The document discusses trends in the global automotive industry. It highlights how the industry is undergoing changes in business models and value chains due to pressures to be more flexible, mobile, and environmentally friendly. It explores topics like alternative fleet management strategies, the recovery of the US automotive industry, the role of branding through Formula 1, and the future of China's auto market. The magazine aims to transparently inform readers about current trends in the automotive sector through these articles analyzing various aspects of the industry.
Genex Logistics Got Covered in BharatBenz (On page no. 8, 14 & 15 )Genex Logistics
Genex Logistics has been covered in an Industry magazine (BharatBenz). It is a magazine of Mercedes Benz trucks. It is a quarterly magazine and the title for this quarter is Diversify, become a 3PL player.
The annual report summarizes the activities of the Automotive Component Manufacturers Association of India (ACMA) for the year 2011-12. It discusses the challenges faced by the auto component industry such as high interest rates, inflation, and economic uncertainty. While industry growth was modest at 13%, exports grew significantly at 31%. ACMA focused on promoting the industry through international trade missions, participation in auto shows, and partnerships. It also worked on initiatives related to technology, quality, skills development, and engaging with the government on policies to support the industry. The President's message covers ACMA's activities and priorities for addressing issues and realizing opportunities to strengthen the auto component manufacturing industry in India.
20100201 multi channel sales approach for premium autosrollerballrohit8
This document discusses a multi-channel sales approach for premium automakers to more effectively market and sell vehicles. It identifies 12 existing sales channels such as sponsoring, factory sales, dealerships, and online websites. The document evaluates how these channels are currently sub-optimally integrated and presents four scenarios for how automakers could allocate activities between themselves and dealers to better address customer needs across segments. Adopting a multi-channel approach could help automakers raise cost effectiveness and gain competitive advantages.
0904 Plotting Your Course Along The Growth Excellence MatrixAlvin Chua
In this presentation we discuss how to design and implement a growth system and once that is complete we will talk about growth strategies for a recession by introducing and discussing a Frost & Sullivan proprietary tool called the Growth Excellence Matrix, which we sometimes refer to this as GEM.
The Growth Excellence Matrix is our strategic approach to measuring a company’s future growth potential as a function of their strategic excellence and implementation excellence relative to their competitors. In this session, Craig will examine techniques that help identify areas for improvement and opportunities for growth in developing strategies which are realistic and achievable based on both internal as well as external challenges to growth. He will also discuss in detail the key fundamentals driving the future success of leading organisations and provide insights for creating a culture that will foster and ultimately lead to thought leadership, growth and innovation.
The document discusses the collapse of MG Rover and analyzes the stakeholders involved and their responsibilities. It examines MG Rover's actions in terms of corporate social responsibility and determines that while it upheld some economic responsibilities, it failed to properly consider its ethical responsibilities to employees. It assesses the relative power of actors like MG Rover, the UK government, and foreign companies. Finally, it debates who should be responsible for preserving jobs after MG Rover's collapse and whether unemployment was an inevitable consequence of industrial restructuring.
Value chain analysis Model for automobile IndustryKapil Shendge
This document analyzes the value chain of the automobile industry. It describes the primary and support activities of the value chain, including inbound logistics, operations, outbound logistics, marketing and sales, service, procurement, human resource management, technology development, and infrastructure. It then provides examples of how these activities apply specifically to the automobile industry, such as purchasing raw materials globally, efficient production operations like Toyota's JIT system, extensive dealer networks, and after-sales service. Competitive advantages from value chain analysis include lower costs through efficient activities and supplier relationships, as well as differentiation through innovative practices in manufacturing, operations management, and marketing.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
The Indian Automotive Industry - Evolving DynamicsVarun Bhandari
This PPT Is About The Indian Automotive Industry - Evolving Dynamics, Indian Auto Sector - Medium Term - Growth, Consolidation, Indian Auto Sector – Long-term - Green revolution, Mobility revolution, About KPMG In India
Genex Logistics Got Covered in BharatBenz (On page no. 8, 14 & 15 )Genex Logistics
Genex Logistics has been covered in an Industry magazine (BharatBenz). It is a magazine of Mercedes Benz trucks. It is a quarterly magazine and the title for this quarter is Diversify, become a 3PL player.
