Herbert K. Tay analyzes competitive differentiation strategies for automakers. He identifies quality, cost/value, and timeliness as the key dimensions of differentiation. Quality encompasses features, design, technology, and customer service. Cost/value requires delivering quality at competitive prices through lower costs and margins. Timeliness means bringing products to market faster. Top automakers are reducing development times, but continuous innovation is needed to stay ahead as boundaries of quality expand. Differentiation requires attributes valued by consumers and experiential qualities rather than just features.
GCL Group provides logistics consulting services. Their document discusses trends in supply chain management including globalization, e-commerce, custom manufacturing, just-in-time delivery, and reducing costs. It emphasizes the importance of traceability, reactivity, control, effectiveness, knowledge, and adapting to globalization. It presents a case study of optimizing a client's aircraft spare parts supply chain through integrated management and balancing costs, distribution, and customer service.
Tenneco Inc. is a global designer and manufacturer of emission control and ride control products for automotive and aftermarket applications. In 2005:
1) Revenues increased 5% to $4.44 billion from strong growth in Europe, South America, India, and China.
2) Earnings before interest and taxes were $215 million, up 24% over 2004.
3) The company continued expanding globally with new facilities, products, and platforms launched across North America, Europe, Asia, and South America.
ArvinMeritor's 2002 annual report summarizes the company's strategies for growth, including minimizing cyclicality through business diversity, focusing on organic growth while reviewing strategic opportunities, and growing content per vehicle through technologically advanced systems and modules. The report discusses how each business group - Light Vehicle Systems, Commercial Vehicle Systems, and Light Vehicle Aftermarket - performed in 2002 and opportunities for future growth. Key highlights include a 1% increase in sales and a 206% increase in net income compared to 2001, as the company remains committed to consistent quality and service for customers.
Freightliner Trucks received the 2016 Product Leadership Award from Frost & Sullivan for offering the most comprehensive and cost-effective mix of advanced truck technologies according to heavy-duty fleet managers. Frost & Sullivan's survey found that Freightliner achieved the top weighted mean score and loyalty index score, indicating it offers the most comprehensive technologies and has the highest customer satisfaction. As a result, Freightliner received the top normalized product leadership index score of 10. Freightliner's focus on technologies to reduce total cost of ownership through improved fuel efficiency, safety features, and connectivity helped it achieve market leadership in North America.
The document summarizes UPS's logistics and supply chain management services. It discusses how UPS helped optimize a pharmaceutical company's supply chain, reducing inventory levels. It also outlines UPS's global freight services across air, ocean, and ground transportation. Tools like Flex Global View and Gemini provide visibility and order management. The document concludes with an overview of UPS's role in efficiently managing the global supply chain for the footwear industry.
The document discusses the nature and sources of competitive advantage. It defines competitive advantage as when a firm earns persistently higher profits than its rivals in the same market. Competitive advantage can emerge from external changes in the environment or from a firm's internal innovations. Responsiveness to external changes and strategic innovations that introduce new business models or processes can allow firms to gain competitive advantage. Speed of response and flexibility are important for firms to benefit from changes in the market.
The newsletter discusses opportunities and challenges in the automotive sector during difficult economic times. It profiles the Italian company VM Motori, which successfully navigated the crisis through aggressive cost-cutting and strategic planning to position itself for future growth. An interview with Enrico Carraro discusses how the Carraro Group underwent a dramatic sales decline during the 2009 crisis but managed to contain losses and implement a strategic relaunch known as Carraro 2.0 to update its business model and competitive position.
GCL Group provides logistics consulting services. Their document discusses trends in supply chain management including globalization, e-commerce, custom manufacturing, just-in-time delivery, and reducing costs. It emphasizes the importance of traceability, reactivity, control, effectiveness, knowledge, and adapting to globalization. It presents a case study of optimizing a client's aircraft spare parts supply chain through integrated management and balancing costs, distribution, and customer service.
Tenneco Inc. is a global designer and manufacturer of emission control and ride control products for automotive and aftermarket applications. In 2005:
1) Revenues increased 5% to $4.44 billion from strong growth in Europe, South America, India, and China.
2) Earnings before interest and taxes were $215 million, up 24% over 2004.
3) The company continued expanding globally with new facilities, products, and platforms launched across North America, Europe, Asia, and South America.
ArvinMeritor's 2002 annual report summarizes the company's strategies for growth, including minimizing cyclicality through business diversity, focusing on organic growth while reviewing strategic opportunities, and growing content per vehicle through technologically advanced systems and modules. The report discusses how each business group - Light Vehicle Systems, Commercial Vehicle Systems, and Light Vehicle Aftermarket - performed in 2002 and opportunities for future growth. Key highlights include a 1% increase in sales and a 206% increase in net income compared to 2001, as the company remains committed to consistent quality and service for customers.
Freightliner Trucks received the 2016 Product Leadership Award from Frost & Sullivan for offering the most comprehensive and cost-effective mix of advanced truck technologies according to heavy-duty fleet managers. Frost & Sullivan's survey found that Freightliner achieved the top weighted mean score and loyalty index score, indicating it offers the most comprehensive technologies and has the highest customer satisfaction. As a result, Freightliner received the top normalized product leadership index score of 10. Freightliner's focus on technologies to reduce total cost of ownership through improved fuel efficiency, safety features, and connectivity helped it achieve market leadership in North America.
The document summarizes UPS's logistics and supply chain management services. It discusses how UPS helped optimize a pharmaceutical company's supply chain, reducing inventory levels. It also outlines UPS's global freight services across air, ocean, and ground transportation. Tools like Flex Global View and Gemini provide visibility and order management. The document concludes with an overview of UPS's role in efficiently managing the global supply chain for the footwear industry.
The document discusses the nature and sources of competitive advantage. It defines competitive advantage as when a firm earns persistently higher profits than its rivals in the same market. Competitive advantage can emerge from external changes in the environment or from a firm's internal innovations. Responsiveness to external changes and strategic innovations that introduce new business models or processes can allow firms to gain competitive advantage. Speed of response and flexibility are important for firms to benefit from changes in the market.
