- The automotive industry has seen 128 years of technological development influenced by business models and social/infrastructure needs.
- OEMs originally produced components themselves but now outsource to suppliers, though some retain core competencies like engines. Major suppliers now observe the same megatrends as OEMs in electrification and connectivity.
- Vehicle electrification is a major trend as seen in the EU with prices of electric vehicles now overlapping gasoline models in some segments, though batteries continue to be costly. Standards and infrastructure will influence future developments.
The document provides details on the marketing strategy of the Tata Nano vehicle. It discusses the idea generation and history of Tata Motors, specifications and features of the Nano, its competitive pricing of 100,000 rupees, promotion through publicity and social media, distribution through dealerships, strengths like low price and weaknesses like small size, and post-purchase service plans. The conclusion is that the Nano has the potential to become not just India's future car but a global car if exported successfully.
Final Tata Motors And Nano bt PRINCE PATRAPrince Patra
The document summarizes the history and strategies of Tata Motors, including the development and impact of their People's Car, the Tata Nano. It describes how Tata Motors was founded in 1945 and acquired other brands like Jaguar and Land Rover. It highlights how the Nano was developed to provide affordable transportation and changed the Indian automobile market, allowing many more people to own cars. The document also discusses Tata Motors' research and development strategies, mergers and acquisitions, and marketing approaches for expanding the Nano's reach.
Automotive Intelligence for Professionals: The EV / AV AutoBook includes company profiles of OEM car makers, multinational and local automotive parts suppliers as well as organizations, media and exhibitions.
It also includes detailed statistics about Automotive sales, market share and OEM capacities.
The EV / AV AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
Detail explanation of Ultra low cost car segments.
brief explained with an example of TATA NANO CAR
Global Market study and forecast of Ultra low cost car.
Its product development and Approach.
Challenges and Opportunities of Ultra low cost car segments
Toyota is a large, global automotive manufacturer headquartered in Japan. It produces over 70 vehicle models across segments like sedans, SUVs, trucks and more. [Toyota] segments markets based on factors like income, lifestyle and needs, targeting different consumer groups with tailored offerings. It also engages in financial services and robotics. Toyota emphasizes technology, quality, customer satisfaction and continuous improvement in its operations and marketing strategies.
This document provides an overview of the evolution and positioning of the Samsung Galaxy brand. It discusses Samsung Mobile's history beginning in 1983 and its growth to become one of the largest cell phone manufacturers. Key milestones for the Galaxy brand included the 2009 introduction of the first Android-powered Galaxy phone and the 2010 launch of the popular Galaxy S. The document also examines Samsung's initial positioning of Galaxy as a premium brand with innovative features and its subsequent repositioning to target lower price segments and compete with tablets. Advertising strategies discussed Samsung's partnerships with celebrities and sponsorship of major sporting events to promote the Galaxy brand.
The document provides an overview of Toyota Motor Corporation, including its history, recalls timeline, strategic management model, and conclusions. It discusses Toyota's mission, values, external/internal environment analyses, strategic choices, and implementation tactics. An organizational structure is presented, outlining Toyota's leadership and divisions. Recommendations include reorganizing to be more flexible, placing R&D higher, and creating feedback loops to better address PR and safety issues.
The document provides details on the marketing strategy of the Tata Nano vehicle. It discusses the idea generation and history of Tata Motors, specifications and features of the Nano, its competitive pricing of 100,000 rupees, promotion through publicity and social media, distribution through dealerships, strengths like low price and weaknesses like small size, and post-purchase service plans. The conclusion is that the Nano has the potential to become not just India's future car but a global car if exported successfully.
Final Tata Motors And Nano bt PRINCE PATRAPrince Patra
The document summarizes the history and strategies of Tata Motors, including the development and impact of their People's Car, the Tata Nano. It describes how Tata Motors was founded in 1945 and acquired other brands like Jaguar and Land Rover. It highlights how the Nano was developed to provide affordable transportation and changed the Indian automobile market, allowing many more people to own cars. The document also discusses Tata Motors' research and development strategies, mergers and acquisitions, and marketing approaches for expanding the Nano's reach.
Automotive Intelligence for Professionals: The EV / AV AutoBook includes company profiles of OEM car makers, multinational and local automotive parts suppliers as well as organizations, media and exhibitions.
It also includes detailed statistics about Automotive sales, market share and OEM capacities.
The EV / AV AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
Detail explanation of Ultra low cost car segments.
brief explained with an example of TATA NANO CAR
Global Market study and forecast of Ultra low cost car.
Its product development and Approach.
Challenges and Opportunities of Ultra low cost car segments
Toyota is a large, global automotive manufacturer headquartered in Japan. It produces over 70 vehicle models across segments like sedans, SUVs, trucks and more. [Toyota] segments markets based on factors like income, lifestyle and needs, targeting different consumer groups with tailored offerings. It also engages in financial services and robotics. Toyota emphasizes technology, quality, customer satisfaction and continuous improvement in its operations and marketing strategies.
This document provides an overview of the evolution and positioning of the Samsung Galaxy brand. It discusses Samsung Mobile's history beginning in 1983 and its growth to become one of the largest cell phone manufacturers. Key milestones for the Galaxy brand included the 2009 introduction of the first Android-powered Galaxy phone and the 2010 launch of the popular Galaxy S. The document also examines Samsung's initial positioning of Galaxy as a premium brand with innovative features and its subsequent repositioning to target lower price segments and compete with tablets. Advertising strategies discussed Samsung's partnerships with celebrities and sponsorship of major sporting events to promote the Galaxy brand.
The document provides an overview of Toyota Motor Corporation, including its history, recalls timeline, strategic management model, and conclusions. It discusses Toyota's mission, values, external/internal environment analyses, strategic choices, and implementation tactics. An organizational structure is presented, outlining Toyota's leadership and divisions. Recommendations include reorganizing to be more flexible, placing R&D higher, and creating feedback loops to better address PR and safety issues.
Current Economic Global condition and its impact on Toyota Motor Company kimbache
Toyota faces several challenges in the current global economic environment:
1. Toyota operates in an imperfectly competitive market and must balance being a "price maker" with demand elasticity in its pricing strategies.
2. Factors like available substitutes, income levels, and brand loyalty influence demand elasticity, which Toyota must consider when setting prices.
3. Toyota lost some market share after recalls damaged its reputation; it is focusing on hybrids and new technologies to regain its position while ensuring quality through its production system.
Samsung Electronics was founded in 1969 in South Korea and has since become a global leader in electronics manufacturing. It is the world's largest manufacturer of semiconductors, LCD displays, mobile phones, and memory chips. Samsung invests heavily in research and development, spending around $5 billion annually to develop innovative new products and technologies. This focus on innovation, along with a wide range of consumer electronics products, has made Samsung one of the most valuable brands in the world.
