This document discusses strategies for developing winning products for emerging markets. It outlines three key lessons: 1) Shake up thinking by challenging assumptions through workshops that generate customer insights; 2) Start from scratch by prioritizing the most important features rather than including all features; 3) Design for manufacturability by further optimizing products and processes for local customers and workers to lower costs. Top companies master these approaches to differentiate their products in fast-changing emerging markets.
Amara Raja Batteries Ltd (ARBL) was established in 1985 and is the largest manufacturer of lead-acid batteries in India. It has two strategic business units: industrial batteries and automotive batteries. ARBL focuses on the replacement market for automotive batteries due to strong competition in the OEM market from Exide. Branding helps ARBL market automotive batteries, which are a low involvement product, by creating an easily recognizable brand. To increase market share in OEM, ARBL should customize products and meet OEM cost and requirements.
Amara Raja Batteries launched the Amaron automotive battery brand in 2000 to focus on the replacement market segment, which had more individual buyers and opportunities for better pricing compared to the competitive OEM market. Amaron emphasized its lasting power, zero maintenance, and longest warranty period. Through innovative promotion strategies highlighting its longevity, catchy branding with colors and fonts, association with motorsports, and a network of franchise stores and retailers, Amaron achieved 6% of the replacement market share within three years. Amara Raja is now gaining ground in the OEM segment by supplying batteries to various automakers.
The document discusses engaging with today's automotive consumers. It notes that while motor vehicle production is growing globally, consumer behavior is shifting with consumers becoming more critical and having higher expectations. It emphasizes that in order to succeed, automakers must engage consumers on an individual level and find new ways to understand shifting consumer behaviors and motivations in today's digital world. Consumer research methods also need to evolve from traditional survey-based approaches to more social, mobile, and interactive techniques that are engaging and provide insights in real-time.
Ford is considering adopting Dell's supply chain model to improve productivity and reduce costs. Currently, Ford has a complex supply chain with long lead times. Adopting Dell's virtual integration model could help Ford simplify its supply chain and increase information sharing with suppliers. However, there are also risks to consider like how Ford's large, global operations may be difficult to align with Dell's model.
This dissertation summarizes a document about the automobile industry. It discusses how the industry experienced constant growth until the mid-1980s, but then demand depressed in North America, Europe and Japan, leaving industry profitability in recession. It analyzes the industry using Porter's Five Forces model, noting that competition is intense between established firms and that bargaining power has increased for both buyers and suppliers. It predicts that rivalry will continue and managing excess capacity relative to demand will be challenging, especially as bargaining power remains strong for buyers and suppliers.
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.
This document summarizes a study of distribution channels for Ralco Cycle Tyres and Tubes. It provides background on Ralson India Ltd and analyzes strengths, weaknesses, opportunities and threats. Key findings from dealer and OEM surveys include that replacement services need to be more speedy, prices could be decreased, inventory increased to meet OEM demand, and more discounts provided to dealers. The study had limitations of sample size representing only Punjab dealers and potential for incorrect dealer information.
Amara Raja Batteries Ltd (ARBL) was established in 1985 and is the largest manufacturer of lead-acid batteries in India. It has two strategic business units: industrial batteries and automotive batteries. ARBL focuses on the replacement market for automotive batteries due to strong competition in the OEM market from Exide. Branding helps ARBL market automotive batteries, which are a low involvement product, by creating an easily recognizable brand. To increase market share in OEM, ARBL should customize products and meet OEM cost and requirements.
Amara Raja Batteries launched the Amaron automotive battery brand in 2000 to focus on the replacement market segment, which had more individual buyers and opportunities for better pricing compared to the competitive OEM market. Amaron emphasized its lasting power, zero maintenance, and longest warranty period. Through innovative promotion strategies highlighting its longevity, catchy branding with colors and fonts, association with motorsports, and a network of franchise stores and retailers, Amaron achieved 6% of the replacement market share within three years. Amara Raja is now gaining ground in the OEM segment by supplying batteries to various automakers.
The document discusses engaging with today's automotive consumers. It notes that while motor vehicle production is growing globally, consumer behavior is shifting with consumers becoming more critical and having higher expectations. It emphasizes that in order to succeed, automakers must engage consumers on an individual level and find new ways to understand shifting consumer behaviors and motivations in today's digital world. Consumer research methods also need to evolve from traditional survey-based approaches to more social, mobile, and interactive techniques that are engaging and provide insights in real-time.
Ford is considering adopting Dell's supply chain model to improve productivity and reduce costs. Currently, Ford has a complex supply chain with long lead times. Adopting Dell's virtual integration model could help Ford simplify its supply chain and increase information sharing with suppliers. However, there are also risks to consider like how Ford's large, global operations may be difficult to align with Dell's model.
This dissertation summarizes a document about the automobile industry. It discusses how the industry experienced constant growth until the mid-1980s, but then demand depressed in North America, Europe and Japan, leaving industry profitability in recession. It analyzes the industry using Porter's Five Forces model, noting that competition is intense between established firms and that bargaining power has increased for both buyers and suppliers. It predicts that rivalry will continue and managing excess capacity relative to demand will be challenging, especially as bargaining power remains strong for buyers and suppliers.
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.
This document summarizes a study of distribution channels for Ralco Cycle Tyres and Tubes. It provides background on Ralson India Ltd and analyzes strengths, weaknesses, opportunities and threats. Key findings from dealer and OEM surveys include that replacement services need to be more speedy, prices could be decreased, inventory increased to meet OEM demand, and more discounts provided to dealers. The study had limitations of sample size representing only Punjab dealers and potential for incorrect dealer information.
