BYD pursues several operational strategies to achieve a competitive advantage, including vertical integration, low cost leadership, entrepreneurship, product variety, specialization, exploiting labor costs, and strategic innovation. Specifically, BYD integrates backward by acquiring suppliers and forward by partnering with other companies. It focuses on low costs by investing in labor training over machinery. The founder drives entrepreneurship and a vision for growth. BYD diversifies its product line and targets customers in megacities and abroad. It specializes in batteries and electric vehicles while utilizing China's lower labor costs. BYD pioneers new technologies like plug-in hybrids and solar-charging electric cars through strategic innovation.
The Chinese auto industry is facing significant changes over the next decade as it deals with evolving customer demands, competition, and new technologies. Nine major trends were identified that will impact revenues, costs and profits for automotive companies, including the acceleration of sustainable mobility solutions driven by the Chinese government, increasing diversity of customer demands, and new entrants bringing innovative business models focused on connectivity and electrification. To succeed, automotive companies will need to carefully evaluate their investments in China to develop a strong local presence while also protecting their global competitive position in the face of these shifts.
The document provides an overview of the Chinese automotive market and industry. It discusses the concentration of consumers in urban coastal areas and the younger average age of first-time buyers. International automakers face challenges from the Chinese government's support of domestic brands and ambition for local brands to gain market share. Chinese automakers initially focused on low-cost vehicles but now seek new technologies and markets abroad through investments. The industry is shifting toward new engine technologies, electric vehicles, and partnerships with international companies to access technical expertise.
Internal and external analysis of fords motor. to bettter understand the automobile industry.this includes its SWOT, PESTEL, FINANCIAL analysis. plus trends and future.
Group 6 was established in 1948 in Tokyo, Japan and produces motorcycles, automobiles, and power products. Honda emphasizes respect for individuals and three principles of joy. Honda established its Guangzhou Honda Development Research center (GHRD) in China as the first automaker to develop products under an original brand through a joint venture. The goal of GHRD was to become an inspiring and energetic research environment to develop whole car research and development, including the Li Nian brand which aims to be a top international automobile brand supported by Honda's technologies.
Electric vehicles and China´s chemical industry Kai Pflug
The trend towards electric vehicles - which receive strong government support in China - pushes the demand for a number of materials provided by the chemical industry, e.g., in the area of plastics, battery materials and lubricants.
The document summarizes key points from the SAE Convergence conference held in October 2010. It discusses signs of industry recovery seen at the event. Electronics are playing an important role in vehicle differentiation and brands. Ford emphasized the strategic importance of the human-machine interface. Voice technology is seen as an important interface enabler. Upcoming events like SEMA and CES will provide more insights into automotive electronics.
India and the EU will jointly host a meeting of the G-23 group of countries to discuss revitalizing stalled WTO Doha round trade negotiations. The nine-year Doha negotiations have not reached a consensus on key agriculture and market access issues. The UIDAI may hire a brand ambassador to promote India's Unique Identification project to inform over 1.2 billion Indians of its importance. Volkswagen unveiled its new Vento sedan in India, which will compete directly with the Honda City in the mid-size sedan segment. Honda launched a new variant of the City priced between Rs. 9.53-10.25 lakhs with additional luxury features. HP plans to launch new webOS-
Automotive World Online - Consumerisation of the Auto Industry, Fact, not Fic...Mark Morley, MBA
The document discusses how the automotive industry is becoming more "consumerized" like the consumer electronics industry. It notes that consumers now expect shorter product refresh cycles and more customization options. Automakers are moving from a "build to stock" model to "build to order", allowing customers to configure their exact vehicle online. This reduces inventory levels and gives automakers better visibility into customer demands. The consumerization of the auto industry allows for greater customer satisfaction and loyalty.
The Chinese auto industry is facing significant changes over the next decade as it deals with evolving customer demands, competition, and new technologies. Nine major trends were identified that will impact revenues, costs and profits for automotive companies, including the acceleration of sustainable mobility solutions driven by the Chinese government, increasing diversity of customer demands, and new entrants bringing innovative business models focused on connectivity and electrification. To succeed, automotive companies will need to carefully evaluate their investments in China to develop a strong local presence while also protecting their global competitive position in the face of these shifts.
The document provides an overview of the Chinese automotive market and industry. It discusses the concentration of consumers in urban coastal areas and the younger average age of first-time buyers. International automakers face challenges from the Chinese government's support of domestic brands and ambition for local brands to gain market share. Chinese automakers initially focused on low-cost vehicles but now seek new technologies and markets abroad through investments. The industry is shifting toward new engine technologies, electric vehicles, and partnerships with international companies to access technical expertise.
Internal and external analysis of fords motor. to bettter understand the automobile industry.this includes its SWOT, PESTEL, FINANCIAL analysis. plus trends and future.
Group 6 was established in 1948 in Tokyo, Japan and produces motorcycles, automobiles, and power products. Honda emphasizes respect for individuals and three principles of joy. Honda established its Guangzhou Honda Development Research center (GHRD) in China as the first automaker to develop products under an original brand through a joint venture. The goal of GHRD was to become an inspiring and energetic research environment to develop whole car research and development, including the Li Nian brand which aims to be a top international automobile brand supported by Honda's technologies.
Electric vehicles and China´s chemical industry Kai Pflug
The trend towards electric vehicles - which receive strong government support in China - pushes the demand for a number of materials provided by the chemical industry, e.g., in the area of plastics, battery materials and lubricants.
The document summarizes key points from the SAE Convergence conference held in October 2010. It discusses signs of industry recovery seen at the event. Electronics are playing an important role in vehicle differentiation and brands. Ford emphasized the strategic importance of the human-machine interface. Voice technology is seen as an important interface enabler. Upcoming events like SEMA and CES will provide more insights into automotive electronics.
