Ssangyong Tivoli Mahindra & Mahindra Aims to Make European Inroads
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Bio-Johng-Sik-Choi-Mahindra-19-07
Johng-sik Choi President and CEO- Ssangyong Motor Co Johng-sik Choi majored in business management at Seoul National University and earned his Master’s degree from the Graduate School of Public Administration, Seoul National University. He started his career at Hyundai Motors in 1977, serving as Head of Planning Office, Head of Marketing, Vice President & Director of Hyundai Motor Canada, and Executive Director of Hyundai Motor America. He joined Ssangyong Motor in January 2010 as Vice President and Head of Sales & Marketing, and successfully launched a series of face-lifted models and new products such as the Korando and Tivoli which reflected the customer needs and market trend. He plays a key role in helping the company regain market share. In 2013, Ssangyong recorded its highest-ever yearly revenue and exports volumes. Referred to as a global sales master and automotive expert with 40 years of experience in the automotive industry, he is credited with driving growth and presenting a future vision for Ssangyong as a prestigious global automaker. Thank you Connect with us at www.mahindra.com Disclaimer Mahindra & Mahindra herein referred to as M&M, and its subsidiary companies provide a wide array of presentations and reports, with the contributions of various professionals. These presentations and reports are for informational purposes and private circulation only and do not constitute an offer to buy or sell any securities mentioned therein. They do not purport to be a complete description of the markets conditions or developments referred to in the material. While utmost care has been taken in preparing the above, we claim no responsibility for their accuracy. -
Automobile Industry in India 30 Automobile Industry in India
Automobile industry in India 30 Automobile industry in India The Indian Automobile industry is the seventh largest in the world with an annual production of over 2.6 million units in 2009.[1] In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand.[2] By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads.[3] History Following economic liberalization in India in 1991, the Indian A concept vehicle by Tata Motors. automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers.[4] In February 2009, monthly sales of passenger cars in India exceeded 100,000 units.[5] Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. -
Market Evaluation for Resource Efficiency and Re-Use of Secondary Raw Materials in the Automotive Sector
Knowledge Partners: Market Evaluation for Resource Efficiency and Re-use of Secondary Raw Materials in the Automotive Sector Implemented by: On Behalf of: Imprint Published by Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Registered offices: Bonn and Eschborn, Germany B-5/2, Safdarjung Enclave New Delhi 110 029 India T: +91 11 49495353 E: [email protected] I: www.giz.de Responsible Mr. Uwe Becker E: [email protected] Authors GIZ Abhijit Banerjee, Karan Mehrishi, Manjeet Singh Saluja, Rachna Arora, Uwe Becker TERI Jai Kishan Malik, Nitya Nanda, Shilpi Kapur, Souvik Bhattacharjya, Suneel Pandey IFEU Claudia Kamper, Juergen Giegrich, Monika Dittrich VDI Anke Niebaum Research Partner Ernst and Young New Delhi, India August 2015 Disclaimer: All information/data contained herein is obtained from authentic sources believed to be accurate and reliable. This report is based on the data and information gathered by conducting stakeholder consultation, data made available by ACMA and secondary desktop research of information available in public domain. Reasonable skill care and diligence exercised in carrying out analysis and report preparation. This report is not be deemed as any undertaking, warranty or certificate. This report is solely for Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH together with its knowledge partners TERI and IFEU and should not be used, circulated, quoted or otherwise referred to for any other purpose, nor included or referred to in whole or in part in any document without prior written consent. -
