Industry leader

Analyst Site Visit St Petersburg, Russia 9th October 2007 Emerging Market Model Strategy and Growth Potential

Andre Lacroix - Group CEO 9th October 2007 We have started building scale in Emerging Markets

• Tripling number of retail sites by 2008 • Targeting over 75% increase in revenues by 2008

Number of Retail centres Emerging markets revenue (£m) £m

1,200 36 40 1,000 35 30 +c75% 30 800 24

25 600 20 13 440 15 12 400 H2 10 199 200 5 141 H1 0 0 2005 2006 2007 2008 2005 2006 2007 H1 2007 H2 2008 3 The strengths of the Emerging Market model

Fastest growing markets Capital efficient footprint • Low per capita car penetration • Fewer retail points • Strong GDP and disposable income • Site capacity built for growth upside • Scale operations • Customer aspiration for foreign brands • Better customer experience • Investment in infrastructure and in car dindustry

Sustainable retail margin Attractive unit economics

• High margin region today • Higher revenues per square metre. • Used vehicles untapped opportunity • Lower operating costs • F&I up side • Stronger operational gearing • Vehicle parc growth driving After Sales

4 Attractive unit economics in Emerging Markets with strong operational gearing

3S Scale Retail Unit Economics proforma

Premium volume & Volume Premium

Ø Units p.a. 2000 700 600 400

4.5% 4.5% ROS 2.0% 2.0%

IRR 15%+ 15%+ 12%+ 12%+

Emerging markets Developed markets Source: Inchcape plc

Premium: MB, , BMW, . Premium volume: , Honda, VW. Volume: Ford, Opel, Chevrolet, , Peugeot 5 Emerging Markets - Biggest expansion opportunity for the Group

Inchcape 2006 revenues Car market penetration 2006 (car parc/ ‘000 population)

Cars per '000 Population

Emerging markets 600 4%

500 491

400

300

200

100 28 0 Developed Developed Markets Total Emerging Markets Total Markets

96%

Source: Inchcape PLC Source: JD Power

6 Emerging Markets: A significant scale opportunity

Passenger Car Sales in Inchcape's Emerging Markets

Ne w Pa sse nge r Cars ('000s) 10,514 465 10,000 Eastern Europe CAGR 16% 8,000 China 5,754 7,465 6,000 345 Russia 4,000 (foreign brands) 4,350 2,000 2,584 1,055 - 2006 2010 Source: Global Insight 7 Our market entry approach depends on the size of the opportunity

Large Emerging Markets Medium and small Emerging e.g. Russia - China Markets e.g. Lithuania

Business model • Scale Retail with core partners • Distribution and VIR • Scale retail

Selection Criteria • 30,000-50,000 units within 5 years • Opportunities to develop market leading positions (1 or 2) • Attractive economics • Attractive Economics

Brand Portfolio • Foreign brands: Premium, Premium • Foreign brands: Premium, Premium volume and Volume brands volume and Volume brands • Coverage of key segments • Coverage of key segments • Scale operation with each OEM • Global scale relationships

• Scale in targeted regions, starting in • VIR where possible or scale retail Entry Strategy capital cities • Acquisition or greenfield • Acquisition or greenfield 8 Acquisitions provide immediate earnings enhancement

Acquisitions Greenfield operations

Research Identification & Costing 6-8 Validation Business plan 3-5 months Business Plan Project build years Transaction Handover and launch Post investment review Post investment review

Time to Profitability

Immediate c. 2-3 years IRR 15% + IRR 15% + 9 Recap of existing strategy in Emerging Markets

Russia • Build scale Retail in Moscow and St Petersburg • Exploit regional growth opportunities China • Build scale in capital and secondary cities within the three biggest regional markets: Shanghai, Beijing, Guangzhou • Greenfield and acquisition opportunities

Balkans • Accelerate growth and increase market share in Romania • Increase retail presence in Bulgaria, leveraging our market leading position

Baltics • Build scale with retail and vertically integrated retail presence • Capitalise on market leading position and further grow share with multi brand model 10 While we build scale in Russia and China, we will select markets 9 and 10

Markets under consideration Scale entry strategy Pop: OEM opportunities India 1.1bn Distribution/Retail/VIR Turkey 70.4m Optimal brand portfolio Brazil 187m Scale potential S Africa 44m Acquisitions & Greenfield opportunities

