DOCSLIB.ORG

Integrated Report 2020

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Integrated Report 2020 INTEGRATED REPORT 2020 For the year ended March 31, 2020 Contents Message from the CEO . 2 Contribution to Local Economy Message from the CFO . 4 through Business Activities . 31 New Mid-Term Business Plan. 6 Business and Financial Condition . 32 Introducing Our New Models . 10 Overview of Operations by Region . 32 Mitsubishi Motors’ History . 12 Consolidated Financial Summary . 36 Major Successive Models . 14 Operational Review . 37 Sales and Production Data . 16 Business-related risks . 38 Sustainability Management . 18 Consolidated Financial Statements . 42 Corporate Governance . 20 Consolidated Subsidiaries and Affiliates . 48 Management . 24 Principal Production Facilities . 50 The New Environmental Plan Package . 27 Investor Information . 51 Safety and Quality . 30 System for Disclosing Information Extremely high Extremely This z Integrated Report Report • Financial and non-financial information with a direct connection to the Company’s management strategy ・Focus on information that is integral and concise Stakeholders’ Concern Stakeholders’ z Sustainability Report • Sustainability (ESG) information • Focus on information that is comprehensive and continuous y Sustainability Report High https://www.mitsubishi-motors.com/en/sustainability/report/ High Impact on Management Extremely high y Global Website: “Investors” https://www.mitsubishi-motors.com/en/investors/ Forward-looking Statements Mitsubishi Motors Corporation’s current plans, strategies, beliefs, performance outlook and other statements in this annual report that are not historical facts are forward-looking statements. These forward-looking statements are based on management’s beliefs and assumptions drawn from current expectations, estimates, forecasts and projections. These expectations, estimates, forecasts and projections are subject to a number of risks, uncertainties and assumptions that may cause actual results to differ materially from those indicated in any forward-looking statement. Mitsubishi Motors Corporation, therefore, cautions readers not to place undue reliance on forward-looking statements. Furthermore, any forward-looking statements are subject to change as a result of new information, future events or other developments. 2 MITSUBISHI MOTORS CORPORATION ECLIPSE CROSS PHEV Integrated Report 2020 01 Message from the CEO By accelerating selection and concentration in our areas of strength and profitability, we will focus our unwavering resolve on turning operating performance around and achieving sustainable growth. My heart goes out to all who have been affected by need to accelerate selection and concentration on COVID-19. I would also like to express my deep-felt the areas where we have strengths and can generate gratitude to those who have worked hard to keep the profits. To this end, we have unveiled a new mid-term medical system going and stem the pandemic’s spread. business plan, “Small but Beautiful,” to guide us to fiscal 2022. Specific points of focus are: Mitsubishi Motors launched its previous mid-term 1. steadily implementing structural reforms, business plan, “Drive for Growth,” in fiscal 2017. While 2. enhancing growth based on the ASEAN region, maintaining a focus on core regions and products, 3. augmenting our strengths in environmental this plan also set its sights on increasing sales volume technologies and in the mega-markets of Europe, North America and 4. providing customers with reliable and attractive China. To meet this goal, we reinforced our products products by further advancing our genetic, 4WD and sales networks and enhanced human resources. and off-road performance. As a result, by fiscal 2019 fixed costs were around 30% higher than fiscal 2015 levels. Although we First, we will position the next two years as a succeeded in boosting sales volume in those mega- period for reducing fixed costs through structural markets, earnings growth fell below expectations, reforms. Thereafter, we will gradually pursue selection and we were unable to sustain profits due to the and concentration by rolling out regional and product rise in fixed costs. In addition, COVID-19 caused a strategies. From fiscal 2022, we expect to begin major upheaval in our operating environment and steadily seeing the effects of improved profitability. surrounding society. This period will segue into further sustainable growth Against this backdrop, Mitsubishi Motors proposes from fiscal 2023. to bolster earnings by pursuing business development Our regional strategy is to start by concentrating in a manner that emphasizes contribution to all management resources on regions that drive growth, stakeholders and society. To do so, we recognize the such as our mainstay—the ASEAN region. We will roll 02 MITSUBISHI MOTORS CORPORATION out products generated in the ASEAN region into other achieving structural reforms based on selection and areas, such as Oceania, South Asia, South America, concentration and building a solid foundation to turn the Middle East and Africa, positioning these regions operating performance around to be the topmost as our second pillar of growth. Meanwhile, low levels priority of our current mid-term business plan. For the of profitability persist in some regions, which we have foreseeable future, we will concentrate on ensuring cited as regions for improving profitability. There, we the stability of our financial underpinnings. After we are building structures to ensure steady earnings. pass through this difficult period, we will endeavor to On the product front, we will integrate our respond to all stakeholders’ expectations