India and the EU will jointly host a meeting of the G-23 group of countries to discuss revitalizing stalled WTO Doha round trade negotiations. The nine-year Doha negotiations have not reached a consensus on key agriculture and market access issues. The UIDAI may hire a brand ambassador to promote India's Unique Identification project to inform over 1.2 billion Indians of its importance. Volkswagen unveiled its new Vento sedan in India, which will compete directly with the Honda City in the mid-size sedan segment. Honda launched a new variant of the City priced between Rs. 9.53-10.25 lakhs with additional luxury features. HP plans to launch new webOS-
Automotive World Online - Consumerisation of the Auto Industry, Fact, not Fic...Mark Morley, MBA
The document discusses how the automotive industry is becoming more "consumerized" like the consumer electronics industry. It notes that consumers now expect shorter product refresh cycles and more customization options. Automakers are moving from a "build to stock" model to "build to order", allowing customers to configure their exact vehicle online. This reduces inventory levels and gives automakers better visibility into customer demands. The consumerization of the auto industry allows for greater customer satisfaction and loyalty.
Honda faced several challenges in transferring its resources and capabilities to the US. It would be difficult and costly to replicate its skilled workforce and lean supplier network. While Honda had strong manufacturing capabilities, it lacked experience in US marketing, distribution, and developing business partnerships. Forming a strategic alliance could help address these gaps, but came with risks of sharing sensitive information and potential future competition. Overall, expanding internationally significantly increased complexity and uncertainties around coordination, stakeholder relationships, regulatory compliance, and maintaining Honda's competitive advantages in a new environment.
Automotive World Online - as OEMs Near-Shore China Prepares to GlobaliseMark Morley, MBA
1) While Western automakers are pursuing near-shoring and bringing production back home, Chinese automakers are looking to globalize their operations and establish plants in other markets like Brazil.
2) This reflects trends of rising costs and overcapacity in China, leading Chinese brands like Chery and JAC Motors to seek growth opportunities abroad to serve local markets.
3) However, it remains uncertain whether Chinese suppliers can quickly scale globally to support these automakers' expansion and whether consumers will accept Chinese vehicles made outside of China.
2012 Economic Analysis of the Automotive Industry - 10 MinutesRichard Chan, MBA
The automotive industry is a globalized industry with consumers worldwide. Ford, GM, and Chrysler are referred to as the “Big 3” / “Detroit 3” and are the largest automakers in the US and Canada. The “Big 3” are distinguished by their business model as the majority of their operations are unionized which results in higher labor costs than other multinational automakers, including those with plants in North America. There are numerous models between the automotive companies in the industry such gasoline-fueled cars, bio-fueled cars, electric cars, hybrid cars, diesel-fueled cars, and ethanol-powered cars, which slightly distinguishes the companies from one another. Ultimately, the challenges to this industry are the drive for lower cost structure, fuel efficient demand, product differentiation, and globalization.
Drive to Lower Cost Structure
As it is the goal of any corporation to maximize profit, in the short run, in order to decrease costs, many auto manufacturers have been moving away from Detroit to China, Mexico, and Central Europe due to high costs of labor in capital in the US. However, the US might see a resurgence of manufacturing due to the dollar versus other currencies in the short term, though, that could change as the value of the currencies move. In order to prevent shut downs, companies must ensure they are operating efficiently by setting their prices above the minimum average variable cost. It can be resourceful for automakers such as the “Big 3” to operate in locations in the US where unions are not as prevalent, such as the South.
Another factor in operating efficiently in the automotive industry is wage rates. Compared to the labor cost in countries such as Japan, domestic automakers cannot compete because of the high US cost of labor. The cost per hour for a US employee is significantly higher than those in Asia, and when US automakers can find a way to decrease their costs, they’ll be far more competitive. Moving manufacturing to the South and retiring models that do not sell are changes automakers, such as the “Big 3”, can make to help decrease the hourly cost per employee.
Evolution of Fuel Efficient Demand
Just as labor rates have a correlation to profitability, price correlates to demand. According to the economic theory of complement goods, “two goods are complements if an increase in the price of one of the goods causes consumers to demand less of the other good, all other things constant.” In the automobile industry, gasoline and automobiles are complement goods. Due in large part to rising oil prices, a key demand driver, consumer demand for automobiles declined dramatically in 2008. As a result, automakers faced historically low sales, resulting in a dramatic reduction in revenues. Not only did the overall sales of vehicles decline, but Detroit automakers saw a huge dip in sales in their SUV and light truck segment as consumers sought out more fuel efficient options.
Innovation in China: Zonghsen case study. Carles DebartCarles Debart
Zongshen Industrial Group has grown from a small motorcycle engine assembler to a major player in China over 30 years. Originally imitating other brands, regulations now require innovation to compete. Zongshen is developing electric bike technology through partnerships and acquiring companies for their expertise. However, attracting and retaining top talent for research remains a challenge due to cultural differences. To succeed with electric bikes, Zongshen must focus on user needs with innovations and differentiate their products in the highly competitive Chinese market.
The Shanghai auto show demonstrates that the global auto industry's center of importance is shifting decisively to China. China is the only major auto market still growing amid the economic slowdown, with sales surpassing the U.S. in recent months. This is prompting automakers like Daimler, GM, Toyota, and Porsche to view China not as an emerging market but as the industry's main battleground. Chinese government stimulus spending on infrastructure could sustain auto sales growth for years. The auto industry may soon see China as a major export base for foreign automakers like GM and Nissan.
Hyundai Motor India Ltd is a wholly owned subsidiary of Hyundai Motor Company headquartered in Sriperumbudur, Tamil Nadu. It manufactures and sells automobiles through its various models catering to small, mid-size, and luxury segments. Hyundai became very successful in India with the launch of Santro in 1998, which made it the second largest automobile manufacturer. It focuses on quality, innovation, and being customer-centric. Hyundai also exports significantly from its two manufacturing plants in India, having exported over 1 million vehicles in just over a decade.