The newsletter discusses opportunities and challenges in the automotive sector during difficult economic times. It profiles the Italian company VM Motori, which successfully navigated the crisis through aggressive cost-cutting and strategic planning to position itself for future growth. An interview with Enrico Carraro discusses how the Carraro Group underwent a dramatic sales decline during the 2009 crisis but managed to contain losses and implement a strategic relaunch known as Carraro 2.0 to update its business model and competitive position.
Hz study internationalisationaerosuppliersEugenio Fontán
The document discusses the transformation of global aerospace supply chains due to various industry drivers. As a result of this transformation, aircraft OEMs are focusing on large system integration and outsourcing more work packages to Tier-1 suppliers. To remain competitive, upstream suppliers must develop their international competitiveness by meeting customers' expectations in areas like market intelligence, legal experience, quality certifications, and the ability to do business in key global regions. The study assesses 135 aerospace suppliers across Europe based on a set of 22 criteria measuring international competitiveness.
The document discusses strategies in the domestic passenger airline industry. It analyzes the strategies of major airlines including mergers for cost leadership, product differentiation through amenities and technology, and hybrid approaches. Southwest Airlines is highlighted as having a sustainable strategy through cost control and differentiated secondary markets and service offerings. A hybrid strategy is concluded to be most valuable as it incorporates the strengths of both cost leadership and product differentiation.
With the emergence of the international and domestic markets for aviation cargo, the volume of cargo, including
postal cargo, for civil aviation has increased, and several purely cargo airlines have emerged. Consequently,
competition among aviation logistics enterprises has intensified, and traditional air transportation can no longer meet
customer demands for services. Aviation logistics enterprises must strengthen the aviation logistics service supply
chain to expand their market. Accordingly, this paper discusses the situations and problems of the aviation logistics
service supply chain in China. Moreover, the strategic planning of aviation logistics enterprises in China for the
development of this supply chain is examined. To achieve the objectives of this study, the domestic aviation logistics
service supply chain in China is first investigated. Three of China’s aviation logistics enterprises are selected as
research objects for SWOT analysis. From the results of SWOT analysis, four key issues in the service supply chain
of China’s aviation logistics enterprises are identified: cargo terminals, competitiveness, diversification of service
types, and internal information sharing platforms. Finally, TRIZ analysis is performed on the four issues, and 11
strategies are designed for China’s aviation logistics service supply chain and then are divided into three phases
according to implementation time frame (i.e., short-, medium-, and long-term) to provide references that can be
applied to the practice of China’s aviation logistics enterprises.
Hub Group was founded in 1971 by Philip C. Yeager to help shippers coordinate different transportation services like rail and trucking. It has since grown to be the largest intermodal marketing company in North America, operating over 30 hubs across the US, Mexico, and Canada. Hub Group also offers logistics services like warehousing and inventory management. Recent financial reports show the company's revenues and profits increasing each year as the intermodal industry continues to grow.
Case Study on GETTING AIRLINES ALLIANCES OFF THE GROUNDAJ Raina
This case study on GETTING AIRLINES ALLIANCES OFF THE GROUND (International Business) was prepared by the students of Era Business School, New Delhi (PGDM 2012-14 batch)
This document provides a summary of Lear Corporation's fourth quarter and full year 2005 results. It discusses key highlights such as net sales of $17.1 billion for the full year. It also outlines Lear's operating priorities including retaining core values like quality and customer satisfaction, refocusing plans to better align with customer sourcing strategies, and pursuing customer and regional diversification. The document reviews financial results for Q4 and full year 2005, noting challenges from industry trends. It provides details on restructuring plans and their expected benefits.
Malaysia Airlines (MAS) faced significant financial losses from 1994-2005 due to poor management, increased fuel prices, and high maintenance costs. MAS operations were constrained by government intervention and lacked flexibility to change routes and pricing. Competition from local and international airlines also increased pressure on MAS. Over 60% of MAS routes were unprofitable. To address these issues, MAS terminated unprofitable routes, joined an airline alliance to expand networks, implemented fuel hedging strategies and surcharges, sold old aircraft and bought newer fuel-efficient planes, and established maintenance as a profit center to reduce costs. These recommendations aimed to make MAS a more competitive and profitable airline.
This document provides an analysis of how business aviation contributes to enterprise value for S&P 500 companies from 2003-2009. It finds that business aircraft users significantly outperformed non-users in key financial metrics like revenue growth, earnings growth, and market capitalization growth. Users also dominated lists of the most innovative, admired, and best companies. The document examines the methodology used, which links business aircraft utilization to benefits and enterprise value. It concludes that business aviation provides unique benefits by enabling mobility, and is an important tool for maximizing shareholder value when used effectively.
Daimler India Commercial Vehicles Strategiesraman109
Self Analysis using Market Segmentation approach developed by me.
Only for academic purpose only and not for commercial use.
Source of information related to Daimler: Bharatbenz' official communication available on internet, Internet, Self Analysis.
Ghana is an important market for Bharti Airtel in Africa, though it currently accounts for only 2% of Bharti Africa's revenues. The mobile penetration rate in Ghana is 74% and competition is intense with six operators present. Bharti has a 10% market share but finds it challenging to extract returns due to competitive pressures. It plans to invest $200 million in Ghana but maintaining profitability will be difficult given its smaller size and the competitive landscape.
The document discusses the history and development of artificial intelligence over the past 70 years. It outlines some of the key milestones in AI research from the early work in the 1950s to modern advances in deep learning. While progress has been significant, fully general human-level AI remains an ongoing challenge that researchers continue working to achieve.
El documento habla sobre la película Titanic con Leonardo DiCaprio como Jack y Kate Winslet como Rose. La película cuenta la historia del hundimiento del Titanic en 1912 y la historia de amor entre los personajes principales Jack y Rose.
This document contains self-introductions from multiple individuals. It provides basic personal information such as name, age, school, favorite and least favorite subjects, hobbies, and future career aspirations. Questions are also included to elicit more details about subjects, summer activities, and personal anecdotes.
EDUCATION IN USA , UK, NEWZEALAND,
CANADA, FREE EDUCATION IN GERMANY,
FINLAND, AUSTRIA, NORWAY, BELGIUM, SWITZERLAND * Courses available for
bachelors,masters,phd programs.* 100% admission
gurantee. Your biggest opportunity
lies under your own feet.So, what are you waiting for? just buzz us at
040-44433434, 9963800088. CONTACT US2nd Floor, SOLITAIRE
PLAZABeside Image Hospital,Ameerpet,
Hyderabad-500016.
