2005 Guide to China's Auto Market

Total Page:16

File Type:pdf, Size:1020Kb

2005 Guide to China's Auto Market SUPPLEMENT TO May 2005 © 2005 Crain Communications. All rights reserved. GuideGuide toto China’sChina’s AutoAuto MarketMarket • Global automakers’ joint ventures • Domestic Chinese automakers • Vehicle production and sales data • Global OE suppliers in China 2005 Guide to China’s Auto Market May 9, 2005 Go to www.autonews.com/chinaguide to download this guide in pdf format. Even the most blinkered optimist understood that China's Industry analyst and consultant Graeme Maxton estimates sizzling new-car market had to cool off sometime, but few that margins on vehicles sold in China have plunged to an observers expected it to be quenched so rapidly, or thoroughly. average of about 3 percent or 4 percent from a high of as After soaring 62 percent in 2002 and 76 percent in 2003, much as 25 percent just three years ago. That is hurting passenger-car sales last year rose only 15 percent over 2003 to everyone. about 2.3 million units. In January, GM forecast that net profit from its Asia Pacific China's central bank triggered the slowdown in May when it operations, where China has accounted for the bulk of profits, clamped down on credit in a bid to cool the nation's would fall to $600 million this year from $729 million in 2004. overheating economy. This year is off to an even colder start. Car sales for the first That may be optimistic. GM said its profit from China in the two months, the most recent available at press time, fell fourth quarter slid 68 percent from a year earlier to $33 million. 16 percent from a year earlier to 286,100 while output was That represented just 5.2 percent of the automaker's worldwide down 8 percent to 301,200, the China Association of net of $630 million, vs. 20 percent in the third quarter. Automobile Manufacturers reports. Jean-Martin Folz, CEO of PSA Peugeot-Citroen, disclosed Most analysts and industry executives now expect the market recently that the French automaker will lose money in China this year to be up no more than 10 to 12 percent over 2004. this year for the second year in a row because of the cutthroat Still a small pie pricing environment. While 10 percent growth in most markets today would be China produced Peugeot's highest profit margin of any cause for jubilation, it's not robust enough to support the market as recently as 2003, he said. But the carmaker lost 38 industry's ambitions in China, where automakers have spent million euros, or about $50 million at current rates, at its some $15 billion to date to build new plants and dealer venture with Dongfeng Motor last year vs. a 32 million euro networks. pretax profit in 2003. For one thing, China's growth rates come on a small base – a Officials hold firm 10 percent rise in the market this year, for example, would yield There seems to be little hope for immediate relief. Chinese only about 230,000 more unit sales. For another, nearly 50 domestic and foreign automakers are officials in March reiterated their commitment to reining in competing for a piece of what, essentially, still is a small consumer spending through tight credit policies. market. Not surprisingly, the competition has turned into a Analysts say the sudden cooling of the hot auto industry has knife fight. exposed China's age-old business risk: A period of explosive Faced with the unaccustomed problems of weakening growth may prove alluring, but not necessarily serve as an demand and excess inventory, automakers are slashing prices accurate gauge of the market's true size. across the board in a bid to keep showrooms open. Even Few would dispute, though, that China will become a huge BMW, a marque considered to have the auto industry's most auto market over the long term. But for the foreseeable future, unassailable price premium, cut prices by up to $12,100 early the industry's new operating paradigm in China will be this year after its sales in China tanked 16 percent in 2004. overcapacity, softening demand, price resistance and weaker In recent weeks, Ford, Honda and Audi have announced profits. price reductions. Honda slashed the price of its best-selling Those also are the building blocks of a shakeout. Accord by $2,425 to about $24,000 while Ford cut its compet- "The price war between automakers last year cut the overall ing Mondeo to $23,390 from $26,660. profit margin of the industry," says Jiang Yuan, a Bureau of According to the National Bureau of Statistics in Beijing, car prices in China fell about 10 percent industrywide last year, and Statistics official. "The price wars will continue until those will slump another 15 percent this year. That has taken a toll on brands that are less competitive are driven out." companies' bottom lines. James