The document discusses how the development of metal oxide thin film transistor (TFT) backplane technology, such as IGZO, could increase competition in the LCD industry by enabling LCD frontplanes to serve more markets at lower cost. This could motivate LCD producers, who are already unprofitable, to further cut prices in order to gain market share, potentially worsening the problem of overcapacity in the industry. However, the document notes that different producers may choose to serve different segments of the economy-technology space to avoid a price war.
The document analyzes Honda's operations and marketing strategies in the European automobile market. It finds that Honda failed to understand important cultural differences across European countries and treated Europe as a single market. It also had a weak brand image, a standardized marketing approach, and a narrow product line. The recommendations include customizing marketing strategies and the mix for each country, expanding the product range, and allocating more resources to change negative brand perceptions.
The USA AutoBook helps you to identify new customers in the Automotive industry in the USA and provides key contact information.
Automotive Intelligence for Professionals: The USA 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.
Braille Battery is a leading manufacturer of lightweight lithium-ion batteries used in racing and other applications. They produce batteries for every IndyCar racing team and various other motorsports series. Braille batteries are also used in industrial, military, and medical applications due to their ability to withstand extreme conditions. Braille Battery is a subsidiary of Grafoid, a graphene solutions company focused on advancing lithium battery applications.
The document provides a history of the automobile industry beginning in the late 18th century with early steam-powered vehicles and moving to the first internal combustion engines and gas-powered cars in the late 19th century. It discusses key early inventors and manufacturers like Benz, Daimler, Ford, and others. The document then summarizes the growth of the Indian automobile industry after liberalization in 1991, with many foreign companies establishing operations in India. Current market dynamics and projections for future growth are also presented.
This document summarizes a presentation on Honda Motor Company. It provides information on Honda's founding, products, competitors, key financial data and an analysis of factors in Honda's industry environment using Porter's Five Forces framework. Honda was founded in 1948 in Japan and is a leading manufacturer of automobiles, motorcycles and power equipment. It has major competitors like Toyota and Suzuki and operates globally.
The South Korea AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
Automotive Intelligence for Professionals: The South Korea 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.
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
Toyota launched a new hybrid electric vehicle concept to make its vehicles more eco-friendly and fuel efficient. Toyota's goal was to make hybrids available across its entire US vehicle lineup by 2012. This presented a challenge of how to increase consumer interest and purchase intent for hybrid vehicles.
Toyota focused on research and development to introduce new hybrid vehicle technologies faster than competitors. The company worked to increase awareness of hybrids and build an advantage over traditional vehicles through marketing strategies targeting early adopter consumers. Toyota also trained dealership technicians to support growing hybrid service needs and aimed to make hybrids a mainstream option.
A comparison of hybrid vehicle marketing strategiesΒank Βank
Toyota and Honda took different approaches to marketing their hybrid vehicles in the US. Toyota targeted innovators and early adopters with its Prius, focusing on the technological aspects. It saw great success with the first Prius. For the second Prius, Toyota targeted the mainstream consumer. Honda introduced its Insight for tech-lovers but found greater success with its Civic Hybrid by directly targeting the mass market and leveraging the Civic brand's popularity. Both companies expect more competition as other automakers enter the hybrid market.
An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.
This document discusses mergers and acquisitions (M&As) in the automobile sector. It provides an overview of the global and Indian automobile industries and trends in production, sales, and major companies. M&As are becoming more common as companies consolidate to cut costs, upgrade technology, and access new markets. The document analyzes several case studies of M&As, including Ford's acquisition of Mazda and the Renault-Nissan alliance. It concludes that while M&As can help companies grow, their success requires careful strategic integration to overcome issues like clashes of culture.
The automobile industry faces barriers to entry from high costs and government regulations. Established leaders like Toyota benefit from 70 years of experience, but new entrants like Tata, Geely, and others may capture growth in developing markets. External factors like energy resources and crises can impact industry leaders and provide opportunities for competitors, demonstrating that effective strategy must consider unpredictable changes over time.
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Honda faced several challenges in transferring its resources and capabilities to the US. It would be difficult and costly to replicate its skilled workforce and lean supplier network. While Honda had strong manufacturing capabilities, it lacked experience in US marketing, distribution, and developing business partnerships. Forming a strategic alliance could help address these gaps, but came with risks of sharing sensitive information and potential future competition. Overall, expanding internationally significantly increased complexity and uncertainties around coordination, stakeholder relationships, regulatory compliance, and maintaining Honda's competitive advantages in a new environment.
Automotive World Online - as OEMs Near-Shore China Prepares to GlobaliseMark Morley, MBA
1) While Western automakers are pursuing near-shoring and bringing production back home, Chinese automakers are looking to globalize their operations and establish plants in other markets like Brazil.
2) This reflects trends of rising costs and overcapacity in China, leading Chinese brands like Chery and JAC Motors to seek growth opportunities abroad to serve local markets.
3) However, it remains uncertain whether Chinese suppliers can quickly scale globally to support these automakers' expansion and whether consumers will accept Chinese vehicles made outside of China.
2012 Economic Analysis of the Automotive Industry - 10 MinutesRichard Chan, MBA
The automotive industry is a globalized industry with consumers worldwide. Ford, GM, and Chrysler are referred to as the “Big 3” / “Detroit 3” and are the largest automakers in the US and Canada. The “Big 3” are distinguished by their business model as the majority of their operations are unionized which results in higher labor costs than other multinational automakers, including those with plants in North America. There are numerous models between the automotive companies in the industry such gasoline-fueled cars, bio-fueled cars, electric cars, hybrid cars, diesel-fueled cars, and ethanol-powered cars, which slightly distinguishes the companies from one another. Ultimately, the challenges to this industry are the drive for lower cost structure, fuel efficient demand, product differentiation, and globalization.