by restoring proprietary technologies with those of our alliance corporate value. I ask for your ongoing support as we partners to enhance our lineup of environment- undertake this task. friendly vehicles and our array of products for future Beginning this fiscal year, we have produced this rollout in the ASEAN region. In technology, we will report as an “integrated report,” aimed at conveying pursue concentration and selection in development to stakeholders Mitsubishi Motors’ management categories centered on the ASEAN region and strategies and financial information, as well as leverage new technologies from the alliance. non-financial information related to environmental Through these strategies, we will expand and and social areas. I hope this report will aid your deepen collaboration leveraging the alliance. At the understanding of the Mitsubishi Motors Group. same time, we will further strengthen operations with Mitsubishi Corporation on both the production and sales fronts and pursue a stronger partnership in China with the Guangzhou Automobile Group. Although we are operating under extremely Takao Kato difficult conditions, to secure stable future earnings, Member of the Board we consider focusing our unwavering resolve on Representative Executive Officer, CEO Integrated Report 2020 03 Message from the CFO We will conduct structural reforms to earn the trust of our stakeholders. Koji Ikeya Representative Executive Officer, CFO Fiscal 2019 in Review an ordinary loss of ¥3.8 billion, mainly as the result of In fiscal 2019, automobile demand was lackluster amid deterioration in the share of profit or loss of entities mounting concerns about a worldwide economic accounted for using the equity method. In addition, slowdown. In the fourth quarter, the COVID-19 pan- we recorded a ¥25.8 billion loss attributable to owners demic paralyzed economic activity in various coun- of the parent, mainly due to the reversal of deferred tries. Sales volume, which typically increases in all tax assets. regions toward the end of the fiscal year, decelerated sharply. As a result, global sales volume declined 9% Initiatives in Fiscal 2020 year on year, to 1,127,000 units. In fiscal 2020, we will undertake groupwide initiatives In addition to sluggish sales volume, fixed costs targeting cost reforms, which are one pillar of our had risen due to an omni-directional sales expansion structural reforms. Based on a policy of selection and strategy under our previous mid-term business plan, concentration, we will invest in necessary regions and “Drive for Growth.” Net sales consequently decreased products. At the same time, we will institute a thor- to ¥2,270.3 billion, and operating profit fell to ¥12.8 ough revision of fixed costs, which have been rising. billion (operating profit margin of 0.6%). We posted Under our mid-term business plan, “Small but Operating Performance and Forecast Capital Expenditures (Billions of yen, thousands of units) (Billions of yen) FY2019 (Actual) FY2020 (Forecast) 160 137.7 Sales volume (retail) 1,127 845 120 103.9 Net sales 2,270.3 1,480.0 99.9 100.0 80 68.0 69.0 Operating (loss) profit 12.8 (140.0) 58.1 40 Ordinary (loss) profit (3.8) (160.0) Profit (loss) attributable 0 (25.8) (360.0) to owners of the parent (FY) 2014 2015 2016 2017 2018 2019 2020 Target 04 MITSUBISHI MOTORS CORPORATION Beautiful,” we will suspend production and close our demand as economic activity steadily begins to re- plant at Pajero Manufacturing Co., Ltd., a Japanese commence in individual countries. production subsidiary, and freeze the launch of new Under these circumstances, we expect sales vol- products for Europe. Our forecast for fiscal 2020 ume in fiscal 2020 to amount to 845,000 vehicles, incorporates these and other expenses related to our down 25% from the fiscal 2019 figure. This forecast various structural reforms. includes the impact of COVID-19, concentrated on the On the financial front,
Load more

Recommended publications
  • Japanese Manufacturing Affiliates in Europe and Turkey
    06-ORD 70H-002AA 7 Japanese Manufacturing Affiliates in Europe and Turkey - 2005 Survey - September 2006 Japan External Trade Organization (JETRO) Preface The survey on “Japanese manufacturing affiliates in Europe and Turkey” has been conducted 22 times since the first survey in 1983*. The latest survey, carried out from January 2006 to February 2006 targeting 16 countries in Western Europe, 8 countries in Central and Eastern Europe, and Turkey, focused on business trends and future prospects in each country, procurement of materials, production, sales, and management problems, effects of EU environmental regulations, etc. The survey revealed that as of the end of 2005 there were a total of 1,008 Japanese manufacturing affiliates operating in the surveyed region --- 818 in Western Europe, 174 in Central and Eastern Europe, and 16 in Turkey. Of this total, 291 affiliates --- 284 in Western Europe, 6 in Central and Eastern Europe, and 1 in Turkey --- also operate R & D or design centers. Also, the number of Japanese affiliates who operate only R & D or design centers in the surveyed region (no manufacturing operations) totaled 129 affiliates --- 125 in Western Europe and 4 in Central and Eastern Europe. In this survey we put emphasis on the effects of EU environmental regulations on Japanese manufacturing affiliates. We would like to express our great appreciation to the affiliates concerned for their kind cooperation, which have enabled us over the years to constantly improve the survey and report on the results. We hope that the affiliates and those who are interested in business development in Europe and/or Turkey will find this report useful.