A study of consumer behavior on small carsProjects Kart
This document is a study on consumer behavior for small cars in India. It includes an executive summary that outlines the objectives of analyzing brand personality and measuring customer satisfaction for selected car brands. The introduction defines the importance of word-of-mouth recommendations and measuring customer willingness to recommend products. The overview provides context on the growth of the Indian auto industry and market segments.
The global battery market is worth $86 billion annually, with rechargeable batteries making up $50 billion of that. The market is growing at 6% per year. China, India, Brazil, the Czech Republic and South Korea will see some of the strongest gains. The market for electric vehicle batteries will be $37 billion by 2020. The Indian automobile battery industry is worth Rs. 20,000 crores annually, with Exide and Amara Raja being the top players and having the largest market shares in both OEM and replacement markets. Exide and Amara Raja are looking to expand into new markets like marine, aerospace and portable power banks to drive future growth.
This document provides a literature review on consumer behavior in the two-wheeler industry in India. It summarizes several research articles and reports on marketing strategies and customer relationship management (CRM) programs used by major two-wheeler companies in India like Hero MotoCorp, Honda, Bajaj, and TVS. The review finds that companies are increasingly focusing on CRM, loyalty programs, and after-sales service to gain a competitive advantage in the growing but highly competitive two-wheeler market in India.
The Hyundai Genesis targets baby boomers and high tech professionals with its class-leading performance and fuel efficiency at a lower price point than competitors like the Lexus and Infinity. Intense competition in the luxury sedan market applies pricing pressure as automakers use incentives to attract customers. However, Hyundai has gained market share through high quality, safety, and value. The emergence of foreign automakers like Hyundai also increases competition, while high gas prices could threaten large vehicle sales if customers seek alternatives.
Ford Motors is a leading automobile company that was severely impacted by the 2008 recession but has since made a strong recovery. An analysis of Ford and the automobile industry highlights several key points. The industry has faced overcapacity challenges as production outpaced demand. Ford has implemented a "One Ford" strategy focused on restructuring, new product development, and improving its financial position. Looking forward, Ford's strategy should continue expanding into foreign markets through strategic alliances while addressing ongoing industry problems like excess capacity and high new product development costs.
This document is a term paper submitted by Abhimanyu Sharma about a customer satisfaction survey conducted on Hyundai products in India. The paper introduces the topic of measuring post-purchase satisfaction levels among Hyundai customers and why this is important for the company. It then provides background information on Hyundai as a company and the automotive industry in India. The paper describes Hyundai's various car models and lists the objectives and scope of the customer satisfaction survey, which aims to understand customer feedback, expectations, and any problems experienced with Hyundai products.
Our European Toyota Logistic Design Competition 2014 has received international attention. Magnus Oliveira Andersson, Head of Design at Toyota Material Handling Europe (TMHE) introduces the top three winners and talks about how inspiring the proposals were. The 2014 competition with the theme “Tow Tractors: Industrial Machines in Need of a Makeover” focused on making the tow tractors innovative and stylish. Toyota also aimed at promoting industrial design among students in the material handling area.
The document summarizes findings from the 2008 Automotive eShopper Experience Study. It found that while dealers have improved in responding to a higher percentage of online leads compared to previous years, there is still room for improvement, as one in four leads go unanswered. It also found that dealers generally do not provide pricing information when asked and do not effectively promote their brand's benefits. The study analyzed response rates, methods, times, and quality across different auto brands to determine which were highest performing based on an Automotive eShopper Index.
How Renault India achieved the success in Indian Market with help of its super stunning SUV model Duster is mainly shown in to this presentation.
the 3F strategy of renault Duster, success factors of Duster, Launch strategy of Duster has been explained in it.
The Company renault thrived for the success from their first model (Fluence) launched in India in May 2011. but eventually by understanding Indian Market and Customer's want they finally came up with the SUV 5 seater model 'Duster' and company got a massive success with it.
the whole journey of how the company how it survived in the market and got a huge success like abroad in India too like a phoenix bird does, is explained here.
This is a case study analysis that was done by a group of Management Information Students (from UIC). The case on Ford discussed how it could adopt the business model of Dell to achieve economies of scale.
BigRoad was awarded the 2017 North American Electronic Logging Device (ELD) Solutions Customer Value Leadership Award for its DashLink ELD product. BigRoad differentiated itself in the market through its affordable pricing of $19.50/month for owner-operators, plug-and-play hardware, and strong customer support. BigRoad experienced significant growth in 2016-2017 and was acquired by Fleet Complete, positioning it for continued leadership in the ELD solutions market.
Scott Pechstein – Why buying 3rd party is still the most efficient advertisementSean Bradley
Autobytel has partnered with Polk to track sales results on all Autobytel New and Used Car Quote Requests. Polk matches these leads to State Registration data for all 50 States. Scott will discuss numerous standard reports that include: Close Rate by Source, Close Rate by Make, Crossover between Makes (submitted a lead for a Toyota and bought a Nissan), Crossover between New and Used (submitted a lead for New and bought Used), and Time in Between Lead Submissions and Purchase. Most importantly, what can dealers can do with this information will be discussed. By the end of this discussion, you may redefine who your “competition” really is and refine your Internet Sales process. For a Toyota dealer, you may find you aren’t losing business to the local Toyota store, rather, to the used independent across town.