Markets selection criteria Group resources Market growth potential Market 9 &10 Management capability in- Attractive brand partners selection market or in the region Retail economics Strong global OEM relationships Availability of scale entry opportunity Financial capacity to expand

11 The fire power to execute

• Strong balance sheet • Ongoing cash generation of £100m pa • Net debt of c.£200m • Un-utilised facilities of c.£600m • Total available funds: c.£800m

We have the ability to grow quickly

12 Inchcape Global Retail Model applied from Day 1 to maximize the profit growth opportunity

Invest in profitable Deliver the best growth opportunities Customer Experience • Brands • Inchcape Advantage • Sites • Vehicles Empowerment • IT Systems • Aftersales

Quality Rewards Strong Team of management Operational excellence Innovation to maximise Training • Product profitability • Services including F&I • Focus on value drivers • Processes • Process improvements

13 Evolution of business model as markets mature

• Sustained growth from developing markets • Growth of higher margin value drivers: • Used Cars • Service • Parts • F&I and market forces model application • Streamlined IT infrastructure

14 Building Scale in Emerging Markets is strategic for the Group

• High growth markets • Immediate scale with attractive returns • Strong pipeline of both acquisition and greenfield opportunities • Sustainable margins as the car market develops

Proven track record in Emerging Markets

15

Russian Market

Martin Taylor – CEO Russia, Europe & Africa Distribution 9th October 2007 Russia represents a significant opportunity

• Foreign brand car sales continue to see significant growth with 70 % increase in 2007H1 over the same period in 2006. Russia will be the largest car market in Europe in the next 5 years

• Continued demand growth is driven by rapid emergence of a large middle class in Russia with significant disposable income, choosing foreign brand cars over domestic brands

• New car sales growth will also be supported by replacement of existing aged car parc in Russia, which is still predominantly made up of domestic brands

• Affordability has also improved by increasing availability of finance for car purchases

• Attractive and sustainable margins for retail groups representing foreign brands due to strong unit economics today based on scale facilities with growth of used car sales and aftersales supporting margins going forward

18 Market value doubled in 2 years as foreign brand sales tripled

2005 2007 est

$5.360 12% $5.431 29% New Foreign New Foreign $18.9bn brands $44.6bn brands total Local brands total Local brands $13.453 71% $39.200 36%

Source: Avtostat 19 Russia – a vast opportunity

Scale: 1000 km Nizhny Novgorod St. Petersburg

Kaliningrad Moscow

Rostov-on-Don

Yekaterinburg

Cities with population >250k

Novosibirsk

Russia Western Europe Population 143 million 394 million Forecast GDP Growth 2006 – 2010 CAGR 7.7% CAGR 2.2% Car parc - Total 27 million 205 million Car parc per 1,000 population - 2006 188 519 Source: JD Power Global Car & Touch Forecast, Avtostat 20 Developed vs. Emerging market growth Car parc per 1,000 population

GDP per Capita Car parc per 1000 Population vs. GDP per Capita ('000s USD) 2006

40

United Kingdom 35 Belgium Germany

30 Greece France

25

20 Russia 2010 15 Russia Estonia 10 Romania Latvia Poland Lithuania 5 China

0 0 100 200 300 400 500 600 Car parc per 1000 population 21 Source: Global Insight Industry Forecast Reports, International Monetary Fund, JD Power Developed vs. Emerging market growth New car sales per 1,000 population

GDP per Capita New car sales vs. GDP per Capita ('000s USD) 2006

45

40 United Kingdom Belgium 35 France Germany 30 Greece

25

Russia 20 2010 Poland 15 Russia Estonia Lithuania 10 Romania Latvia 5 Bulgaria China 0 0 102030405060 New car sales per 1000 population 22 Source: Global Insight Industry Forecast Reports, International Monetary Fund, JD Power Market growth supported by increase in finance penetration

Credit sales share (units) 2 500 000 Credit sales share (millions USD)

50000 2 000 000 45000

New car 40000 1 500 000 sales 35000 New cars units 30000 spending mUSD New car 25000 1 000 000 sales 20000 Car loans on credi t 15000 volum e, mUSD 500 000 10000 5000 2003 2004 2005 2006 2007 e 0 0 2003 2004 2005 2006 2007 e