R. Crate, co-editor, Guide to China’s Auto Market Contents China passenger vehicle Map of production production and sales...................4 facilities in China .....................17 Global automakers/ Domestic automakers ..................19 joint ventures............................7 Global suppliers in China..............25 How to reach us: Publisher and Editor-in-Chief www.autonews.com Guide to China’s Auto Market staff Keith E. Crain Editorial staff Co-Editors Associate Publisher and Editorial Director autonews@crain.com Anne Wright Curtis James R. Crate Peter Brown Phone: 313-446-0361 Fax: 313-446-0383 awright@crain.com jcrate@crain.com Editor, Automotive News Circulation David Sedgwick subs@crain.com Contributing researcher Geoff Liu Phone: 888-446-1422 Fax: 313-446-6777 geoff@auto-resources-asia.com Crain Communications Inc. Advertising Assistant Managing Editor Mary Beth Vander Schaaf Keith E. Crain Rance Crain Larry Schlagheck •Graphics Editor Susan Zavela Bamford •Asia Editor Chairman President lschlagheck@crain.com M.K. Crain M.P. Crain James B. Treece •China correspondent Alysha Webb Treasurer Secretary Phone: 313-446-6790 Fax: 313-446-8030 • Deb Domby, Dorota Kowalski • Researchers Web Editor Robert C. Adams WIlliam A. Morrow Subscriptions Victor Galvan •Advertising and Sales Director Tony Merpi Group Vice President/ Executive Vice To start or renew a subscription e-mail •Director of Business Development Nick White Technology, Manufacturing, President, Operations Circulation subs@crain.com or call 888-446-1422 •Conference Director Libby Irwin •Global E-Business (in the U.S. or Canada) or 313-446-1662 Director Andrew Smith •Director of Business Planning G.D. Crain Jr. Mrs. G.D. Crain Jr. Founder (1885-1973) Chairman (1911-1996) (in all other locations) John Fitzgerald •Circulation Manager Michelle VanArman Cover photo: Shoppers crowd around a Chevrolet Spark at an automobile market in Beijing. Photographer: Natalie Behring-Chisholm/Bloomberg News. Data in this publication was provided by Automotive Resources Asia. Ltd., Suite 619, Chang An Building, 7 Jianguomennei Ave., Beijing 100005 P.R. China. www.auto-resources-asia.com. E-mail timd@auto-resources-asia.com. (86) 10-6510-1686. 2005 Guide to China’s Auto Market Automotive News • Automotive News Europe • Automotive Resources Asia 3 2005 Guide to China’s Auto Market May 2, 2005 Go to www.autonews.com/chinaguide to download this guide in pdf format. China's sizzling new-car market had to cool off sometime, In January, GM forecast that net profit from its Asia Pacific but few observers expected it to be quenched so rapidly, or operations, where China has accounted for the bulk of profits, thoroughly. After soaring 62 percent in 2002 and 76 percent would fall to $600 million this year from $729 million in 2004. in 2003, passenger-car sales last year rose only 15 percent Profit in the fourth quarter of 2004 slid 68 percent to $33 over 2003 to about 2.3 million units. million. This year is off to an even colder start. Car sales for the first Jean-Martin Folz, CEO of PSA Peugeot-Citroen, disclosed two months, the most recent available at press time, fell recently that the French automaker will lose money in China 16 percent from a year earlier to 286,100 while output was this year for the second year in a row because of the cutthroat down 8 percent to 301,200, the China Association of Automobile Manufacturers reports. pricing environment. Most analysts and industry executives now expect the China produced PSA's highest profit margin of any market market this year to be up no more than 10 to 12 percent over as recently as 2003, he said. But the carmaker lost €38 2004. million at its venture with Dongfeng Motor last year vs. a €32 Still a small pie million pretax profit in 2003. While 10 percent growth in most markets today would be Officials hold firm cause for jubilation, it's not robust enough to support the There seems to be little hope for immediate relief. Chinese industry's ambitions in China, where automakers have spent officials in March repeated their commitment to reining in some $15 billion to date to build new plants and dealer consumer spending through tight credit policies. networks. Analysts say the sudden cooling of the hot auto industry For one thing, China's growth rates come on a small has exposed China's age-old business risk: A period of base – a 10 percent rise in the market this year, for example, explosive growth may prove alluring, but not necessarily would yield only about 230,000 more unit sales. serve as an accurate gauge of the market's true size. For another, nearly 50 domestic and foreign automakers are competing for a piece of what, essentially, still is a small "The usual mistake is to extrapolate the initial trend of high market.