The annual report summarizes the activities of the Automotive Component Manufacturers Association of India (ACMA) for the year 2011-12. It discusses the challenges faced by the auto component industry such as high interest rates, inflation, and economic uncertainty. While industry growth was modest at 13%, exports grew significantly at 31%. ACMA focused on promoting the industry through international trade missions, participation in auto shows, and partnerships. It also worked on initiatives related to technology, quality, skills development, and engaging with the government on policies to support the industry. The President's message covers ACMA's activities and priorities for addressing issues and realizing opportunities to strengthen the auto component manufacturing industry in India.
20100201 multi channel sales approach for premium autosrollerballrohit8
This document discusses a multi-channel sales approach for premium automakers to more effectively market and sell vehicles. It identifies 12 existing sales channels such as sponsoring, factory sales, dealerships, and online websites. The document evaluates how these channels are currently sub-optimally integrated and presents four scenarios for how automakers could allocate activities between themselves and dealers to better address customer needs across segments. Adopting a multi-channel approach could help automakers raise cost effectiveness and gain competitive advantages.
0904 Plotting Your Course Along The Growth Excellence MatrixAlvin Chua
In this presentation we discuss how to design and implement a growth system and once that is complete we will talk about growth strategies for a recession by introducing and discussing a Frost & Sullivan proprietary tool called the Growth Excellence Matrix, which we sometimes refer to this as GEM.
The Growth Excellence Matrix is our strategic approach to measuring a company’s future growth potential as a function of their strategic excellence and implementation excellence relative to their competitors. In this session, Craig will examine techniques that help identify areas for improvement and opportunities for growth in developing strategies which are realistic and achievable based on both internal as well as external challenges to growth. He will also discuss in detail the key fundamentals driving the future success of leading organisations and provide insights for creating a culture that will foster and ultimately lead to thought leadership, growth and innovation.
The document discusses the collapse of MG Rover and analyzes the stakeholders involved and their responsibilities. It examines MG Rover's actions in terms of corporate social responsibility and determines that while it upheld some economic responsibilities, it failed to properly consider its ethical responsibilities to employees. It assesses the relative power of actors like MG Rover, the UK government, and foreign companies. Finally, it debates who should be responsible for preserving jobs after MG Rover's collapse and whether unemployment was an inevitable consequence of industrial restructuring.
Value chain analysis Model for automobile IndustryKapil Shendge
This document analyzes the value chain of the automobile industry. It describes the primary and support activities of the value chain, including inbound logistics, operations, outbound logistics, marketing and sales, service, procurement, human resource management, technology development, and infrastructure. It then provides examples of how these activities apply specifically to the automobile industry, such as purchasing raw materials globally, efficient production operations like Toyota's JIT system, extensive dealer networks, and after-sales service. Competitive advantages from value chain analysis include lower costs through efficient activities and supplier relationships, as well as differentiation through innovative practices in manufacturing, operations management, and marketing.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
The Indian Automotive Industry - Evolving DynamicsVarun Bhandari
This PPT Is About The Indian Automotive Industry - Evolving Dynamics, Indian Auto Sector - Medium Term - Growth, Consolidation, Indian Auto Sector – Long-term - Green revolution, Mobility revolution, About KPMG In India
This document brings together a set
of latest data points and publicly
available information relevant for
Automotive Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Proton was established in 1983 to manufacture cars in Malaysia and produced its first car, the Proton Saga, in 1985; it benchmarks Toyota and aims to be a globally successful Malaysian automaker through customer-oriented and innovative products, while facing threats from competitors and economic conditions.
The Indian automotive industry is well-positioned for medium-term growth driven by rising incomes, a growing working-age population, and increasing vehicle affordability. Growth will be led by two-wheelers, which account for the majority of vehicle sales. Factors like fuel economy will also be important as consumers remain price-conscious. While consolidation may occur, the nature of demand differs from global markets, with affordability and alternative fuels influencing trends in India. Overall the outlook is positive based on domestic demand, with four-wheelers expected to gain volumes as more consumers transition to cars.
