DOCSLIB.ORG

Competing in the Global Truck Industry Emerging Markets Spotlight

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Competing in the Global Truck Industry Emerging Markets Spotlight KPMG INTERNATIONAL Competing in the Global Truck Industry Emerging Markets Spotlight Challenges and future winning strategies September 2011 kpmg.com ii | Competing in the Global Truck Industry – Emerging Markets Spotlight Acknowledgements We would like to express our special thanks to the Institut für Automobilwirtschaft (Institute for Automotive Research) under the lead of Prof. Dr. Willi Diez for its longstanding cooperation and valuable contribution to this study. Prof. Dr. Willi Diez Director Institut für Automobilwirtschaft (IfA) [Institute for Automotive Research] [email protected] www.ifa-info.de We would also like to thank deeply the following senior executives who participated in in-depth interviews to provide further insight: (Listed alphabetically by organization name) Shen Yang Senior Director of Strategy and Development Beiqi Foton Motor Co., Ltd. (China) Andreas Renschler Member of the Board and Head of Daimler Trucks Division Daimler AG (Germany) Ashot Aroutunyan Director of Marketing and Advertising KAMAZ OAO (Russia) Prof. Dr.-Ing. Heinz Junker Chairman of the Management Board MAHLE Group (Germany) Dee Kapur President of the Truck Group Navistar International Corporation (USA) Jack Allen President of the North American Truck Group Navistar International Corporation (USA) George Kapitelli Vice President SAIC GM Wuling Automobile Co., Ltd. (SGMW) (China) Ravi Pisharody President (Commercial Vehicle Business Unit) Tata Motors Ltd. (India) © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Competing in the Global Truck Industry – Emerging Markets Spotlight | iii Editorial Commercial vehicle sales are spurred by far exceeded the most optimistic on by economic growth going in hand expectations – how can we foresee the with the rising demand for the transport potentials and importance of issues of goods. Of course, this is common arising in five or ten years’ time? knowledge – but just perfectly describes One thing is for sure: the markets will the ups and downs in the truck industry converge – not today, but early enough over the last couple of years. to start thinking about which winning When we published our first KPMG strategies could guide the way to a Truck Study in 2006 (“The European profitable and sustainable global truck Commercial Vehicle Industry in the business model for tomorrow. Age of Globalization”) we certainly With this study KPMG hopes to make a expected a rapid increase of commercial stimulating contribution to the dialogue vehicles sales in the world’s emerging within the industry to address the economies. But what we have seen forthcoming challenges with winning until today, especially in China and India, strategies for a better competitive surpassed all prospects: In terms of positioning in the race for leadership in units sold we are already talking about the global truck market place. Chinese manufacturers taking the global lead in certain segments – and this by Enjoy the read! almost only offering their trucks in their home market. This impressively shows the enormous strength and significance of the emerging markets for the future of the global truck industry. Of course there are still considerable differences between the Triad (North America excl. Mexico, Western Europe and Japan) and emerging truck market spheres in terms of customer requirements, the importance of total cost of ownership and added- value services. But knowing that Dieter Becker the developments in recent years Global Head of Automotive © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Definitions FOR ALL INFORMATION CONTAINED IN THIS REPORT PLEASE NOTE: Gross vehicle weight (GVW) Heavy commercial vehicles The Next 11 countries refers to is the maximum allowable (HCV) are commercial vehicles Egypt, Bangladesh, Indonesia, total weight of a fully loaded carrying goods with a gross Iran, Mexico, Nigeria, Pakistan, commercial vehicle. This vehicle weight (GVW) greater Philippines, South Korea, Turkey, includes the actual vehicle than 6 tons (t). and Vietnam. weight as well as passengers, A Full-Line Manufacturer All vehicle registration/ cargo and fuel. (FLM) is a truck manufacturer production data provided in Light commercial vehicles producing and selling this report is sourced from (LCV) are goods and carriage commercial vehicles in both the IHS Automotive (IHS Inc.) vehicles with a gross vehicle LCV and the HCV segment. and is derived from official weight (GVW) that varies national data sources as of The Triad markets are the from one region to another. In March 2011. mature