Global Vehicle Production and Sales by Manufacturer
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Automobile Industry Updates
India Automobile Industry Updates In this issue: Automobile Industry Updates Effect of Recession GM Files For Bankruptcy Issue No 3 Shifts reduced at Bridgestone factory. May 2009 Press Release Effects of Recession Car Exports Up 42% in May Nashik strike a setback for GM Files for Bankruptcy Mahindra's Xylo It was once an icon for industry. Monday, General Motors became the largest Nashik strike causes production losses of Rs manufacturing company in U.S. history and fourth largest company ever to file for 150 crore to Mahindra's bankruptcy protection. vendors Senior administration officials said the government will provide $30 billion in financing Tata, M&M, Maruti join hands for hybrid models to help the automaker through bankruptcy. Those same officials said the Canadian government would provide $9.5 billion. Global car cos to take Maruti's route JLR to get 'conditional' More support only: UK Govt Shifts reduced at Bridgestone factory Audi aims 55 pc growth this fiscal from India Bridgestone has cut three production shifts at its Salisbury factory as demand slumps Ashok Leyland, Nissan for its truck and trailer tyres. The company told workers this week it needed to reduce venture delayed 6 months inventory levels to match sales, which have fallen during the economic downturn. UK Govt-JLR talks back on Workers will be given other duties during the seven-week hiatus, which will cut truck track and bus tyre production by 20 hours a week. TVS can make, sell original Flame: HC More Tata Motors plans Rs 4,200 cr debenture issue: Crisil Press Release Ford to Make India Export Hub for Small Cars Car Exports Up 42% in May Exports of passenger cars from the country soared 41.64 per cent in May, mainly on Natural rubber imports might double the back of robust performance by Maruti Suzuki, although domestic sales increased by a meager 2.48 per cent. -
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. -
MARKET LENS 15147 Intraday Pick MARUTI Resistance 15349 Intraday Pick SUNTV 15397 Intraday Pick BALKRISIND
Institutional Equity Research NIFTY 15301 IN FOCUS May 27 2021 Support 15224 Stock in Focus BAJAJ FINANCE MARKET LENS 15147 Intraday Pick MARUTI Resistance 15349 Intraday Pick SUNTV 15397 Intraday Pick BALKRISIND EQUITY INDICES Indices Absolute Change Percentage Change Domestic Last Trade Change 1-D 1-Mth YTD BSE Sensex 51,018 380.0 0.8% 2.6% 6.8% CNX Nifty 15,301 93.0 0.6% 2.9% 9.4% S&P CNX 500 13,022 59.2 0.5% 4.0% 13.1% SENSEX 50 16,024 99.0 0.6% 3.0% 9.5% International Last Trade Change 1-D 1-Mth YTD DJIA 34,323 10.6 0.0% 1.5% 12.1% NASDAQ 13,738 80.8 0.6% (2.2%) 6.6% NIKKEI 28,469 (173.2) (0.6%) (2.0%) 3.7% HANGSENG 29,177 20.9 0.1% 0.4% 7.2% ADRs / GDRs Last Trade Change 1-D 1-Mth YTD Dr. Reddy’s Lab (ADR) 72.0 (0.8) (1.1%) 5.8% 1.0% STOCK IN FOCUS Tata Motors (ADR) 21.8 0.4 1.8% 6.5% 72.7% f BAF is focused on the mass-affluent segment. Additionally, it Infosys (ADR) 19.3 0.5 2.8% 5.7% 13.6% ICICI Bank (ADR) 18.0 0.3 1.7% 7.2% 20.9% enjoys significant pricing power in its shorter-tenor and small-ticket HDFC Bank (ADR) 74.0 1.0 1.3% (0.4%) 2.4% unsecured loans, as the change in EMI (for each percentage point Axis Bank (GDR) 50.6 0.4 0.8% 7.6% 19.6% increase in interest rate) is lower for the short-tenor small-ticket loans. -
Motherson Sumi Systems (MSS IN)
Motherson Sumi Systems (MSS IN) Rating: BUY | CMP: Rs62 | TP: Rs115 March 18, 2020 Shutdown in Europe while China resumed – Upgrade to BUY Company Update Quick Pointers: ☑ Change in Estimates | ☑ Target | ☑ Reco . MSS hosted a call where it indicated production shutdown in Europe for 15 Change in Estimates days while China has resumed considerably. Current Previous FY21E FY22E FY21E FY22E Rating BUY ACCUMULATE . With ~37% of SMRP BV revenues contribution consisting from European Target Price 115 153 Sales (Rs. m) 722,331 811,681 750,749 845,246 markets, where we see transitionary issues to persist at-least over 1QFY21. % Chng. (3.8) (4.0) EBITDA (Rs. m) 59,306 74,158 69,071 80,291 We cut FY20/21/22 EPS estimates by 8%/18%/11% to factor in for production % Chng. (14.1) (7.6) EPS (Rs.) 5.5 7.2 6.7 8.1 shut down in China and Europe due to COVID-19. ~37% of SMRP BV revenues % Chng. (18.7) (11.0) consisting from European markets, where we see transitionary issues to persist at-least over 1QFY21. However, on the positive side, operations in Key Financials - Consolidated China have recovered substantially with ~26 plants is now operational out of Y/e Mar FY19 FY20E FY21E FY22E total 27. Whereas other key markets like US, South America and UK hasn’t Sales (Rs. bn) 635 662 722 812 EBITDA (Rs. bn) 53 52 59 74 seen any shutdowns so-far. We believe, significant correction presents an Margin (%) 8.4 7.8 8.2 9.1 opportunity to buy this stock at an attractive valuation at 11x FY21 estimates. -
Hummer Versus Prius “Dust to Dust” Report Misleads the Media and Public with Bad Science