60%

50% Credit sales share, % 40%

30%

20% Loans share in 10% total spending 0%

23 2003 2004 2005 2006 2007 e 4th biggest market in world - biggest in Europe in the next five years

Sales forecast of Russian & Foreign brands

5.0

4.5

4.0 3.5 Foreign brands (new) 3.0

2.5

2.0 Russian 1.5 brands (new) Units (millions) 1.0

0.5

0.0 2005 a 2006 a 2007 e 2008 f 2009 f 2010 f 2011 f 2012 f

2006 – 2011 CAGR c.25% 24 Source: Avtostat Demand for cars from Russia consumer comes from a number of sources

Car parc structure in 2007 • New car sales as GDP and incomes/affordability 27% increase

• Replacement of existing

Rus sian cars Foreign • Existing parc predominantly Russian cars – will be replaced by foreign brands 73% • Over 70% of car parc in Russia is over 7 years old

25 Source: Avtostat Russia has a higher price and larger vehicle mix

Western Europe Passenger Car Segmentation 2006 Russia Foreign Brand Passenger Car Segmentation 2006

SUV A A 3% 7% 7% SUV 19%

MPV B 14% 16%

B 26% MPV 6% E 4%

E 2%

D 14% D 12%

C 42% C 28%

26 Source: Global Insight Customer trends leading to shift towards higher priced foreign brands

Samara $8,300

Peugeot 107 $12,000

Corolla $20,000

27 Vast market opportunities attract foreign OEMs to build production in Russia

St. Petersburg: Kaliningrad Ford Izhevsk BMW Toyota Moscow GM Renault Chery GM Kia Suzuki

Kaluga Volvo trucks

Taganrog Hyundai

Togliatti GM-AvtoVAZ Naberezhnye Chelny SsangYong FIAT 28 International OEMs will ramp up production in Russia to over 1m units in next five years

Foreign brands' production in Russia

1 600 000

1 400 000

1 200 000 FORECAST 1 000 000

800 000 Units 600 000

400 000 ACTUAL 200 000

0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Source: Avtostat 29

Inchcape Operations in Russia

Martin Taylor – CEO Russia, Europe & Africa Distribution 9th October 2007 Inchcape operations in Russia

• Two largest metropolitan markets • High quality assets • Inchcape retail model applied from day 1 • Significant and sustainable growth opportunity

32 Inchcape Russia Organisational Structure

33 Moscow Wealthiest city and largest metropolitan market

Parameter in 2007 Russia Moscow Population, million 142.2 16,5* Personal income per month $471 $1,137 Registered car parc 26,768,700 4,453,000 Cars per 1000 population 188 261 Total car market 2,540,000 460,200 New foreign brands sales 1,600,000 365,000 Foreign car market growth from 2006 57% 35%

*population includes surrounding 'oblast'

34 Moscow Inchcape is starting with Greenfield approach

Locations of future Toyota retail centres of 51%/49% Inchcape-Independence JV

Prime sites on the major highways in South-East and South-West of Moscow Planned to open H2 2008/H12009

Inchcape share of investment US$18 million

Main roads

Volgogradka site plan 35 Saint-Petersburg Northern capital, second largest market

Parameter in 2007 Russia St.-Petersburg Population, million 142.2 6,2* Personal income per month $471 $588 Registered car parc 26,768,700 1,505,000 Cars per 1000 population 188 242 Total car market 2,540,000 153,100 New foreign brands sales 1,600,000 124,100 Foreign car market growth from 2006 57% 18%

*population includes surrounding 'oblast'

36 Saint-Petersburg Inchcape now with 5 sites

Toyota Locations of Inchcape-Olimp sites

Lexus

Combined brands:

Toyota/Lexus Audi • c.9,500 vehicle sales in 2007 • 5% of total St Petersburg market

Peugeot • 20% of luxury segment

37 Inchcape-Olimp investing in St Petersburg

Toyota/Lexus - Pulkovo -Toyota/Lexus: started operations July 2004 - Piskarevsky -Toyota: started operations July 2000 - Lexus city centre showroom: opened April 2003 - Acquisition of 75.1% by Inchcape: December 2006. Investment US$71 million

Audi - Start of operations by Olimp Group April 2007 - Acquisition by Inchcape: October 2007

Peugeot - Start of operations by Olimp Group 1999 - Transfer into new facilities and start in 2006 - Acquisition by Inchcape: October 2007

Total Investment for 75.1% shareholding in Audi and Peugeot retail centres: US$43 m 38 High quality sites built for scale business

Insert Photo & Insert Photo & Key data Key data

Toyota/Lexus Pulkovo Toyota Piskarievsky Building area: 4,990 sq.m. Building area: 2,900 sq.m.