Autoglass is a leading provider of windshield repair and replacement services in Europe. It focuses on meeting customer demands in a cost-effective manner. An analysis found that 92% of Autoglass customers were satisfied with the service. It currently has 500 branches across Europe. Given its strong position in the industry, Autoglass is well-positioned to face future challenges and continue growing steadily. It is the current market leader.
Substantive growth: Pursue international expansion by entering new markets in Europe and Asia through mergers and acquisitions.
Limited growth: Focus on market penetration and product development within the UK by offering new auto glass technologies and expanding services.
Retrenchment: Divest underperforming business units, cut costs, and downsize operations to improve profitability during an economic downturn.
The document discusses lessons that the Indian auto industry can learn from problems currently facing Detroit automakers. It summarizes Ford and GM's financial struggles and turnaround plans, which focus mainly on cutting costs. However, the most successful automakers like Toyota proactively develop new products that meet customer preferences. The document outlines strategic directions for Indian automakers, including enhancing customer understanding, investing in responsive R&D, examining all costs continuously, and ensuring suppliers are treated as partners. Developing this ability to quickly meet shifting customer needs will be critical to long-term success.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
The document provides an assignment on business strategy for Autoglass. It discusses Autoglass's mission, vision, objectives and core competencies. It reviews strategic planning issues like Ansoff's growth matrix and top-down and bottom-up approaches. It explains three planning techniques for Autoglass: PIMS, BCG growth share matrix, and SPACE matrix. It also analyzes organizational audits using SWOT and environmental audits using PESTLE and Porter's five forces. Finally, it analyzes alternative growth strategies for Autoglass relating to substantive growth, limited growth, and retrenchment.
Autoglass provides windshield repair and replacement services. It currently operates 500 branches across Europe and has a 92% customer satisfaction rate. Autoglass focuses on customer needs and providing efficient, effective service. It is the current market leader. Autoglass uses strategic planning techniques like Ansoff's matrix to guide growth. It focuses on market penetration and development. Autoglass also uses SWOT and PESTLE analyses to evaluate its position and environment. This helps Autoglass maximize opportunities and minimize threats to maintain its strong position in the windshield replacement industry.
The document discusses several Asian companies that were ranked among the most innovative in the world by BusinessWeek in 2010. It highlights HTC as a top smartphone maker from Taiwan that started as a contract manufacturer. It also discusses BYD, a Chinese company that is a leader in electric vehicles and solar panels, having started as a battery maker. Tata from India is described as focusing on innovation through initiatives like its Innovation Forum and workshops on best practices.
Autoglass is a leading provider of windshield repair and replacement services. It has 500 branches across Europe [SENTENCE 1]. An organizational audit of Autoglass found strengths in its low costs and safety standards, but weaknesses in promotion and advertising [SENTENCE 2]. Environmental analyses using PESTLE and Porter's Five Forces found that Autoglass is influenced by factors such as government policies, bargaining power of customers, and competitive rivalry in the industry [SENTENCE 3].
Maruti Udyog was established in 1981 through an act of parliament to meet India's growing demand for personal transportation. It has a joint venture with Suzuki Motor Company of Japan, who provides technology and management practices. Hyundai Motor India is a subsidiary of Hyundai Motor Company and is India's second largest car manufacturer. They market over 25 models across six segments. Hyundai positioned the Santro as a "smart car for young people" rather than a family car to target younger buyers. The cell phone industry is in the maturity stage of its product lifecycle. Companies like Airtel and Vodafone should pursue mergers and acquisitions, offers to reduce costs of night and weekend calls, invest
This document provides an analysis of General Motors' (GM) strategic management from 2009. It includes GM's mission statement, vision statement, objectives, strategies, brands, vehicle details, and internal/external analyses. SWOT, EFE, IFE, SPACE, Grand Strategy, and QSPM matrices are presented to evaluate GM's strengths, weaknesses, opportunities, threats, competitive position, and strategies. The document concludes GM needs to improve alternative energy vehicles, global expansion, and profitability to compete in a changing industry.
