF

Small 4WD
Small FF

Small 4WD
Source: Motor Fan Illustrated * WB = Wheelbase, CV = CommercialVehicles, OH = Overhang42

3.TOYOTA

NEW GLOBAL ARCHITECTURE
• 3 FF Platforms with 10 models by 2018
(B pf. Cpf. K pf. ) http://www.njd.jp/topNews/dt/3433/

• デンソーモノづくり革新が目指す2
つの「半減」 July 2014 http://
business.nikkeibp.co.jp/article/report/20140703/268056/

• TNGA Example less number of air
conditioners, 1 HW fromYaris to
Harrier ➔ Toyota: Less Inventory, less
space ➔ Denso: Higher investment per
production line/product

• トヨタの“壁”を突き抜ける July 2014
http://business.nikkeibp.co.jp/article/report/20140624/267443/
http://tk.ismedia-deliver.jp/mwimgs/a/0/-/img_a053927768da50c4e43adf3bd71d1fd1235699.jpg
43

FY2013 financial results ended March 31, 2013, 26.Apr.2013, Denso Corp.
44

45

46

BMW PLATFORM STRATEGY
2 major platforms (UKL + OKL) and i Cars + modular toolkit

!!Source: http://www.bmwgroup.com/bmwgroup_prod/e/0_0_www_bmwgroup_com/investor_relations/ﬁnanzkalender/ﬁnanzkalender.shtml
47

DAIMLER PF. STRATEGY
2 platforms (MFA (FF) and RWD) for passenger car

!!Source: http://www.daimler.com/investor-relations/en
48

FIAT PLATFORM STRATEGY
4 major platforms + modular toolkit
49

FORD PF. STRATEGY
9 main platforms

http://corporate.ford.com/doc/105/458/ir_20140604_Deutsche_Bank_Presentation.pdf
50

GM PF. STRATEGY
ddd major platforms

http://wardsauto.com/management-amp-strategy/gm-vehicle-platform-consolidation-accelerating-product-chief-says
51
30 platforms in 2010 into 17 pf by 2018

!
Regional pf. 22 in 2010 into 4 by 2018

!
Core Pf. (=13?) covers 96% of GM production volume in 2018,  
from 39% in 2010

!
15 Engine architecture in 2010 into 10 by 2018

!
Common parts beyond platforms

!
(GM stopped giving this sort of info in Oct. 2013)

HYUNDAI PF. STRATEGY
6 major platforms

http://www.hyundai.com/wcm/idc/groups/sggeneralcontent/@hmc/documents/sitecontent/mdaw/mdc1/~edisp/hw075535.pdf
52

HONDA PF. STRATEGY
3 major platforms (N Box pf., FIT pf., Civic+CR-V+Accord pf.)

http://world.honda.com/investors/library/road_show/
53

MAZDA PLATFORM STRATEGY
B to D segments in ‘Common Architecture’

B pf. less standardized than others

http://www.mazda.com/investors/library/annual/2008/pdf/ar08_06e.pdf
54

MITSUBISHI PLATFORMS
C Pf. + others in ‘Common Architecture’

LINK
55
NMKV JV for Midget Car with Nissan

!
i pf. for Midget EV with Nissan (from next gen.)

!
D-E Seg. Sedan for NAFTA from Renault Samsung

!
—————

!
B Seg. inThai as EcoCar

!
C Seg. pf. to be stretched to cover D Seg.

!
Pajero remains Pajero.

PSA PLATFORM STRATEGY
2 Platforms EMP1 and EMP2 with Alliance Cars

!
Source:
56

SUZUKI PLATFORM STRATEGY
3 Platforms, Mini Passenger pf.,A Segment pf. & B Segment pf.

Source: http://www.globalsuzuki.com/ir/library/ﬁnancialpresentation/index.html
57

MODULAR DESIGN SUMMARY
• Directions are same, but implementations are
different

• Modules are currently defined by OEMs ==> not
most efficient for mega-suppliers

• Will mega-suppliers be able to define industry-
level modular toolkit?
58


TABLE OF CONTENTS







Source: Honda Website
59

BRAND (EMOTIONAL) OR
COMMODITY (FUNCTIONAL)
Commodity Car愛車 / Brand
60

BRAND MATRIX
http://www.ﬁatspa.com/en-US/investor_relations/investors/Pages/investors.aspx
61

BRAND AND BMW
63
BMW target is not to be the No. 1 in the Automotive Industry

!
BMW target is to be the No. 1 in the all ﬁeld!

==>Target to be able to compete against LVMH,Apple, etc.