Samsung Analyst Day 2013: DP Kinam Kim Market Perspective & StrategyVasilis Ananiadis
This document contains a presentation by Kinam Kim, CEO of Samsung Display, about the display market and Samsung Display's strategy. It discusses trends in key markets like smartphones, tablets, TVs, wearables, automotive and education. It outlines Samsung Display's strengths in technology leadership, operational capabilities, and partnerships. The strategy is to leverage their AMOLED technology leadership to drive growth in various applications like flexible and video displays. The presentation also notes uncertainties that could impact results and states Samsung Display's vision is to be a leading display company.
A project report on tata nano pre launch surveyProjects Kart
Ratan Tata, Chairman of Tata Group, envisioned producing an affordable car for the common people of India. After five years of overcoming financial and technical barriers, Tata Motors unveiled the Tata Nano in 2008, priced at $2,500. The Nano was developed to address India's growing middle class and provide safer transportation than the common motorcycles families used. Tata believed the Nano could spark increased automobile demand both in India by addressing more of the population, and globally if successful and affordable at scale. Details of the Nano's specifications and planned production are provided.
Tata Motors launched the Tata Nano in 2008 as the world's cheapest car, aiming to provide affordable transportation to low-income families in India. The Nano was developed through extensive re-engineering efforts to reduce costs, such as using plastic body panels instead of steel and eliminating unnecessary parts. It has a 624cc engine and a starting price of 100,000 Indian rupees. While innovative in its affordability goals, the Nano faced some challenges meeting safety and performance standards for entry-level car buyers.
TATA NANO - Brief History and Case Study AnalysisSadat Faruque
Tata Nano aims to create an uncontested market space by offering an affordable car at Rs. 1 lakh that provides value to customers not found in other vehicles. As a potential "Blue Ocean" strategy, the Nano focuses on people with 2-wheelers, concerned parents, and retired people by offering low maintenance and fuel efficiency at an affordable rate. However, there are some drawbacks like limited power and features as well as uncertainty if it will appeal in rural areas. A SWOT analysis finds strengths in Tata's brand name and the Nano's low cost and fuel efficiency, but weaknesses in limited power and not being seen as a status symbol.
Multinational corporations (MNE) across all major industries are attempting to undertake significant technology-enabled transformation initiatives.
Strategically, they are becoming increasingly aware of the need to become more agile, and therefore more responsive to market demands, by utilising disruptive technologies as a means to accelerate growth. They understand that exploiting the full potential of such technology will ultimately yield the greatest competitive advantage by way of growth expedition and accelerated market acquisition.
Historically, attention has primarily been focussed on defining clear visions and the subsequent development of strategies needed to operationalise those visions.
In an accelerated business landscape, long term vision and strategy alone are no longer sufficient. With rapid technological advancements and newly emerging market incumbents, it is becoming increasingly difficult to anticipate global business trends in the long term, and thus, taking advantage of such trends can be unpredictable.
Shifting priorities and flexible strategies place executives and programme teams under extreme pressure to deliver strategic initiatives in a timely and effective manner, while becoming increasingly conscious that the useful lifetime value of an ongoing strategy is deteriorating at a faster rate than ever before.
This, inevitably, makes programme and project execution the primary focus of companies aiming to leverage technology in order to improve their response to market changes.
We assessed the 3 change capabilities necessary for organisational agility, as well as how each one represents a requisite condition for the successful implementation of any change initiative.
Automotive 3 d printing market global trends, market share, industry size, gr...itejasmore
Automotive 3 d printing market global trends, market share, industry size, growth, opportunities, and market forecast. Market Research Reports and Analysis - FutureWise Market Research - UK
Automotive 3 d printing market global trends, market share, industry size, gr...Shubham Bhosale
Automotive engineering prototypes involve complex mechanical geometric blueprints widely used in the manufacturing process of various automotive parts. Advanced 3D printing technology utilizes precision based high-resolution design tools reducing the human errors, cost, time and customization efforts as compared to traditional ways. Layer by layer depositing of raw material using 3D printing facilitates substantial material wastage reduction.
The Art & Science of Product-Market Fit: Introducing the National Network for...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
This document provides an overview of the robotics and automation industry and trends. Some key points:
- Computing and robotics are advancing rapidly, with robots gaining abilities like seeing, moving, and interacting naturally. This will unlock many new applications and empower people.
- The robotics industry is growing quickly, with an estimated $1.2 trillion in spending by 2025. China's robotics growth rate was 54% last year alone.
- Robots are being used increasingly in industries like manufacturing, healthcare, agriculture, and more. Examples of applications include drones, surgical robots, automated milking, and driverless tractors.
- Technology costs are decreasing, while wages are increasing in places like
Richard Lightbound presents on the topic of robotics and automation. Some key points:
- Computing and robotics are advancing faster than ever before, with robots gaining abilities like seeing, moving, and interacting naturally.
- The robotics industry is expected to be worth $1.2 trillion by 2025, with businesses projected to have 7,000 drone permits within three years.
- Robots are being used in a variety of industries like manufacturing, healthcare, agriculture, and more. Applications include drones, surgical robots, automated milking, and driverless tractors.
- Countries like China are seeing rapid growth in robotics adoption, with the cost of robots decreasing which will drive further adoption as
The document summarizes the Toyota Production System (TPS). Key points:
1. TPS focuses on eliminating waste and improving efficiency through techniques like just-in-time production and lean manufacturing.
2. TPS was developed in the post-war era to address Toyota's limited resources but proved highly successful.
3. Continuous improvement (kaizen) is a core part of Toyota's culture, with all employees involved in seeking incremental improvements daily.
Running Head INNOVATION AND BUSINESS 1INNOVAT.docxwlynn1
Running Head: INNOVATION AND BUSINESS 1
INNOVATION AND BUSINESS
Innovation and the Market
Louie Borrayo
Brian Glennon
Daniel Lapikas
Jared Linscombe
University of Phoenix
PDB17BSB03
MGT/411
Dr. Jay Deb
29 January 2019
Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
This document analyzes the automotive industry and 10 major companies within it. It begins with a historical overview of the industry and then uses Porter's Five Forces model to analyze the industry's structure. Next, it examines DaimlerChrysler, Ford, GM, Honda, Hyundai, Maruti Udyog, Nissan, Shanghai Automotive, Toyota, and Volkswagen in terms of their market position, finances, and strategy. Major findings include attributes of successful companies and trends in industry consolidation, international expansion, and increased efficiency. The report concludes with recommendations on the near-future success of each company.
Project Scorpio was Mahindra & Mahindra's (M&M) attempt to reinvent itself in the Indian automobile market and counter competition from other manufacturers. M&M realized the potential of utility vehicles (UVs) in urban markets and developed Scorpio, which started production in 1997. Scorpio launched in 2002 and proved to be an immediate success, appealing to both passenger car buyers and SUV fans. It helped M&M increase its market share. M&M's supplier strategy for Scorpio involved complete supplier involvement from the beginning and outsourcing multiple components, lowering costs. Cross-functional teams were formed for their different perspectives and to speed up the project.