(SKD) Production and Sales and Marketing Strategy in the Russian Far East*
The Northeast Asian Economic Review Vol. 2, No. 2, October 2014 39 A Study of Semi Knock Down (SKD) Production and Sales and Marketing Strategy in the Russian Far East* Eiko Tomiyama † Abstract The obective of this study is to reconsider strategies for entering markets in emerging nations by analyzing entry into emerging nations based on Semi Knock own (SK) production and the approach adopted toward local sales and marketing. sing case studies of SK production in ladivostok, ussia undertaken by the automobile manufacturers Ssangong of the K and Toyota and azda of Japan, this study analyzed and examined each company’s mode of entry and sales and marketing strategy. t ascertained that while Ssangong entrusts the whole of its SK production to the local contractor, azda and Toyota of Japan have training staff leaders stationed there permanently to ensure thorough quality control in addition, whereas Ssangong entrusts all of its sales and marketing to the local contractor, azda and Toyota have established whollyowned subsidiaries to carry out local sales and marketing, demonstrating the importance that these companies attach to such activities. Keywords: SKD production, CKD production, outsourced production, sales and marketing, value chain Introduction In February 2013, Toyota Motor Corporation (Toyota) began Semi Knock Down (SKD) production in Vladivostok in Russia’s Far East, at Sollers-Bussan, a joint venture between local automobile manufacturer Sollers and Mitsui & Co., Ltd. SsangYong Motor Company (SsangYong) and Mazda Motor Corporation (Mazda) have also been conducting SKD production at Sollers in Vladivostok since 2009 and 2012, respectively. In SKD production, the parts are first partly assembled into units and components in the home country, before being exported as a kit and assembled into the finished product locally. -
Winters of Yesteryear We Take a Look Back at How
Good motoringThe magazine for members of GEM Motoring Assist Winter 2016 a luxuryWIN two-night break for two at Hartwell House. See p14 WINTERS OF YESTERYEAR SNOW ALERT! WE TAKE A LOOK BACK AT HOW BLASTS FROM THE PAST BROUGHT BRITAIN TO A STANDSTILL A cushioned ride Scottish castles Road tests On hovercraft patrol with the How to be your own VW Touran, SsangYong Tivoli, Finnish Border Guard laird for the night Seat Ateca, Kia Niro One call is all it took to sort my Home Insurance 1 YEAR’S FREE HOME EMERGENCY COVER* (worth £14.50 pa) QUOTE GEM16 Enjoy great premiums and personal service PLUS 1 year’s Free Home Emergency Cover GEM has partnered with Shield Total Insurance to bring you competitive premiums and a Optional Family Legal Cover wide choice of cover options, including: UpU tot £100,000£100 000 legal cover against ✔ Up to £1 million buildings cover disputes on the sale & purchase of your ✔ Up to £150,000 contents cover home, personal ✔ All policies on a New for Old basis injury or disputes with neighbours. Just £17.50 pa ✔ Cover for garages and outbuildings on your land ✔ Optional Key Protection from £11 pa Make More Of Your Membership Call now and quote GEM16 01277 243 010 *Offer closes 31/12/16. Terms & Conditions apply: Customer must purchase a household insurance policy with Shield Total Insurance. One free Home Emergency cover per policy. You must be a UK resident. Free Home Emergency cover is available for 1 year only and is non-refundable. Cancelling your household insurance policy mid-term will automatically discontinue Home Emergency cover. -