Recommended publications
  • A Four-Factor Immunoscore System That Predicts Clinical Outcome for Stage II/III Gastric Cancer
    Published OnlineFirst June 15, 2017; DOI: 10.1158/2326-6066.CIR-16-0381 Title: A Four-Factor Immunoscore System that Predicts Clinical Outcome for Stage II/III Gastric Cancer Running Title: Immunoscore as Prognostic Model for Gastric Cancer Ti Wen1†PhD., Zhenning Wang2†MD., Yi Li3 MD., Zhi Li1 MD., Xiaofang Che1 PhD., Yibo Fan1 MD., Shuo Wang1 MD., Jinglei Qu1 MD., Xianghong Yang5 MD., Kezuo Hou1BS., Wenyang Zhou5 MS., Ling Xu1 MD., Ce Li1 MS., Jin Wang1 MD., Jing Liu1 MD., Liqun Chen3BS., Jingdong Zhang4 MD., Xiujuan Qu1* MD., Yunpeng Liu1* MD. 1 Department of Medical Oncology, Key Laboratory of Anticancer Drugs and Biotherapy of Liaoning Province 2 Department of Surgical Oncology and General Surgery, The First Hospital of China Medical University, No.155, Nanjing North Street, Heping District, Shenyang, 110001, China 3 Department of Pathology, 4 Department of Medical Oncology, Cancer Hospital of Liaoning Province, No.44, Xiaoheyan Road, Dadong District, Shenyang, 110042, China 5 Department of Pathology, Shengjing Hospital of China Medical University, No.36, Sanhao Street, Heping District, Shenyang, 110004, China *Corresponding Author: Yunpeng Liu, MD. PhD., Tel/Fax: +86-(0)24-83282312; E-mail: cmuliuyunpeng@hotmail.com and Xiujuan Qu, MD. PhD. Tel/Fax: +86-(0)24-83282312; E-mail:xiujuanqu@yahoo.com; Department of Medical Oncology, The First Hospital of China Medical University, No.155, Nanjing North Street, Heping District, Shenyang 110001, China; †These two authors contributed equally to this work. Keywords: gastric cancer, immunoscore system, PD-L1, PD-1, CD8, prognostic model Grant Support This work was supported by Key National Science and Technology Major Project of China (No.