The document discusses the pros and cons of using information and communication technology (ICT) in education in Hong Kong. It argues that ICT can enhance student motivation and engagement by stimulating their interests through different media like video and images. ICT also helps weaker students concentrate by catching their attention. However, the availability of updated ICT facilities varies between schools, which can impact its use. Overall, the benefits of ICT in terms of effectiveness, interaction, management and catering to different learners outweigh the cons, suggesting it should be commonly used in teaching.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The document summarizes trends in customer integration in the automotive supply chain. Technological advances like telematics and embedded systems are allowing greater integration of customers into the supply chain through services like remote diagnostics. This will allow automakers to develop more customer touchpoints and interactions across the vehicle lifecycle to improve customer loyalty and generate more revenue from aftermarket services. The future is envisioned where sensors and telematics will enable predictive maintenance and automated problem resolution, enhancing the customer experience.
This document outlines a strategic management plan for a railway company in Egypt. It begins with an overview of the company profile and establishes a vision, mission, and objectives. It then performs both external and internal environmental scans, including a PEST analysis, Porter's 5 Forces analysis, and SWOT analysis. The document goes on to discuss the company's strategy formulation, including corporate, business, and functional strategies. It examines the company's competitive advantage and applies the BCG matrix and product life cycle models. Finally, it proposes recommendations for implementing, evaluating, and controlling the strategic plan to meet objectives related to citizens, tourism, industry, and agriculture.
Roland berger automotive_landscape_2025_20110314lauri213
The document discusses trends in the global automotive industry out to the year 2025. It finds that sales and production capacity will dramatically shift to Asia, with China becoming a major hub. This shift could put 300,000 automotive jobs in Europe at risk. Electric vehicles may reach 10% market share by 2025, with hybrids capturing 40%, though internal combustion engines will still power half of new vehicles. Connected cars will also increase, though intelligent transportation solutions will still be largely visionary. Established companies must adapt to challenges from low-cost competitors, new technologies, and new business models like mobility services.
DMS Ecosystem – An Edge To Automotive IndustryShingita k.
This document discusses the DMS (Dealer Management System) ecosystem in the automotive industry. It describes how DMS platforms help bridge communication between customers, dealers, and automakers. Key aspects of the DMS ecosystem include improving customer satisfaction through digital tools, increasing dealer productivity and efficiency, ensuring government compliance, and providing analytics to inform business strategy. The document also outlines several stages in the evolving digital customer journey, from initial engagement to ongoing in-car assistance, and how DMS platforms can enhance the experience at each stage.
Hz study internationalisationaerosuppliersEugenio Fontán
The document discusses the transformation of global aerospace supply chains due to various industry drivers. As a result of this transformation, aircraft OEMs are focusing on large system integration and outsourcing more work packages to Tier-1 suppliers. To remain competitive, upstream suppliers must develop their international competitiveness by meeting customers' expectations in areas like market intelligence, legal experience, quality certifications, and the ability to do business in key global regions. The study assesses 135 aerospace suppliers across Europe based on a set of 22 criteria measuring international competitiveness.
The document discusses strategies in the domestic passenger airline industry. It analyzes the strategies of major airlines including mergers for cost leadership, product differentiation through amenities and technology, and hybrid approaches. Southwest Airlines is highlighted as having a sustainable strategy through cost control and differentiated secondary markets and service offerings. A hybrid strategy is concluded to be most valuable as it incorporates the strengths of both cost leadership and product differentiation.
With the emergence of the international and domestic markets for aviation cargo, the volume of cargo, including
postal cargo, for civil aviation has increased, and several purely cargo airlines have emerged. Consequently,
competition among aviation logistics enterprises has intensified, and traditional air transportation can no longer meet
customer demands for services. Aviation logistics enterprises must strengthen the aviation logistics service supply
chain to expand their market. Accordingly, this paper discusses the situations and problems of the aviation logistics
service supply chain in China. Moreover, the strategic planning of aviation logistics enterprises in China for the
development of this supply chain is examined. To achieve the objectives of this study, the domestic aviation logistics
service supply chain in China is first investigated. Three of China’s aviation logistics enterprises are selected as
research objects for SWOT analysis. From the results of SWOT analysis, four key issues in the service supply chain
of China’s aviation logistics enterprises are identified: cargo terminals, competitiveness, diversification of service
types, and internal information sharing platforms. Finally, TRIZ analysis is performed on the four issues, and 11
strategies are designed for China’s aviation logistics service supply chain and then are divided into three phases
according to implementation time frame (i.e., short-, medium-, and long-term) to provide references that can be
applied to the practice of China’s aviation logistics enterprises.
Hub Group was founded in 1971 by Philip C. Yeager to help shippers coordinate different transportation services like rail and trucking. It has since grown to be the largest intermodal marketing company in North America, operating over 30 hubs across the US, Mexico, and Canada. Hub Group also offers logistics services like warehousing and inventory management. Recent financial reports show the company's revenues and profits increasing each year as the intermodal industry continues to grow.
Case Study on GETTING AIRLINES ALLIANCES OFF THE GROUNDAJ Raina
This case study on GETTING AIRLINES ALLIANCES OFF THE GROUND (International Business) was prepared by the students of Era Business School, New Delhi (PGDM 2012-14 batch)
This document provides a summary of Lear Corporation's fourth quarter and full year 2005 results. It discusses key highlights such as net sales of $17.1 billion for the full year. It also outlines Lear's operating priorities including retaining core values like quality and customer satisfaction, refocusing plans to better align with customer sourcing strategies, and pursuing customer and regional diversification. The document reviews financial results for Q4 and full year 2005, noting challenges from industry trends. It provides details on restructuring plans and their expected benefits.
Malaysia Airlines (MAS) faced significant financial losses from 1994-2005 due to poor management, increased fuel prices, and high maintenance costs. MAS operations were constrained by government intervention and lacked flexibility to change routes and pricing. Competition from local and international airlines also increased pressure on MAS. Over 60% of MAS routes were unprofitable. To address these issues, MAS terminated unprofitable routes, joined an airline alliance to expand networks, implemented fuel hedging strategies and surcharges, sold old aircraft and bought newer fuel-efficient planes, and established maintenance as a profit center to reduce costs. These recommendations aimed to make MAS a more competitive and profitable airline.