    [Show full text]
  • Suzuki Announces FY2019 Vehicle Recycling Results in Japan
    22 June 2020 Suzuki Announces FY2019 Vehicle Recycling Results in Japan Suzuki Motor Corporation has today announced the results of vehicle recycling for FY2019 (April 2019 to March 2020) in Japan, based on the Japan Automobile Recycling Law*1. In line with the legal mandate, Suzuki is responsible for promoting appropriate treatment and recycling of automobile shredder residue (ASR), airbags, and fluorocarbons through recycling fee deposited from customers. Recycling of these materials are appropriately, smoothly, and efficiently conducted by consigning the treatment to Japan Auto Recycling Partnership as for airbags and fluorocarbons, and to Automobile Shredder Residue Recycling Promotion Team*2 as for ASR. The total cost of recycling these materials was 3,640 million yen. Recycling fees and income generated from the vehicle-recycling fund totalled 4,150 million yen, contributing to a net surplus of 510 million yen. For the promotion of vehicle recycling, Suzuki contributed a total of 370 million yen from the above net surplus, to the Japan Foundation for Advanced Auto Recycling, and 20 million yen for the advanced recycling business of the Company. For the mid-and long-term, Suzuki continues to make effort in stabilising the total recycling costs. Moreover, besides the recycling costs, the Company bears 120 million yen as management-related cost of Japan Automobile Recycling Promotion Center and recycling-related cost of ASR. The results of collection and recycling of the materials are as follows. 1. ASR - 60,388.3 tons of ASR were collected from 450,662 units of end-of-life vehicles - Recycling rate was 96.7%, exceeding the legal target rate of 70% set in FY2015 since FY2008 2.
    [Show full text]
  • ATF Quick Reference Conversion Chart
    2017 ATF Quick Reference Conversion Chart OEM FLUID CONVERSION FLUID OEM FLUID CONVERSION FLUID Automatic Transmission Automatic Transmission Fluid (ATF) Automatic Transmission Automatic Transmission Fluid (ATF) Fluid (ATF) called for equivalent.Use these ATF’s below plus Fluid (ATF) called for equivalent.Use these ATF’s below plus in owners manuals ONE of the appropriate LUBEGARD products in owners manuals ONE of the appropriate LUBEGARD products LUBEGARDS’s ATF Use Use LUBEGARD’S LUBEGARDS’s ATF Use Use LUBEGARD’S Protectant #60902 is LUBEGARD’S Platinum High Protectant #60902 is LUBEGARD’S Platinum High compatible in all makes HFM #61910 Performance compatible in all makes HFM #61910 Performance and models. Platinum or MV ATF Multi-Vehicle and models. Platinum or MV ATF Multi-Vehicle ATF Protectant #62005 ATF Protectant ATF Protectant #62005 ATF Protectant #63010 may also be Supplement #63010 with the #63010 may also be Supplement #63010 with the used as a premium with the base base ATF as recom- used as a premium with the base base ATF as recom- substitute. Not for use ATF as mended below, for a substitute. Not for use ATF as mended below, for a in Ford Type-F, CVT, recommended premium conversion in Ford Type-F, CVT, recommended premium conversion or DCT below product or DCT below product Aisan Warner GM/ GMC/ Buick/ Cadillac/ Hummer/ Aisin Warner AW-1 Synthetic D/M ATF Synthetic D/M ATF Oldsmobile/ Pontiac/ Geo ATF Type A, Type A-Suffix A Aisin Warner M315 Type A-1 *D/M ATF* *D/M ATF* Toyota TIV (Jaso 315 Spec) DEXRON, DEXRON II,
    [Show full text]
  • A Comprehensive Study of Key Electric Vehicle (EV) Components, Technologies, Challenges, Impacts, and Future Direction of Development