vehicle markets of order to ensure international North America (excluding comparability, all LCVs referred Mexico), Western Europe to in this report have a GVW and Japan. below 6 tons (t). © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Contents Acknowledgements II Editorial III Executive Summary 2 1 Developments in the global commercial vehicle market 4 2 Challenges for commercial vehicle manufacturers 8 2.1 Demand shift to growth regions 9 2.2 Continuous market cyclicality 14 2.3 Suitable business models and brand strategies 17 2.4 Overcoming the environmental challenge 19 2.5 Pressure on total cost of ownership 21 3 Winning strategies for a successful future 22 3.1 Regionalized technology and product management 23 3.2 Realization of economies of scale 24 3.3 Flexible capacity management 24 3.4 Multi-branding 25 3.5 Green fleet 26 3.6 Expansion of the value chain 30 4 Focus on emerging truck markets 36 4.1 China 37 4.2 India 48 4.3 Russia 58 4.4 Prospects of convergence between emerging and mature markets 68 Insight: Passenger and commercial vehicle business – why they are different and what they can learn from each other 72 © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. 2 | Competing in the Global Truck Industry – Emerging Markets Spotlight Executive Summary © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Competing in the Global Truck Industry – Emerging Markets Spotlight | 3 • The world market share of Western Europe and North America will continue to decline relative to sharply rising demand in the emerging markets. • The worldwide distribution of power in the commercial vehicle market has shifted Market since 2006. Asian manufacturers have secured a stronger position at the expense Development of Triad truck makers. • With the formation of a large commercial vehicle group under VW’s roof (MAN, Scania, VW CV) more consolidation in the Triad is very unlikely. India and Russia have already reached a considerable level while in China consolidation is far from over. • Global Truck makers have to be aware of the growth trends in the emerging markets, and at the same time stay alert to the continuous market cyclicality in the mature markets. • Emerging markets are also prone to market cycles in the commercial vehicle market, but unlike in the Triad, the overall growth trend is upwards. Challenges • Global truck OEMs have to evolve regionally adjusted business models and brand & Winning strategies in order to respond to differences in terms of market peculiarities, Strategies customer preferences and brand recognition. • Complying with environmental standards and requirements will entail costly technologies, which truck operators may be unwilling to pay the price. • Over the long term Full-Line Manufacturers, represented in all truck segments, will have better chances to compete on a global level. • Accessing any one of the emerging markets will require a highly-specific market- tailored strategy. • Over the medium to long term, it is likely that the TCO model in emerging markets will develop along similar lines to mature markets. • The intervals for the introduction of environmental restrictions are increasingly Emerging shortening in the emerging markets, although there still is a time lag compared to Markets leading Triad markets. Spotlight • From 2006 to 2010 the domestic production of China and India constantly exceeded the domestic sales volumes. Russia in contrast had to rely on a significant portion of foreign truck supply. • A complete convergence of the emerging with the mature markets cannot be expected within a typical planning horizon of 10 to15 years. Nevertheless, in China and Russia there exists more potential for convergence than in India. • While passenger and commercial vehicles have been designed for completely different customer domains, there are several areas for the exchange of know-how. • The passenger car business can transfer know-how from Western truck makers regarding multi-branding approaches in emerging markets. • As the car market is not immune to market cyclicality
Load more

Recommended publications
  • PRESS RELEASE Agreement Between the Piaggio Group And