    [Show full text]
  • Volkswagen Group in China Dr. Jörg Mull Executive Vice President, Finance Volkswagen Group China Volkswagen Group in China
    Volkswagen Group in China Dr. Jörg Mull Executive Vice President, Finance Volkswagen Group China Volkswagen Group in China Economic Indicators Current China Automotive Market and Sales Performance Products Capacity and Investment Financial Results Market & Volkswagen Group Outlook 2 Introduction of Volkswagen Group China Volkswagen Production Facilities in China History car production plants component plants planned plants Volkswagen was the automotive pioneer in Headquarter Volkswagen Group China FAW-Volkswagen (Volkswagen, Audi) the modern Chinese market. Changchun Volkswagen FAW Platform 1985: Shanghai Volkswagen Automotive Beijing Dalian Volkswagen FAW Engine Co. (SVW) started production as a joint Volkswagen China venture with the Shanghai Automotive Investment Company Volkswagen Automatic Transmission Industrial Corporation (or SAIC). Ca. 7.5 Yizheng million vehicles until February 2012. Nanjing Shanghai Volkswagen Shanghai 1991: FAW-Volkswagen Automotive Co. Chengdu Ningbo Shanghai Volkswagen (Volkswagen, ŠKODA) Ltd. (FAW-VW) started production as the second joint venture in China. Ca. 5.5 FAW-Volkswagen Volkswagen Transmission million vehicles until February 2012. Foshan Shanghai Volkswagen Powertrain 2004: Volkswagen Group China was founded to coordinate and manage all activities of Volkswagen in China. Total Investments 1984-2011 € 12.4 Billion Planned Investments 2012-2016 € 14 Billion Today: Volkswagen is represented by Deliveries to Customers 2011 2.259 Million vehicles 17 companies in China (including finance Employees
    [Show full text]
  • Analyzing Ecological Vulnerability and Vegetation Phenology Response Using NDVI Time Series Data and the BFAST Algorithm
    remote sensing Article Analyzing Ecological Vulnerability and Vegetation Phenology Response Using NDVI Time Series Data and the BFAST Algorithm Jiani Ma 1, Chao Zhang 1,2,*, Hao Guo 1, Wanling Chen 1, Wenju Yun 2,3, Lulu Gao 1 and Huan Wang 1 1 College of Land Science and Technology, China Agricultural University, Beijing 100083, China; bs20193080672@cau.edu.cn (J.M.); guohaolys@cau.edu.cn (H.G.); cwl@cau.edu.cn (W.C.); lulugao_2017@cau.edu.cn (L.G.); BS20183080652@cau.edu.cn (H.W.) 2 Key Laboratory for Agricultural Land Quality Monitoring and Control, Ministry of Natural Resources, Beijing 100035, China; yunwenju@lcrc.org.cn 3 Land Consolidation and Rehabilitation Center, Ministry of Natural Resources of the People’s Republic of China, Beijing 100035, China * Correspondence: 05022@cau.edu.cn Received: 7 September 2020; Accepted: 13 October 2020; Published: 15 October 2020 Abstract: Identifying ecologically vulnerable areas and understanding the responses of phenology to negative changes in vegetation growth are important bases for ecological restoration. However, identifying ecologically vulnerable areas is difficult because it requires high spatial resolution and dense temporal resolution data over a long time period. In this study, a novel method is presented to identify ecologically vulnerable areas based on the normalized difference vegetation index (NDVI) time series from MOD09A1. Here, ecologically vulnerable areas are defined as those that experienced negative changes frequently and greatly in vegetation growth after the disturbances during 2000–2018. The number and magnitude of negative changes detected by the Breaks for Additive Season and Trend (BFAST) algorithm based on the NDVI time-series data were combined to identify ecologically vulnerable areas.
    [Show 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.
    [Show full text]
  • Volvo Cars and Geely Auto to Deepen Collaboration
    Volvo Cars and Geely Auto to Deepen Collaboration VOLVO CAR AB STOCK EXCHANGE RELEASE 24 FEBRUARY 2021 AT 14:30 CET Volvo Cars and Geely Auto have agreed on a wide-ranging collaboration that will maximise the strengths of the Swedish and Chinese automotive groups, delivering synergies in powertrains, sharing of electric vehicle architecture, joint procurement, autonomous drive technologies and aftersales. • Powertrain operations to be combined in new company focused on next-generation hybrid systems and internal combustion engines • Expanded use of shared modular architectures for electric vehicles (EVs) • Enhanced collaboration in autonomous and electric drive technologies • Joint procurement to cut purchasing costs • Lynk & Co to expand globally by utilising Volvo distribution and service network • Companies to retain independent corporate structures Following a detailed review of combination options, Volvo Cars and Geely Auto have concluded they can secure new growth opportunities in their respective markets and meet evolving industry challenges through deeper cooperation, while preserving their existing separate corporate structures. The deeper collaboration will enable existing stakeholders and potential new investors in Volvo Cars and Geely Auto to value their respective standalone strategies, performance, financial exposure and returns. We will also have the opportunity to explore capital market options. The collaboration will be overseen by a new governance model, supported by Geely Holding, the lead shareholder in both companies. Volvo Cars and Geely Auto confirmed the combination of their existing powertrain operations into a new standalone company. The company, expected to become operational this year, will provide internal combustion engines, transmissions, and next-generation dual-motor hybrid systems for use by both companies as well as other automobile manufacturers.