    Review A Comprehensive Study of Key Electric Vehicle (EV) Components, Technologies, Challenges, Impacts, and Future Direction of Development Fuad Un-Noor 1, Sanjeevikumar Padmanaban 2,*, Lucian Mihet-Popa 3, Mohammad Nurunnabi Mollah 1 and Eklas Hossain 4,* 1 Department of Electrical and Electronic Engineering, Khulna University of Engineering and Technology, Khulna 9203, Bangladesh; [email protected] (F.U.-N.); [email protected] (M.N.M.) 2 Department of Electrical and Electronics Engineering, University of Johannesburg, Auckland Park 2006, South Africa 3 Faculty of Engineering, Østfold University College, Kobberslagerstredet 5, 1671 Kråkeroy-Fredrikstad, Norway; [email protected] 4 Department of Electrical Engineering & Renewable Energy, Oregon Tech, Klamath Falls, OR 97601, USA * Correspondence: [email protected] (S.P.); [email protected] (E.H.); Tel.: +27-79-219-9845 (S.P.); +1-541-885-1516 (E.H.) Academic Editor: Sergio Saponara Received: 8 May 2017; Accepted: 21 July 2017; Published: 17 August 2017 Abstract: Electric vehicles (EV), including Battery Electric Vehicle (BEV), Hybrid Electric Vehicle (HEV), Plug-in Hybrid Electric Vehicle (PHEV), Fuel Cell Electric Vehicle (FCEV), are becoming more commonplace in the transportation sector in recent times. As the present trend suggests, this mode of transport is likely to replace internal combustion engine (ICE) vehicles in the near future. Each of the main EV components has a number of technologies that are currently in use or can become prominent in the future. EVs can cause significant impacts on the environment, power system, and other related sectors. The present power system could face huge instabilities with enough EV penetration, but with proper management and coordination, EVs can be turned into a major contributor to the successful implementation of the smart grid concept.
    [Show full text]
  • Note: This English Translation Is for Reference Purposes Only. in The
    Note: This English translation is for reference purposes only. In the event of any discrepancy between the Japanese original and this English translation, the Japanese original shall prevail. We assume no responsibility for this translation or for direct, indirect or any other forms of damage arising from the translation. (Securities code: 7211) June 3, 2019 To our shareholders 3-1-21, Shibaura, Minato-ku, Tokyo MITSUBISHI MOTORS CORPORATION Chairman of the Board, CEO Osamu Masuko NOTICE OF THE 50TH ORDINARY GENERAL MEETING OF SHAREHOLDERS You are cordially invited to attend the 50th Ordinary General Meeting of Shareholders of Mitsubishi Motors Corporation (“MMC”) to be held as described as below. If you are unable to attend, as described in the “Notice on Exercising Voting Rights” (P. 3 and P. 4), you may exercise your voting right(s) in writing or via the Internet. To do so, please review the “Reference Materials” for the Ordinary General Meeting of Shareholders contained in this notice, and exercise your voting right(s) either by posting your voting form so that it arrives before 5:45 p.m. on Thursday, June 20, 2019 or inputting your vote on the website for exercising voting right(s) before the aforementioned date and time. 1. Date and time Friday, June 21, 2019 at 10:00 a.m. (Japan time) 2. Place 3-3-1 Shibakoen, Minato-ku, Tokyo Ho-O-No-Ma, 2F, Tokyo Prince Hotel (Please note that the place for this Ordinary General Meeting of Shareholders differs from the one for the previous meeting.) 3. Purposes Matters to report 1.