    PRESS RELEASE Agreement between the Piaggio Group and Foton Motor Group for the development of innovative solutions for the light commercial vehicles market Pontedera, 17 May 2018 – The Chairman and CEO of Piaggio & C. S.p.A. (PIA.MI), Roberto Colaninno, and the Vice President of Foton Motor Group and President of Foton International, Mr. Chang Rui, have signed a final contract for the development and production of a new range of four-wheel light commercial vehicles, as envisaged by the preliminary agreement signed in Beijing in September 2017 (see press release issued on 19 September 2017). The technical annexes will be completed over the next two months. Different types of vehicles are planned to be realized in mini pick-up and mini van models to meet the growing demand for commercial mobility solutions particularly suited to intra-city travel, and equipped with latest-generation eco-friendly engines and state-of-the-art technological features. All the vehicle types will have a payload capacity up to 1.5 tons. The models will be gradually launched in the next few years starting from 2020 through a distribution network oriented to maximum customer satisfaction. The European leader in the two-wheeler sector, in 2017 the Piaggio Group shipped 176,800 commercial vehicles worldwide, confirming its position as a player of significant importance on the market for 3- and 4-wheel light commercial vehicles for the transportation of passengers and goods. Foton Motor Group, the biggest commercial vehicle manufacturer in China with a total turnover of around 51.7 billion CNY (in 2017) and about 40,000 employees around the world, offers a complete range of products with high added technological value.
    [Show full text]
  • Press Information
    Press Information 22 January 2021 BharatBenz and Motherson Group unveil ‘BSafe Express’ for Vaccine Transportation • DICV joins hands with the Motherson Group for the premiere of ‘BSafe Express’, a specialized, first-of-its-kind reefer truck to safely transport vaccines across India • Overcomes cold-chain distribution challenges with maximum uptime and faster turnaround; protects vaccines end to end from shipment to final delivery • Mr. Satyakam Arya, Managing Director and CEO, Daimler India Commercial Vehicles: “The combination of a strong, reliable chassis with a lightweight, insulated reefer and state-of-the-art connectivity device makes BharatBenz’s ‘BSafe Express’ the perfect solution to India’s cold-chain infrastructure challenge. With this truck, we can deliver vaccines in perfect condition to even the most remote destinations, bringing hope of a return to normalcy to over 1.3 billion people.” New Delhi– Daimler India Commercial Vehicles (DICV), in collaboration with Motherson Group, today unveiled the BharatBenz ‘BSafeExpress’, a specialized reefer truck designed for the safe transportation of COVID-19 vaccines. Equipped with state-of-the-art connectivity, the BSafeExpress uses newly developed refrigeration units that ensure the temperature and stability of the vaccines is accurately monitored and maintained at all stages of delivery. Mr. Satyakam Arya, Managing Director, and CEO, Daimler India Commercial Vehicles: “The combination of a strong, reliable chassis with a lightweight, insulated reefer and state-of-the-art connectivity device makes BharatBenz’s ‘BSafe Express’ the perfect solution to India’s cold-chain infrastructure challenge. With this truck, we can deliver vaccines in perfect condition to even the most remote destinations, bringing hope of a return to normalcy to over 1.3 billion people.” Daimler India Commercial Vehicles, Corporate Communications Mr.
    [Show full text]
  • Why the Russians Backed the Opel-Magna-GAZ Deal??
    Why the Russians backed the Opel-Magna-GAZ deal?? Evolution of Russian Market PC Regs. Credit: R L Polk Keep three facts in mind: the Russian car market will be the largest in ‘Europe’ by 2012. The average amount people are willing to spend on a car is rising rapidly ($21,700 in 2008). Foreign car makers are taking a growing slice of the market away from domestic producers. Potentially, Russia is one of the globe’s ‘prize’ markets and its domestic car makers do not intend to give it all away to foreigners. Since the collapse of the Soviet Union in 1991, the car market in Russia has split into two broad geographic segments: in west Russia, the affluent ‘have’ buyers acquire cars that match European standards. They are mostly full or Russian-built imports; in east Russia, the majority ‘have-nots’ buy cheaper, domestic cars. The challenge facing the domestic producers is that their customer base want cars of similar standards as the imports. Domestic and Foreign Shares of the lucrative Russian Car Market 2002 - 2008 So, what’s the problem? To start with, domestic cars are still plagued with sub-standard suppliers and counterfeit after-market parts. Quality control in the factory’s is embryonic, so electrical and trim parts are poor, engineering in unreliability. To cap it all, many domestic brands are tarnished by their terrible reputation established in the ‘90’s—with the fall of the Soviet Union—when production quality collapsed as they couldn’t pay their workers. Another obstacle is emissions compliance. Most domestic cars meet Euro 0 standards and only in 2010 will Euro 2 be required.