EVERYONE GOES PREMIUM
• GM: Target to re-build Cadillac a global premium brand

• Toyota: Lexus Expansion, NX Small SUV Offensive

• VW: Expand Audi Q lineup, VW also goes upper price

• Hyundai-KIA: Equus (separate brand idea abandoned)

!
• Mazda: Slow transition to entry premium segment againstVW

• PSA: Expand DS as a separate brand, Peugeot go up againstVW

• R-N: Expand Inﬁniti with additional small cars
64

EVERYONE GOES CHEAP
• GM: Chevrolet big in China and Latin America

• Toyota: ETIOS, Very Stripped IMV models

• VW: NMS in US, Regional Models in Latin America and China

!
• PSA: New ‘x01’ affordable car, ﬁrst model 301 in East EU

• R-N: Dacia expansion and Datsun, new A Entry
65

EVERYONE GOESTO AMERICA
• Hyundai: Genesis standalone brand (not realized), entry to
Pickup (not realized)

• VW: US Passat (New Midsize Sedan),Audi expansion

• PSA: Market RCZ Compact Sport

• Alfa Romeo: Halo models are currently sold, D segment and
above will come with Sergio pf.
66

OWNERSHIP OR USE-ON-DEMAND?
Privately Owned
OwnerDrives
Company Owned
ChauffeurDriveAutomatedDrive
Taxi
Rental
愛車
67

GOOGLE IN

AUTOMOTIVE INDUSTRY
• On Demand Car (Service Provider, NoVender)

• ‘EgyptianTaxi 2.0’ - Self-Driving Car with Souvenir
Store Recommendation

• Automobile Big Data as Infrastructure

• Electric Self-Driving Car as a Part of Smart Grid
68

BRAND WITH SELF-DRIVING?
• Mr.AkioToyota -「自動車メーカーでもIT企業でも、自動運転に関する最終的な目的は恐らく変わら
ないと思う。ただし、自動車メーカーがより重視するのは、交通事故死をゼロにしていくことである。いわ
ゆる、無人運転が自動運転の目的ではない。ここがIT企業とは最も違う点だ。自動車メーカーとしてもう1
つ違う点は、クルマには『愛』が付くことである。つまり、自動車メーカーが造るのは『愛車』。これに対
し、IT企業が造るのは『i車』という違いがあるというこだわりを持っていきたいと思っている。なぜ、愛車
と言われるのか。それは、そのクルマによって生活が変わり、そして、エモーショナル（感情的）な存在、
パートナーとして扱われるからだ。単にA地点からB地点に移動するだけの工業製品でありコモディティー
（日用品）なのであれば、モビリティーの中でクルマが唯一『愛』を付けて呼ばれることを否定することに
なる。従って、自動車メーカーとして、いつまでも愛車にこだわっていきたい」 http://techon.nikkeibp.co.jp/article/NEWS/20140508/
350623/?rt=nocnt

• Quality Image

• Self-driving Fench Car with ‘Bosch inside’

• Self-Driving Winners: Toyota (but is there love?), VW
69

OEMS RUN

RENTAL AND CAR SHARING
not
available
not
available
70

BRAND AND

SELF DRIVING CARS
• OEMs are trying to position their brands in the right
place

• OEMs already started to prepare themselves for
future self driving cars by improving brands and
developing technologies

• Mega-suppliers should be aware that they must not
only develop technology but consider brand building


TABLE OF CONTENTS







72

5. JP MARKET AND COMPANIES
• How important is the JP automotive industry in
the world?

• Kei Market - How much should be invested?

• J-OEM Strategy - Can they compete againstVW?

• JP Gov. -Think if we need ‘JapaneseTechnology’
To be continued in introduction #2
73

JP AUTOMOTIVE INDUSTRY
http://www.jama.or.jp/industry/74

TO BE CONT’D. IN PRESENTATION #2

続きは概論#2で
• http://www.amazon.co.jp/トヨタ対ＶＷ-中西孝樹-ebook/dp/B00KA13PCY/ref=sr_1_1?ie=UTF8&qid=1409896037&sr=8-1&keywords=vw%E3%80%80トヨタ
75


TABLE OF CONTENTS







76

6.WHAT WE WANTTO SAY

J-OEMS
• 集中と選択 1: Put clear focus e.g. Should they continue Kei business or use resource for higher profit
business e.g. Subaru

• 集中と選択 2: Should J-OEM keep Keiretsu/in-house suppliers? e.g. Honda elesys Case

• サービス業: Should they stay a manufacture or put more focus on service products e.g. Direct sales
without dealers, car sharing,‘Toyota Power’ (トヨタ電力)?

• コスト競争力: Be able to make profits even in commodity market e.g.Toyota EFC, Honda Amaze

• 差別化: Be able to differentiate brands in the long-term e.g. Mazda brand improvement

• 囲い込み: Make a business model with high switching cost for consumers e.g. technology or financial
model?
77

6.WHAT WE WANTTO SAY

FOREIGN SUPPLIERS IN JP
• Define the automotive technology trend, don’t let OEMs have their own strategy

• J-OEM: Use their position at Euro-American OEMs to set global standards by making J-
OEMs part of the global initiative

• 敵の敵は味方:Alliance with JP suppliers to set global standards e.g.TRW + Freescale
+ Denso for DSI

• 自分の土俵: Don’t copy JP business model. Define and focus on core competence, not
only HW but more SW and services different from Japanese suppliers

• 地の利を生かす: Understand at what JP excels and take actions e.g. CMOS sensor?
carbon fibre? electronode? NAS battery?
78

Introduction to Automotive Industry #1 2014

Recommended

Recommended

More Related Content

What's hot

What's hot (6)

Similar to Introduction to Automotive Industry #1 2014

Similar to Introduction to Automotive Industry #1 2014 (20)

Recently uploaded

Recently uploaded (20)

Introduction to Automotive Industry #1 2014