This document provides an analysis of how business aviation contributes to enterprise value for S&P 500 companies from 2003-2009. It finds that business aircraft users significantly outperformed non-users in key financial metrics like revenue growth, earnings growth, and market capitalization growth. Users also dominated lists of the most innovative, admired, and best companies. The document examines the methodology used, which links business aircraft utilization to benefits and enterprise value. It concludes that business aviation provides unique benefits by enabling mobility, and is an important tool for maximizing shareholder value when used effectively.
Daimler India Commercial Vehicles Strategiesraman109
Self Analysis using Market Segmentation approach developed by me.
Only for academic purpose only and not for commercial use.
Source of information related to Daimler: Bharatbenz' official communication available on internet, Internet, Self Analysis.
Ghana is an important market for Bharti Airtel in Africa, though it currently accounts for only 2% of Bharti Africa's revenues. The mobile penetration rate in Ghana is 74% and competition is intense with six operators present. Bharti has a 10% market share but finds it challenging to extract returns due to competitive pressures. It plans to invest $200 million in Ghana but maintaining profitability will be difficult given its smaller size and the competitive landscape.
The document discusses the history and development of artificial intelligence over the past 70 years. It outlines some of the key milestones in AI research from the early work in the 1950s to modern advances in deep learning. While progress has been significant, fully general human-level AI remains an ongoing challenge that researchers continue working to achieve.
El documento habla sobre la película Titanic con Leonardo DiCaprio como Jack y Kate Winslet como Rose. La película cuenta la historia del hundimiento del Titanic en 1912 y la historia de amor entre los personajes principales Jack y Rose.
This document contains self-introductions from multiple individuals. It provides basic personal information such as name, age, school, favorite and least favorite subjects, hobbies, and future career aspirations. Questions are also included to elicit more details about subjects, summer activities, and personal anecdotes.
EDUCATION IN USA , UK, NEWZEALAND,
CANADA, FREE EDUCATION IN GERMANY,
FINLAND, AUSTRIA, NORWAY, BELGIUM, SWITZERLAND * Courses available for
bachelors,masters,phd programs.* 100% admission
gurantee. Your biggest opportunity
lies under your own feet.So, what are you waiting for? just buzz us at
040-44433434, 9963800088. CONTACT US2nd Floor, SOLITAIRE
PLAZABeside Image Hospital,Ameerpet,
Hyderabad-500016.
The document discusses the pros and cons of using information and communication technology (ICT) in education in Hong Kong. It argues that ICT can enhance student motivation and engagement by stimulating their interests through different media like video and images. ICT also helps weaker students concentrate by catching their attention. However, the availability of updated ICT facilities varies between schools, which can impact its use. Overall, the benefits of ICT in terms of effectiveness, interaction, management and catering to different learners outweigh the cons, suggesting it should be commonly used in teaching.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The document summarizes trends in customer integration in the automotive supply chain. Technological advances like telematics and embedded systems are allowing greater integration of customers into the supply chain through services like remote diagnostics. This will allow automakers to develop more customer touchpoints and interactions across the vehicle lifecycle to improve customer loyalty and generate more revenue from aftermarket services. The future is envisioned where sensors and telematics will enable predictive maintenance and automated problem resolution, enhancing the customer experience.
This document outlines a strategic management plan for a railway company in Egypt. It begins with an overview of the company profile and establishes a vision, mission, and objectives. It then performs both external and internal environmental scans, including a PEST analysis, Porter's 5 Forces analysis, and SWOT analysis. The document goes on to discuss the company's strategy formulation, including corporate, business, and functional strategies. It examines the company's competitive advantage and applies the BCG matrix and product life cycle models. Finally, it proposes recommendations for implementing, evaluating, and controlling the strategic plan to meet objectives related to citizens, tourism, industry, and agriculture.
Roland berger automotive_landscape_2025_20110314lauri213
The document discusses trends in the global automotive industry out to the year 2025. It finds that sales and production capacity will dramatically shift to Asia, with China becoming a major hub. This shift could put 300,000 automotive jobs in Europe at risk. Electric vehicles may reach 10% market share by 2025, with hybrids capturing 40%, though internal combustion engines will still power half of new vehicles. Connected cars will also increase, though intelligent transportation solutions will still be largely visionary. Established companies must adapt to challenges from low-cost competitors, new technologies, and new business models like mobility services.
DMS Ecosystem – An Edge To Automotive IndustryShingita k.
This document discusses the DMS (Dealer Management System) ecosystem in the automotive industry. It describes how DMS platforms help bridge communication between customers, dealers, and automakers. Key aspects of the DMS ecosystem include improving customer satisfaction through digital tools, increasing dealer productivity and efficiency, ensuring government compliance, and providing analytics to inform business strategy. The document also outlines several stages in the evolving digital customer journey, from initial engagement to ongoing in-car assistance, and how DMS platforms can enhance the experience at each stage.
There are four key business drivers that impact the automotive industry: economic conditions, consumer preferences, government, and technological advances.
With these changing business dynamics, leading companies are forced to rethink their approach to the service business (after sales business). Service business can be roughly segmented into warranty and non-warranty services, by a proportion of about 1:20.
The commercial vehicle industry in India is dominated by a few local manufacturers. In the future, demand will grow for vehicles that are safer, more reliable, efficient, and use alternative fuels. Manufacturers are focusing on improvements in transmissions, engines, steering, braking systems, and suspensions to comply with emissions standards. Technologies like automatic transmissions, predictive powertrains, and hybrid engines will become more common. Safety features like advanced driver assistance systems will also be in demand.
Technology plays a critical role in shaping the commercial vehicle industry by enabling greater efficiency, productivity, uptime and safety. Stringent regulations globally are promoting the adoption of technologies like ABS and emergency braking. OEMs are developing concept vehicles with advanced technologies to improve efficiency, emissions, driver comfort and safety. Connected vehicle technologies like telematics and fleet management systems are gaining importance. Technology will be key to meeting future emissions and safety norms in India as well as reducing total cost of ownership.