Insert Photo & Insert Photo & Key data Key data

Audi Orgtekhstroy Concord Peugeot Building area: 4,800 sq.m. Building area: 4,600 sq.m. 39 The classical retail model applies

• Local marketing for new and used vehicles service and parts

• Sales process inc. accessories & F&I

• Vehicles servicing and repairs

• Parts Stock management

• Body & paint process

40 Strong weighting towards high value cars - reflecting demand in market

Toyota Sales Mix Model Pr i c e $35 000 20% $32 100 $32 000 $30 000 $28 150 34% $26 100 $25 000 $18 450 $20 000 13% $15 000 $10 000 16% 17% $5 000 $0 Corolla Camry RAV4 Avensis Weighted Corolla Camr y RA V 4 Avensis Ot her Average

Lexus Sales Mix Model Price 12% $120 000 $116 600 $100 000 17% $80 000 $59 300 $56 800 $66 700 $60 000 $42 200 51% $40 000 20% $20 000 $0 RX IS GS LS Weighted RX IS GS LS Average 41 Value driver comparison with UK shows significant opportunities

Revenues Revenues

6% 0.3% 4% 7% 0.1% 6% 1% 42%

44% 90%

Vehicles New and fleet Used vehicles Vehicles Used Cars Parts Parts Insurance F&I Insurance Service / B&P Service and Bodyshop

Example UK retail centre Example Russian retail centre

Sustainable margins as car market develops 42 Inchcape Global Retail Model applied from Day 1 to maximize the profit growth opportunity

Invest in profitable Deliver the best growth opportunities Customer Experience

Empowerment

Quality Rewards Strong Team of management Operational excellence Innovation to maximise Training profitability

43 Investment in profitable growth opportunities

Opportunity Actions Brand representation to Acquisition of Audi & Peugeot retail centres, which leverage scale strengthens our scale in St. Petersburg

Site opportunities Toyota Rustavelli new site – Nov ’08 Lexus stand alone – Nov ’09

Site capacity for growth Off site vehicle stock – operational Centralized PDI Centralized B&P on Rustavelli site – June ‘09

Systems to improve New systems – 2nd half ‘08 productivity & efficiency

44 Deliver the best customer experience

Opportunity Actions Inchcape Advantage Codify processes and train in behaviours to achieve outstanding customer service

Processes to ensure Access consistently good Welcome purchase experience Acknowledgement Test drive Consistently good Telephone and service reception ownership experience Systematic CRM

Track customer response Net Promoter score, mystery shopper

45 Innovate in Vehicles, Aftersales, Parts

Opportunity Actions Vehicles Limited editions

Service Early bird / during night vehicle drop off + delivery Shuttle bus from & to city Pick up for special clients Transport to airport for clients that come for service Accessories Special accessory packages for clients needs Custom made interior accessories

46 Operational excellence to maximise profitability

Opportunity Actions Measure and target Sales funnel –contacts, leads, test drives, offers, through KPI’s orders Utilization & efficiency of Service and Body Shop operations Marketing and cost effectiveness New value drivers Market forces F&I model Insurance-improve penetration Used Vehicles (broking)

Additional services and Extended operating hours in Sales & AFS use of capacity

47 Create the ultimate employee experience

Opportunity Actions People Talent Review & Planning Process Personal Development Plans

Training Managerial Skills training Sales & aftersales training Customer Handling

Reward Remuneration packages include CS/NPS result

Culture Inchcape Values

48 Conclusion

• Two largest metropolitan markets • High quality assets • Inchcape retail model applied from day 1 • Significant and sustainable growth opportunity

49

Russia Business Development

Dale Butcher - Group Development Director 9th October 2007 Market growth expected to continue over next five years