Asia Pacific Industrial 3D Printing Market Analysis, 2020ShivaKumar1833
The Asia-Pacific industrial 3D printing market is driven primarily by government initiatives. The government of China and Singapore have committed millions of dollars to develop and commercialize 3D printing. Japan’s New Energy and Industrial Technology Development Organization (NEDO), invested in a 3D printing technology that can fabricate from pure copper by using a high-intensity blue laser diode. As the project made from 3D printers are designed on a software program, design creation and redesign challenges can be easily overcome by updating the file on the program. This reduces, and in some cases, eliminates the trial and error process and the high costs associated with re-tooling, redesign, and rework as with the traditional manufacturing method, thus reducing the overall product development cycle time. Therefore, the demand for industrial 3D printing is generating in the region.
Ford Motors Company - Business Process Reengineeringivy buncaras
Ford Motor Company was founded in 1903 by Henry Ford and grew to become one of the largest automakers in the world. In the 1970s, Ford faced competition from foreign automakers and sought to improve efficiency. An analysis found Ford's accounts payable department had 500 employees while a competitor had only 100, showing inefficiencies. Ford implemented a business process reengineering initiative using IT levers like computers and a database. This streamlined the procurement process, cutting the department's workforce by 75% and improving speed, quality and customer service. The changes helped Ford adapt to market challenges and maintain its leadership position.
Knowledge management and talent management at TOYOTAHarsh Tamakuwala
1. Toyota Motor Corporation began in 1933 as a division of Toyoda Automatic Loom Works devoted to automobile production under the direction of Kiichiro Toyoda. Toyota investigated gasoline engines and automobile production in the late 1920s and 1930s to meet Japan's need for domestic vehicle production.
2. While Toyota is best known for its cars today, it remains active in textiles with computerized looms and electric sewing machines available worldwide. Toyota has implemented knowledge management strategies to gather, organize, share, and analyze knowledge regarding resources, documents, and employee skills.
3. Toyota needs to improve knowledge sharing across its global operations to maintain its competitive advantage. Implementing knowledge management as a strategic management tool and improving communication
Current Economic Global condition and its impact on Toyota Motor Company kimbache
Toyota faces several challenges in the current global economic environment:
1. Toyota operates in an imperfectly competitive market and must balance being a "price maker" with demand elasticity in its pricing strategies.
2. Factors like available substitutes, income levels, and brand loyalty influence demand elasticity, which Toyota must consider when setting prices.
3. Toyota lost some market share after recalls damaged its reputation; it is focusing on hybrids and new technologies to regain its position while ensuring quality through its production system.
Samsung Electronics was founded in 1969 in South Korea and has since become a global leader in electronics manufacturing. It is the world's largest manufacturer of semiconductors, LCD displays, mobile phones, and memory chips. Samsung invests heavily in research and development, spending around $5 billion annually to develop innovative new products and technologies. This focus on innovation, along with a wide range of consumer electronics products, has made Samsung one of the most valuable brands in the world.
Samsung Analyst Day 2013: DP Kinam Kim Market Perspective & StrategyVasilis Ananiadis
This document contains a presentation by Kinam Kim, CEO of Samsung Display, about the display market and Samsung Display's strategy. It discusses trends in key markets like smartphones, tablets, TVs, wearables, automotive and education. It outlines Samsung Display's strengths in technology leadership, operational capabilities, and partnerships. The strategy is to leverage their AMOLED technology leadership to drive growth in various applications like flexible and video displays. The presentation also notes uncertainties that could impact results and states Samsung Display's vision is to be a leading display company.
A project report on tata nano pre launch surveyProjects Kart
Ratan Tata, Chairman of Tata Group, envisioned producing an affordable car for the common people of India. After five years of overcoming financial and technical barriers, Tata Motors unveiled the Tata Nano in 2008, priced at $2,500. The Nano was developed to address India's growing middle class and provide safer transportation than the common motorcycles families used. Tata believed the Nano could spark increased automobile demand both in India by addressing more of the population, and globally if successful and affordable at scale. Details of the Nano's specifications and planned production are provided.
Tata Motors launched the Tata Nano in 2008 as the world's cheapest car, aiming to provide affordable transportation to low-income families in India. The Nano was developed through extensive re-engineering efforts to reduce costs, such as using plastic body panels instead of steel and eliminating unnecessary parts. It has a 624cc engine and a starting price of 100,000 Indian rupees. While innovative in its affordability goals, the Nano faced some challenges meeting safety and performance standards for entry-level car buyers.
TATA NANO - Brief History and Case Study AnalysisSadat Faruque
Tata Nano aims to create an uncontested market space by offering an affordable car at Rs. 1 lakh that provides value to customers not found in other vehicles. As a potential "Blue Ocean" strategy, the Nano focuses on people with 2-wheelers, concerned parents, and retired people by offering low maintenance and fuel efficiency at an affordable rate. However, there are some drawbacks like limited power and features as well as uncertainty if it will appeal in rural areas. A SWOT analysis finds strengths in Tata's brand name and the Nano's low cost and fuel efficiency, but weaknesses in limited power and not being seen as a status symbol.
Multinational corporations (MNE) across all major industries are attempting to undertake significant technology-enabled transformation initiatives.
Strategically, they are becoming increasingly aware of the need to become more agile, and therefore more responsive to market demands, by utilising disruptive technologies as a means to accelerate growth. They understand that exploiting the full potential of such technology will ultimately yield the greatest competitive advantage by way of growth expedition and accelerated market acquisition.
Historically, attention has primarily been focussed on defining clear visions and the subsequent development of strategies needed to operationalise those visions.
In an accelerated business landscape, long term vision and strategy alone are no longer sufficient. With rapid technological advancements and newly emerging market incumbents, it is becoming increasingly difficult to anticipate global business trends in the long term, and thus, taking advantage of such trends can be unpredictable.
Shifting priorities and flexible strategies place executives and programme teams under extreme pressure to deliver strategic initiatives in a timely and effective manner, while becoming increasingly conscious that the useful lifetime value of an ongoing strategy is deteriorating at a faster rate than ever before.
This, inevitably, makes programme and project execution the primary focus of companies aiming to leverage technology in order to improve their response to market changes.
We assessed the 3 change capabilities necessary for organisational agility, as well as how each one represents a requisite condition for the successful implementation of any change initiative.
Automotive 3 d printing market global trends, market share, industry size, gr...itejasmore
Automotive 3 d printing market global trends, market share, industry size, growth, opportunities, and market forecast. Market Research Reports and Analysis - FutureWise Market Research - UK
Automotive 3 d printing market global trends, market share, industry size, gr...Shubham Bhosale
Automotive engineering prototypes involve complex mechanical geometric blueprints widely used in the manufacturing process of various automotive parts. Advanced 3D printing technology utilizes precision based high-resolution design tools reducing the human errors, cost, time and customization efforts as compared to traditional ways. Layer by layer depositing of raw material using 3D printing facilitates substantial material wastage reduction.