Enterprise Labeling for the Automotive IndustryLoftware
The document discusses how enterprise labeling can help automotive companies address the complex challenges of their global supply chains. It notes that the automotive supply chain is highly complex, with parts sourced globally and assembly occurring thousands of miles away. Enterprise labeling can improve operational efficiency, meet customer and regulatory requirements, and enhance traceability. The document presents examples of large automotive companies that have implemented enterprise labeling solutions to gain benefits such as reduced costs, improved quality and responsiveness to customers.
The document provides information about ACMA Automechanika New Delhi, India's leading international trade fair for the automotive industry that will take place from 7-10 February 2013 in New Delhi. It will be the nation's first specialized automobile exhibition, jointly organized by Messe Frankfurt and ACMA. The fair aims to attract exhibitors and visitors from India and neighboring countries in sectors like parts and systems, accessories, tyres and batteries, and automotive services. It seeks to promote business opportunities for exhibitors through access to new markets and networking with regional and international players. With India's growing automobile production and demand, the exhibition is expected to become a major sourcing platform for the country's auto industry.
Oliver Wyman - FUTURE AUTOMOTIVE INDUSTRY STRUCTURE UNTIL 2030.pdfssuser075877
The document outlines seven major trends impacting the automotive industry until 2030, including electrification, autonomous vehicles, changing customer structures, digitalization, connectivity, new distribution models, and human-machine interfaces. It analyzes how these trends could shift automotive value creation across different regions, vehicle systems, industry players, and business models. The study is based on expert interviews and research on industry reports. It develops scenarios to quantify the financial impact of trends on OEMs and suppliers and identify implications for different player archetypes.
Emerging technologies and industry ecosystems are enabling automotive makers to deliver an immersive information experience that transcends the boundaries of traditional vehicular transport.
The document analyzes opportunities for India as an international sourcing destination for the design, development, and manufacture of automobile engines for the global passenger car industry. It discusses trends in the global automotive industry, including the importance of the powertrain which comprises 40% of a car's value. The powertrain market is projected to exceed $598 billion. India has advantages like a growing middle class, stable economy, and lower costs, but needs to integrate more into global production networks and innovation to remain competitive. The document examines trade in car engines and India's potential to influence key markets. It also evaluates how trade agreements could create opportunities for Indian players.
The document provides an analysis of strategic opportunities for revenue growth at North American heavy-duty truck dealerships from 2013 to 2020. It forecasts that parts, servicing, and maintenance will remain the largest profit contributor for dealerships at 45-50% currently and is expected to grow an additional 5-10% by 2020. Connectivity technologies are identified as a potential new revenue stream, contributing around 10-15% of profits for dealerships by 2020 through services like telematics, remote diagnostics, and prognostics. The document also outlines trends in areas like new/used truck sales, leasing/financing, and the impact of connectivity on customizing the customer experience and dealership business model.
The document discusses Tata Nano, the world's cheapest car launched in India in 2009. It provides an overview of the Nano, what makes it affordable, Tata's other products and market share. It then performs a PESTLE, 5 forces, value chain and TOWS analysis of Tata Motors and the Indian automotive industry. A financial analysis compares Tata and Maruti Suzuki from 2008-2012. The document concludes that Tata's vision for the Nano was not fully realized, resulting in value erosion, and they need to ramp up production capacity to address opportunities while minimizing threats from new competition.
This document provides information about the "Aero-Engine Parts: Repair or Replace?" conference taking place from March 29-30, 2011 in Amsterdam. The conference will discuss strategies and technologies for repairing versus replacing aircraft engine parts to maximize efficiency and minimize costs. Speakers will cover topics such as repair technologies, engine part procurement, maintenance packages and contracts, environmental regulations, and planning for new engine models. Attendees will include representatives from airlines, maintenance repair and overhaul organizations, manufacturers, parts suppliers, and consultants.
Autonomous trucks are expected to enter the mass market starting in 2025, reaching an estimated 7,970 units produced globally that year. Truck platooning, where driverless trucks follow a lead truck, is projected to be the first form of autonomous capabilities appearing in 2022. Long-haul applications are seen as optimal for autonomous trucks due to opportunities for quick return on investment. However, regulations and insurance liability issues present major hurdles to on-road use of autonomous trucks.
The Indian automotive industry is undergoing a transition phase. Where previously there were only a few domestic manufacturers producing low quality vehicles, the industry has seen significant changes with the entry of major foreign players establishing production facilities in India. This has led to greater competition and availability of more sophisticated models across different vehicle segments to capture the large untapped market potential. However, the industry faces challenges of meeting increasingly stringent emission and safety regulations while managing rising input costs. Overall industry growth is expected to continue, though at a slower pace in the near future due to current economic conditions.
1. Achieving competitive differentiation: the
challenge for automakers
Herbert K. Tay
A
Herbert K. Tay is a principal t a time when many countries struggle to cope with the weakness and resulting
with A.T. Kearney’s Global uncertainty in the highly interdependent global economy, the automotive industry is at a
Automotive Practice. Based in crossroads. Notwithstanding the industry consolidation of recent years, there is once
Costa Mesa, California, he leads again too much capacity chasing consumers in the mature, af uent markets, while demand has
A.T. Kearney’s US West Coast yet to take off in emerging markets such as China and India, where huge manufacturing and
automotive practice
assembly investments have been made. The pain of excess capacity is being felt most acutely
(herbert.tay@atkearney.com).
by several of the largest established automakers and their af liates.
Meanwhile, a new wave of automakers stands poised to make competitive leaps. Hyundai
Motor Company and Kia Motor Corporation have both announced their ambition to be ranked
among the world’s top ve automakers by 2010. India’s Tata Industries plans to contract
manufacture Rover’s new small car, opening up another source of low-cost product whose
quality and competitiveness will – if history is any indicator – continue to improve over time.
Domestic Chinese automakers such as First Automobile Works (FAW), Dongfang Motors and
Shanghai Automotive Industry Group (SAIC) and their networks of established partners
(including the Volkswagen Group, GM, PSA, and DaimlerChrysler) represent further signi cant
potential sources of high-quality exports in the next decade. The trend toward increased
exports of nished vehicles, kits and parts will gain momentum as trade barriers are lowered
and dismantled, and as China and other countries join the World Trade Organization and
regional free trade zones.