Drive to Lower Cost Structure
As it is the goal of any corporation to maximize profit, in the short run, in order to decrease costs, many auto manufacturers have been moving away from Detroit to China, Mexico, and Central Europe due to high costs of labor in capital in the US. However, the US might see a resurgence of manufacturing due to the dollar versus other currencies in the short term, though, that could change as the value of the currencies move. In order to prevent shut downs, companies must ensure they are operating efficiently by setting their prices above the minimum average variable cost. It can be resourceful for automakers such as the “Big 3” to operate in locations in the US where unions are not as prevalent, such as the South.
Another factor in operating efficiently in the automotive industry is wage rates. Compared to the labor cost in countries such as Japan, domestic automakers cannot compete because of the high US cost of labor. The cost per hour for a US employee is significantly higher than those in Asia, and when US automakers can find a way to decrease their costs, they’ll be far more competitive. Moving manufacturing to the South and retiring models that do not sell are changes automakers, such as the “Big 3”, can make to help decrease the hourly cost per employee.
Evolution of Fuel Efficient Demand
Just as labor rates have a correlation to profitability, price correlates to demand. According to the economic theory of complement goods, “two goods are complements if an increase in the price of one of the goods causes consumers to demand less of the other good, all other things constant.” In the automobile industry, gasoline and automobiles are complement goods. Due in large part to rising oil prices, a key demand driver, consumer demand for automobiles declined dramatically in 2008. As a result, automakers faced historically low sales, resulting in a dramatic reduction in revenues. Not only did the overall sales of vehicles decline, but Detroit automakers saw a huge dip in sales in their SUV and light truck segment as consumers sought out more fuel efficient options.
Innovation in China: Zonghsen case study. Carles DebartCarles Debart
Zongshen Industrial Group has grown from a small motorcycle engine assembler to a major player in China over 30 years. Originally imitating other brands, regulations now require innovation to compete. Zongshen is developing electric bike technology through partnerships and acquiring companies for their expertise. However, attracting and retaining top talent for research remains a challenge due to cultural differences. To succeed with electric bikes, Zongshen must focus on user needs with innovations and differentiate their products in the highly competitive Chinese market.
The Shanghai auto show demonstrates that the global auto industry's center of importance is shifting decisively to China. China is the only major auto market still growing amid the economic slowdown, with sales surpassing the U.S. in recent months. This is prompting automakers like Daimler, GM, Toyota, and Porsche to view China not as an emerging market but as the industry's main battleground. Chinese government stimulus spending on infrastructure could sustain auto sales growth for years. The auto industry may soon see China as a major export base for foreign automakers like GM and Nissan.
Hyundai Motor India Ltd is a wholly owned subsidiary of Hyundai Motor Company headquartered in Sriperumbudur, Tamil Nadu. It manufactures and sells automobiles through its various models catering to small, mid-size, and luxury segments. Hyundai became very successful in India with the launch of Santro in 1998, which made it the second largest automobile manufacturer. It focuses on quality, innovation, and being customer-centric. Hyundai also exports significantly from its two manufacturing plants in India, having exported over 1 million vehicles in just over a decade.
The document discusses how the development of metal oxide thin film transistor (TFT) backplane technology, such as IGZO, could increase competition in the LCD industry by enabling LCD frontplanes to serve more markets at lower cost. This could motivate LCD producers, who are already unprofitable, to further cut prices in order to gain market share, potentially worsening the problem of overcapacity in the industry. However, the document notes that different producers may choose to serve different segments of the economy-technology space to avoid a price war.
The document analyzes Honda's operations and marketing strategies in the European automobile market. It finds that Honda failed to understand important cultural differences across European countries and treated Europe as a single market. It also had a weak brand image, a standardized marketing approach, and a narrow product line. The recommendations include customizing marketing strategies and the mix for each country, expanding the product range, and allocating more resources to change negative brand perceptions.
The USA AutoBook helps you to identify new customers in the Automotive industry in the USA and provides key contact information.
Automotive Intelligence for Professionals: The USA 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.
Braille Battery is a leading manufacturer of lightweight lithium-ion batteries used in racing and other applications. They produce batteries for every IndyCar racing team and various other motorsports series. Braille batteries are also used in industrial, military, and medical applications due to their ability to withstand extreme conditions. Braille Battery is a subsidiary of Grafoid, a graphene solutions company focused on advancing lithium battery applications.
The document provides a history of the automobile industry beginning in the late 18th century with early steam-powered vehicles and moving to the first internal combustion engines and gas-powered cars in the late 19th century. It discusses key early inventors and manufacturers like Benz, Daimler, Ford, and others. The document then summarizes the growth of the Indian automobile industry after liberalization in 1991, with many foreign companies establishing operations in India. Current market dynamics and projections for future growth are also presented.
This document summarizes a presentation on Honda Motor Company. It provides information on Honda's founding, products, competitors, key financial data and an analysis of factors in Honda's industry environment using Porter's Five Forces framework. Honda was founded in 1948 in Japan and is a leading manufacturer of automobiles, motorcycles and power equipment. It has major competitors like Toyota and Suzuki and operates globally.
The South Korea AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
Automotive Intelligence for Professionals: The South Korea 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.
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
Toyota launched a new hybrid electric vehicle concept to make its vehicles more eco-friendly and fuel efficient. Toyota's goal was to make hybrids available across its entire US vehicle lineup by 2012. This presented a challenge of how to increase consumer interest and purchase intent for hybrid vehicles.
Toyota focused on research and development to introduce new hybrid vehicle technologies faster than competitors. The company worked to increase awareness of hybrids and build an advantage over traditional vehicles through marketing strategies targeting early adopter consumers. Toyota also trained dealership technicians to support growing hybrid service needs and aimed to make hybrids a mainstream option.