M&M 3.0: the NEW Is Coming
18 April 2018 INDIA | AUTOMOBILES | COMPANY UPDATE MAHINDRA & MAHINDRA M&M 3.0: The NEW is coming At the cusp of a market Undisputed leadership 50% market share share recovery in PVs in tractors in SCVs 18 April 2018 INDIA | AUTOMOBILES | COMPANY UPDATE TABLE OF CONTENTS Introduction 3 Key charts 4 Industry Overview 5 - Snapshot: Passenger Vehicle Industry 5 - Snapshot: Utility Vehicles Segment 6 - New definition of 'success': 4K monthly sales! 7 New vehicles to be launched by M&M 8 Compact SUVs: ‘Highest Volume + Fastest Growing’ segment in SUVs 9 - S201/ Tivoli to be the backbone of Mahindra 3.0 10 - Positioning of M&M S201 11 Premium SUVs: ‘low volume but high value’ 12 - G4 Rexton 13 - Positioning of G4 Rexton 14 MPVs: Smart ‘Family’ UVs 15 - Positioning of M&M U321 16 New models to drive M&M's sales 17 - Model-wise volume projections 17 Market leader in SCV segment 18 Undisputed leader in the tractor segment 20 Financial Tables 21 RECENT REPORTS RURAL SAFARI VII INDIA REAL ESTATE INDIA CEMENT INDIA PHARMA INDIA SPECIALTY CHEMICALS JM Financial Institutional Securities Limited Page 2 18 April 2018 INDIA | AUTOMOBILES | COMPANY UPDATE Mahindra & Mahindra (MM IN) M&M 3.0: The NEW is coming M&M 3.0 is the most crucial and promising M&M 3.0: There have been phases for almost all PV players in India. Maruti revamp for M&M (UVs), for it has lost Suzuki (MSIL), for example, struggled with the ‘compact car player’ tag for long, significant market share in its core segment, making multiple unsuccessful attempts to establish itself in higher price brackets. -
Asian Auto Newsletter Feb 2001.P65
ASIA IS A BUSINESS IMPERATIVE NOW MORE THAN EVER ASIAN AUTOMOTIVE NEWSLETTER Issue 23, February 2001 A bimonthly newsletter of developments in the auto and auto components markets CONTENTS CHINA/HK INTRODUCTION .............................................. 1 DaimlerChrysler is planning to sign a LOI by CHINA / HONG KONG ................................. 1 February 2001 with First Autoworks (FAW), one INDIA ..................................................................... 2 of Chinas leading state-owned vehicle companies. The INDONESIA ........................................................ 2 two companies aim to set up a 50:50 JV, which will JAPAN ..................................................................... 2 manufacture trucks and buses. The agreement comes KOREA ................................................................... 3 as a disappointment to Volkswagen, which itself is MALAYSIA ............................................................ 4 looking for a Chinese partner in bus and truck THAILAND .......................................................... 4 production, particularly given Volkswagens and FAWs FOCUS: Daewoo components suppliers .......... 5 longstanding partnership in auto manufacturing. (January 23, 2001) Shanghai Automotive Group and General Motors have negotiated to buy 51% and 35% respectively of INTRODUCTION Liuzhou Wuling Automotive Co Ltds B-shares to be issued in 2001. Negotiations between the three Daewoo Motors bankruptcy has adversely impacted companies are scheduled to conclude in March -
Approval Car Price Issued As of 30Th June 2019
APPROVAL CAR PRICE ISSUED AS OF 30TH JUNE 2019 DATE SHOWROOM PASSENGER MOTOR VEHICLES BRAND PASSENGER MOTOR VEHICLES MODEL /TYPE DATE ISSUED PRICE (SRP) EFFECTIVE EXPIRY ALFA ROMEO ALFA ROMEO GIULIA 620 QV V6 (G.H.K MOTORS SDN BHD) ALFA ROMEO GIULIA 620 QV V6 2.9L AUTO SEDAN PETROL 27-May-19 21-Apr-19 20-Apr-20 $139,973.00 ALFA ROMEO GIULIA 620 GME ALFA ROMEO GIULIA 620 GME 2.0L AUTO SEDAN PETROL 27-May-19 21-Apr-19 20-Apr-20 $63,353.00 AUDI AUDI A3 TFSI S-TRONIC (T. C. Y. MOTORS SDN BHD) AUDI A3 1.2L TFSI S-TRONIC AUTO SEDAN PETROL 22-Jan-19 31-Dec-18 30-Dec-19 $43,631.00 AUDI A3 TFSI S-TRONIC SPORTBACK AUDI A3 1.2L TFSI