The document discusses mergers, acquisitions, alliances, and joint ventures. It notes that such strategic partnerships have become important due to scarce resources, emerging markets, and changing business environments. It examines why alliances are imperative and outlines factors MNCs consider when targeting countries and deciding between partnerships like mergers and acquisitions versus going solo. The document also discusses how to identify opportunities for partnerships by finding gaps in companies' value chains and addressing institutional voids in emerging markets.
International Public Relations: Fiat Chrysler acquisition 2014pierg11
This is a case study of International Public Relations about the acquisition of Fiat Chrysler.
Is the challenges for communication management and public relation in international mergers and acquisition.
FIAT Case Study - Web Analytics And Media Data Analysis In The Automotive Ind...Marco De Cesaris
Web analytics and data analysis are becoming far more important to business. These tools
and analysis allow you to judge on the performance of the business and at the same time
can help in forecasting. If well integrated web analytics and data analysis can provide
good recommendations and insights for the decision makers, and can also allow
immediate changes on the website (adding, removing, editing pages and/or content), and
again can help in improving media planning (and ad spend), and these kind of analysis
definitely help in the process of business optimization.
This is a practical empirical research rather than a theory based research. All the work is
based on real data from a blue chip company in the automotive Industry: FIAT UK.
Dissertation submitted in partial fulfilment for the degree of
MA in Electronic Communication and Publishing,
School of Library, Archive and Information Studies,
University College London.
This document discusses strategies for local companies competing against global giants in emerging markets. It outlines 3 main strategies: partnering with the government, partnering with foreign companies, or selling the business and leaving the market. It then uses Bajaj Auto in India as a case study. Bajaj was able to survive the entry of Honda into the Indian scooter market by leveraging its existing competitive assets like distribution networks and relationships. The document teaches that managers should analyze the pressure of globalization in their industry and assess which of their company's assets are transferable to other markets to determine the best strategy for competing against multinational rivals.
Fiat is an Italian automaker established in 1899 that is known for iconic cars like the 500. In 2007, Fiat launched a new 500 model and involved over 3.7 million potential customers in its design and marketing. Customers contributed ideas online and helped select accessories. Fiat utilized emotional and street marketing techniques to launch the new 500 and target customers aged 18-50. The car began at affordable price points between 10,500-14,500 euros through various financing options.
Why product design and demand can impact on supply chain structure and strategy.Wayne Harper
This report discusses the need to balance product design & demand elements when managing the implementation of SCM strategies. It follows on from my report on Procurement & Production processes (see above) using the Holden vs Ford case study.
ECO 5625Factors.docFACTORS AFFECTING RIVALRY AMONG EXISTING C.docxSALU18
ECO 562/5Factors.doc
FACTORS AFFECTING RIVALRY AMONG EXISTING COMPETITORS
To what extent does pricing rivalry or nonprice competition (e.g., advertising) erode the profitability of a typical firm in this industry?
Characterization (Current)
Future trend
Degree of seller concentration?
Rate of industry growth?
Significant cost differences among firms?
Excess capacity?
Cost structure of firms: sensitivity of costs to capacity utilization?
Degree of product differentiation among sellers? Brand loyalty to existing sellers? Cross-price elasticities of demand among competitors in industry?
Buyers' costs of switching from one competitor to another?
Are prices and terms of sales transactions observable?
Can firms adjust prices quickly?
Large and/or infrequent sales orders?
Use of "facilitation practices" (price leadership, advance announcement of price changes)?
History of "cooperative" pricing?
Strength of exit barriers?
FACTORS AFFECTING THE THREAT OF ENTRY
To what extent does the threat or incidence of entry work to erode the profitability of a typical firm in this industry?
Characterization (Current)
Future trend
Significant economies of scale?
Importance of reputation or established brand loyalties in purchase decision?
Entrants' access to distribution channels?
Entrants' access to raw materials?
Entrants' access to technology/know-how?
Entrants' access to favorable locations?
Experience-based advantages of incumbents?
"Network externalities": demand-side advantages to incumbents from large installed base?
Government protection of incumbents?
Perceptions of entrants about expected retaliation of incumbents/reputations of incumbents for "toughness"?
FACTORS AFFECTING OR REFLECTING PRESSURE FROM SUBSTITUTE PRODUCTS AND SUPPORT FROM COMPLEMENTS
To what extent does competition from substitute products outside the industry erode the profitability of a typical firm in the industry?
Characterization (Current)
Future trend
Availability of close substitutes?
Price-value characteristics of substitutes?
Price elasticity of industry demand?
Availability of close complements
Price-value characteristics of complements?
FACTORS AFFECTING OR REFLECTING POWER OF INPUT SUPPLIERS
To what extent do individual suppliers have the ability to negotiate high input prices with typical firms in this industry? To what extent do input prices deviate from those that would prevail in a perfectly competitive input market in which input suppliers act as price takers?
Characterization (Current)
Future trend
Is supplier industry more concentrated than industry it sells to?
Do firms in industry purchase relatively small volumes relative to other customers of supplier? Is typical firm's purchase volume small relative to sales of typical supplier?
Few substitutes for suppliers' input?
Do firms in industry make relationship-specific investments to support transactions with specific suppliers?
Do suppliers pose ...