    [Show full text]
  • Facts & Figures 2009
    FACTS & FIGURES 2009 Mitsubishi Motors Corporation Facts & Figures is published annually to help the media, researchers and analysts concerned with the auto indus- try better understand its activities. All of us at Mitsubishi Motors hope that this publication will give all read- ers an even better understanding of the company and its products. October 2009 Public Relations Department Mitsubishi Motors Corporation MMC is on the World Wide Web at the following URL http://www.mitsubishi-motors.com/corporate/e/ Other information disclosure Annual Report 2009 Social and Environmental Report 2009 http://www.mitsubishi-motors.com/corporate/ir/irlibrary/e/index.html Mitsubishi Motors Corporate Philosophy “We are committed to providing the utmost driving pleasure and safety for our valued customers and our community. On these commitments we will never compromise. This is the Mitsubishi Motors way.” While, as a member of Mitsubishi Group, we carefully follow the Group’s “The Three Princi- ples,” we also maintain our own corporate philosophy defining our own fundamental purposes and directions that include maintaining our “Corporate Responsibility to society,” practicing “Integrity and Fairness” and promoting “International Understanding through Trade.” Contents Company Overview / Investor Information 2 Principal Management Indices 3 Subsidiaries and Affiliates 4 Net Sales, Production and Sales Volume 6 by Region Activities by Region Japan 8 North America 12 Europe 14 Asia 17 Other Regions 23 Members of the Board and Executive Officers 25 Milestones 26 Products Over the Years (Japan) 28 Notable MMC Cars 30 Major Production and Sales Models 32 Derivation of MMC Major Models Name 33 1 Company Overview / Investor Information Company Overview (As of March 31, 2009, unless specified otherwise) Name Mitsubishi Motors Corporation Established April 22,1970 Head office 33-8, Shiba 5-chome, Minato-ku, Tokyo 108-8410 Japan Number of employees Consolidated 31,905 ; Non-consolidated 12,664 Capitalization JPY 657,349 million Purposes of incorporation 1.
    [Show full text]
  • Mitsubishi I-Miev Ügyfélárlista
    Mitsubishi i-MiEV ügyfélárlista Érvényes 2018. szeptember 21-től visszavonásig Modell Motor Teljesítmény Felszereltség Bruttó ügyfélár Bruttó ügyfélár* (állami támogatással) i-MiEV Elektromos 67 LE Base 9 590 000 Ft 8 090 000 Ft Az árak 2018. decemberi gyártásig érvényesek. Az i-MiEV árak 3év/100.000km garanciával értendők. Az i-MiEV elektromos gépjármű minden nagyfeszültségű elemére 5év/100.000km, a meghajtó akkumulátorra 8év/160.000km garancia érvényes. Részletekről és feltételekről érdeklődjön a hivatalos MITSUBISHI márkakereskedésekben! Jelen tájékoztatás nem teljes körű és nem minősül ajánlattételnek. *Az elektromos meghajtású gépjárművek állami támogatásának feltételrendszere egyedileg változó lehet, ezért a feltüntetett ár - a Nemzetgazdasági Minisztérium bejelentése alapján - kizárólagosan tájékoztató jellegű, az nem minősül hivatalos ajánlatnak. Ajánlatkéréssel és bővebb tájékoztatással forduljon a MITSUBISHI márkakereskedésekhez. Bruttó ügyfélár: 27% ÁFA tartalommal. Regisztrációs adó mértéke Üzemanyag Hengerűrtart. Érték Elektromos - 0 Ft Benzin üzemű 1101-1400 cm3 1301-1500 65 000 Ft Dízel üzemű cm3 Benzin üzemű 1401-1600 cm3 85 000 Ft Benzin üzemű 1601-1800 cm3 135 000 Ft Dízel üzemű 1701-2000 cm3 Benzin üzemű 1801-2000 cm3 2001-2500 185 000 Ft Dízel üzemű cm3 Benzin üzemű 2001-2500 cm3 265 000 Ft Dízel üzemű 3001-3500 cm3 400 000 Ft Metálfényezés felára i-MiEV 127 000 Ft Az ár az ÁFÁ-t tartalmazza. Az árlistaban szereplő árak tájékoztató jellegűek, a változtatás jogát fenntartjuk. MM Import Kft. Mitsubishi Motors Magyarországi Vezérképviselete H-1149 Budapest, Mogyoródi út 34-40. www.mitsubishi.hu - 1 - Mitsubishi Space Star ügyfélárlista Érvényes 2017. január 11-től visszavonásig Modell Motor Teljesítmény Felszereltség Bruttó ügyfélár 1.0 MIVEC 71 LE Inform AS&G 3 790 000 Ft 1.2 MIVEC 80 LE Invite 4 290 000 Ft Space Star 1.2 MIVEC 81 LE Invite CVT 4 690 000 Ft 1.2 MIVEC 80 LE Intense 4 590 000 Ft 1.2 MIVEC 80 LE Intense CVT 4 990 000 Ft Az árlistában szereplő árak a 2018.