S-TRONIC AUTO SPORTBACK PETROL 6-Sep-18 11-Sep-18 10-Sep-19 $46,803.00 AUDI A4 TFSI S-TRONIC BLACK EDITION AUDI A4 2.0L TFSI S-TRONIC AUTO SEDAN PETROL - BLACK EDITION 19-Jun-19 3-Jun-19 2-Jun-20 $55,068.00 AUDI A4 TFSI QUATTRO S-TRONIC AUDI A4 2.0L TFSI QUATTRO S-TRONIC AUTO AWD SEDAN PETROL 19-Jun-19 3-Jun-19 2-Jun-20 $67,560.00 AUDI A4 TFSI ULTRA S-TRONIC AUDI A4 2.0L TFSI ULTRA S-TRONIC AUTO S-LINE BLACK STYLING SEDAN PETROL 31-Dec-18 31-Dec-18 30-Dec-19 $58,515.00 (MODEL CODE: 8W2BDG) AUDI A4 TFSI ULTRA QUATTRO S-TRONIC AUDI A4 2.0L TFSI ULTRA QUATTRO AWD S-TRONIC AUTO SEDAN PETROL 25-Feb-19 11-Feb-19 10-Feb-20 $68,676.00 AUDI A5 TFSI QUATTRO S-TRONIC COUPE AUDI A5 2.0L TFSI QUATTRO S-TRONIC AUTO COUPE PETROL 8-Aug-18 14-Aug-18 13-Aug-19 $79,952.00 AUDI A5 TFSI QUATTRO S-TRONIC SPORTBACK AUDI A5 2.0L TFSI QUATTRO S-TRONIC AUTO SPORTBACK PETROL 8-Aug-18 14-Aug-18 13-Aug-19 $83,042.00 AUDI Q2 AUDI Q2 1.0L TFSi S-TRONIC -
Understanding Trustor's National Cultural Propensity on Trust Building
<MBA Degree Thesis> AY 2018 UNDERSTANDING TRUSTOR’S NATIONAL CULTURAL PROPENSITY ON TRUST BUILDING IN POST- ACQUISITION INTEGRATION CASE STUDIES OF AUTOMOBILE INDUSTRY IN JAPAN AND SOUTH KOREA 57160530-1 PARK, SEULGI GLOBAL STRATEGY AND ORGANIZATION C.E. PROF. HSIEH, KAI YU D.E. PROF. HIGASHIDE, HIRONORI D.E. PROF. TAKEUCHI, NORIHIKO Summary This study started with a question, why so many M&As failed. The reasons are various in accordance with how we handle with each step of the transactions from finding strategic reasons to integration implementation. Influenced by my previous work experiences and own personal interests, my focus moved to the integration of acquisitions. Integrating two different companies brings a lot of changes in the organizations, especially in acquired companies, and effective leadership is essential to overcome obstacles and resistances from the changes. However, the effective leadership isn’t given to new top management from acquiring companies naturally, but it is more likely to develop based on the degree to which the employees in acquired companies trust the top management. In the process of trust building, trustors determine the trustworthiness of trustees in the basis of how the trustors Waseda University Repository perceived the trustees’ behaviors. In the evaluating process of theprovided behaviors, by the trustors are affected View metadata, citation and similar papers at core.ac.uk CORE brought to you by by own propensity to trust such as individual characteristics and national culture. Based on the study -
Official Name: Ssangyong Motor Company. Owned By: Korean Banks, Then Daewoo, Then, Mostly by Its Creditors. for a While, Shangha
Official name: SsangYong Motor Company. Owned by: Korean banks, then Daewoo, then, mostly by its creditors. For a while, Shanghai Automotive Co. Ltd owned 51.33% of the company. A giant Indian industrial company – Mahindra & Mahindra – now owns 74% of SsangYong. Current situation: After nearly going belly-up in the late 1990s, SsangYong was bought by Shanghai Automotive as part of an aggressive growth strategy. However, this purchase was a mistake: SsangYong is the smallest and least successful of South Korea’s five car companies. SsangYong’s products often look weird and aren’t very well built. In 2011, Indian manufacturer Mahindra & Mahindra came to SsangYong’s rescue. Because most Mahindra vehicles are laughably crude by Western standards, even Ssangyongs look good by comparison. Mahindra has since begun building the Ssangyong Rexton in India. Chances of survival: dodgy. Ssangyong has failed to gain significant market share in any major car market in the world. Thanks to Mahindra’s clout, India might embrace Ssangyong vehicles. Then again, it might not • 1 All content © The Dog & Lemon Guide 2016. All rights reserved A brief commentary on Ssangyong sangYong means ‘twin dragons’ and refers to a Korean legend in which two dragons waited 1000 years to fly to dragon heaven. SFinally, a single cintamani (magic jewel), which was necessary for the journey, was released. Each dragon encouraged the other to take it and make the trip. This display of courtesy went on for so long that both dragons missed the opportunity. The king of heaven was so touched by the dragons’ generous display that he released a second cintamani and thus the two dragons entered heaven to- gether. -