A comparison of hybrid vehicle marketing strategiesΒank Βank
Toyota and Honda took different approaches to marketing their hybrid vehicles in the US. Toyota targeted innovators and early adopters with its Prius, focusing on the technological aspects. It saw great success with the first Prius. For the second Prius, Toyota targeted the mainstream consumer. Honda introduced its Insight for tech-lovers but found greater success with its Civic Hybrid by directly targeting the mass market and leveraging the Civic brand's popularity. Both companies expect more competition as other automakers enter the hybrid market.
An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.
This document discusses mergers and acquisitions (M&As) in the automobile sector. It provides an overview of the global and Indian automobile industries and trends in production, sales, and major companies. M&As are becoming more common as companies consolidate to cut costs, upgrade technology, and access new markets. The document analyzes several case studies of M&As, including Ford's acquisition of Mazda and the Renault-Nissan alliance. It concludes that while M&As can help companies grow, their success requires careful strategic integration to overcome issues like clashes of culture.
The automobile industry faces barriers to entry from high costs and government regulations. Established leaders like Toyota benefit from 70 years of experience, but new entrants like Tata, Geely, and others may capture growth in developing markets. External factors like energy resources and crises can impact industry leaders and provide opportunities for competitors, demonstrating that effective strategy must consider unpredictable changes over time.
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
1. The document outlines guidelines for conducting third party security audits of websites and web applications by CERT-In empaneled security auditors before hosting on NIC servers.
2. Key steps include the auditor testing for vulnerabilities based on OWASP Top 10 guidelines and issuing a certificate stating the site is secure per these standards.
3. The audit report and certificate should provide details of the testing conducted, any vulnerabilities found, permissions required for hosting, and a conclusion on the security of the site.
RnB originated in the 1940s as a genre popular among African Americans, evolving from blues and incorporating elements of rock and roll, soul, and gospel. The document discusses options for an RnB magazine, including using popular current artists Fetty Wap or Chris Brown for the cover, potential magazine mastheads, and setting club and strip club scenes as locations that relate to common RnB lyrics about money, sex, and alcohol. YouTube interview links are provided for the two potential cover artists.
ITC is one of India's largest conglomerates with diversified operations in FMCG, hotels, paperboards, specialty papers, agri business, and IT. It is a market leader in cigarettes, hotels, paperboards, packaging, and agri exports. ITC has expanded into packaged foods, apparel, personal care, and stationery. It is one of India's biggest foreign exchange earners and ranks among the top private sector companies by market capitalization. ITC was established in 1910 and has diversified its business operations over the decades to become a major player in multiple industries.
Prirev is a Portuguese company established in 2001 that provides metal coating and surface treatment services using techniques like PVD and WS2 lubrication coating. It has 19 employees and achieved €850,000 in revenue in 2012. Prirev's coatings are used for decorative and functional applications to improve hardness, wear resistance, and reduce friction for tools, medical devices, cutlery and more. The company aims to upgrade its equipment to increase production capacity and quality.
AREEBA is an air conditioning company that specializes in the design and installation of all air conditioning systems, from single split systems to large data center systems. They offer comprehensive design services utilizing modern technologies. AREEBA recognizes that project management is key to completing projects on time and on budget. They have project managers that oversee all trades and subcontractors to ensure effective coordination and communication. AREEBA is also fully compliant with all health and safety regulations and conducts regular audits and toolbox talks to maintain safety.
The document summarizes a research article that examines the psychological responses of computer game players to game reinforcement structures and how personality traits affect these responses. The research article conducted a social experiment on 33 volunteers, collecting data on their affective and behavioral responses during gameplay. Key findings included the roles of positive and negative reinforcements on player enjoyment and how traits like gender, skills, and personality impacted individual responses. The summarizing document provided a comprehensive overview of the original research article.
The document provides descriptions of 14 video tutorials for transforming photographs into stylized images using Photoshop techniques like retouching, color grading, and photomanipulation. The tutorials cover topics such as turning photos into cartoon characters, enhancing facial features, transforming portraits into fantasy or surreal images, adding video game or painted styles, and more. Each tutorial description provides the title, description of techniques used, and number of steps or length of the video.
Toyota plans to invest $5.6 billion to increase battery production capacity by 40 GWh in Japan and the US between 2024-2026. This will enable Toyota to meet growing demand for electric vehicles and offer customers multiple powertrain options. Competitors like Honda, BMW, Suzuki, GM and Nissan are also investing billions in battery production facilities to transition their lineups to electric. Atos and Siemens have a longstanding strategic partnership since 2011 to provide digital transformation solutions through joint research and development projects across industries like automotive, healthcare and energy. Their collaboration aims to deliver better customer experiences and process efficiency while ensuring security and compliance.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
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1. Mahindra & Mahindra launched Project Scorpio in 2002 to enter the niche market between passenger vehicles and SUVs.
2. Scorpio was developed with features of both an SUV and passenger vehicle to attract both types of customers.
3. Extensive market research and testing was conducted over two years before launch to ensure quality and customer preferences were met.
BYD Auto - The Innovation of the Electronic Vehical BusinessJoseph Man
The document provides information about BYD Auto, a Chinese automaker founded in 1995. It discusses BYD's business segments including automobiles, batteries, and energy storage. It also summarizes Warren Buffett's investment in BYD in 2008, BYD's products and growth strategy through partnerships. Suggestions are made for BYD to focus on continuous innovation in batteries, charging technologies, and crowdsourcing ideas.