Sales forecast of Russian & Foreign brands

5.0

4.5

4.0 3.5 Foreign brands (new) 3.0

2.5

2.0 Russian 1.5 brands (new) Units (millions) 1.0

0.5

0.0 2005 a 2006 a 2007 e 2008 f 2009 f 2010 f 2011 f 2012 f

Source: Avtostat 2006 – 2011 CAGR c.25% 52 Russia entry strategy : Scale Retail/Multi brand in foreign segment Number of Existing Retail Centres Moscow St. Pete’s Premium Segment Audi 8 3 BMW 8 4 Infiniti 2 1 Jaguar 3 1 9 2 Lexus 5 2

Mercedes-Benz 9 3 2 3 Volvo 13 4 Premium Volume Segment Honda 13 6 8 4 Subaru 3 4 Toyota 9 5 Foreign Brand Segments Volkswagen 15 5 Volume Segment Chevrolet 17 7 Ford 17 9 Opel 16 7 Peugeot 13 4 53 Renault 23 7 Russian Retail Centres have greater scale than other markets

Russia UK USA Japan (Rolf Group)

Average Retail Centre Size 6,205 1,500 2,000 2,420 (square metres)

Average Unit Sales per Annum 4,220 383 296 490

Source: Rolf Group press release 54 Inchcape’s retail centres in Russia have greater scale than in Western Europe Inchcape Toyota Lexus

Toyota/Lexus Pulkovo Toyota/Lexus Guildford

Building Area 4,990 sq.m 3,800 sq.m

New Units 4,800 1,000

No. of Service Bays 31 12

Commenced Operations 2004 1999

Russian retail centres have much higher throughput than similar sized centres in the UK

55 Inchcape’s retail centres in Russia have greater scale than in Western Europe Inchcape Audi

OTS Audi Crawley Audi

Building Area 4,795 sq.m 1,700 sq.m

New Units 700* 380

No. of Service Bays 23 9

Commenced Operations 2007 2003

* annualised excludes fleet sales

56 Inchcape’s Acquisition approach uses in-house resource supported by external industry expertise

Transaction management Target/Partner In-house Dedicated team of in-house, due diligence, Search resource & transaction specialists and external adviser co-ordination process

TARGET SEARCH BUSINESS PLAN TRANSACTION

Focussed due diligence (KPMG, PWC), Advisory Advisory Market data providers Professional legal advice Support (Linklaters)

57 Group Pipeline Management Process ensures rigorous selection of transactions

Percentage of opportunities proceeding to next stage *

Research 100%

Validation 75%

Business Plan 35%

Transaction 10%

Completion

* Pipeline sample in 2007 Q1 58 Inchcape’s Greenfield approach uses broad spectrum of industry expertise

Project management in-house Partner In-house Partner search/ Dedicated team of involvement Own search by location transaction specialists resource & Developer assistance process

CONSTRUCTION LAND SEARCH TRANSACTION PROJECT

Real estate agents Focused Due Diligence Architects (Colliers, Knight Frank,…) (KPMG, PWC, ...) Consultants Advisory Network contacts Professional legal advice Contractors Local administration (Linklaters, Freshfields) Support

59 Greenfield Retail Project Site Timelines in Russia

Land search and acquisition Final building acceptance Construction project approval On-site construction Procurement of utilities and registration 1-2 years 9 – 18 months 6 months – 1 year 3 – 6 months

• In Moscow city land cannot • In Moscow projects goes • Construction market is be purchased, only long through over 50 approval overheated term lease from the City sub-stages (49 years) • Strictly regulated and • About 270 signatures licensed activity with a • Land ownership in St. need to be received lot of pressure from the Petersburg is possible government • Project design and • Outside the cities land was approval can be done by formerly agricultural – time limited number of and procedures to convert organizations with special use licenses

• Infrastructure is lacking for new developments: electricity, gas, sewage is in short supply and requires additional investment 60 OEMs need retail group expertise and investment to build their network for growth • Significant fundraising by local groups to fund expansion: • Expanding/redeveloping existing sites • New Greenfield sites • Acquisitions

• Continued market growth will require significant continued investment in dealer networks in Moscow, St Petersburg and the regional cities

• Inchcape will bring its multi-site retail operational excellence model to its operations as the market grows

Significant expansion opportunity going forward 61 Largest retail groups expanding their geographical presence