There are great costs to sustaining demand in this oversupply environment. In particular, car
model lines that are undistinguished, aging, ‘‘me too’’, or controversial have required huge
incentives to generate sales and, as a result, manufacturers have seen their margins crumble.
In today’s markets, only a few, focused, usually smaller and more nimble automakers have
been able to achieve and sustain unique product, quality and cost positions – notably BMW,
Honda, Nissan, Porsche, PSA and Toyota – and are solidly pro table.
‘‘ The painofofthe largest established automakers and their
several
excess capacity is being felt most acutely by
af liates.
’’
DOI 10.1108/10878570310483951 VOL. 31 NO. 4 2003, pp. 23-30, ã MCB UP Limited, ISSN 1087-8572
| STRATEGY & LEADERSHIP
| PAGE 23
2. Achieving and sustaining competitive differentiation is the foremost challenge for the remaining
automakers around the world, and their key to future survival and prosperity.
The fundamentals of competitive differentiation
Reduced to its essentials, competitive differentiation can be expressed as how an automaker
innovates and delivers its products and services – compared with the competition – in three
parameters: quality, cost/value and timeliness measures (see Exhibit 1). Regional markets
will value and weigh aspects of these attributes differently. For example, fuel ef ciency and
maneuverability are far more important in Europe than North America (with attendant
implications for vehicle size, type and power trains preferred), while affordability is paramount to
the majority of buyers in developing markets. Nonetheless, there are general principles of
competitive differentiation that apply to all automakers, as travel, the media, information
exchange and global branding shape the convergence of tastes and aspirations of consumers
around the world.
Quality: from tail ns to telematics
Automotive quality has long since moved on from traditional, more objective, quanti able
measures – reliability, durability, t-and- nish, and noise, vibration and harshness (NVH) control
– to expanded de nitions that involve more subjective, experiential and emotional criteria.
Dynamic measures – performance, ride and handling – have been synonymous with German
brands such as BMW (the ‘‘ultimate driving machine’’) and Porsche, whose alchemy has been
applied to achieve sporty handling even in their SUVs. The active safety bene ts of many of
Exhibit 1 Competitive differentiation dimensions
TIMELINESS QUALITY
State-Of-Art Achiev able
Reliabi lity
Vehicle X
Tim eliness to Market Fit & Finish
Warran ty & Servi ce Durabi li ty
COST/ Cost of Ow nershi p NVH Control
VALUE
Value Perform ance
Price Ride
Custom er Handling Vehicle Handl i ng
Telem atics Ex terior Styl ing
Advance d Body Constructi on Inter ior Styl ing
Driving Aid Technol ogi es Packagi ng
Safety - Passi ve Comfort & Conveni ence Feature s
Safety - Acti ve Inter ior Tri ms & Treatm ents
Pow ertrai ns Refi nem ent of Control s
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3. these aspects – maneuverability, handling, braking, and quick acceleration – have long been
acknowledged as important components of the total safety proposition engineered into modern
vehicles.
For many years, adding comfort and convenience features and content to successive
generations of vehicles has been a proven means of signaling a tangibly differentiated
proposition. Competitive escalation has intensi ed to the point where features that were the
exclusive preserve of high-end luxury cars only half-a-generation ago now routinely and quickly
migrates down even to entry-level models. For example, climate control has been available for
some time on VW Group’s smallest cars, while keyless entry is offered on Nissan’s latest
B-segment March/Micra at a fraction of the price of Mercedes-Benz’ Keyless Go feature.
Another manifestation of the battle for quality differentiation is the application of technology to
successive generations of automotive programs and their migration down an OEM’s product
# Alistair Davidson. www.alistairdavidson.com range. In particular, many of the emissions, drivability and safety advances of the past 20 years
would be inconceivable without the advances in electronics and their use in automotive
applications. Pioneered by Mercedes-Benz on its top-line vehicles, ABS, ESP (electronic
stability program) and EBD (electronic brake distribution) systems have since been rolled out
model range-wide, as well as adopted by other automakers. Applying electronics to driver
interfaces is rapidly increasing, with Mercedes-Benz and BMW at the forefront of expanding
drive-by-wire applications to throttle control, brakes, adaptive suspension, cockpit controls and
vehicle safety. The jury is still out on the user friendliness, reliability and actual bene ts of some
of these technologies, but – for now – they represent unique selling propositions (USPs) that
differentiate the products of these luxury automakers.
Telematics communications systems such as GM’s OnStar were heralded as holding immense
commercial opportunity for automakers and other stakeholders, as consumers were expected
to voraciously embrace ever-expanding suites of safety, security, productivity, convenience,
and entertainment content and service offerings. Certain telematics features – accident
noti cation, satellite navigation, remote unlocking – are useful to all drivers, while concierge
offerings via telematics are generally valued by more-upscale clients. The demand for telematic
services has been slowed by the availability of substitutes (such as roadside assistance
programs, account-based mobile calling, phone e-mail and e-commerce).
In contrast, powertrains represent a powerful and sustainable avenue for competitive
differentiation. Honda introduces new-generation engines with the frequency that other
automakers undertake sheet metal redesigns. Honda and Toyota’s pioneering hybrid gasoline/
electric drive trains are just the latest example of their leadership in nding pragmatic solutions
for greater fuel ef ciency and lower emissions. Automakers are taking stakes in longer-range,
technically non-polluting propulsive technologies – for example, BMW in hydrogen and
DaimlerChrysler in fuel cells – but commercialization of these emerging technologies is by no
means assured.
At the other end of the powertrain spectrum, Mercedes-Benz has escalated the horsepower
race by introducing – within the span of half a year – eight range-topping models that employ
supercharging to provide around 500 horsepower or more each. While products such as these
sell in relatively small numbers, they glamorize the automaker’s image and boost sales of the
rest of the range.