    [Show full text]
  • France Toutes Les Voitures Particulières Du Groupe
    ANALYSE DE PRESSE DE 14H00 30/08/2018 FRANCE TOUTES LES VOITURES PARTICULIÈRES DU GROUPE PSA HOMOLOGUÉES EN WLTP Toutes les voitures particulières Peugeot, Citroën, DS, Opel et Vauxhall sont aujourd’hui homologués selon le protocole WLTP, plus représentatif de la consommation de carburant en usage réel. Grâce à des choix technologiques judicieux réalisés par anticipation de la réglementation – SCR « Selective Catalytic Reduction » et GPF « Filtre à particules essence », le Groupe PSA est ainsi à l’avant-garde de la mise en œuvre des normes les plus strictes. « Nos choix technologiques pour traiter les émissions polluantes, comme la SCR lancée en 2013 sur tous nos moteurs diesel, et plus récemment le GPF sur les moteurs essence à injection directe, nous permettent de proposer à nos clients des véhicules respectueux de l’environnement et de maintenir notre leadership en matière de réduction des émissions », explique Gilles Le Borgne, directeur de la qualité et de l’ingénierie du Groupe PSA. La prochaine étape concernera la norme Euro-6.d-Temp, qui sera applicable à partir de septembre 2019. Cette dernière prendra également en compte les émissions polluantes (NOx, PN) mesurées en conditions de conduite réelles sur routes ouvertes ou RDE (Real Driving Emissions). Source : COMMUNIQUE DE PRESSE GROUPE PSA (29/8/18) Par Alexandra Frutos ALLEMAGNE BMW S’EST ASSOCIÉ À LUFTHANSA POUR PROMOUVOIR LA VISION INEXT Le constructeur allemand BMW s’est associé à la compagnie aérienne Lufthansa pour promouvoir la Vision iNext, sa voiture hautement automatisée et 100 % électrique. BMW a en effet organisé une tournée sur 5 jour pour présenter la Vision iNext en Europe, aux Etats- Unis et en Chine.
    [Show full text]
  • Evolution of the Process of Urban Spatial and Temporal Patterns and Its Influencing Factors in Northeast China
    Case Study Evolution of the Process of Urban Spatial and Temporal Patterns and its Influencing Factors in Northeast China Jiawen Xu1; Jianjun Zhao2; Hongyan Zhang3; and Xiaoyi Guo4 Abstract: The evolution of urban temporal and spatial patterns in Northeast China is complicated. In order to study the urbanization process in this area, explore the spatial and temporal laws of urban development in Northeast China, and find the main influencing fac- tors affecting urban development in Northeast China, DMSP/OLS images are used as data sources. Urban built-up areas in Northeast China from 1993 to 2013 are extracted and temporal and spatial patterns of urban development are studied. Combining the economic, population, industrial structure, ecological and other statistical data, a geographical detector is applied to study the main influencing factors of urban development in Northeast China. According to a selection of 10 typical cities, the annual urban expansion speed and the urbanization intensity index are calculated to quantitatively analyze the development of typical cities. The present study indi- cates that the urbanization process in Northeast China was slow during 1995–1996. In fact, except for Daqing, the other typical cities developed slowly before 2003. While the urbanization process accelerated after 2003, it reached to its maximum rate in 2010. Moreover, it is observed that from 1993 to 2013, centers of cities gradually moved to their regional centers. On the other hand, it is concluded that from 2004 to 2013, the regional gross domestic product (GDP), GDP of the secondary industry, gross industrial product, GDP of the tertiary industry and the total investment in fixed assets were main indicators of the urbanization that affected change in the urban built- up area in Northeast China.