Nizhny Novgorod St. Petersburg

Kaliningrad Moscow

Rostov-on-Don

Yekaterinburg

Scale: 1000 km

Novosibirsk Avtomir: Moscow, St. Petersburg, Bryansk, Voronezh, Yaroslavl, Samara, Kazan, Yekaterinburg, Chelyabinsk Incom Avto: Moscow, St. Petersburg, Togliatti, Saratov, Kaliningrad Atlant-M: Moscow, St. Petersburg, Yaroslavl, Smolensk, Orel, Tyumen Business Car: Moscow, Kemerovo, Voronezh, Kursk (under construction) 62 Consolidation is starting in Moscow and St. Petersburg

• Incom Avto bought Trinity Motors in 2006 to add GM brands to their portfolio and expand with foreign volume OEMs; bought two Ford retail centres in Togliatti and Kaliningrad in 2007

• Major in 2006 has bought Veho (Mercedes Benz) and Foris ( Dodge ) in St. Petersburg to enter new regional market with premium brands

• Atlant-M bought Multimotors (GM dealer) from Eurosib group in 2006, increasing its scale with GM in St. Petersburg

• Inchcape acquired 75.1% of Axel Car (Toyota/Lexus) in 2006, announced acquisition of 75.1% of Audi and Peugeot retail centres in 2007

• Rolf announced acquisition of three Land Rover and Renault retail centres in St. Petersburg, branded Avtoprime, in 2007 63 Long term strategy – regional expansion

1. Increase scale in St.-Petersburg (region share of foreign brand sales – 11%) 2. Gain strong presence in Moscow (region share of foreign brand sales – 45%) 3. Explore regional opportunities:

The Urals region The Volga region The South

Yekaterinburg, Kazan, Ufa, Samara, Krasnodar, Rosto-on- Chelyabinsk, Perm, Togliatti, Nizhny Don, Stavropol, Sochi Tyumen Novgorod Population – 12.4 million Population – 29 million Population – 31million Region share of foreign Region share of foreign brand sales – 13% Region share of foreign brand sales – 8% brand sales – 10% 64 Source: Avtostat Long term strategy – regional expansion

The Volga region The Urals region Moscow St. Petersburg Kazan, Ufa, Samara, Yekaterinburg, Togliatti, Nizhny Novgorod Chelyabinsk, Perm, Tyumen Population – 31million Population – 12 million

Region share of foreign Region share of foreign brand sales – 10% brand sales – 13%

The South Krasnodar, Rosto-on- Don, Stavropol, Sochi

Population – 29 million

Region share of foreign 65 brand sales – 8% Inchcape development team has resource to meet the market challenges

Group Development Director Dale Butcher

Local Russian team: Head Office team Research, Greenfield, M&A transaction, M&A support; pipeline development

Property and Regional M&A Construction Director Director Professional advisors:

Construction team Construction team M&A Analysts Property: Colliers St.-Petersburg Moscow Legal: Linklaters, Freshfields Financial: DKIB, KPMG Tax: PWC

66 Inchcape is well positioned to lead industry consolidatation

• M&A and operational expertise internationally • Reputable public company • Largest M&A player on the Russian market to date – with over £80m* invested/committed in 2006 – 2007 • Strong OEM contacts on global and local level

* Moscow Greenfield: £9m, StP Toyota/Lexus: £38m, StP Audi/Peugeot: £21.6m, Toyota/Lexus relocations: £13m

67

Appendix 1: Russia sales forecast

Forecast of Avtostat 2005 a 2006 a 2007 e 2008 f 2009 f 2010 f 2011 f 2012 f TIV (sales) 1 761 525 2 052 027 2 540 000 2 946 000 3 241 000 3 627 000 3 968 000 4 340 000 16% 24% 16% 10% 12% 9% 9% Foreign brands new 614 325 1 019 567 1 600 000 2 011 000 2 326 000 2 747 000 3 123 000 3 510 000 66% 57% 26% 16% 18% 15% 15% Russian brands new 832 200 752 460 680 000 695 000 705 000 700 000 685 000 680 000 -10% -10% 2% 1% -1% -2% -1% Used cars import 315 000 280 000 260 000 240 000 210 000 180 000 160 000 150 000 -11% -7% -8% -13% -14% -11% -6%

Total market: without used imports 1 446 525 1 772 027 2 280 000 2 706 000 3 031 000 3 447 000 3 808 000 4 190 000 foreign segment share in new cars 42% 58% 70% 74% 77% 80% 82% 84%

Source: Avtostat 69