The most visible means of differentiating cars has been – and still remains – captivating vehicle
designs, both exterior and interior, that successfully blend style and function, appropriate for the
vehicle’s purpose and times. After decades of focusing on meeting crashworthiness and
emissions regulations, automakers are once again injecting the ‘‘wow’’ factor into their new
vehicle designs. Many are complementing bread-and-butter model lines with smaller runs of
niche designs made possible by computer-aided design and development, and intelligent
platform and component sharing. Automakers are both looking to the past – incorporating retro
or ‘‘heritage’’ styling cues – and experimenting with new idioms (for example, BMW’s ‘‘ ame
surfacing’’) in coming up with distinctive, more emotional designs. Re ecting the times, small is
once again beautiful. A new generation of small city vehicles – such as DaimlerChrysler’s Smart
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4. range and BMW’s New Mini – has been designed to accommodate the realities of Europe’s
congested metropolitan centers with unique style and chic.
Finally, a discussion on quality would not be complete without mentioning how car companies
are improving the experience of buying and servicing a vehicle. Along with top-notch reliability,
Lexus has made customer handling its USP in North America and Europe with its unrelenting
focus on details. Mercedes-Benz provides free roadside assistance in the US for any Mercedes-
Benz vehicle, regardless of age, a symbolic testament to the longevity of its vehicles. Now
Mercedes-Benz is raising the customer service stakes by designating dedicated concierges for
buyers of its Maybach ultra-luxury limousines, to handle all details of ownership, maintenance
and repair.
Cost/Value: delivering quality products at competitive prices
Competitive intensity in the automotive industry has been such that no automaker – whatever
its pedigree or positioning – has been able to defy the market imperatives of delivering
competitively priced quality products that provide good value to consumers.
In real terms, vehicle prices have decreased, as a consequence of two factors:
(1) Declining real cost-of-goods-sold (COGS). Currency uctuations and competitive
pressures have forced automakers to take out costs (through intelligent product design,
strategic sourcing and other strategic levers) in successive generations of products and
pass on those savings to consumers.
(2) Margin shrinkage. Several factors have contributed to margin shrinkage, but none as much
as information transparency, enabled in great part by the Internet. Accurate, up-to-date
information on retail prices, dealer invoices, special holdbacks and rebates, trade-in values,
and nancing rates is widely available to aid the sophisticated consumer in his negotiations.
In the European Union, the introduction of the Euro has led to pricing harmonization across
much larger territories and reduced the ability of automakers to price-discriminate across
low-/high-tax and low-/high-income markets. Online buying services have sprung up to
compete for the private buyer’s business, further enhancing the consumer’s power.
Particularly in af uent markets where automotive leasing is well developed, affordability has
been enhanced to the point where many consumers now base their vehicular choices on the
affordability of monthly lease payments, and not the purchase price.
There is also a broad-based trend to design powertrains for extended service intervals (e.g.
100,000 mile major service/spark plug changes), reducing service and maintenance costs as a
differentiating proposition. While inherently attractive for the consumer, this trend poses a
double-edged sword by signi cantly reducing the total lifetime per-vehicle service and parts
revenues (a key contributor to dealer pro tability) and shifting a bigger proportion of the available
business to the post-warranty aftermarket.
Timeliness: bringing products to market faster than competitors
There is immense value and competitive differentiation potential in bringing a new product to
market quicker than competition, on time and within budget. All else being equal, an OEM can
be more nimble in translating market trends and tastes into marketable products. As a result,
vehicle development programs cost less to execute, because resources are deployed with
greater focus for shorter gestation periods and with greater accountability; and products will
generally be fresher and require fewer incentives to move over their lifetimes.
All leading automakers have concerted initiatives underway to reduce their vehicle development
cycle times (see Exhibit 2). The exemplars of rapid product development have been the leading
Japanese OEMs – notably Toyota, Honda and Nissan – that have or will soon have the
capability to roll-off new models from their assembly lines in 12 months or less.
The implications of competitive differentiation
# Alistair Davidson. www.alistairdavidson.com
There are a number of implications to how automakers approach and execute their
differentiating strategies:
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5. Exhibit 2 Vehicle development lead time, styling freeze to SOP, months
Redesign, with signi cant platform/
Major redesign component reuse
GM 18 months or less (Hummer H2)
Ford 32 to 36 months (F150) 16 to 18 months (target)
(24 months target)
DCX 24 to 26 months 18 months
48 months (MBZ E-Class)
Toyota 26 months (Camry) 10 to 12 months
31 months (Corolla)/21 mos. (Matrix)
Honda 18 months (Fit) 12 months
BMW 35 months (X5)
Renault 29 months (Megane II)
Source: Various
f The web of differentiating attributes is constantly expanding, as the boundaries of the
achievable are continuously rede ned by the creative imagination and resourcefulness of
designers and engineers, advances in new materials and technology, industry regulations
and requirements, and competitive pressures.
f Attributes and features must be valued by consumers for them to serve as effective strategic
differentiators.
f The leading automakers have collectively achieved very high standards of performance on
some dimensions, and further investments to effect incremental improvements generate only
diminishing returns. Consumers become conditioned to expect high minimum acceptable
levels of performance on these attributes, which then lose their power for strategic
differentiation.
f Experiential attributes are becoming more powerful drivers of competitive differentiation.
Because most automakers are loading up their vehicles with features to improve consumers’
price/value perceptions, scoring well on feature checklists has not been an assured strategy
for competitive advantage. Instead, factors such as superior t-and- nish, the tactility and
re nement of vehicle controls and interfaces, the quality of interior materials and nishes,
unusual design features, superlative ride and handling and NVH control – are much more
dif cult to emulate consistently, and therefore represent sustained sources of strategic
differentiation.
f While customer handling is undeniably a powerful differentiating lever and should be part of a
balanced integrated strategic proposition for any OEM, the strength of this lever is far
outweighed by product attributes, particularly as vehicles are being designed for longer
service intervals, thus reducing opportunities for customer interaction. Creating customer
‘‘pull’’ to buy succeeding generations of exciting ‘‘must-have’’ products will always be a
more effective strategy than elaborate customer relationship marketing programs geared to
‘‘push’’ less-competitive products.
f Finally, competitive product benchmarking is useful, but only up to a point. Because of the
continual expansion of state-of-art achievable boundaries and the lead times associated
with development cycles, automakers that strive merely for performance parity with their
competitors’ current generation products often nd that their new products are quickly
eclipsed.