The Art & Science of Product-Market Fit: Introducing the National Network for...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
This document provides an overview of the robotics and automation industry and trends. Some key points:
- Computing and robotics are advancing rapidly, with robots gaining abilities like seeing, moving, and interacting naturally. This will unlock many new applications and empower people.
- The robotics industry is growing quickly, with an estimated $1.2 trillion in spending by 2025. China's robotics growth rate was 54% last year alone.
- Robots are being used increasingly in industries like manufacturing, healthcare, agriculture, and more. Examples of applications include drones, surgical robots, automated milking, and driverless tractors.
- Technology costs are decreasing, while wages are increasing in places like
Richard Lightbound presents on the topic of robotics and automation. Some key points:
- Computing and robotics are advancing faster than ever before, with robots gaining abilities like seeing, moving, and interacting naturally.
- The robotics industry is expected to be worth $1.2 trillion by 2025, with businesses projected to have 7,000 drone permits within three years.
- Robots are being used in a variety of industries like manufacturing, healthcare, agriculture, and more. Applications include drones, surgical robots, automated milking, and driverless tractors.
- Countries like China are seeing rapid growth in robotics adoption, with the cost of robots decreasing which will drive further adoption as
The document summarizes the Toyota Production System (TPS). Key points:
1. TPS focuses on eliminating waste and improving efficiency through techniques like just-in-time production and lean manufacturing.
2. TPS was developed in the post-war era to address Toyota's limited resources but proved highly successful.
3. Continuous improvement (kaizen) is a core part of Toyota's culture, with all employees involved in seeking incremental improvements daily.
Running Head INNOVATION AND BUSINESS 1INNOVAT.docxwlynn1
Running Head: INNOVATION AND BUSINESS 1
INNOVATION AND BUSINESS
Innovation and the Market
Louie Borrayo
Brian Glennon
Daniel Lapikas
Jared Linscombe
University of Phoenix
PDB17BSB03
MGT/411
Dr. Jay Deb
29 January 2019
Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
This document analyzes the automotive industry and 10 major companies within it. It begins with a historical overview of the industry and then uses Porter's Five Forces model to analyze the industry's structure. Next, it examines DaimlerChrysler, Ford, GM, Honda, Hyundai, Maruti Udyog, Nissan, Shanghai Automotive, Toyota, and Volkswagen in terms of their market position, finances, and strategy. Major findings include attributes of successful companies and trends in industry consolidation, international expansion, and increased efficiency. The report concludes with recommendations on the near-future success of each company.
Project Scorpio was Mahindra & Mahindra's (M&M) attempt to reinvent itself in the Indian automobile market and counter competition from other manufacturers. M&M realized the potential of utility vehicles (UVs) in urban markets and developed Scorpio, which started production in 1997. Scorpio launched in 2002 and proved to be an immediate success, appealing to both passenger car buyers and SUV fans. It helped M&M increase its market share. M&M's supplier strategy for Scorpio involved complete supplier involvement from the beginning and outsourcing multiple components, lowering costs. Cross-functional teams were formed for their different perspectives and to speed up the project.
Asia Pacific Industrial 3D Printing Market Analysis, 2020ShivaKumar1833
The Asia-Pacific industrial 3D printing market is driven primarily by government initiatives. The government of China and Singapore have committed millions of dollars to develop and commercialize 3D printing. Japan’s New Energy and Industrial Technology Development Organization (NEDO), invested in a 3D printing technology that can fabricate from pure copper by using a high-intensity blue laser diode. As the project made from 3D printers are designed on a software program, design creation and redesign challenges can be easily overcome by updating the file on the program. This reduces, and in some cases, eliminates the trial and error process and the high costs associated with re-tooling, redesign, and rework as with the traditional manufacturing method, thus reducing the overall product development cycle time. Therefore, the demand for industrial 3D printing is generating in the region.
Ford Motors Company - Business Process Reengineeringivy buncaras
Ford Motor Company was founded in 1903 by Henry Ford and grew to become one of the largest automakers in the world. In the 1970s, Ford faced competition from foreign automakers and sought to improve efficiency. An analysis found Ford's accounts payable department had 500 employees while a competitor had only 100, showing inefficiencies. Ford implemented a business process reengineering initiative using IT levers like computers and a database. This streamlined the procurement process, cutting the department's workforce by 75% and improving speed, quality and customer service. The changes helped Ford adapt to market challenges and maintain its leadership position.
Knowledge management and talent management at TOYOTAHarsh Tamakuwala
1. Toyota Motor Corporation began in 1933 as a division of Toyoda Automatic Loom Works devoted to automobile production under the direction of Kiichiro Toyoda. Toyota investigated gasoline engines and automobile production in the late 1920s and 1930s to meet Japan's need for domestic vehicle production.
2. While Toyota is best known for its cars today, it remains active in textiles with computerized looms and electric sewing machines available worldwide. Toyota has implemented knowledge management strategies to gather, organize, share, and analyze knowledge regarding resources, documents, and employee skills.
3. Toyota needs to improve knowledge sharing across its global operations to maintain its competitive advantage. Implementing knowledge management as a strategic management tool and improving communication
Toyota has established itself as a global corporation with production facilities in 26 countries. It has expanded significantly since establishing its first overseas facilities in 1980. Toyota's lean production system, which aims to reduce waste and improve efficiency, allows its foreign plants to achieve productivity levels similar to those in Japan. Toyota's growing global presence positions it to capture an increasing share of the global automobile market and maintain its long-term competitive advantage.
Here are some key lessons Intel could have learned from their experience in the DRAM industry:
1. Continuous innovation is critical in a fast-paced technology industry. Intel fell behind competitors in DRAM innovation after the 1103 chip.
2. Taking a multi-pronged approach helps mitigate risks, as technology developments are uncertain. Intel's "Goldilocks strategy" of pursuing multiple DRAM process technologies helped hedge risks.
3. Competitive pressures can arise quickly from low-cost producers. Japanese companies gained a huge cost advantage over Intel in DRAM manufacturing.
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This document discusses how analysts have traditionally defined a firm's assets too narrowly by only considering tangible assets like property and equipment. However, intangible assets such as technology, brand reputation, and corporate culture are also invaluable to a firm's competitive position. In fact, these invisible assets are often the main source of sustainable competitive advantage over time. The document then goes on to discuss analyzing a firm's resources and capabilities as the basis for formulating strategy.
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Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
2. GOAL SETTING
Ignoranti quem portum petat, nullus suus ventus est.
Wer nicht weiss, welchen Hafen er anlaufen will, bekommt keinen Wind
• Feel the industry dynamics
業界のおおきな流れをつかむ
• Fathom the position of OEMs and mega suppliers in the industry
OEMとメガサプライヤーが占める立ち位置を理解する
• Enable audience to imagine their and Japan’s possible role
日本の立ち位置とそこで何をするのか考えるきっかけを作りたい
2
3. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
Source: Daimler Website
3
4. 1.AUTO INDUSTRY - 128YEARS
Until 1880 1900 1920 1940 1950 1960 1970 1980 1990 2000 2010 2020 and Later
Techno-
logy
1885
Daimler
Reitrad -
1st ICE car
1889 Diesel
1888
Steering
Wheel
1991 FR
Layout
’03 Magneto
!