    [Show full text]
  • CHINA FIELD TRIP May 10Th –12Th, 2011
    CHINA FIELD TRIP May 10th –12th, 2011 This presentation may contain forward-looking statements. Such forward-looking statements do not constitute forecasts regarding the Company’s results or any other performance indicator, but rather trends or targets, as the case may be. These statements are by their nature subject to risks and uncertainties as described in the Company’s annual report available on its Internet website (www.psa-peugeot-citroen.com). These statements do not reflect future performance of the Company, which may materially differ. The Company does not undertake to provide updates of these statements. More comprehensive information about PSA PEUGEOT CITROËN may be obtained on its Internet website (www.psa-peugeot-citroen.com), under Regulated Information. th th China Field Trip - May 10 –12 , 2011 2 PSA in Asia – Market Forecast, PSA in China: ongoing successes and upsides Frédéric Saint-Geours Executive VP, Finance and Strategic Development Grégoire Olivier, Executive VP, Asia Table of contents Introduction China: the new auto superpower China: a global economic power The world’s largest automotive market The growth story is set to continue PSA in China China: a second home market for PSA 2 complementary JVs Key challenges in China and PSA differentiation factors A sustainable profitable growth Extending the Chinese Success ASEAN strategy Capturing the Indian opportunity th th China Field Trip - May 10 –12 , 2011 4 PSA – a global automotive player (1/2) > 39% of PSA’s 2010 sales are realized outside of Europe, of
    [Show full text]
  • 北京汽車股份有限公司 BAIC MOTOR CORPORATION LIMITED* (A Joint Stock Company Incorporated in the People’S Republic of China with Limited Liability) (Stock Code: 1958)
    Hong Kong Exchanges and Clearing Limited and The Stock Exchange of Hong Kong Limited take no responsibility for the contents of this announcement, make no representation as to its accuracy or completeness and expressly disclaim any liability whatsoever for any loss howsoever arising from or in reliance upon the whole or any part of the contents of this announcement. 北京汽車股份有限公司 BAIC MOTOR CORPORATION LIMITED* (A joint stock company incorporated in the People’s Republic of China with limited liability) (Stock Code: 1958) PROPOSED CHANGE OF DIRECTORS The Board of Directors (the “Board”) of BAIC Motor Corporation Limited (the “Company”) wishes to announce that as Mr. Li Zhili and Mr. Ma Chuanqi, both being non-executive directors of the Company, have reached the retirement age, and as proposed by BAIC Automotive Group Co., Ltd. (“BAIC Group”), the controlling shareholder, the Board proposed to appoint Mr. Zhang Jianyong and Ms. Shang Yuanxian as directors of the Company for a term commencing from the date of approval by the Shareholders at the general meeting until expiration of the term of this session of the Board. With effect from the date of appointment of the Newly Appointed Directors, Mr. Li Zhili and Mr. Ma Chuanqi will cease to serve as directors of the Company. Mr. Zhang Jianyong and Ms. Shang Yuanxian will be non-executive Directors of the Company, as they do not hold any position (other than director) in the Company, and are expected to participate in formulating the business plans and strategies of the Company through the Board of directors upon their appointment.