    [Show full text]
  • Oem Atf and Conversion Chart
    2019 12th Edition OEM ATF AND CONVERSION CHART FOR THE RIGHT FLUID AND THE RIGHT SOLUTIONS HOW TO USE THIS CHART Are you new to LUBEGARD® or trying to determine which product to use? ALL Lubegard conversion products & whole fluids have the benefits of our protectants built right into their formulations, so no matter which option you choose, they will all help with shifting issues, lowering operating temperatures, conditioning the seals & O-rings, extending the life of the fluid, improving anti-wear properties, and solving or preventing frictional issues resulting from additive depletion. OPTION 1 OPTION 2 OPTION 3 Do you need to fix a shifting problem, or just want to protect your Are you changing the fluid and looking for an alternative Option 3 is our COMPLETE™ line of whole fluids: transmission and make it last longer? If so, follow the Option 1 to the OEM (Original Equipment Manufacturer) fluid? COMPLETE ATF, COMPLETE CVT, & COMPLETE section of this chart: You have more than one option here! DCT fluids are your whole fluid solutions with If you’re looking to protect the current fluid or you’re servicing the fluid Choose Option 2 When servicing the transmission and need an LUBEGARD technology built right into the formulation. using the OEM OPTIONrecom- 1 (when using the OEM recommended ATF) OPTION 2 (as anOEM OEM fluid alternative) alternative. OPTION 3 (whole fluid option) LUBEGARD COMPLETE fluids OPTION 1 (when using the OEM recommendedOPTION ATF) 1 (when usingOPTION the OEM recommended2 (as an OEM ATF)fluid alternative) OPTION 2
    [Show full text]
  • Development of Airbag System for Kei Cars
    Development of Airbag System for Kei Cars Shinya TAKAHASHI Akira SHIODE Shogo MIYAMOTO Shusaku KURODA Abstract Recently, kei cars have drawn attention in the car market in Japan due to economic efficiency. Thus, the safety technology against collisions and protection equipment for occupants in those cars are increasingly improved. FUJITSU TEN has developed and mass-produced airbag ECUs for ordinary-sized vehicles for more than 20 years. In order to meet the needs of a wider range of customers, this time, we developed a new platform for kei cars. When making proposals to new customers, we need to propose an airbag system for an entire car, instead of ECUs as its part. Therefore, we had to develop a comprehensive technology including an impact determination technology and satellite sensors for the entire car. This paper elaborates on some major points of our engineering development for kei cars. 34 Development of Airbag System for Kei Cars 1 Introduction1. Introduction sors on the front and sides of the vehicle. The impacts are calculated by microprocessors in the airbag ECU and if a Recently, as the safety technology for collision preven- calculated value exceeds an impact threshold value that is tion has improved and an increasing number of people are set for each vehicle, the ECU triggers an ignition circuit. accustomed to wearing seat-belt, almost all recent vehicles Thus, an electric current flows into an igniter to generate are equipped with airbags and seat-belt pretensioner as propellant to rapidly inflate the airbags. standard equipment. Partly because of their effects, traffic accident fatalities have been decreasing since 1992 year after year, according to a survey by Ministry of Land, Infrastructure, Transport and Tourism (Fig.
    [Show full text]
  • Changes of Japanese Consumer Preference for Electric Vehicles
    World Electric Vehicle Journal Vol. 4 - ISSN 2032-6653 - © 2010 WEVA Page000880 EVS25 Shenzhen, China, Nov 5-9, 2010 Changes of Japanese Consumer Preference for Electric Vehicles Yuki Kudoh1, Ryoko Motose1 1Research Institute of Science for Safety and Sustainability, National Institute of Advanced Industrial Science and Technology 16-1 Onogawa, Tsukuba 305-8569 Japan, [email protected] Abstract Changes of Japanese consumer preference for electric vehicles (EVs) with new EV commercialisation and subsidy implementation has been quantitatively evaluated by applying conjoint analysis to the respondents choice experiment data collected by internet questionnaire survey that have been conducted in February 2009 and 2010. Powertrains (battery electric vehicle (BEV), gasoline hybrid electric vehicle (HEV) and gasoline plug-in HEV (PHEV)), vehicle price, vehicle range, driving cost and passenger capacity have been chosen as attributes of vehicles and marginal utility and its monetary measure of each attribute have been calculated by setting the gasoline vehicle (GV) with typical specifications as baseline. The estimated results indicate that the vehicle range of BEVs under the current battery technology level lead to utility decline and that those EVs with fewer seats by mounting devices for electric driving would not be accepted by consumers. In terms of powertrain selection, consumers express strong preference for HEVs, whereas for BEVs and PHEVs they express low / negative preference or hold their judgment for choosing. From the comparison of the estimated marginal utilities for powertrain in 2009 and 2010, significant statistical differences are found for HEVs and Kei passenger type BEVs. Moreover, it is confirmed that implementation of has played an important role to enhance consciousness of HEVs and Kei passenger type BEVs as environmentally friendly vehicles.