Autoglass provides windshield repair and replacement services. It has established itself as the market leader through high quality service and customer satisfaction. Autoglass uses strategic planning techniques like Ansoff's model to penetrate existing markets and develop new products. It analyzes its competitive advantages and conducts organizational audits using SWOT and PESTLE analysis to understand opportunities and threats in the industry environment. Stakeholder analysis helps Autoglass understand different stakeholder groups to effectively engage them in strategic decision making.
This document is an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary and four tasks analyzing Autoglass' strategy, environment, strategic alternatives, and implementation. Task 1 explains Autoglass' mission, vision, goals and core competencies around windshield repair and replacement. Task 2 performs organizational and environmental audits of Autoglass. Task 3 analyzes growth, limited growth, and retrenchment strategies. Task 4 compares strategy implementation roles and evaluates resource needs to implement a new strategy.
Oxford Brookes ACCA applied account RAP THESIS (OBU) The Business and finan...Academic Mania
This document provides an analysis of Toyota Motors' business and financial performance over a three-year period from 2013-2015. It begins with an introduction to the automotive industry and reasons for choosing Toyota as the subject. The research objectives are then outlined, which include analyzing Toyota's competitive positioning, understanding its management and financial ratios. Various business techniques are applied, such as SWOT, Porter's Five Forces, and PESTLE analyses. Financial ratio calculations are also used to assess Toyota's profitability, liquidity, risk and efficiency. The document is structured to first present the research approach, then analyze Toyota's business and financial results, and conclude with recommendations.
This document discusses how the economic crisis negatively impacted automotive suppliers' working capital levels. Many suppliers had to restructure operations and reduce trade working capital to match lower demand. Now as demand improves, suppliers may face capacity constraints and liquidity pressures as they need more working capital to ramp up production. Benchmarking suppliers' working capital requirements can help assess risks. Suppliers that maintained strong liquidity during the recovery may gain a competitive advantage. Small and mid-sized suppliers in particular may be higher risk due to more limited financing.
The document discusses the potential impacts of a proposed new revenue recognition standard on the automotive industry. The proposed standard would require a significant change in approach, moving to a single, contract-based model where revenue is recognized when performance obligations are satisfied, representing a transfer of control of goods or services. This would impact areas like IT systems, financial metrics, and legal contracts. Companies would need to fundamentally change their revenue processes under the new standard.
The document discusses how auto lenders should adapt their underwriting processes to evaluate non-prime borrowers effectively as more borrowers enter the non-prime segment due to economic hardship. It recommends that lenders supplement traditional credit scoring with subjective analysis, such as applicant interviews, to obtain additional contextual information and identify creditworthy non-prime applicants. Conducting interviews allows lenders to clarify inconsistencies in credit reports, understand the causes of credit blemishes, and assess an applicant's willingness and ability to repay a loan. Integrating subjective analysis into underwriting can help lenders navigate the complexities of evaluating non-prime borrowers and capture this growing market segment in a responsible way.
This study analyzes the potential impact of electric vehicles making up 20% of passenger cars, light duty vehicles, and two-wheeled vehicles in Austria by 2020 and 2030. Key findings include:
1) 1 million electric vehicles would increase power consumption by 3% without requiring new power plants.
2) The energy grid has sufficient capacity for electric vehicle charging. Some distribution network adaptations may be needed.
3) 16,200 charging points would be required nationwide, or 2,800 in cities. Investments of €111-650 million would be needed.
4) Electric vehicles could reduce car emissions to 40 g/km, a two-thirds reduction, and lower Austria's carbon footprint
This document analyzes the market attractiveness of the auto component industry in India. It begins with an executive summary that outlines the size and growth forecasts of the OEM and replacement markets in India. It then discusses the government's foreign investment policies in the auto component sector and identifies attractive sub-segments for potential entry strategies. The rest of the document provides an in-depth analysis of trends in the global and Indian auto component industries, including market size estimates, production and export figures, major players, and growth forecasts through 2025. It also examines the OEM and replacement markets in India and how components are sourced.