An automaker needs to be guided by its own clear beliefs and instincts about which key
parameters will form the basis of its own differentiated, consumer-valued strategic proposition –
and follow through con dently and comprehensively in its execution.
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6. A foundation of winning strategies
There are commonalities in the core principles that the leading automakers employ in their
winning strategies to improve exibility and responsiveness, reduce overall cost structure and
enhance competitiveness. These are the necessary but not suf cient foundations upon which
OEMs build differentiated competitive propositions, which can sustain them for several years to
come. They include:
Investment in fresh, attractive, affordable, consumer-driven products. The automotive
industry is introducing fresh products at an unprecedented rate hoping to win over af uent but
increasingly ckle consumers (see Exhibit 3). The past two decades has seen the introduction of
people movers and cross-over vehicle formats; the revival of the coupe, sports car, convertible
´
and GT genres; as well as the proliferation of sedans, sport-utility vehicles and trucks at every
size and price point. In today’s ‘‘zero nance’’ marketplace, automakers realize that new-
vehicle programs can be much better strategic investments for creating competitive
differentiation, compared to routinely expending billions on marketing and incentives. The
underlying message is clear: invest more money intelligently upfront on fresh affordable
products and features that consumers want – or spend it later on rebates.
Accelerated product development. A corollary of the new product explosion is the need to
continuously gauge the consumer’s pulse and translate those ndings into the development of
successful new products. Successive vehicle programs need to be developed more quickly at
lower cost, to break even at lower production runs, and become pro table sooner. It is no
coincidence that the nimblest automakers with respect to product development – Honda,
Nissan and Toyota – are also among the most pro table.
Intelligent platform and component sharing. A consequence of the imperative for quick,
cost-effective product development is developing and perfecting the skills for intelligent
platform, subassembly and component sharing. Estimates are that developing a new vehicle
from an existing platform requires 30 to 50 percent less time than developing it from a new
platform.
Exhibit 3 Light vehicle models in US market (by model year)
1,314
1,125
1,079
1,051
996
916
1997 ’98 ’99 2000 ’01 ’02
Source: Automotive News
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7. Flexible manufacturing and work practices. After hemorrhaging money when demand
slackened off for volume models produced in dedicated factories, many automakers are now
investing huge sums to improve the exibility of their assembly plants. They are taking their cues
from Honda, which since the mid-1980s has had the capability of assembling products as
diverse as the Accord, Legend, Prelude and Civic wagon on a single assembly line in its
Sayama plant.
Optimized order to delivery processes. Automakers are also making signi cant investments
to optimize lead management, build to order, and order to delivery processes and systems.
When appropriately selected and well executed, these programs and initiatives provide
consumers with better availability and shorter delivery times, while reducing pipeline and
nished goods inventory levels across the automakers, their suppliers and distribution chains.
Supplier leverage and partnering. With supplier outlays representing 50 to 60 percent of an
automaker’s costs, the search for greater cost competitiveness is a never-ceasing endeavor, as
market forces dictate that successive generations of products be delivered with more features
and content for less money. There is growing evidence that the way at least some leading Asian
automakers approach supplier relations – establishing longer-term partnerships over multiple
vehicle program generations, delegating selected technology development, and balancing price
and quality demands – pays off in better quality, scale and competitiveness, sustaining both the
automaker and supplier for the long-term.
Willingness to cap production of individual vehicle lines to control supply. Letting the
market establish its natural level of demand for a particular vehicle model line – and having the
resolve to cap production to achieve a supply/demand balance – is counterintuitive, if not
downright heretical, to many automakers. For years they have measured their success in sales
gures, relative to competitors. Yet, trying to bridge even relatively small oversupply situations
by stimulating demand beyond what consumers will naturally absorb can put an automaker
on the slippery slope of higher incentives, no-pro t eet sales, weakened residuals, poorer
consumer lease affordability (without subvention support), and zero pro ts for reinvestment in
the next generation of vehicles. Past a certain point, marginal revenue will fall below marginal
cost for incremental sales, leading to sub-optimization of overall vehicle program pro tability, if
not actual impairment.
Focus on key developing markets. Large developing countries – notably China, India, Mexico
and other export-led economies with a sizeable, growing middle-class – represent huge
potential demand for private vehicular transportation, and the last remaining battle elds for
automotive primacy. Indeed, China market projections suggest that annual sales could exceed
4 million units within ve years, ranking it third in global importance behind the USA and Japan.
Automakers that have been fobbing off second-rate or obsolete products will become
increasingly vulnerable as the opening of markets to competition exposes their protected
positions. Conversely, those most likely to succeed will approach their customers from two
ends: offering affordable, quality, versatile vehicles for the mass-market that are tailored to local
conditions and requirements, while also bringing in the best of their current model ranges for
early adopters and opinion leaders in the small but growing af uent upper-class.
Customer relationship management. Establishing and executing effective long-range
customer relationship management strategies to cultivate and win the hearts and minds of
successive generations of customers is paramount. Product and ownership propositions that
resonate with different generations in different geographies must be developed; messages that
‘‘ Letting the market establish its natural level of demand
for a particular vehicle model line – and having the
resolve to cap production to achieve a supply/demand
balance – is counterintuitive, if not downright heretical,
to many automakers.
’’
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8. speak to them must be couched, and delivered across the appropriate channels and media in
ways that cut through the clutter.
Continuous improvement mindset and commitment. Finally, the leanest and ttest vehicle
manufacturers are characterized by a steadfast vigilance in maintaining and growing their
competitive edge, on all cost, quality and timeliness dimensions.
No automaker can afford to rest on its past achievements. ‘‘Good enough’’ simply isn’t,
anymore. Automakers must make targeted investments in high-quality, differentiated products
that truly mirror what consumers value, and they must precisely match their output to demand
to achieve better margins and pro tability. The alternative is to pay ever-higher incentives to
move uncompetitive products. One course sets the automaker on a virtuous circle of mutually
reinforcing outcomes; the other, on a vicious spiral toward weakened nancials and
marginalization.
Acknowledgment
Photo credit: The photographs of automobiles in this special issue are by Alistair Davison
(www.alistairdavidson.com); e-mail address, alistair@eclicktick.com
# Alistair Davidson. www.alistairdavidson.com
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