Hummer versus Prius “Dust to Dust” Report Misleads the Media and Public with Bad Science Dr. Peter H. Gleick Pacific Institute May 2007 Abstract The CNW Marketing Research, Inc.’s 2007 “Dust to Dust: The Energy Cost of New Vehicles From Concept to Disposal” caught the interest of the media and the public with its claim that a Hummer H3 SUV has a lower life-cycle energy cost than a Toyota Prius hybrid. Closer inspection suggests that the report’s conclusions rely on faulty methods of analysis, untenable assumptions, selective use and presentation of data, and a complete lack of peer review. Even the most cursory look reveals serious biases and flaws: the average Hummer H1 is assumed to travel 379,000 miles and last for 35 years, while the average Prius is assumed to last only 109,000 miles over less than 12 years. These selective and unsupported assumptions distort the final results. A quick re-analysis with peer-reviewed data leads to completely opposite conclusions: the life-cycle energy requirements of hybrids and smaller cars are far lower than Hummers and other large SUVs. CNW should either release its full report, including methods, assumptions, and data, or the public should ignore its conclusions. Unfortunately, “Dust to Dust” has already distorted the public debate. Introduction In March 2007, an automotive marketing company CNW Marketing Research, Inc. (CNW) announced the release of a private study on the comparative life-cycle energy costs of a wide range of automobiles.1 The public version of the report2 included a remarkable conclusion: counting all lifetime energy inputs, the massive Hummer H1, H2, and H3 sport utility vehicles (and many other large SUVs) use less energy per mile driven than the highly touted Toyota Prius hybrid (and many other smaller vehicles). -
From Import Substitution to Integration Into Global Production Networks: the Case of the Indian Automobile Industry Prema-Chandra Athukorala and C
From Import Substitution to Integration into Global Production Networks: The Case of the Indian Automobile Industry Prema-chandra Athukorala and C. Veeramani∗ This paper examines the growth trajectory and the current state of the Indian automobile industry, paying attention to factors that underpinned its transition from import substitution to integration into global production networks. Market-conforming policies implemented by the government of India over the past 2 decades, which marked a clear departure from protectionist policies in the past, have been instrumental in transforming the Indian automobile industry in line with ongoing structural changes in the world automobile industry. India has emerged as a significant producer of compact cars within global automobile production networks. Compact cars exported from India have become competitive in the international market because of the economies of scale of producing for a large domestic market and product adaptation to suit domestic market conditions. Interestingly, there are no significant differences in prices of compact cars sold in domestic and foreign markets. This suggests that the hypothesis of “import protection as export promotion” does not hold for Indian automobile exports. Keywords: automobile industry, foreign direct investment, global production networks, India JEL codes: F13, F14, L92, L98 I. Introduction The global landscape of the automobile industry has been in a process of notable transformation over the past 3 decades. Until about the late 1980s, automobile production remained heavily concentrated in the United States, Japan, and Western Europe (known as the “triad”). While the leading automakers headquartered in the triad had assembly plants in many developing countries, most of these plants served domestic markets under heavy tariff protection. -
UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT of NEW YORK ------X : in Re : Chapter 11 Case No
UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF NEW YORK ---------------------------------------------------------------x : In re : Chapter 11 Case No. : MOTORS LIQUIDATION COMPANY, et al., : 09-50026 (REG) f/k/a General Motors Corp., et al. : : Debtors. : (Jointly Administered) : ---------------------------------------------------------------x DISCLOSURE STATEMENT FOR DEBTORS’ AMENDED JOINT CHAPTER 11 PLAN WEIL, GOTSHAL & MANGES LLP 767 Fifth Avenue New York, New York 10153 (212) 310-8000 Attorneys for the Debtors and Debtors in Possession Dated: New York, New York December 8, 2010 THIS IS NOT A SOLICITATION OF ACCEPTANCE OR REJECTION OF THE PLAN. ACCEPTANCES OR REJECTIONS MAY NOT BE SOLICITED UNTIL A DISCLOSURE STATEMENT HAS BEEN APPROVED BY THE BANKRUPTCY COURT. THE DISCLOSURE STATEMENT IS BEING SUBMITTED FOR APPROVAL BUT HAS NOT BEEN APPROVED BY THE BANKRUPTCY COURT TO DATE. TABLE OF CONTENTS Page I. INTRODUCTION ................................................................................................. 1 A. Definitions and Exhibits............................................................................ 1 1. Definitions...................................................................................... 1 2. Exhibits .......................................................................................... 1 B. Notice to Creditors..................................................................................... 1 1. Scope of Plan ................................................................................. 1 -
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. -
A Study on Customer Satisfaction Towards Bharat Benz, Trident Automobiles Pvt Ltd, Bangalore by Dilip Kumar M 1IA17MBA18 Submitted To