[729.HK] FDG Electric Vehicles Corporate PresentationWinnie Lei
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Brand awareness of prestolite battery fullnirav333
Tudor India Limited manufactures Prestolite batteries in India as a wholly owned subsidiary of CMP Batteries Ltd., UK, which is part of the world's largest battery manufacturing group. Tudor India was incorporated in 1986 and manufactures automotive and industrial batteries at its plant in Gujarat. The company provides maintenance-free lead acid batteries for applications such as vehicles, UPS systems, inverters, and more. Tudor India aims to introduce new industrial and sealed battery types to the Indian market.
a study of safety awareness in customer while purchasing a new car: A study of Indian Passenger Car Market with special reference to ( Maruti Suzuki, Tata Motors, Volkswagen, Toyota, Mahindra & Mahindra, and Hyundai)
The Indian automotive industry is well-positioned for medium-term growth driven by rising incomes, a growing working-age population, and increasing vehicle affordability. Growth will be led by two-wheelers, which account for the majority of vehicle sales. Factors like fuel economy will also be important as consumers remain price-conscious. While consolidation may occur, the nature of demand differs from global markets, with affordability and alternative fuels influencing trends in India. Overall the outlook is positive based on domestic demand, with four-wheelers expected to gain volumes as more consumers transition to cars.
The Indian Automotive Industry - Evolving DynamicsVarun Bhandari
This PPT Is About The Indian Automotive Industry - Evolving Dynamics, Indian Auto Sector - Medium Term - Growth, Consolidation, Indian Auto Sector – Long-term - Green revolution, Mobility revolution, About KPMG In India
GP Batteries is a leading global battery manufacturer based in Singapore. The company produces various household and industrial battery types using different chemistries. It has a global production and distribution network across 15 countries. While the battery market is growing significantly, GP Batteries faces competition from other large manufacturers. To maintain its competitive position, the company focuses on product innovation, expanding into new markets, and promoting greener and more sustainable batteries.
Presentation on leading two wheeler industry above 125 cclissa92
The document provides an overview of the Indian two-wheeler industry. It discusses the history and trends of two-wheeler production in India. The major players in the industry are outlined, including details about Honda Motor Company such as its vision, mission, products, branches, and CSR activities. The document also includes a PEST analysis of the industry and discusses the nature of competition, investments, and government initiatives related to two-wheelers in India.
This document provides a summary of a presentation on the automobile industry in India given by Raj Gupta, Mangesh Bhosle, Kalpesh Bhasagre, Sandeep Yadav, and Naresh Solanki under the guidance of Prof. Seema Ladha. It discusses the history and growth of the global automobile industry. It then focuses on the automobile industry and market in India, including political, economic, social, technological, environmental, and legal factors. It also discusses issues and challenges facing the industry like competition and sustainability. It provides an overview and background on Tata Motors, including its mission, vision, strategies, and SWOT analysis.
Presentation on two wheeler industry with different 4 major players of this industry and analysis of PEST,SWOT & STP about industry and also about 4 players.
This is the case study of explain that how the company has been failure for not making a profit over the and this is the classic example how the other companies must be getting not getting this problems and rectifying this in a initial stages lead to not bankrupt of the company so here the bankrupt rever so the failure of the bank and loans which they have been got from the ICSE so in this PPT we will be looking at the failure of Videocon company view so that company they are the first conglomerate company to start this strategy in India the released pipe company which have been started in the name of agaram trading limited and later converted into Videocon and now they have been manufacturing first collect televisions and this is the first company to introduce in the Indian market and they made a profit around the 90000 and their share price in the market was 250 in the 2005 it was used among comparing to now and the market went down to 20% which made the bankrupt so this made the bank to shutdown in the year 2012 company officially announce the company has been setting over and the people and not given with the provident fund or
Competitiveness of Indian Automobile companiesAnirban Ghosh
Indian automobile companies are capitalizing on advantages in India to expand internationally. They have low production costs and an efficient supply chain due to the size of the domestic market and proximity to other markets. Government policies also support the industry through incentives. Companies export small cars where they have built scale and competencies. They are expanding to markets in developing regions and decreasing reliance on the domestic market through exports.
M:bility | magazine-Q3 edition - June 2019D S Allen
M:bility | Magazine is a quarterly online publication focussing on the business models, technologies and trends shaping the future of mobility. This issue features exclusive insight from Amazon, Great Wall Motors, Mastercard, Vulog and BlaBlaCar, as well as an in-depth look at Tesla’s slumping stock price and the future of zero emissions trucking.
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MothersonSumi Systems (MSSL) is an Indian automotive components maker with a presence in mirrors, wiring harnesses, and molded plastic parts. It services multiple automakers across geographies. The Indian auto components sector is poised to benefit from recovery in overseas sales and continued domestic auto growth. Streamlining costs and improving productivity have led to stronger financials for companies like MSSL. Diversification into non-auto segments and wider exports are new revenue drivers. Moreover, India retains an edge over China as a low-cost manufacturing base due to better intellectual property protections. Key growth drivers for MSSL include sustained two-wheeler demand, India's role as a small car hub, replacement demand, and overseas
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The document proposes a feasibility study for an electric vehicle battery replacement station business in China. It discusses the growth of electric vehicles in China and issues with battery costs and replacement. The proposal suggests a battery swapping station model where batteries are owned by automakers and swapped out at stations for a deposit fee. This could address range anxiety, increase EV adoption rates, and provide benefits to automakers, station owners, and users. Stakeholders like governments, car companies, and station operators are analyzed.
Industy Case Study-The Global Automotive Manufacturing SectorKevin Rivas De Paz
The automotive manufacturing industry is large and global, with the top 5 firms accounting for 70% of the market. Technological innovation is constant, with new features like autonomous vehicles being developed. Barriers to entry are high due to capital requirements and established firms' advantages. Costs such as materials, wages, and R&D account for the majority of expenses. Firms differentiate through technological features, vehicle types, and brand reputation. Vertical integration and diversification allow companies to cut costs and expand their product offerings.