’12 Cadillac
Self-Starter
!
!
’17 - Hydr.
Brake
20’s Synt.Tire
!
’22 Seat Belt
!
1933 car air
conditioner
1951
‘Hydraguide’
power
steering
1958 Cruise
Control
1959 Volvo
3 point seat
belt
1967 ABS
1988
Electric
Power
Steering
1991 AEB
(ASV proj.)
!
1997Toyota
Prius Hybrid
!
1997
Honda
Internavi
IoT
Self-Driving
Cars?
Business
Model
Car for Rich
People
!
1913 Ford
ModelT -
Mass
Production
Cars for
Commoner
s
1920’s
planned
obsolescenc
e -
Introduction
of Model
Year
1939VW
Beatle -
Small Mass
Produced
Car
!
1941 Jeep -
Small
Military
Vehicle
1953
Kanban -
Workign
Capital
Reduction,
Quick
Improveme
nt Loops
1975 -
Toyota
Production
System
1986 Six
Sigma
4 million
Club’ - M&A
boom -
DaimlerChr
ysler,
Renault-
NIssan, Ford
PAG
Low Price
Vehicle e.g.
Dacia
One Ford
!
End of
Pontiac,
Saturn, etc.
Something
more
advanced
than UBER?
Infra-
structure
Light:Whale
Oil to
Crude Oil
1912
Electric
Traffic Light
!
1918 First
Gas Station
inTokyo
1922
Shopping
Mall with
Parking lots
1930 DE
Autobahn
Drive-in
Restaurant
1963 CAD
“Sketchpad”
1970
Muskie Act
!
1973 Oil
Shock 1.
!
1979 Oil
Shock 2.
2007 - 2013
Better Place
Smart Grid
!
2011
Fukushima
Shock
!
ChinaToxic
Gas
Car as a
part of
Smart Grid?
かはく技術史大系(技術の系統化調査報告書) 分野別全文PDF
http://sts.kahaku.go.jp/diversity/document/system/
4
5. MEGATRENDS
• Same trends are observed by competitors ==> How to differentiate?
• Mega trends implies increasing needs for Car2X5
6. 1.AUTO INDUSTRY - 128YEARS
• Technology Development is influenced by business
model and social needs/infrastructure
• Today all mega suppliers are observing same
trends ==> How to differentiate? Cooperate?
6
7. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
7
8. 2. OEMS AND SUPPLIERS
• OEMs do/did products components when;
• no supplier able or willing to supply parts to them e.g.
• some components are core competences e.g. engine
• Historically speaking, OEMs gives up in-house component production
• GM-Delphi, Ford-Visteon, Daimler-Temic, etc.
• Nissan Keiretsu, Mazda Keiretsu, etc.
• Today_ Honda Keiretsu?
8
12. CN OEMS, CN SUPPLIERS
• Highlight CN Factor http://biz-journal.jp/2014/04/post_4686.html
• CN gov want CN-OEM consolidations
• CN sovereign funds secure ‘National supplier base’ in China
• Some CN-OEM want to build ‘Keiretsu’
• SAIC-HASCO, BAIC-BHAP, etc.
• National, Military Complex,Wanxiang Group expansion, etc.
12
13. Sources of Pictures: Corporate websites, retrieved on 31.July.2014
Group
Strategy
2018
S3X
OEMS
IR PRESENTATIONS
13
7-year global
vehicle-platform-
consolidation
initiative
14. LOGIC IS IMPORTANT
BUT IT’S PEOPLE WHO
MAKETHE WORLD GO AROUND.
• Strategies should be based on rationality
• But decisions are made with uncertainly
• Then who decides and how?
17. OEMVS. SUPPLIER 1/2
(Fiat-Chrysler would speak with suppliers ) “to find a way that we
can at least participate in their well-being, and perhaps allow them
to rub off some of their newfound wealth onto us.”
Marchionne vows to claw bak share of supplier profits
http://www.autonews.com/article/20140806/OEM02/140809853/marchionne-vows-to-claw-back-share-
of-supplier-profits
“We want to make a further step toward our profitability
goal” of an EBIT margin of 8 percent
BoschSeesHigher2014ProfitasEuropeEconomyRebounds
http://www.bloomberg.com/news/2014-01-22/bosch-sees-higher-2014-
profit-as-europe-economy-rebounds.html
17
19. OEMVS. SUPPLIER 2/2
ただ、車まで作るのがいいか、それとも、そのときに、車の原価
の3割、4割を占めるモーターの世界最大のメーカーになるか。
どっちがいいかといわれたら、私は部品メーカーの方が かると
思います。パソコンのインテルと同じです。パソコン作るより
CPUのほうがもうかっている。うちは利益重視ですから、必ずし
も本体(車)をつくればいいとはならないのです。もちろん売り
上げ規模から言ったら、それは本体をつくったほうが大きくなる
と思いますが、インテルがあれだけ利益を上げていることからし
て、わたしは部品でいいと思うのです。
日本電産 永守イズムの挑戦
Is it better to become a vehicle manufacture, or to be the world
largest supplier of electric motors, which are said to account for 30
to 40% of vehicle cost in future. If you ask me, I would answer that
being a part supplier could make more profits. It’s the case for Intel
in IT industry. My company is profit oriented and this leads to the
opinion that we don’t necessarily need to become a vehicle
manufacturer. Naturally, being a vehicle manufacturer could bring
more turnover, but I believe it’s good to be a part supplier as I see
such amount of profits are generated by Intel:
19
20. OTHER INDUSTRY EXAMPLE
IT INDUSTRY - EBIT AND % OF SALES
• Service Provider
• SoftwareVender
• HardwareVender
• OEM/ODM
• Module Supplier
• Part Supplier
Microsoft
28 bn
USD
32%
IBM
19 bn
USD
19%
Oracle
15 bn
USD
38%
Google
4.3 bn
USD
23%
!
Apple
49 bn
USD
29%
Foxconn
109 bn
NTD
2.8%
Dell
3 bn
USD
5.3%
Intel
12 bn
USD
23%
Intel
Facebook
2.8 bn
USD
36% SAP
4.4 bn
EUR
27%
Apple: https://www.google.com/finance?q=NASDAQ%3AAAPL&fstype=ii&ei=Ij8CVJjxK4T5wAO9sYDQBQ
Facebook: http://investing.businessweek.com/research/stocks/financials/financials.asp?ticker=FB
Google :https://www.google.com/finance?q=NASDAQ%3AGOOGL&fstype=ii&ei=8zwCVMDDKOX6wAOTnIHICA
IBM: https://www.google.com/finance?q=NYSE%3AIBM&fstype=ii&ei=8j4CVMDJJpO-wQPIvYGwDA
Intel:https://www.google.com/finance?q=NASDAQ%3AINTC&fstype=ii&ei=BEMCVJi-POTXwAPP_oHQAQ
Oracle:: https://www.google.com/finance?q=NYSE%3AORCL&fstype=ii&ei=TT8CVIDwLoaZwQOb1IHoDQ
20
21. 2. OEMS AND SUPPLIERS
• OEMs do/did products components when;
• no supplier able or willing to supply parts to them e.g.