A Project Report (17MBAPR407) A study on Customer Satisfaction towards Bharat Benz, Trident Automobiles Pvt Ltd, Bangalore By Dilip Kumar M 1IA17MBA18 Submitted to VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI In partial fulfilment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Under the guidance of INTERNAL GUIDE EXTERNAL GUIDE Prof. Archana Vijay Mr. Harsha H Assistant Professor, Marketing Head Department of MBA, AIT Bharat Benz Department of MBA Acharya Institute of technology, Soldevanahalli, Hesaraghatta Main Road, Bengaluru March 2019 TRIDENT AUTOMOBILES PRIVATE LIMITED # 1, Lower Palace Orchards, Sankey Road , Bangalore - 560 003. Tel: 91-80-4343 3333 Fax: 91-80-2336 8152 CIN: U50500KA1997PTC023159 Date: 02-04-2019 TO WHOM SO EVER IT MAY CONCERN This is to certify that Mr. Dilip Kumar M (Reg No:llAl 7MBA18) who is pursuing his Post Graduation Degree in MBA from "Visvesvaraya Technology University" has successfully completed his Internship on "Customer Satisfaction Towards Bharath Benz" in our organization from the period of 03 rd January 2019 to 16th February 2019. His performance & conduct during the internship was good. We wish him all the very best for his future endeavor. Your's faithfully, For Trident Automobiles Pvt Ltd., Metha Nanjappa General Manager - HR URL : www.tridentautomobiles.com '!),zwe ,;ilOHU ,I ~~ /@) ACHARYA INSTITUTE OF TECHNOLOGY (Affiliated to Visvesvaraya Technolog ical Un iversity, Belagav i, Approved by AICTE, New Delh i and Accredited by NBA and NAAC) Date: 05/04/2019 CERTIFICATE This is to certify that Mr. Dilip Kumar M bearing USN HAI 7MBA18 is a bonafide student of Master of Business Administration course of the Institute 2017-19 batch, affiliated to Vi svesvaraya Technological Universit'J, Belagavi. -
Michigan State Police Tests 2003 Patrol Vehicles
National Law Enforcement and Corrections Technology Center BULLETIN A Program of the National Institute of Justice December 2002 Michigan State Police Tests 2003 Patrol Vehicles atrol vehicles are among the most results to State and local law enforcement critical purchases that a law enforce- agencies, NIJ helps these agencies select vehi- P ment agency makes. For both large cles that maximize their budgets and ensures and small agencies, patrol vehicle purchases that evaluated vehicles provide reliable and frequently represent the second largest ex- safe performance under the increased penditure, after personnel, in their annual demands of police service. operating budgets. Selecting a vehicle that The 2003 model year patrol vehicles were balances both budgetary and performance evaluated from September 21 through 23, requirements has become an increasingly 2002. For the purposes of the MSP evalua- challenging task for police fleet administra- tion, police-package vehicles are those that tors. Many agencies are painfully aware of are designed and manufactured for use in the consequences that result from being the full spectrum of law enforcement patrol “penny wise and pound foolish,” where service, including pursuits. A special-service vehicles with inadequate performance, such vehicle is a vehicle that may be used by law as regular production passenger vehicles not enforcement agencies for specialized use specifically designed for police service, are (e.g., off-road, inclement weather, K–9, or selected because they cost less than police- commercial vehicle enforcement), but is not package vehicles. Although some agencies designed or manufactured to be used in high have had limited success with nontraditional speed or pursuit situations. -
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. -
Dashboard the Monthly Auto Update
June 2014 Dashboard The Monthly Auto Update Data Track: June 2014 volume update of auto majors Speedometer Sector overview and outlook ........................................................... 2 June 2014 relative performance Hero MotoCorp ................................................................................. 3 Bajaj Auto .......................................................................................... 4 HMSI .................................................................................................. 6 TVS Motor .......................................................................................... 7 Maruti Suzuki .................................................................................... 9 Mahindra & Mahindra ..................................................................... 11 Tata Motors ...................................................................................... 13 Ashok Leyland ................................................................................. 15 Eicher Motors .................................................................................. 16 Sector Gauge: May 2014 update 12-month relative performance Two-wheelers ................................................................................. 17 Three-wheelers .............................................................................. 19 Cars and UVs .................................................................................... 21 Commercial vehicles......................................................................