Similar to Operationsmanagement project-130210044817-phpapp02 (20)
1. STRATEGY MAP OF BYD (BUILD YOUR DREAMS)
To
manufacture
low cost
Electric cars
Specialization
Product
Variety
Vertical
Integration
Economics
of ScaleForward
Production
Process
Exploiting
Labor cost
Conditions
Strategic
Innovation
Entrepreneur Low Cost
Leadership
Geographic
Market
Served
Target
Customer
SegmentWidth of
Product
Line
Raw
Materials
Specifications
Features
Durability
Backward
Employee
Training
First
Mover
Imitation
Strategy
InvestinginLabor
than inMachinery
Government
Financial
Support
Minimizing
R&D cost
Competitive
Advantage
2. Continuing Competitive advantage of BYD
OPERATIONAL STRATEGIES
(a) VERTICAL INTEGRATION
In order to achieve high efficiency as well as low cost leadership, the company tries to come up with strategy
with a strong focus on internally developed strengths. In order to do so, the company concentrated on forward
and backward integration.
1. Forward Integration:
In March 2010, a memorandum between BYD Company Limited and Daimler AG was signed to
develop a new electric vehicle specific to the requirements of the Chinese market, which will be
marketed under a new brand jointly created and owned by both companies. The technology partnership
aims at combining Daimler’s electric vehicle architecture know-how and BYD’s excellence in battery
technology systems. This decision is a new step for BYD’s integrated approach, adding external
competence in those areas that still show internal weaknesses.
2. Backward Integration:
Initially depending on external suppliers, the acquisitions of nearly 200 companies and their integration
into BYD allowed to focus on internal strengths. As a result, the complete value chain, including an
R&D centre, could be internalized.
Core Competence
Technology:
Original Product
Barrier to Entry
Product:
Difficult Substitute
Organization:
More Flexible
Continuing Competitive
advantage of BYD
Entrepreneur of BYD
Innovative Strategy of BYD
Low cost Leadership
3. (b) LOW COST LEADERSHIP
The reliance on internal knowledge development helped in creating a comprehensive expertise base for the
production of cars and all components, and has led to cost and quality efficiency.
1. Investing in Labour
Opposed to Chinese companies implementing high-tech equipment from their foreign partners, the
company reinvented the manufacturing process by replacing machinery with manpower wherever
feasible to obtain lower costs. Also, the 5,000 – 8,000 graduates recruited yearly by BYD in the last
few years were systematically trained and went through a job rotation programme.
2. Minimizing R&D cost:
Quality maintenance was managed by firstly decomposing the production process into numerous
simple-skill labour operations, which then was constantly reallocated by R&D staff. As a result, the
complete value chain, including an R&D centre, was internalized leading to low R&D cost.
3. Government Financial Support:
As most of the big automotive companies are partly state-owned, direct support can be given. Similarly
for BYD, the electric vehicle producer no.1, estimates of financial government support reach one
billion €. Also, the government also supported by reducing taxes and giving subsidies. E.g. - sales tax
was reduced from 10% to 5% for small displacement engines.
(c) ENTREPRENEURSHIP
The biggest driving force behind the success of BYD was the entrepreneurship skills of the Mr Wang chuanfu,
the founder of the company. He reinvented the manufacturing process by replacing machinery with manpower
wherever feasible to obtain lower costs. His vision was to become the biggest automotive company of China
by 2015 as well as the world biggest car producer by the year 2025.
(d) PRODUCT VARIETY
The company diversified and came up with the products which help it expanding its portfolio and therefore,
compete in different markets.
The company was founded in 1995 for the production of rechargeable nickel-based (nickel-cadmium,
NiCd) batteries. And within only seven years, BYD has become the world largest manufacturer,
producing 65% of the nickel-cadmium batteries used in wireless phones, toys and mobile phones. In
addition, it also become number two for nickel metal hydride batteries and number three for lithium
ion batteries very soon.
4. BYD soon diversified to being a producer of all parts, which are sold under different brands – Nokia,
Motorola etc.
In 2003, BYD acquired the state owned auto company Shaanxi Qinchuan Auto Company Limited,
following the company’s initial public offering on the Hong Kong Stock Exchange in July 2002, to get
a license for car production.
BYD started selling a plug-in hybrid electric vehicle with a small gasoline engine (F3DM) in December
2008.
Since 2010, marketing of the updated F3DM with a solar panel charging system on the roof was started
for private customers.
A pure electric vehicle (e6), which has been presented to the public at the North American International
Auto Show in Detroit 2010 – with launch date as December 2010.
(e) SPECIALIZATION
In order to achieve success in the extra competitive market, BYD required excelling / achieving core
competencies in few domains. So therefore, the BYD concentrated on following specializations:
1. Target Customer Segments:
Owners of E-bicycles or E-scooters could afford to substitute these by small e-cars. Also, foreign
customers using European or American fuel- driven cars who can be influenced to move on to cutting
edge electric vehicles “Made in China”. Also, since the reduction of CO2 emission was declared
political goal, strong incentives or even direct prohibitions are expected to support the substitution of
gasoline-driven vehicles in Chinese megacities and – later on – in the countryside. Therefore, for the
company, the future car buyers were the potential buyers.
2. Product Line:
The company was founded in 1995 for the production of rechargeable nickel-based (nickel-
cadmium, NiCd) batteries. And within only seven years, BYD has become the world largest
manufacturer, producing 65% of the nickel-cadmium batteries used in wireless phones, toys and
mobile phones. In addition, it also become number two for nickel metal hydride batteries and
number three for lithium ion batteries very soon.
BYD soon diversified to being a producer of all parts, which are sold under different brands –
Nokia, Motorola etc.
In 2003, BYD acquired the state owned auto company Shaanxi Qinchuan Auto Company
Limited, following the company’s initial public offering on the Hong Kong Stock Exchange in
July 2002, to get a license for car production.