    [Show full text]
  • Europe Swings Toward Suvs, Minivans Fragmenting Market Sedans and Station Wagons – Fell Automakers Did Slightly Better Than Cent
    AN.040209.18&19.qxd 06.02.2004 13:25 Uhr Page 18 ◆ 18 AUTOMOTIVE NEWS EUROPE FEBRUARY 9, 2004 ◆ MARKET ANALYSIS BY SEGMENT Europe swings toward SUVs, minivans Fragmenting market sedans and station wagons – fell automakers did slightly better than cent. The only new product in an cent because of declining sales for 656,000 units or 5.5 percent. mass-market automakers. Volume otherwise aging arena, the Fiat the Honda HR-V and Mitsubishi favors the non-typical But automakers boosted sales of brands lost close to 2 percent of vol- Panda, was on sale for only four Pajero Pinin. over familiar sedans unconventional vehicles – coupes, ume last year, compared to 0.9 per- months of the year. In terms of brands leading the roadsters, minivans, sport-utility cent for luxury marques. European buyers seem to pro- most segments, Renault is the win- LUCA CIFERRI vehicles exotic cars and multi- Traditional European-brand gressively walk away from large ner with four. Its Twingo leads the spaces such as the Citroen Berlingo automakers dominate the tradi- sedans, down 20.3 percent for the minicar segment, but Renault also AUTOMOTIVE NEWS EUROPE – by 16.8 percent last year to nearly tional car, minivan and premium volume makers and off 11.1 percent leads three other segments that it 3 million units. segments, but Asian brands control in the upper-premium segment. created: compact minivan, Scenic; TURIN – Automakers sold 428,000 These non-traditional vehicle cat- virtually all the top spots in small, large minivan, Espace; and multi- more specialty vehicles last year in egories, some of which barely compact and large SUV segments.
    [Show full text]
  • The Renault-Nissan Alliance 014 the Renault-Nissan Alliance
    The Renault-Nissan Alliance 014 The Renault-Nissan Alliance Nissan has greatly increased its global footprint and achieved dramatic economies of scale through the Renault-Nissan Alliance, a unique and highly scalable strategic partnership founded in 1999. In 2011, 8.03 million cars* were sold by the Renault-Nissan Alliance, amounting to a 10.7% global share. We are marketing vehicles under the brands of Nissan, Infiniti, Renault, Renault Samsung Motors and Dacia. * This figure includes Lada sales (AvtoVAZ of Russia). The Alliance’s Vision Although it was initially considered a unique arrangement in the late 1990s, the Alliance quickly became a model for similar partnerships in the auto industry. The Alliance itself has entered cooperative relationships with Germany’s Daimler, China’s Dongfeng Motor Corp., Russia’s AvtoVAZ and others, and it continues to prove itself as the industry’s most enduring and successful partnership. The Alliance is based on the rationale that substantial cross-shareholding investments compel each company to act in the financial interest of the other, while maintaining individual brand identities and independent corporate cultures. Renault currently has a 43.4% stake in Nissan, and Nissan holds a 15.0% stake in Renault. The cross-shareholding arrangement requires mutual trust and respect, as well as a transparent management system focused on speed, accountability and performance. ＞ Please see our website for more information on the Renault-Nissan Alliance. http://www.nissan-global.com/EN/COMPANY/PROFILE/ALLIANCE/RENAULT01/index.html Alliance Objectives The Alliance pursues a strategy of profitable growth with three objectives: 1. To be recognized by customers as being among the best three automotive groups in the quality and value of its products and services in each region and market segment 2.
    [Show full text]