    [Show full text]
  • Groupe Renault Sets Its New Strategy for China
    PRESS RELEASE Groupe Renault sets its new Strategy for China • Groupe Renault will focus in China on light commercial vehicles (LCV) and electric vehicles (EV). • Groupe Renault will transfer its shares in Dongfeng Renault Automotive Company Ltd (DRAC) to Dongfeng Motor Corporation. DRAC will stop its Renault brand-related activities. • LCV business is operated through Renault Brilliance Jinbei Automotive Co., Ltd. (RBJAC), leveraging Jinbei legacy with Renault know-how. • EV business will be developed through the two existing joint ventures: eGT New Energy Automotive Co., Ltd (eGT) and Jiangxi Jiangling Group Electric Vehicle Co. Ltd (JMEV). Boulogne-Billancourt, April 14th, 2020 - Groupe Renault unveiled today its new strategy for the Chinese Market, building on two of its key pillars: Electric Vehicles (EV) and Light Commercial Vehicles (LCV). Within this new strategy, Groupe Renault activities in China will be driven as follow: About Chinese ICE Passenger Car Market Regarding ICE passenger car, Groupe Renault has entered into a preliminary agreement with Dongfeng Motor Corporation under which Renault transfers its shares to Dongfeng. DRAC will stop its Renault brand-related activities. Renault will continue to provide high quality aftersales service for its 300,000 customers through Renault dealers but also through Alliance synergies. Further development for Renault brand passenger cars will be detailed later within future new mid-term-plan Renault. Furthermore, Renault and Dongfeng will continue to cooperate with Nissan on new generation engines like components supply to DRAC and diesel license to Dongfeng Automobile Co., Ltd. Renault and Dongfeng will also engage in innovative cooperation in the field of intelligent connected vehicles.
    [Show full text]
  • Daimler Annual Report 2014
    Annual Report 2014. Key Figures. Daimler Group 2014 2013 2012 14/13 Amounts in millions of euros % change Revenue 129,872 117,982 114,297 +10 1 Western Europe 43,722 41,123 39,377 +6 thereof Germany 20,449 20,227 19,722 +1 NAFTA 38,025 32,925 31,914 +15 thereof United States 33,310 28,597 27,233 +16 Asia 29,446 24,481 25,126 +20 thereof China 13,294 10,705 10,782 +24 Other markets 18,679 19,453 17,880 -4 Investment in property, plant and equipment 4,844 4,975 4,827 -3 Research and development expenditure 2 5,680 5,489 5,644 +3 thereof capitalized 1,148 1,284 1,465 -11 Free cash flow of the industrial business 5,479 4,842 1,452 +13 EBIT 3 10,752 10,815 8,820 -1 Value added 3 4,416 5,921 4,300 -25 Net profit 3 7,290 8,720 6,830 -16 Earnings per share (in €) 3 6.51 6.40 6.02 +2 Total dividend 2,621 2,407 2,349 +9 Dividend per share (in €) 2.45 2.25 2.20 +9 Employees (December 31) 279,972 274,616 275,087 +2 1 Adjusted for the effects of currency translation, revenue increased by 12%. 2 For the year 2013, the figures have been adjusted due to reclassifications within functional costs. 3 For the year 2012, the figures have been adjusted, primarily for effects arising from application of the amended version of IAS 19. Cover photo: Mercedes-Benz Future Truck 2025.