Kia Motors manufactures and distributes automobiles in India including sedans, SUVs, hatchbacks, and mini vans. To implement its vision of inspiring movement, Kia has developed a flexible and horizontal culture that encourages creativity and challenges conventional thinking. The company's mission is to realize humanity's dreams through innovative problem solving. Key product segments in India are SUV/crossovers, MPVs, and upcoming EVs. Despite challenges from the pandemic, Kia has increased market share through new models and maintained strong financial performance.
A study of consumer behavior on small carsProjects Kart
This document is a study on consumer behavior for small cars in India. It includes an executive summary that outlines the objectives of analyzing brand personality and measuring customer satisfaction for selected car brands. The introduction defines the importance of word-of-mouth recommendations and measuring customer willingness to recommend products. The overview provides context on the growth of the Indian auto industry and market segments.
The global battery market is worth $86 billion annually, with rechargeable batteries making up $50 billion of that. The market is growing at 6% per year. China, India, Brazil, the Czech Republic and South Korea will see some of the strongest gains. The market for electric vehicle batteries will be $37 billion by 2020. The Indian automobile battery industry is worth Rs. 20,000 crores annually, with Exide and Amara Raja being the top players and having the largest market shares in both OEM and replacement markets. Exide and Amara Raja are looking to expand into new markets like marine, aerospace and portable power banks to drive future growth.
This document provides a literature review on consumer behavior in the two-wheeler industry in India. It summarizes several research articles and reports on marketing strategies and customer relationship management (CRM) programs used by major two-wheeler companies in India like Hero MotoCorp, Honda, Bajaj, and TVS. The review finds that companies are increasingly focusing on CRM, loyalty programs, and after-sales service to gain a competitive advantage in the growing but highly competitive two-wheeler market in India.
The Hyundai Genesis targets baby boomers and high tech professionals with its class-leading performance and fuel efficiency at a lower price point than competitors like the Lexus and Infinity. Intense competition in the luxury sedan market applies pricing pressure as automakers use incentives to attract customers. However, Hyundai has gained market share through high quality, safety, and value. The emergence of foreign automakers like Hyundai also increases competition, while high gas prices could threaten large vehicle sales if customers seek alternatives.
Ford Motors is a leading automobile company that was severely impacted by the 2008 recession but has since made a strong recovery. An analysis of Ford and the automobile industry highlights several key points. The industry has faced overcapacity challenges as production outpaced demand. Ford has implemented a "One Ford" strategy focused on restructuring, new product development, and improving its financial position. Looking forward, Ford's strategy should continue expanding into foreign markets through strategic alliances while addressing ongoing industry problems like excess capacity and high new product development costs.
This document is a term paper submitted by Abhimanyu Sharma about a customer satisfaction survey conducted on Hyundai products in India. The paper introduces the topic of measuring post-purchase satisfaction levels among Hyundai customers and why this is important for the company. It then provides background information on Hyundai as a company and the automotive industry in India. The paper describes Hyundai's various car models and lists the objectives and scope of the customer satisfaction survey, which aims to understand customer feedback, expectations, and any problems experienced with Hyundai products.
Our European Toyota Logistic Design Competition 2014 has received international attention. Magnus Oliveira Andersson, Head of Design at Toyota Material Handling Europe (TMHE) introduces the top three winners and talks about how inspiring the proposals were. The 2014 competition with the theme “Tow Tractors: Industrial Machines in Need of a Makeover” focused on making the tow tractors innovative and stylish. Toyota also aimed at promoting industrial design among students in the material handling area.
The document summarizes findings from the 2008 Automotive eShopper Experience Study. It found that while dealers have improved in responding to a higher percentage of online leads compared to previous years, there is still room for improvement, as one in four leads go unanswered. It also found that dealers generally do not provide pricing information when asked and do not effectively promote their brand's benefits. The study analyzed response rates, methods, times, and quality across different auto brands to determine which were highest performing based on an Automotive eShopper Index.
How Renault India achieved the success in Indian Market with help of its super stunning SUV model Duster is mainly shown in to this presentation.
the 3F strategy of renault Duster, success factors of Duster, Launch strategy of Duster has been explained in it.
The Company renault thrived for the success from their first model (Fluence) launched in India in May 2011. but eventually by understanding Indian Market and Customer's want they finally came up with the SUV 5 seater model 'Duster' and company got a massive success with it.
the whole journey of how the company how it survived in the market and got a huge success like abroad in India too like a phoenix bird does, is explained here.
This is a case study analysis that was done by a group of Management Information Students (from UIC). The case on Ford discussed how it could adopt the business model of Dell to achieve economies of scale.
BigRoad was awarded the 2017 North American Electronic Logging Device (ELD) Solutions Customer Value Leadership Award for its DashLink ELD product. BigRoad differentiated itself in the market through its affordable pricing of $19.50/month for owner-operators, plug-and-play hardware, and strong customer support. BigRoad experienced significant growth in 2016-2017 and was acquired by Fleet Complete, positioning it for continued leadership in the ELD solutions market.
Scott Pechstein – Why buying 3rd party is still the most efficient advertisementSean Bradley
Autobytel has partnered with Polk to track sales results on all Autobytel New and Used Car Quote Requests. Polk matches these leads to State Registration data for all 50 States. Scott will discuss numerous standard reports that include: Close Rate by Source, Close Rate by Make, Crossover between Makes (submitted a lead for a Toyota and bought a Nissan), Crossover between New and Used (submitted a lead for New and bought Used), and Time in Between Lead Submissions and Purchase. Most importantly, what can dealers can do with this information will be discussed. By the end of this discussion, you may redefine who your “competition” really is and refine your Internet Sales process. For a Toyota dealer, you may find you aren’t losing business to the local Toyota store, rather, to the used independent across town.