This document brings together a set
of latest data points and publicly
available information relevant for
Automotive Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Proton was established in 1983 to manufacture cars in Malaysia and produced its first car, the Proton Saga, in 1985; it benchmarks Toyota and aims to be a globally successful Malaysian automaker through customer-oriented and innovative products, while facing threats from competitors and economic conditions.
The Indian automotive industry is well-positioned for medium-term growth driven by rising incomes, a growing working-age population, and increasing vehicle affordability. Growth will be led by two-wheelers, which account for the majority of vehicle sales. Factors like fuel economy will also be important as consumers remain price-conscious. While consolidation may occur, the nature of demand differs from global markets, with affordability and alternative fuels influencing trends in India. Overall the outlook is positive based on domestic demand, with four-wheelers expected to gain volumes as more consumers transition to cars.
Autoglass is a leading provider of windshield repair and replacement services in Europe. It focuses on meeting customer demands in a cost-effective manner. An analysis found that 92% of Autoglass customers were satisfied with the service. It currently has 500 branches across Europe. Given its strong position in the industry, Autoglass is well-positioned to face future challenges and continue growing steadily. It is the current market leader.
Substantive growth: Pursue international expansion by entering new markets in Europe and Asia through mergers and acquisitions.
Limited growth: Focus on market penetration and product development within the UK by offering new auto glass technologies and expanding services.
Retrenchment: Divest underperforming business units, cut costs, and downsize operations to improve profitability during an economic downturn.
The document discusses lessons that the Indian auto industry can learn from problems currently facing Detroit automakers. It summarizes Ford and GM's financial struggles and turnaround plans, which focus mainly on cutting costs. However, the most successful automakers like Toyota proactively develop new products that meet customer preferences. The document outlines strategic directions for Indian automakers, including enhancing customer understanding, investing in responsive R&D, examining all costs continuously, and ensuring suppliers are treated as partners. Developing this ability to quickly meet shifting customer needs will be critical to long-term success.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
The document provides an assignment on business strategy for Autoglass. It discusses Autoglass's mission, vision, objectives and core competencies. It reviews strategic planning issues like Ansoff's growth matrix and top-down and bottom-up approaches. It explains three planning techniques for Autoglass: PIMS, BCG growth share matrix, and SPACE matrix. It also analyzes organizational audits using SWOT and environmental audits using PESTLE and Porter's five forces. Finally, it analyzes alternative growth strategies for Autoglass relating to substantive growth, limited growth, and retrenchment.
Autoglass provides windshield repair and replacement services. It currently operates 500 branches across Europe and has a 92% customer satisfaction rate. Autoglass focuses on customer needs and providing efficient, effective service. It is the current market leader. Autoglass uses strategic planning techniques like Ansoff's matrix to guide growth. It focuses on market penetration and development. Autoglass also uses SWOT and PESTLE analyses to evaluate its position and environment. This helps Autoglass maximize opportunities and minimize threats to maintain its strong position in the windshield replacement industry.
The document discusses several Asian companies that were ranked among the most innovative in the world by BusinessWeek in 2010. It highlights HTC as a top smartphone maker from Taiwan that started as a contract manufacturer. It also discusses BYD, a Chinese company that is a leader in electric vehicles and solar panels, having started as a battery maker. Tata from India is described as focusing on innovation through initiatives like its Innovation Forum and workshops on best practices.
Autoglass is a leading provider of windshield repair and replacement services. It has 500 branches across Europe [SENTENCE 1]. An organizational audit of Autoglass found strengths in its low costs and safety standards, but weaknesses in promotion and advertising [SENTENCE 2]. Environmental analyses using PESTLE and Porter's Five Forces found that Autoglass is influenced by factors such as government policies, bargaining power of customers, and competitive rivalry in the industry [SENTENCE 3].