    [Show full text]
  • Atyrau-Oil-Gas2017.Pdf
    Organised by: СОДЕРЖАНИЕ • CONTENTS Официальные приветствия Official Greetings ................................................................................................................................. 4 Приветствие от организационного комитета A Message from the Organisers........................................................................................................... 25 Схема расположения стендов Floor Plan .......................................................................................................................................... 31 Описание участников на русском языке Exhibitors’ Descriptions in Russian ...................................................................................................... 37 Описание участников на английском языке Exhibitors’ Descriptions in English ....................................................................................................... 63 Категории продукции Product Index .................................................................................................................................... 85 Описание участников на русском языке Exhibitors’ Descriptions in Russian ...................................................................................................... 95 Описание участников на английском языке Exhibitors’ Descriptions in English ......................................................................................................103 Категории продукции Product Index ...................................................................................................................................109
    [Show full text]
  • Russian Automotive Market 2018 Results and Outlook
    Russian automotive market www.pwc.ru/automotive 2018 results and outlook Passenger cars | Light commercial vehicles | Trucks | Buses February 2019 Contents 1 Overview of the Russian passenger car market 3 2 Overview of the Russian commercial vehicle market 11 3 Conclusions 15 4 About PwC 17 PwC 2 1 Overview of the Russian passenger car market PwC 3 Sanctions-related risks materialising in the first half of 2018 triggered year-end declines in several key macroeconomic indicators GDP growth rate and consumer price index (CPI), Average nominal RUB/USD exchange rate, Q1 2016 to Q4 2018 Q1 2016 to Q4 2018 8.4 74.9 7.4 6.8 GDP against similar quarter last year, % 5.8 65.9 CPI against similar quarter last year, % 66.5 4.6 64.6 65.6 4.2 3.9 63.0 3.4 61.9 3.0 57.1 2.5 2.2 2.6 2.2 2.4 2.2 58.6 59.0 58.4 56.8 0.4 0.9 -0.4 -0.2 0.6 1.9 1.5 -0.5 1.3 1Q ’16 2Q ’16 3Q ’16 4Q ’16 1Q ’17 2Q ’17 3Q ’17 4Q ’17 1Q ’18 2Q ’18 3Q ’18 4Q ’18 1Q ’16 2Q ’16 3Q ’16 4Q ’16 1Q ’17 2Q ’17 3Q ’17 4Q ’17 1Q ’18 2Q ’18 3Q ’18 4Q ’18 Sources: Ministry of Economic Development of the Russian Federation, Rosstat. Source: Central Bank of the Russian Federation Consumer confidence index, Q-end Brent oil price behaviour, USD Q1 2016 - Q4 2018 Q1 2016 - Q4 2018 82.7 79.4 70.3 -8.0% -8.0% 66.9 -11.0% -11.0% 56.8 57.5 -15.0% -14.0% -14.0% 52.8 53.8 -18.0% -17.0% -19.0% 49.7 49.1 47.9 39.6 -26.0% -30.0% 1Q ’16 2Q ’16 3Q ’16 4Q ’16 1Q ’17 2Q ’17 3Q ’17 4Q ’17 1Q ’18 2Q ’18 3Q ’18 4Q ’18 1Q ’16 2Q ’16 3Q ’16 4Q ’16 1Q ’17 2Q ’17 3Q ’17 4Q ’17 1Q ’18 2Q ’18 3Q ’18 4Q ’18 Source: Rosstat Source: Bloomberg PwC 4 In 2018, the passenger car market continued to recover, demonstrating 13% growth despite the slowdown in the Russian economy In 2018, sales of new Sales among Russian makers Sales of foreign brands Imports accounted for around passenger cars in Russia increased by 14%, driven by surging assembled in Russia grew by 16% of total sales in 2018.