Global Vehicle Production and Sales by Manufacturer
Global vehicle production and sales by manufacturer Global vehicle production Global vehicle sales 2003 2002 2001 2003 2002 2001 General Motors1 8,244,000 8,277,000 7,786,000 General Motors1 8,594,605 8,550,258 8,564,480 Toyota Motor Corp.2 6,826,166 6,309,616 5,848,094 Toyota Motor Corp.2 6,783,463 6,167,703 5,927,568 Ford Motor Co.3 6,720,000 6,973,000 7,008,000 Ford Motor Co.3 6,541,562 6,819,594* 6,906,548* Volkswagen AG4 5,020,733 5,023,264 5,107,945 Volkswagen AG4 5,015,911 4,996,179 5,080,087 DaimlerChrysler AG5 4,264,700 4,471,900 4,424,200 DaimlerChrysler AG5 4,355,800 4,540,400 4,498,800 PSA/Peugeot-Citroen SA 3,309,100 3,262,100 3,136,300 PSA/Peugeot-Citroen SA 3,286,100 3,267,500 3,132,800 Hyundai Automotive Group6 3,085,836 2,887,213 2,517,719 Hyundai Automotive Group6 3,046,333 2,912,315 2,652,509 Honda Motor Co. 2,968,316 2,900,787 2,651,661 Nissan Motor Co. 2,968,357 2,735,932 2,580,328 Nissan Motor Co. 2,957,757 2,693,818 2,466,995 Honda Motor Co. 2,910,000 2,830,000 2,670,000 Renault SA7 2,385,087 2,343,954 2,375,084 Renault SA7 2,388,958 2,403,975 2,413,038 Fiat S.p.A.8 2,079,800 2,159,936 2,391,719 Fiat S.p.A.8 1,989,921 2,125,277 2,292,858 Suzuki Motor Co.9 1,904,903 1,798,089 1,619,304 Suzuki Motor Co.9 1,824,977 1,707,392 1,587,780 Mitsubishi Motors Corp.** 1,580,167 1,822,644 1,668,286 Mitsubishi Motors Corp.** 1,533,590 1,740,202 1,698,371 BMW Group10*** 1,118,940 1,090,258 946,730 BMW Group10*** 1,104,916 1,057,344 905,657 Mazda Motor Corp. -
Background and Performance of Indian Firms Entering the Korean Market
Special Report Research Institute Background and Performance of Indian Firms Entering the Korean Market Jung, Moo-sup Mahindra Ssangyong Showing Potential for Inclusive Growth _P60 Choi, Yoon-jung The Rise of Tata Daewoo, Made Possible through Localization and Synergy _P66 Lee, Dae-woo Novelis Korea Prospers under Indian Company _P74 Special Report Research Institute Mahindra Ssangyong Showing Potential for Inclusive Growth Jung, Moo-sup _ Professor, Department of International Trade, Dong-A University Mahindra & Mahindra and Ssangyong Motor’s joint press conference at the Renaissance Seoul Hotel in Korea. From left to right, Mahindra & Mahindra President Pawan Kumar Goenka, Mahindra Group CFO Bharat Doshi, and Ssangyong Motor President Lee Yoo-il field questions from reporters. Mahindra & Mahindra, one of India’s leading carmakers, entered the Korean market with its conclusion of an agreement to acquire Ssangyong Motor on November 23, 2010. It was the fifth-largest merger and acquisition (M&A) deal in the global car industry in 2011, holding much significance for both Mahindra and Ssangyong. Saving Cash-strapped Ssangyong Even after Acquisition Until it was acquired by Mahindra, Ssangyong con- stantly suffered hard times under court receiver- ship, including a strike and factory occupation that lasted 77 days from May 22 to August 6, 2009. After a series of meetings, a South Korean court ap- proved a rescue plan for Ssangyong Motor on De- cember 17. After the lead manager for the sale of the struggling automaker was selected in February 2010 and public notice of the sale was made in May of that year, seven companies submitted let- ters of intent (LOI) for Ssangyong, with Mahindra being selected as the preferred bidder.