Maruti Udyog was established in 1981 through an act of parliament to meet India's growing demand for personal transportation. It has a joint venture with Suzuki Motor Company of Japan, who provides technology and management practices. Hyundai Motor India is a subsidiary of Hyundai Motor Company and is India's second largest car manufacturer. They market over 25 models across six segments. Hyundai positioned the Santro as a "smart car for young people" rather than a family car to target younger buyers. The cell phone industry is in the maturity stage of its product lifecycle. Companies like Airtel and Vodafone should pursue mergers and acquisitions, offers to reduce costs of night and weekend calls, invest
This document provides an analysis of General Motors' (GM) strategic management from 2009. It includes GM's mission statement, vision statement, objectives, strategies, brands, vehicle details, and internal/external analyses. SWOT, EFE, IFE, SPACE, Grand Strategy, and QSPM matrices are presented to evaluate GM's strengths, weaknesses, opportunities, threats, competitive position, and strategies. The document concludes GM needs to improve alternative energy vehicles, global expansion, and profitability to compete in a changing industry.
Autoglass provides windshield repair and replacement services. It has established itself as the market leader through high quality service and customer satisfaction. Autoglass uses strategic planning techniques like Ansoff's model to penetrate existing markets and develop new products. It analyzes its competitive advantages and conducts organizational audits using SWOT and PESTLE analysis to understand opportunities and threats in the industry environment. Stakeholder analysis helps Autoglass understand different stakeholder groups to effectively engage them in strategic decision making.
This document is an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary and four tasks analyzing Autoglass' strategy, environment, strategic alternatives, and implementation. Task 1 explains Autoglass' mission, vision, goals and core competencies around windshield repair and replacement. Task 2 performs organizational and environmental audits of Autoglass. Task 3 analyzes growth, limited growth, and retrenchment strategies. Task 4 compares strategy implementation roles and evaluates resource needs to implement a new strategy.
Oxford Brookes ACCA applied account RAP THESIS (OBU) The Business and finan...Academic Mania
This document provides an analysis of Toyota Motors' business and financial performance over a three-year period from 2013-2015. It begins with an introduction to the automotive industry and reasons for choosing Toyota as the subject. The research objectives are then outlined, which include analyzing Toyota's competitive positioning, understanding its management and financial ratios. Various business techniques are applied, such as SWOT, Porter's Five Forces, and PESTLE analyses. Financial ratio calculations are also used to assess Toyota's profitability, liquidity, risk and efficiency. The document is structured to first present the research approach, then analyze Toyota's business and financial results, and conclude with recommendations.
This document discusses how the economic crisis negatively impacted automotive suppliers' working capital levels. Many suppliers had to restructure operations and reduce trade working capital to match lower demand. Now as demand improves, suppliers may face capacity constraints and liquidity pressures as they need more working capital to ramp up production. Benchmarking suppliers' working capital requirements can help assess risks. Suppliers that maintained strong liquidity during the recovery may gain a competitive advantage. Small and mid-sized suppliers in particular may be higher risk due to more limited financing.
The document discusses the potential impacts of a proposed new revenue recognition standard on the automotive industry. The proposed standard would require a significant change in approach, moving to a single, contract-based model where revenue is recognized when performance obligations are satisfied, representing a transfer of control of goods or services. This would impact areas like IT systems, financial metrics, and legal contracts. Companies would need to fundamentally change their revenue processes under the new standard.
The document discusses how auto lenders should adapt their underwriting processes to evaluate non-prime borrowers effectively as more borrowers enter the non-prime segment due to economic hardship. It recommends that lenders supplement traditional credit scoring with subjective analysis, such as applicant interviews, to obtain additional contextual information and identify creditworthy non-prime applicants. Conducting interviews allows lenders to clarify inconsistencies in credit reports, understand the causes of credit blemishes, and assess an applicant's willingness and ability to repay a loan. Integrating subjective analysis into underwriting can help lenders navigate the complexities of evaluating non-prime borrowers and capture this growing market segment in a responsible way.
This study analyzes the potential impact of electric vehicles making up 20% of passenger cars, light duty vehicles, and two-wheeled vehicles in Austria by 2020 and 2030. Key findings include:
1) 1 million electric vehicles would increase power consumption by 3% without requiring new power plants.