    [Show full text]
  • Fulbright-Hays Seminars Abroad Automobility in China Dr. Toni Marzotto
    Fulbright-Hays Seminars Abroad Automobility in China Dr. Toni Marzotto “The mountains are high and the emperor is far away.” (Chinese Proverb)1 Title: The Rise of China's Auto Industry: Automobility with Chinese Characteristics Curriculum Project: The project is part of an interdisciplinary course taught in the Political Science Department entitled: The Machine that Changed the World: Automobility in an Age of Scarcity. This course looks at the effects of mass motorization in the United States and compares it with other countries. I am teaching the course this fall; my syllabus contains a section on Chinese Innovations and other global issues. This project will be used to expand this section. Grade Level: Undergraduate students in any major. This course is part of Towson University’s new Core Curriculum approved in 2011. My focus in this course is getting students to consider how automobiles foster the development of a built environment that comes to affect all aspects of life whether in the U.S., China or any country with a car culture. How much of our life is influenced by the automobile? We are what we drive! Objectives and Student Outcomes: My objective in teaching this interdisciplinary course is to provide students with an understanding of how the invention of the automobile in the 1890’s has come to dominate the world in which we live. Today an increasing number of individuals, across the globe, depend on the automobile for many activities. Although the United States was the first country to embrace mass motorization (there are more cars per 1000 inhabitants in the United States than in any other country in the world), other countries are catching up.
    [Show full text]
  • Brochure (.Pdf)
    COMPANY PROFILE Sumitomo Riko Company Limited Founded: December 1929. Work force: Headquarter: From October 1st 2014 Higashi 3-1 is a member of Sumitomo Group Capital: ¥ 12,145 million about 24,000 worldwide. Komaki, 485-8550 TOKAI RUBBER INDUSTRIES, LTD (Ranked 14th place on Largest 100 (90 million euro). Listed on the First Section of OEM suppliers) with more than 80 Tokyo StockExchange and Na- Aichi Prefecture - Japan year of experience in Automotive Tu rnover: 3,542 billion euro goya Stock Exchange,TOPIX (Nagoya metropolitan area). SUMITOMO RIKO Company Limited Components. (fi scal year 2016). index. portfolio is spread between. Hello to all of you example of how an organization ABOUT can transform itself to keep at the My name is Yoji Suzuki and I’m forefront of industry demands. US President of Automotive Hose Business Headquarters Our Corporate Philosophy is right balance of Human Resources As SumiRiko, we have stayed Development putting value on in business for over 40 years by Employees, Fair Business with our listening to our customers and Customers & Suppliers Sharehold- building one-on-one relationships. ers Satisfaction, and Respect for We are a company with core Community in which we live and values, but we also recognize the on which we act day by day. importance of constantly innovat- ing and adapting to new ways of Our Goals for the Future is ensur- doing business and technology. ing that we will continue to be a corporation trusted by people SumiRiko has been founded around the world as one of the around 1977. In 2013 we have unique and indispensable been selected by Sumitomo Riko Sumitomo Riko Group Company.
    [Show full text]
  • CHINA CORP. 2015 AUTO INDUSTRY on the Wan Li Road
    CHINA CORP. 2015 AUTO INDUSTRY On the Wan Li Road Cars – Commercial Vehicles – Electric Vehicles Market Evolution - Regional Overview - Main Chinese Firms DCA Chine-Analyse China’s half-way auto industry CHINA CORP. 2015 Wan Li (ten thousand Li) is the Chinese traditional phrase for is a publication by DCA Chine-Analyse evoking a long way. When considering China’s automotive Tél. : (33) 663 527 781 sector in 2015, one may think that the main part of its Wan Li Email : [email protected] road has been covered. Web : www.chine-analyse.com From a marginal and closed market in 2000, the country has Editor : Jean-François Dufour become the World’s first auto market since 2009, absorbing Contributors : Jeffrey De Lairg, over one quarter of today’s global vehicles output. It is not Du Shangfu only much bigger, but also much more complex and No part of this publication may be sophisticated, with its high-end segment rising fast. reproduced without prior written permission Nevertheless, a closer look reveals China’s auto industry to be of the publisher. © DCA Chine-Analyse only half-way of its long road. Its success today, is mainly that of foreign brands behind joint- ventures. And at the same time, it remains much too fragmented between too many builders. China’s ultimate goal, of having an independant auto industry able to compete on the global market, still has to be reached, through own brands development and restructuring. China’s auto industry is only half-way also because a main technological evolution that may play a decisive role in its future still has to take off.
    [Show full text]