• some components are core competences e.g. engine
• Historically speaking, OEMs gives up in-house component production
• GM-Delphi, Ford-Visteon, Daimler-Temic, etc.
• Nissan Keiretsu, Mazda Keiretsu, etc.
• Today_ Honda Keiretsu?
21
22. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
Source:Toyota Website
22
23. POWERTRAIN
SUPER LONG-TERM PROGNOSIS
「クルマの電動化からグローバル エネルギーマネージメントまで」
∼産業応用分野から見た、賢い電気の使い方∼
Nagoya Univ. Mr. Tatsuo Teratani
http://www2.iee.or.jp/ver2/honbu/03-conference/data-31/symp_131202/doc03.pdf
23
24. EU Vehicle Price 2014 - A & B Segment
0
10.000
20.000
30.000
40.000 BMWi3(BSeg.EV)
BMWi3+RE(BSeg.EV)
Fiat500(ASeg.)
Fiat500e(ASeg.EV)
SmartFourTwo(ASeg.)
Smarted(ASeg.)
Peugeot108(ASeg.)
MitsubishiiMiEV(ASeg.EV)
PeugeotiOn(ASeg.EV)
CitroenC-Zero(ASeg.EV)
RenaultTwizy(microEV)
RenaultZoe(BSeg.)
ICE HEV PHEV EV
Battery
Price
excluded
Smart EV Price
US
Price
Sources: Corporate websites, retrieved on 15.Aug.2014
24
25. EU Vehicle Price 2014 - B & C Segment
0
10.000
20.000
30.000
40.000 AudiA3(CSeg.)
AudiA3eTron(CSeg.PHEV)
BMWi3(BSeg.EV)
BMWi3+RE(BSeg.EV)
BMW1Series(CSeg.)
MercedesB160(CSeg.)
MercedesBClassED(CSeg.EV)
OpelAstra(CSeg.)
OpelAmpera(CSeg.PHEV)
ChevyVolt(CSeg.PHEV)
RenaultKangoo(CSeg.)
RenaultKangooZ.E.(CSeg.EV)
ToyotaAuris(CSeg.)2
ToyotaPrius(CSeg.HEV)3
ToyotaPriusPHEV(CSeg.PHEV)4
ICE HEV PHEV EV
BEV Lowest Price
US
Price
RE-EV Lowest Price
Sources: Corporate websites, retrieved on 15.Aug.2014
25
26. Vehicle Price - D & E Segment
0
17.500
35.000
52.500
70.000 BMW3Series(DSeg.)
BMW3SeriesActiveHybrid(DSeg.HEV)
BMW5Series(ESeg.)
BMW5SeriesActiveHybrid(ESeg.HEV)
HondaAccordM15(ESeg.)
HondaAccordHybridMY15(ESeg.HEV)
HondaAccordPHEVMY14(ESeg.PHEV)
MercedesE200
MercedesE300Hybrid
TeslaModel3(DSeg.EV)
VolvoV60D5(DSeg.)
VolvoV60DieselPHEV(DSeg.PHEV)
ICE HEV PHEV EV
Model 3 Price
2017?
US Price
US
Price
Sources: Corporate websites, retrieved on 15.Aug.2014
26
Tesla Model 3 will be a game changer
27. Vehicle Price - E & F Segment
0
30.000
60.000
90.000
120.000
AudiA8(FSeg.)
AudiQ7(FSeg.)2
BMW5Series(ESeg.)
BMW5SeriesActiveHybrid(ESeg.HEV)
BMW7Series(FSeg.)
BMW7SeriesActiveHybrid(FSeg.HEV)
BMWX525d(FSeg.)
BMWX5eDrive(FSeg.EV)
HondaAccordM15(ESeg.)
HondaAccordHybridMY15(ESeg.HEV)
HondaAccordPHEVMY14(ESeg.PHEV)
MercedesE200
MercedesE300Hybrid
MrecedesS300
MrecedesS300Hybrid
MrecedesS500PHEV
MercedesML250(FSeg.)
MercedesML350h(FSeg.HEV)
MitsubishiOutlander(ESeg.)
MitsubishiOutlanderPHEV(ESeg.PHEV))2
PorschePanamera(FSeg.)
PorschePanameraSEHEV(FSeg.PHEV)
TeslaModelS(FSeg.EV)
TeslaModelX(FSeg.EV)
VolvoV60D5(DSeg.)
VolvoV60DieselPHEV(DSeg.PHEV)
ICE HEV PHEV EV
Model S Price
Outlander PHEV
Sources: Corporate websites, retrieved on 15.Aug.2014
27
29. WHAT IS ‘ELECTRIFICATION’?
車両電源の42V化 / 42V PowerNet for Future Vehicles
鈴木珠城 寺谷達夫
http://www2.iee.or.jp/ver2/honbu/03-conference/data-31/symp_131202/doc03.pdf
29
31. ELECTRIFICATION AND
INFRASTRUCTURE
Toyota History
• 2010: 次世代エネル
ギー・社会システム実証
事業 豊田市低炭素社会
システム実証プロジェク
ト (still on-going)
• 2011: HEMS,V2H with
Toyota Home http://
www.toyotahome.co.jp/
support/sumaha/
• 2012; FC-BusV2H http://
jscp.nepc.or.jp/article/jscp/
20131203/375782/
print.shtml
• 2012: PHEV forV2H http://
www2.toyota.co.jp/jp/news/
12/06/nt12_0603.html
• 2013: V2H concept with
Sumitomo EI.
31Toyota 2014 at FCV press rep lease
32. 4R
NISSAN 4R WITH SUMITOMO
• Nissan LEAF battery will
be re-used as fixed
energy storage for HEMS
and BEMS
• http://www.4r-
energy.com/result/4/
!
• Mitsubishi Motors and
Mitsubishi Gr. have a
similar project
32
33. ISRAEL - EV AND
NATIONAL SECURITY
Failed but Interesting Project
• Build Nuclear Plants
• No Palestinian would touch
• Decrease dependency on Oil Supply
• EV with Project Better Place (Better Place Founder Shai Agassi is an Israeli)
• Decrease dependency on Oil Supply
• Establish a new business model to increase Israel Corp. competitiveness
• Fukushima Shock => Stopped the Nuclear Power Plant Projects
33
34. ELECTRIFICATION SUMMARY
• Tesla will dramatically decrease the price of EV by introducing
Model 3 in a few years
• Vehicle Electrification: Not only change in power train technology
• Components:As ICE will remain the mainstream powertrain, non-
powertrain components will likely be driven by 12V Powernet for
long-time
• Smart Grid: Huge opportunity with impact on automobile
Industry
34
35. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
35
36. 3. PF, MODULARTOOLKIT STRATEGY
But what are the Platform?