BYD started selling a plug-in hybrid electric vehicle with a small gasoline engine (F3DM) in
December 2008.
Since 2010, marketing of the updated F3DM with a solar panel charging system on the roof was
started for private customers.
A pure electric vehicle (e6), which has been presented to the public at the North American
International Auto Show in Detroit 2010 – with launch date as December 2010.
5. 3. Geographic Market Served:
The company primarily targeted those people that can afford an automobile live in megacities within
the countries. However, the company later on took the challenge of promoting and selling the product
to the foreign customers worldwide.
(f) EXPLOITING LABOR COST CONDITIONS
As BYD knew that they can’t match the big pockets of their international counterpart, therefore they
decided to exploit the available cheap labour of the country to their benefits.
As BYD knew that it didn’t have big pockets like their European counterparts, therefore they
exploited the availability of cheap labour conditions of the country to their best benefit.
The outstanding success resulted from a strategy with a strong focus on internally developed
strengths exploiting local labour cost advantages.
Quality maintenance has been managed by firstly decomposing the production process into
numerous simple-skill labour operations, which then have been constantly reallocated by R&D
staff.
A clear focus is on exploiting labour cost advantages in China wherever possible. About 50% of
all automotive-related production is handmade and the management is constantly aiming at
increasing this portion. The reliance on internal knowledge development has created a
comprehensive expertise base for the production of cars and all components, and has led to cost
and quality efficiency.
Ten per cent of the 130,000 employees are engineers who graduated from the top Chinese
universities. Based on this imitation strategy combined with a low R&D cost strategy, the
innovation cycle in the car business for BYD is three years. Mainly architectural adaptations to
consumer needs, labour-oriented production processes and organizational advantages allow
BYD to increase customer satisfaction and offer lower priced products.
(g) STRATEGIC INNOVATION
The company started its journey from producing the batteries for the various products. Once it achieved
competency in it, it expanded its portfolio and invested into other ventures.
1. R&D activities were focussed on the electric vehicle and diversification in the battery business, making
BYD the first mover in this market. BYD started selling a plug-in hybrid electric vehicle with a small
gasoline engine (F3DM), at least a year ahead of General Motors and Toyota. The F3DM can go 100
kilometres on its battery and an additional 300 kilometres with BYD´s 1.0 litre gasoline engine,
maximum speed 160 km/h. The newly developed ferrous-based battery has cost, capacity and safety
advantages compared to the lithium-ion battery.
2. Marketing of the updated F3DM with a solar panel charging system on the roof was started for private
customers. The solar panel can transform the solar power into electric power, which can be stored into
the Fe battery. Although the amount of additional electric energy is low, BYD demonstrates an ongoing
development of new energy options for automobiles.
6. 3. A pure electric vehicle (e6), which has been presented to the public at the North American International
Auto Show in Detroit 2010 - has been announced for December 2010. The minivan will be driven by
four electric motors on the wheels, which charge their energy from a 100% recycle battery in the under
body, the capacity of the battery will allow 400 km without recharge.
4. BYD acquired the state owned auto company Shaanxi Qinchuan Auto Company Limited, following the
company’s initial public offering on the Hong Kong Stock Exchange in July 2002, to get a license for
car production. In 2008, already 25% of revenues resulted from automotive sales, another 30% IT, 23%
batteries.
5. Only two years after automobile market entrance, a new model (F3) was presented, with mass
production beginning in 2005 and reaching 100,000 units in 2007. Several other CIAM Working Papers
11 Models followed, all being the result of an imitation strategy. Initially, the benchmarked cars
(mainly Toyota) are decomposed, scanned and digitized and copied, or – if they are patented –
modified (reverse engineering). Whereas basic models are delivered by Toyota, several Mitsubishi
engines equip the F3, which results in a modular design strategy, where main components of two
different car makers are combined.
(h) PRODUCTION PROCESS
The company followed the imitation strategy. They scanned, digitized and copied Toyota cars
mainly and if they were patented the company followed the process of reverse engineering
.This helped the company in saving on the R&D cost which in turn helped them in reducing
the cost.
2. Likewise the battery production, BYD always focused on its own production network, except
for some parts like tyres and glass. Rest all the major parts were manufactured by the
company itself which again helped reduce their cost. Production lines are developed
internally.
3. About 50% of all automotive-related production was made handmade instead of employing
machinery and the management is constantly worked on increasing this share. A clear focus
was on exploiting labour cost advantages in China. Similar to Volkswagen with an over
proportional large self-owned component division, BYD even boasts deeper upstream
production integration.
BYD developeditscompetitive advantage on low-cost R&D strategy.
HUMAN RESOURCE STRATEGIES
1. Mass Recruitment & Training for Competition
The process orientation of the company is also reflected by the management of human resources. The
company recruits around 5,000 – 8,000 graduates yearly in the last few years, and has been
systematically trained by giving proper and relevant training programs required for gaining the edge
over competition.
7. 2. Job Rotation
The employees were also made to go through a job rotation programme which helped the employees in
gaining an overall knowledge and also made their work non monotonous.
3. Converting Graduates into Talents
The BYD formulated their human resources approach as “BYD not only builds products, but it is also
good at building people, converting university graduates into talents” We need not only ten talents, but
ten thousand, so we must have the capacity to convert graduates into talent”.
MARKETING AND BRANDING STRATEGIES
Forming Alliances and partnership
In March 2010, a memorandum between BYD Company Limited and Daimler AG was signed
to develop a new electric vehicle specific to the requirements of the Chinese market, which will
be marketed under a new brand jointly created and owned by both companies.
The technology partnership aims at combining Daimler’s electric vehicle architecture know-
how and BYD’s excellence in battery technology systems.
The company also came into joint terms with partner for western brands, like Mercedes. This
made it the first case of a Chinese-German joint venture where both partners contribute core
knowledge for the end product: an e-car for the Chinese market.