The document discusses mergers, acquisitions, alliances, and joint ventures. It notes that such strategic partnerships have become important due to scarce resources, emerging markets, and changing business environments. It examines why alliances are imperative and outlines factors MNCs consider when targeting countries and deciding between partnerships like mergers and acquisitions versus going solo. The document also discusses how to identify opportunities for partnerships by finding gaps in companies' value chains and addressing institutional voids in emerging markets.
International Public Relations: Fiat Chrysler acquisition 2014pierg11
This is a case study of International Public Relations about the acquisition of Fiat Chrysler.
Is the challenges for communication management and public relation in international mergers and acquisition.
FIAT Case Study - Web Analytics And Media Data Analysis In The Automotive Ind...Marco De Cesaris
Web analytics and data analysis are becoming far more important to business. These tools
and analysis allow you to judge on the performance of the business and at the same time
can help in forecasting. If well integrated web analytics and data analysis can provide
good recommendations and insights for the decision makers, and can also allow
immediate changes on the website (adding, removing, editing pages and/or content), and
again can help in improving media planning (and ad spend), and these kind of analysis
definitely help in the process of business optimization.
This is a practical empirical research rather than a theory based research. All the work is
based on real data from a blue chip company in the automotive Industry: FIAT UK.
Dissertation submitted in partial fulfilment for the degree of
MA in Electronic Communication and Publishing,
School of Library, Archive and Information Studies,
University College London.
This document discusses strategies for local companies competing against global giants in emerging markets. It outlines 3 main strategies: partnering with the government, partnering with foreign companies, or selling the business and leaving the market. It then uses Bajaj Auto in India as a case study. Bajaj was able to survive the entry of Honda into the Indian scooter market by leveraging its existing competitive assets like distribution networks and relationships. The document teaches that managers should analyze the pressure of globalization in their industry and assess which of their company's assets are transferable to other markets to determine the best strategy for competing against multinational rivals.
Fiat is an Italian automaker established in 1899 that is known for iconic cars like the 500. In 2007, Fiat launched a new 500 model and involved over 3.7 million potential customers in its design and marketing. Customers contributed ideas online and helped select accessories. Fiat utilized emotional and street marketing techniques to launch the new 500 and target customers aged 18-50. The car began at affordable price points between 10,500-14,500 euros through various financing options.
Why product design and demand can impact on supply chain structure and strategy.Wayne Harper
This report discusses the need to balance product design & demand elements when managing the implementation of SCM strategies. It follows on from my report on Procurement & Production processes (see above) using the Holden vs Ford case study.
ECO 5625Factors.docFACTORS AFFECTING RIVALRY AMONG EXISTING C.docxSALU18
ECO 562/5Factors.doc
FACTORS AFFECTING RIVALRY AMONG EXISTING COMPETITORS
To what extent does pricing rivalry or nonprice competition (e.g., advertising) erode the profitability of a typical firm in this industry?
Characterization (Current)
Future trend
Degree of seller concentration?
Rate of industry growth?
Significant cost differences among firms?
Excess capacity?
Cost structure of firms: sensitivity of costs to capacity utilization?
Degree of product differentiation among sellers? Brand loyalty to existing sellers? Cross-price elasticities of demand among competitors in industry?
Buyers' costs of switching from one competitor to another?
Are prices and terms of sales transactions observable?
Can firms adjust prices quickly?
Large and/or infrequent sales orders?
Use of "facilitation practices" (price leadership, advance announcement of price changes)?
History of "cooperative" pricing?
Strength of exit barriers?
FACTORS AFFECTING THE THREAT OF ENTRY
To what extent does the threat or incidence of entry work to erode the profitability of a typical firm in this industry?
Characterization (Current)
Future trend
Significant economies of scale?
Importance of reputation or established brand loyalties in purchase decision?
Entrants' access to distribution channels?
Entrants' access to raw materials?
Entrants' access to technology/know-how?
Entrants' access to favorable locations?
Experience-based advantages of incumbents?
"Network externalities": demand-side advantages to incumbents from large installed base?
Government protection of incumbents?
Perceptions of entrants about expected retaliation of incumbents/reputations of incumbents for "toughness"?
FACTORS AFFECTING OR REFLECTING PRESSURE FROM SUBSTITUTE PRODUCTS AND SUPPORT FROM COMPLEMENTS
To what extent does competition from substitute products outside the industry erode the profitability of a typical firm in the industry?
Characterization (Current)
Future trend
Availability of close substitutes?
Price-value characteristics of substitutes?
Price elasticity of industry demand?
Availability of close complements
Price-value characteristics of complements?
FACTORS AFFECTING OR REFLECTING POWER OF INPUT SUPPLIERS
To what extent do individual suppliers have the ability to negotiate high input prices with typical firms in this industry? To what extent do input prices deviate from those that would prevail in a perfectly competitive input market in which input suppliers act as price takers?
Characterization (Current)
Future trend
Is supplier industry more concentrated than industry it sells to?
Do firms in industry purchase relatively small volumes relative to other customers of supplier? Is typical firm's purchase volume small relative to sales of typical supplier?
Few substitutes for suppliers' input?
Do firms in industry make relationship-specific investments to support transactions with specific suppliers?