Source:Automotive News 2013 June 3rd
36
37. MODULAR DESIGN
• Target
1. Speed - Less lead time for vehicle development to launch new models at right timing in ever changing market
2. Cost Reduction - Development, Purchasing, Manufacturing,Aftermarket Service
3. Brand Equity - Cost reduction w/o damaging brand and improve brand by enabling better appearance
4. Finance Innovation - Become able to use attractive tech w/ high min. efficient scale (low material cost, high dev. cost)
5. Global purchasing strategy - Lower price, less suppliers in supplier panel w/o sacrificing business contingency
• Scope
• Grouping vehicle models into engine and chassis platforms and/or modular toolkit
• Definition of core parts/tech (powertrain, body, UI) and commodity (HVAC, brake, suspension,, steering, body actuators)
• Grouping part engineering projects in modular toolkit ==> reduce cost or improve quality and performance
• Manufacturing Complexity Reduction: Standard Interfaces (A. System to System, B. ComponetTo Component within a
System,) enabled by standard Interface for modular parts
37
39. MQB MODULARTOOLKIT 1/2
• MQB = FF Powertrain Installation Position + Chassis
• PowerTrain (EA2xx (MOB, MDS), H/EV, TM) - Engines consist of
modular parts and the common parts are not limited to MQB engines
• MIB (Modular InfortainmentToolkit) - ‘Standard’ forVW brand -
Independent from PowerTrain and Chassis
• MPS (Modular Production System): Polo, Golf, Tiguan and Passat (&
similar models of Seat, Skoda,Audi) can use the same scalable
production lines with flexible degree of automation
http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2012/03/VIAVISION_No_02_March_2012.bin.html/binarystorageitem/file/ViaVision_E.pdf
http://www.volkswagenag.com/content/vwcorp/content/en/investor_relations/Warum_Volkswagen/MQB.bin.html/downloadfilelist/downloadfile/downloadfile_0/file/2012-10-08+Golf
+VII_Presentation_Website.pdf39
40. MQB MODULARTOOLKIT 2/2
• IS MQB successful?
• Audi A3 is successfully launched
• Golf 7 sees market success but profitability lags
• ==> Chief Production Officer ousted….
http://www.volkswagenag.com/content/vwcorp/info_center/en/publications/2012/03/VIAVISION_No_02_March_2012.bin.html/binarystorageitem/file/ViaVision_E.pdf
http://www.volkswagenag.com/content/vwcorp/content/en/investor_relations/Warum_Volkswagen/MQB.bin.html/downloadfilelist/downloadfile/downloadfile_0/file/2012-10-08+Golf
+VII_Presentation_Website.pdf40
42. 3.TOYOTA
FF PLATFORMS IN 90’S
PLATFORM
Model
Names
Engine
Room
Volume
Front
Suspension
Front Floor Rear Floor
Rear
Suspension
Large
Avalon
Windom
Sceptor
Large (V6,
Inline-4-
Engine)
Large Large Large Large
Medium
Camry
Corona
Carina
Medium
(Inline-4-
Engine)
Medium
Medium/
Small
- FF CV Long
WB
- FF-CV
- FF CV Short
WB
- 4WD CV Long
WB
- 4WD-CV
- 4WD-CV
Short WB
Medium/
Small
- FF CV Long
OH
- FF-CV
- FF CV Short
OH
- 4WD CV Long
OH
- 4WD-CV
- 4WD-CV
Short OH
Medium/
Small
• FF-CV
• FF-CV
Small
• 4WD-CV
• 4WD-CV
Small
Van
Caldina
Corolla Compact
(Inline-4-
Engine)
- Compact
!
- SuperStrut
Compact
Corolla
Sprinter
Celica
Small
Tercel
Corsa
Starlet
Small
(Inline-4-
Engine)
Small Small
Small FF
Small 4WD
Small FF
Small 4WD
Source: Motor Fan Illustrated * WB = Wheelbase, CV = CommercialVehicles, OH = Overhang42
43. 3.TOYOTA
NEW GLOBAL ARCHITECTURE
• 3 FF Platforms with 10 models by 2018
(B pf. Cpf. K pf. ) http://www.njd.jp/topNews/dt/3433/
• デンソーモノづくり革新が目指す2
つの「半減」 July 2014 http://
business.nikkeibp.co.jp/article/report/20140703/268056/
• TNGA Example less number of air
conditioners, 1 HW fromYaris to
Harrier ➔ Toyota: Less Inventory, less
space ➔ Denso: Higher investment per
production line/product
• トヨタの“壁”を突き抜ける July 2014
http://business.nikkeibp.co.jp/article/report/20140624/267443/
http://tk.ismedia-deliver.jp/mwimgs/a/0/-/img_a053927768da50c4e43adf3bd71d1fd1235699.jpg
43
47. BMW PLATFORM STRATEGY
2 major platforms (UKL + OKL) and i Cars + modular toolkit
!!Source: http://www.bmwgroup.com/bmwgroup_prod/e/0_0_www_bmwgroup_com/investor_relations/finanzkalender/finanzkalender.shtml
47
48. DAIMLER PF. STRATEGY
2 platforms (MFA (FF) and RWD) for passenger car
!!Source: http://www.daimler.com/investor-relations/en
48
50. FORD PF. STRATEGY
9 main platforms
http://corporate.ford.com/doc/105/458/ir_20140604_Deutsche_Bank_Presentation.pdf
50
51. GM PF. STRATEGY
ddd major platforms
http://wardsauto.com/management-amp-strategy/gm-vehicle-platform-consolidation-accelerating-product-chief-says
51
30 platforms in 2010 into 17 pf by 2018
!
Regional pf. 22 in 2010 into 4 by 2018
!
Core Pf. (=13?) covers 96% of GM production volume in 2018,
from 39% in 2010
!
15 Engine architecture in 2010 into 10 by 2018
!
Common parts beyond platforms
!
(GM stopped giving this sort of info in Oct. 2013)
52. HYUNDAI PF. STRATEGY
6 major platforms
http://www.hyundai.com/wcm/idc/groups/sggeneralcontent/@hmc/documents/sitecontent/mdaw/mdc1/~edisp/hw075535.pdf
52
53. HONDA PF. STRATEGY
3 major platforms (N Box pf., FIT pf., Civic+CR-V+Accord pf.)
http://world.honda.com/investors/library/road_show/
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54. MAZDA PLATFORM STRATEGY
B to D segments in ‘Common Architecture’
B pf. less standardized than others
http://www.mazda.com/investors/library/annual/2008/pdf/ar08_06e.pdf
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55. MITSUBISHI PLATFORMS
C Pf. + others in ‘Common Architecture’
LINK
55
NMKV JV for Midget Car with Nissan
!
i pf. for Midget EV with Nissan (from next gen.)