    [Show full text]
  • Reorganization Strengthened Delco to Deal with a Challenging
    reorganization strengthened Delco to deal business that is succeeding. Employee byes are with a challenging competitive environment. disrupted, customer relationships must be pre· making possible new steps toward rightsizing served. shareholders need to be assured and sat· and structural cost reductions, accelerated Isfied even as the need to do daily banlc with technology introduction into GM's North the competitIOn continues. /\merican Operanons, and a realignment of Yet. at each stage in our company's history. International operations to sharpen focus on Hughes has always been a place where people profitable growth accept change as challenge - a company that's been too busy defining the future to be afraid As the fastest growing segment of Hughes of it. We are confident the changes we're mak· Electronics, Telecommunications and Space ing in 1997 will serve to solidify the one con· posted a 33% growth rate in 1996 - with total stant through Hughes' long history - securing revenues of $4.1 billion. Hughes Space and this company's legacy as an industry leader for Communications increased revenues by 21 %, years to come. Hughes Nerwork Systems broke the $1 billion revenue threshold for the first time, while the PanAmSat merger announcement marked a major milestone on the path to a truly global C. Michael Armstrong communications service. DIRECTV in the Chairman of the Board and United States, attained a subscriber base of 2.5 Chief Executive Officer million in early 1997, making it equivalent in size to the nation's seventh largest cable televi­ sion company. Using technology, talent and investment to lead in markets, to build new businesses, to cre­ Charles H.
    [Show full text]
  • F Building Better ^ Krannert 'Products'
    PURDUE UNIVERSITY SPRING 1999 f Building Better ^ Krannert 'Products' \m\ 1997-98 ANNUAL REPOR I Krannert Update, Spring 1999 published by Krannert School of Management, Purdue University Purdue University, West Lafayette, Indiana This digital edition was produced by the Digital Initiatives group of the Purdue Libraries Archives and Special Collections Department The original text was scanned at 400 ppi, 24 bit color and stored as uncompressed TIFF images Digital Initiatives Purdue University Libraries Archives and Special Collections http://e-archives.lib.purdue.edu July 2007 from the dean Dear Krannert Alumni and Friends, I'm delighted to repoil that in addition to fulfilling our mission of — K P A N NI-: P i i r- \ • preparing graduates who will be tomorrow's business leaders; i^ADUATt SCHC • supporting faculty who produce innovative research results and OF ^^^ practical applications; MANAGEMEN ' M • developing partnerships with industry for networking and .J^^Hs^Bb^ knowledge exchange; and • creating opportunities for lifelong leaming and professional II • development — we're in the planning stages to build a new management ^^^^^^^^R: ~-;^3r'wm,M If *• facility and renovate our current structure. P f Competition for students, employers of our graduates, and top faculty members has never been greater among the top 25 business schools. With the help of key alumni and friends, we've assessed our School's current and future needs in terms of facilities and technology as well as Krannert's potential for a successful capital campaign. As we hone our strategic edge, creating a high-tech, crossfunctional, team-oriented 21st century leaming environment has become a first priority for Krannert and Purdue.