Do suppliers pose ...
Kia Motors manufactures and distributes automobiles in India including sedans, SUVs, hatchbacks, and mini vans. To implement its vision of inspiring movement, Kia has developed a flexible and horizontal culture that encourages creativity and challenges conventional thinking. The company's mission is to realize humanity's dreams through innovative problem solving. Key product segments in India are SUV/crossovers, MPVs, and upcoming EVs. Despite challenges from the pandemic, Kia has increased market share through new models and maintained strong financial performance.
The document discusses Tata Motors' development of the Tata Ace small commercial vehicle. It summarizes the key features of the Ace, including its versatility, low operating costs, comfortable interior, and safety features. It then describes how Tata Motors applied the marketing concept by conducting market research with potential customers to understand their price and feature needs before designing the Ace. Tata Motors was thus able to identify customers' latent demand for a smaller last-mile distribution vehicle and develop an appropriate marketing mix to target this segment. The Ace provided benefits and satisfaction to customers by meeting their needs for transporting sub-1 ton loads over small distances at low maintenance costs and with better driving comfort and safety.
The document analyzes Jaguar's strategy in introducing its new X-Type vehicle into the low-price luxury vehicle segment. Jaguar hopes to capture younger customers and increase loyalty through this strategy, as well as increase revenues and margins through aggressive growth. However, Jaguar has faced some problems with poor reviews of quality, producing more vehicles than demanded, and aggressive pricing hurting its brand image. The document recommends Jaguar maintain autonomy, improve production quality to attract customers and leave a good impression, and pursue growth in line with demand to limit discounting. If these measures are enacted, Jaguar will be successful growing sales, attracting new customers, and maintaining its brand image.
Remanufactured Products: A New Business Model For Light-Vehicle OEMsRon Giuntini
This document proposes a new business model for US automakers to focus on remanufacturing light vehicles. It argues that remanufacturing could increase profit margins for automakers from 4-6% to 8-12% by offering fleet operators remanufactured vehicles and components at a lower total ownership cost, while also reducing environmental impact and circumventing stricter fuel efficiency standards. The document outlines the key elements of this proposed remanufacturing business model, including targeting fleet operators as customers and minimizing their total ownership costs through remanufactured acquisitions.
This document provides a summary of a student project on designing an electric vehicle. The project aims to introduce electric cars in the short term through a product service system that provides customers with different body styles on a subscription basis. This would help sustain the automotive industry during the transition to electric vehicles. The student conducted research on past electric vehicle studies, spoke with experts, and did brainstorming. A survey was also administered to understand target customers' needs. The resulting concept includes interchangeable interior modules that can be easily configured to different layouts through a rail system in the vehicle base. The goal is to provide customers with different "bodies" through the subscription service.
The vast and crucial auto suppliers industry faces several competitive challenges -- rapid growth in emerging markets, pressure to meet clean air and mileage regulations, and the impact of technology and connectivity. Amid intense competition, suppliers will have to learn how to differentiate themselves and their products to preserve a profitable place in the automobile ecosystem and maintain high entry barriers for rivals. To do so, they must reexamine the profit potential of their products and portfolios, and focus on the innovation potential inherent in each of them.
The automotive industry is changing rapidly, leading some in the field to a conclusion that soon cars may become the most technologically advanced products that consumers will ever buy.
The transition from a primarily mechanical-based to a software-based industry leads some to claim that car manufacturing is focusing less on transportation but rather on technology.
Since those changes will sooner or later affect most of the world’s population, it is fascinating to take a closer look as to what is currently happening in the automotive industry.
The report presents the car industry based on the Customer Value Canvas and will highlight innovation within the core product, added-value services, customer/shopping experience and brand communication, and as they are all important in customer’s overall impression.
Adaptive Automotive Development: Faster and more targeted innovations through...Christian Mies
In markets with a high level of insecurity and dynamism,
methods that enable quick adaptation to changing
conditions have a decisive advantage for ensuring lasting
success. These methods can be divided up into four
areas:
1. Quick validation on the market
2. Flexible products
3. Flexible processes
4. Flexible organization
Whitepaper written together by Christian Binder (Microsoft), Thomas Hemmer (conplement), Steffen Kuhn (Porsche Consulting) and Christian Mies (Elektrobit). Originally released and published in German: http://aka.ms/adaptiveautomobilentwicklung
Digital identity of devices and its potential impact in the automotive afterm...Arindam Sen
The presentation is a part of my ongoing research on emerging technologies like IoT, Blockchain, RPA and AI and its potential application across different industries. This particular presentation showcases how Digital Identity of Devices maintained in a Blockchain network can transform the Automotive Aftermarket Industry and address global challenges like counterfeiting and increase customer retention and revenue for OEMs (automobile manufacturers).
1) General Motors is the world's largest automaker producing vehicles under brands like Chevrolet, Pontiac, Buick, and Cadillac.
2) A new CEO in 2000 aimed to integrate internet technology to make GM smarter, leaner, and more responsive to customers by reducing vehicle development time.
3) Initiatives like Covisint, OnStar, and building vehicles to order online helped cut costs but had mixed success in increasing sales and subscriptions. While technology improved efficiency, interpersonal aspects of buying and owning a vehicle remain important.