2) The energy grid has sufficient capacity for electric vehicle charging. Some distribution network adaptations may be needed.
3) 16,200 charging points would be required nationwide, or 2,800 in cities. Investments of €111-650 million would be needed.
4) Electric vehicles could reduce car emissions to 40 g/km, a two-thirds reduction, and lower Austria's carbon footprint
This document analyzes the market attractiveness of the auto component industry in India. It begins with an executive summary that outlines the size and growth forecasts of the OEM and replacement markets in India. It then discusses the government's foreign investment policies in the auto component sector and identifies attractive sub-segments for potential entry strategies. The rest of the document provides an in-depth analysis of trends in the global and Indian auto component industries, including market size estimates, production and export figures, major players, and growth forecasts through 2025. It also examines the OEM and replacement markets in India and how components are sourced.
The document summarizes the ASEAN automotive market, focusing on Thailand, Malaysia, and Indonesia. It states that combined auto sales in ASEAN's six main markets declined 10.2% in 2009 but some economies increased, and sales are expected to exceed 2 million units in 2010. Thailand has become a major regional production and export hub for vehicles, particularly pickup trucks. The auto industry is a key part of Thailand's economy, and production and exports are expected to increase in 2010 despite declines in 2009.
Electric vehicles represent an opportunity to increase vehicle efficiencies and reduce dependence on fossil fuels. However, battery systems significantly increase vehicle costs, and building supporting charging infrastructure will require major investment. In the short to mid term, electric vehicles are expected to have a minimal volume impact, comprising less than 1% of global vehicle production by 2015. Continued technology advances, government support, and consumer acceptance will influence whether electric vehicles achieve significant market penetration.
1) Many suppliers restructured operations and adjusted working capital levels in response to reduced demand during the recession.
2) As demand starts to improve, suppliers may have challenges increasing production due to capacity constraints and liquidity pressures from needing to finance purchases in advance.
3) Benchmarking working capital requirements across industry segments can help suppliers, automakers, and investors understand liquidity trends and risks to supply chains or potential investments. Those suppliers that maintain solid liquidity may gain competitive advantages as markets recover.
This document summarizes the key findings of KPMG's 2009 Global Auto Executive Survey. The survey found that automotive executives have significantly lowered their expectations since last year due to the unprecedented global economic crisis. They now expect lower revenues, profits, more bankruptcies, and a long period of restructuring. Additionally, growth expectations for China and India over the next five years were much lower than previously anticipated. However, the survey also found that companies remain focused on innovation, especially in fuel technologies, to help rebuild sales and cut costs during the recovery. Market share expectations continue to shift towards emerging Asian and Japanese/Korean brands.
This document provides an overview and summary of KPMG's 2010 Global Auto Executive Survey. The survey polled 200 auto industry executives from 24 countries between September and November 2009. It gathered perspectives on industry concerns, expectations, and challenges through 2014. Key findings included that overcapacity remains a major issue, innovation and emerging markets will be high priorities, and consolidation in the industry is expected to continue through mergers and acquisitions.
The survey found that growth expectations have shifted away from mature economies toward emerging markets. Most companies expect emerging economies like Asia, Eastern Europe, and Russia to contribute significantly to auto industry growth over the next five years. In contrast, more companies forecast declines in revenues for North America and Japan than improvements. Expectations for Western Europe were evenly split between declines and stability.
The document discusses corporate value derived from new markets. It focuses on challenges large manufacturing companies face when operating in new markets like Brazil, Russia, India and China. Key concerns are cost, quality, and managing through joint ventures. While low-cost sourcing is attractive, quality issues are a prominent worry, especially for manufacturing in China. Growth strategies center on gaining new customers and sales in existing markets rather than entering entirely new countries.
1. AutomotiveNow
Summer 2010
Value Chain Crash –
New Business Models
for the Automotive
Industry
Rethinking fleet management
Exploring the trend towards environmentally-
friendly mobility alternatives in travel
management
The US – the rise after the fall
Automotive industry quickly adapts to the
challenges of the new global economy