!
D-E Seg. Sedan for NAFTA from Renault Samsung
!
—————
!
B Seg. inThai as EcoCar
!
C Seg. pf. to be stretched to cover D Seg.
!
Pajero remains Pajero.
57. SUZUKI PLATFORM STRATEGY
3 Platforms, Mini Passenger pf.,A Segment pf. & B Segment pf.
Source: http://www.globalsuzuki.com/ir/library/financialpresentation/index.html
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58. MODULAR DESIGN SUMMARY
• Directions are same, but implementations are
different
• Modules are currently defined by OEMs ==> not
most efficient for mega-suppliers
• Will mega-suppliers be able to define industry-
level modular toolkit?
58
59. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
Source: Honda Website
59
64. EVERYONE GOES PREMIUM
http://www.fiatspa.com/en-US/investor_relations/investors/Pages/investors.aspx
• GM: Target to re-build Cadillac a global premium brand
• Toyota: Lexus Expansion, NX Small SUV Offensive
• VW: Expand Audi Q lineup, VW also goes upper price
• Hyundai-KIA: Equus (separate brand idea abandoned)
!
• Mazda: Slow transition to entry premium segment againstVW
• PSA: Expand DS as a separate brand, Peugeot go up againstVW
• R-N: Expand Infiniti with additional small cars
64
65. EVERYONE GOES CHEAP
• GM: Chevrolet big in China and Latin America
• Toyota: ETIOS, Very Stripped IMV models
• VW: NMS in US, Regional Models in Latin America and China
!
• PSA: New ‘x01’ affordable car, first model 301 in East EU
• R-N: Dacia expansion and Datsun, new A Entry
http://www.fiatspa.com/en-US/investor_relations/investors/Pages/investors.aspx
65
66. EVERYONE GOESTO AMERICA
• Hyundai: Genesis standalone brand (not realized), entry to
Pickup (not realized)
• VW: US Passat (New Midsize Sedan),Audi expansion
• PSA: Market RCZ Compact Sport
• Alfa Romeo: Halo models are currently sold, D segment and
above will come with Sergio pf.
http://www.fiatspa.com/en-US/investor_relations/investors/Pages/investors.aspx
66
68. GOOGLE IN
AUTOMOTIVE INDUSTRY
• On Demand Car (Service Provider, NoVender)
• ‘EgyptianTaxi 2.0’ - Self-Driving Car with Souvenir
Store Recommendation
• Automobile Big Data as Infrastructure
• Electric Self-Driving Car as a Part of Smart Grid
68
69. BRAND WITH SELF-DRIVING?
• Mr.AkioToyota -「自動車メーカーでもIT企業でも、自動運転に関する最終的な目的は恐らく変わら
ないと思う。ただし、自動車メーカーがより重視するのは、交通事故死をゼロにしていくことである。いわ
ゆる、無人運転が自動運転の目的ではない。ここがIT企業とは最も違う点だ。 自動車メーカーとしてもう1
つ違う点は、クルマには『愛』が付くことである。つまり、自動車メーカーが造るのは『愛車』。これに対
し、IT企業が造るのは『i車』という違いがあるというこだわりを持っていきたいと思っている。なぜ、愛車
と言われるのか。それは、そのクルマによって生活が変わり、そして、エモーショナル(感情的)な存在、
パートナーとして扱われるからだ。単にA地点からB地点に移動するだけの工業製品でありコモディティー
(日用品)なのであれば、モビリティーの中でクルマが唯一『愛』を付けて呼ばれることを否定することに
なる。従って、自動車メーカーとして、いつまでも愛車にこだわっていきたい」 http://techon.nikkeibp.co.jp/article/NEWS/20140508/
350623/?rt=nocnt
• Quality Image
• Self-driving Fench Car with ‘Bosch inside’
• Self-Driving Winners: Toyota (but is there love?), VW
69
70. Sources of Pictures: Corporate websites, retrieved on 31.July.2014
OEMS RUN
RENTAL AND CAR SHARING
not
available
not
available
70
71. BRAND AND
SELF DRIVING CARS
• OEMs are trying to position their brands in the right
place
• OEMs already started to prepare themselves for
future self driving cars by improving brands and
developing technologies
• Mega-suppliers should be aware that they must not
only develop technology but consider brand building
72. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
72
73. 5. JP MARKET AND COMPANIES
• How important is the JP automotive industry in
the world?
• Kei Market - How much should be invested?
• J-OEM Strategy - Can they compete againstVW?
• JP Gov. -Think if we need ‘JapaneseTechnology’
To be continued in introduction #2
73
75. TO BE CONT’D. IN PRESENTATION #2
続きは概論#2で
• http://www.amazon.co.jp/トヨタ対VW-中西孝樹-ebook/dp/B00KA13PCY/ref=sr_1_1?ie=UTF8&qid=1409896037&sr=8-1&keywords=vw%E3%80%80トヨタ
75
To be continued in introduction #2
76. 自動車産業概論 2014
TABLE OF CONTENTS
Ignoratio futurorum malorum utilior est quam scientia.
Unkenntnis zukünftigen Unglücks ist nützlicher als Vorauswissen.
1. Auto Industry - 128Years
2. OEMs and Suppliers
3. Vehicular Electrification
4. PF, ModularToolkit Strategy
5. 愛車 to Use-on-Demand?
6. JP Market and Companies
7. What We Want to Say
76
77. 6.WHAT WE WANTTO SAY
J-OEMS
• 集中と選択 1: Put clear focus e.g. Should they continue Kei business or use resource for higher profit
business e.g. Subaru
• 集中と選択 2: Should J-OEM keep Keiretsu/in-house suppliers? e.g. Honda elesys Case
• サービス業: Should they stay a manufacture or put more focus on service products e.g. Direct sales
without dealers, car sharing,‘Toyota Power’ (トヨタ電力)?
• コスト競争力: Be able to make profits even in commodity market e.g.Toyota EFC, Honda Amaze
• 差別化: Be able to differentiate brands in the long-term e.g. Mazda brand improvement
• 囲い込み: Make a business model with high switching cost for consumers e.g. technology or financial
model?
77
78. 6.WHAT WE WANTTO SAY
FOREIGN SUPPLIERS IN JP
• Define the automotive technology trend, don’t let OEMs have their own strategy
• J-OEM: Use their position at Euro-American OEMs to set global standards by making J-
OEMs part of the global initiative
• 敵の敵は味方:Alliance with JP suppliers to set global standards e.g.TRW + Freescale
+ Denso for DSI
• 自分の土俵: Don’t copy JP business model. Define and focus on core competence, not
only HW but more SW and services different from Japanese suppliers
• 地の利を生かす: Understand at what JP excels and take actions e.g. CMOS sensor?
carbon fibre? electronode? NAS battery?
78