Aftermarket Automotive Brand Strategies 2013 by Rahul GuhathakurtaRahul Guhathakurta
This document provides an overview of aftermarket automotive brand strategies. It discusses concepts like brand loyalty, the vehicle ownership lifecycle, and different branding strategies such as brand core, rolling, support, and protection strategies. It also examines prominent aftermarket automotive brands, distribution channels, value chains, stages of supply chain evolution, and different types of aftermarket distributors. The document concludes with case studies of various automotive brands' aftermarket strategies and the need for initiatives and brand protection strategies in the Indian context.
Go to market strategy (gtm) for get my parking appBharat Narayan
This presentation is about go to market strategy while entering to overseas market for startup (Get my parking),contain sample presale pitch to the client in one page.Hope this add to knowledge of needful user.
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through the use of technology. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) employing dynamic slot booking and pricing. This system aims to streamline operations, increase efficiency, optimize costs and provide benefits to oil companies, haulers, and customers through real-time data, automated processes and increased visibility and control of operations. Quantitative benefits observed by clients include up to 18% reduction in trips, 15% reduction in inventory, and 25% increase in deliveries handled by the same number of dispatchers.
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through technology-based solutions. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) enabling dynamic slot booking and pricing. This system aims to streamline operations, increase fleet utilization, optimize scheduling and pricing, and improve customer service and cost savings for oil companies, haulers, and customers. The system has the potential to reduce delivery costs by 15-18% and inventory levels by up to 15% while handling 25% more deliveries with the same staff.
Automotive Parts: The Industry's New Sweet SpotCognizant
For players in the automobile market, aftermarket parts and services is a valuable adjunct to car sales, but this sector is changing rapidly due to market conditions. We offer a schema based on willingness to pay for parts and for service to guide OEMs and other players in their spare parts and secondary market strategies.
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.
Campaign: smartUSA - "Leave an Impression"claytonroot
This document provides a marketing analysis and campaign plan for the smart USA microcar brand. It includes a company profile, product overview, target market details, competitive analysis, research findings, and proposed marketing strategies. The campaign aims to reposition smart cars as customizable and trendy vehicles that allow owners to express their individuality. Advertising will focus on interchangeable body panels and feature intellectually dense headlines to portray smart cars as a blank canvas for personalization. The goal is to overcome negative perceptions of the brand and raise awareness of customization options to appeal to younger, urban consumers.
The document provides an overview of Quality Functional Deployment (QFD), including its history originating from techniques developed in Japan in the 1960s, an 11-step process for implementing QFD, and examples of how various companies have benefited from using QFD to better meet customer needs and priorities. QFD involves gathering customer requirements, defining technical design characteristics, and creating a matrix to help ensure customer needs are addressed throughout the product development process.
Similar to Developing winning products in emerging markets (20)
2. 2
Think this was a ham-fisted multinational
dabbling in a market it didn’t fully understand? Think again: the automaker was
based in India. To be sure, multinationals
tend to suffer such setbacks more often
than local players do, but this company’s
example underscores the difficulty of
understanding customer needs in fastchanging emerging markets.
It’s still early days in this space, and no
organization has yet mastered the
challenges. But a look at the practices
that leading product developers use
offers at least three lessons for companies
wrestling with the extremes of competition in emerging markets. The urgency
to adapt will only increase as consumption in these markets contributes
a growing share of global economic
growth in the decade ahead.1
Indeed, around the same time, another
domestic competitor suffered a similar
fate. That company’s commercial vehicle,
1. Shake up your thinking
offered at an even lower price, was
also tailored for India; it featured a lowerThe combination of rapid change and
capacity, low-cost engine well-suited
heightened competition in emerging
to run efficiently on the country’s gridmarkets puts a premium on useful cuslocked roads. Yet it too proved a letdown. The cause: an unfairly earned repu- tomer insights, even as they become
harder to get. Indeed, poor infrastructure,
tation for unreliability that the company
vast distances, and fast-changing
ultimately attributed to owner–operators
customer segments make traditional
who, to maximize profits, overloaded
fact-gathering approaches (such
the trucks far beyond recommended
as ethnographic research or even focus
weight limits. Within a couple of
groups) expensive and time-consuming.
years, the overloaded engines began
Therefore, top companies don’t pass
to malfunction, customers became
angry, and the vehicle’s sales plummeted. up any opportunity, however modest, to
sharpen their understanding of customer needs.
Such cases underscore the challenges
of designing, developing, and manufacCollision workshops—which might include
turing products for fast-changing
customers but primarily convene supemerging markets—environments where
pliers, marketers, product engineers, and
customers are both extremely price
other company representatives—
conscious and demanding. Against this
can help. They offer a low-tech way of
backdrop, a growing number of companies find that they must reexamine their quickly generating and discussing
customer insights and a forum to identify
traditional approaches to product
hypotheses that companies can later
development and tailor them to these
test more traditionally. To some extent,
realities. We call this process “design
these meetings represent a cheaper
to value.” In some cases, designing to
and more flexible way of generating the
value means applying traditional
kinds of insights that R&D pioneers
tools in new ways, in others adopting a
such as Bell Labs and IBM’s Watson
new mind-set about what customers
Research Group achieved through
want and how to deliver it.
3. 3
formal, multidisciplinary R&D labs. As
with these venerable examples, an
important goal of collision workshops is
to challenge ingrained habits of thought
by pulling together representatives
from functional groups that normally
don’t interact.2
tomers in tier-two cities, making its offer
highly competitive there, while
slashing the cost to serve by a factor of
four through the use of a different network architecture and a simpler,
redesigned version of its standard
network-switching equipment.
The resulting insights can be quite useful.
An automotive-parts manufacturer
in a fast-growing Asian market used a
collision workshop to identify a new
niche in its wheel business. During a discussion about products for passenger
vehicles, a marketer mentioned that the
company’s wheels were heavy—an
observation he’d heard from a customer.
This comment, made in passing,
intrigued the engineers in the room, who
went on to sketch out a counterintuitive proposal that the company ultimately
refined and adopted: using a slightly
higher grade of steel to make wheels
lighter and more fuel efficient. Even
though the new steel was more expensive,
the company lowered its total costs
because the wheels now required less
steel than they had before.
Another way companies shake up their
thinking is to look beyond traditional
competitors for design ideas. A low-cost
appliance maker learned of a more
high-tech approach for coating its fans
by studying painting techniques
developed in the automotive industry. The
fan maker’s executives had always
resisted technological solutions, preferring
to substitute labor for capital because
of low workforce costs. But after studying
the automakers’ approach, which
kept the thickness of each coat of paint
to specified levels, the executives
changed their minds. Ultimately, a 4 percent savings in paint costs more than
offset the expense of new equipment.
A large telecommunications and dataservices provider used a collision
workshop to discuss how B2B customers
in smaller, tier-two and -three cities
differed from those in the largest urban
areas. The “aha moment” came when
marketing and pricing experts teamed
up with product engineers to ask
whether the company might offer price
discounts to some customers in
smaller cities in exchange for slightly
lower network uptime than the near100 percent guaranteed to commercial
customers in major metropolitan
areas. The company ultimately found it
could lower its price for some cus-
Similarly, a global farm-equipment manufacturer looked to an adjacent vehicle
category in which it didn’t compete
to create a simpler, cheaper design
for the claw mechanism in a new lowcost rice-transplanting machine. By
applying this thinking to other products,
the company also identified comparable improvements in a different lowcost product line.
2. Start from scratch
By now, most companies recognize that
trying to interest discerning emergingmarket consumers in stripped-down, lowcost versions of the products they sell
globally is a recipe for letdown. Yet many
4. 4
Exhibit
Identifying and prioritizing the right features for emerging markets
requires discipline.
Illustrative example
Step 1. Identify all modifiable features of the product.
9
8
10
4
3
5
2
11
1
12
6
13
15
7
14
Step 2. Categorize all features along three dimensions.
High
13
15
Customers’ likely
understanding of what
feature actually does
6
14
1
4
3
Hypothesized
importance
to customers
High
Low
5
Top features on
importance survey
7
9
2
12
11
10
8
Low
Low
Cost to incorporate
High
Step 3. Conduct a forced ranking of the top six to eight features.
Scores of top 6 features on importance survey
Feature 15
Feature 6
Feature 13
Feature 1
Feature 5
Feature 3
Focus on the
most important
features
5. 5
companies still aren’t fully aware of
how far they must go to differentiate their
products for these customers. Top
companies, by contrast, are highly
disciplined, even relentless, about setting
priorities and putting aside existing
assumptions. Leaders start by identifying
the most important feature or two and
focusing heavily on them (exhibit).
This approach is quite different from the
one that many companies tend to
have: regarding all features as equally
valuable and preferring more rather
than fewer of them—an attitude deeply
ingrained in some engineering cultures.
The farm-equipment maker started with
a feature that its analysis showed
mattered most to small-scale farmers:
the durability of tires. Farming in one
region required considerable back-andforth driving in mixed terrain (tar roads
and soil). By redesigning tires to maximize
their useful life, the company made
its vehicle far more appealing to local
customers. This company’s crucial
willingness to challenge its assumptions
ultimately led to a broader set of
improvements.3
By contrast, companies that fail to
reexamine the assumptions inherent in
their product designs risk making
ill-informed decisions. A global maker of
electrical products learned this the
hard way when it introduced a minicircuitbreaker system to offer customers in
India better protection from the country’s
frequent power fluctuations and
brownouts. The product, adapted from a
comparable developed-world model,
was technically sound and arguably superior to the alternatives. Yet sales
suffered as customers turned to products from competitors offering an
older—and cheaper—“use and throw”
fuse technology. Not until the company started over with a new design
incorporating the older technology did
the product became competitive.
A handful of leading companies extend
this thinking further still, approaching
their product portfolios with a “zerobased design” mentality. The benefits
can be profound. A global consumerproducts company, for example, was
losing share in an important Asian
market to a domestic competitor offering
a lower price for a common personalcare product. Instead of responding with
a marketing push or a price cut, the
consumer-goods maker ran a head-tohead comparison of the two products—
including a sophisticated analysis of
chemical ingredients. This investigation
showed that the low-cost company,
using a formulation that was half as costly
as the global player’s, was achieving
the same levels of efficacy. What’s more,
the rival’s pump bottle maximized
margins by delivering 10 percent more
“product per pump.” After receiving
this wake-up call, the global company
redesigned its product from the ground
up, ultimately changing the formulation,
packaging, and even design of its pump
bottle. The rejuvenated product, vastly
cheaper to produce and no less effective
than its predecessor, generated a
40 percent margin improvement.
Similarly, the telecommunications
and data-services provider recognized
that its mobile-phone towers were
overdesigned compared with those of
its competitors. By starting over
from scratch, the company lowered its
cost to build each tower by almost
30 percent, while still meeting or
exceeding local safety regulations.