    [Show full text]
  • Analysis of the Dynamic Relationship Between the Emergence Of
    Annals of Business Administrative Science 8 (2009) 21–42 Online ISSN 1347-4456 Print ISSN 1347-4464 Available at www.gbrc.jp ©2009 Global Business Research Center Analysis of the Dynamic Relationship between the Emergence of Independent Chinese Automobile Manufacturers and International Technology Transfer in China’s Auto Industry Zejian LI Manufacturing Management Research Center Faculty of Economics, the University of Tokyo E-mail: takuken.ri@mmrc.e.u-tokyo.ac.jp Abstract: This paper examines the relationship between the emergence of independent Chinese automobile manufacturers (ICAMs) and International Technology Transfer. Many scholars indicate that the use of outside supplies is the sole reason for the high-speed growth of ICAMs. However, it is necessary to outline the reasons and factors that might contribute to the process at the company-level. This paper is based on the organizational view. It examines and clarifies the internal dynamics of the ICAMs from a historical perspective. The paper explores the role that international technology transfer has played in the emergence of ICAMs. In conclusion, it is clear that due to direct or indirect spillover from joint ventures, ICAMs were able to autonomously construct the necessary core competitive abilities. Keywords: marketing, international business, multinational corporations (MNCs), technology transfer, Chinese automobile industry but progressive emergence of independent Chinese 1. Introduction automobile manufacturers (ICAMs). It will also The purpose of this study is to investigate
    [Show full text]
  • Sustainability Report Bmw Brilliance Automotive Ltd. Contents
    2015 SUSTAINABILITY REPORT BMW BRILLIANCE AUTOMOTIVE LTD. CONTENTS CONTENTS INTRODUCTION SUSTAINABILITY MANAGEMENT PRODUCT RESPONSIBILITY Preface 3 1.1 Our management approach 10 2.1 Our management approach 39 Our point of view 4 1.2 Stakeholder engagement 16 2.2 Efficient mobility 44 Highlights 2015 5 1.3 Compliance, anti-corruption and 18 2.3 Product safety 48 An overview of BMW Brilliance 6 human rights 2.4 Customer satisfaction 51 ENVIRONMENTAL PROTECTION SUPPLIER MANAGEMENT EMPLOYEES 3.1 Our management approach 57 4.1 Our management approach 72 5.1 Our management approach 87 3.2 Energy consumption and emissions 59 4.2 Minimising supplier risk 77 5.2 Attractive employer 90 3.3 Waste reduction 63 4.3 Utilising supplier opportunities 83 5.3 Occupational health and safety 96 3.4 Water 68 5.4 Training and development 99 CORPORATE CITIZENSHIP APPENDIX 6.1 Our management approach 107 7.1 About this report 120 6.2 Corporate citizenship 112 7.2 UN Global Compact index 121 7.3 GRI G4 content index 125 2 PREFACE Next, a further step in developing China’s very own new energy vehicle brand. In the future, we will expand our offering of locally developed, produced and environmentally friendly premium vehicles for our Chinese customers. Digitalisation is an important driver for sustainability. We are developing new solutions for intelligent mobility AT BMW BRILLIANCE, WE SEE SUSTAINABILITY AS products and services. At the same time, we are increasing the quality of our products, as well as the speed A KEY TO OUR CONTINUOUS SUCCESS IN CHINA.
    [Show full text]
  • 7Th CTI Symposium China
    7th International Congress and Expo|18 – 20 September 2018, Shanghai, China PLENARY SPEAKERS Kejian WANG David LU Gerhard Henning President, CH-Auto Technology, Director, New Engery Vehicles, Executive Chief Engineer, China Technology Center Shanghai, Chery, China Transmission Research Institute, Great Wall Motors, China Michael Schö mann Yoshiyuki Tanaka Head of Transmission Development, General Manager, Future Technology Center, Audi AG, Germany Jatco Ltd., Japan CHAIRMAN 66 presentations 50 exhibitors 600 international delegates Prof. Dr Ferit Küçükay Managing Director, Institute of Automotive Engineering, Technische Universität Braunschweig, Germany PANEL DISCUSSION Does China have the core competencies to be the leader of the hybrid and electric drive technologies? Simultaneous translation www.drivetrain-symposium.world/cn #CTI_sym | www.facebook.com/CTISymposium | cti-symposium 2 CHAIRMAN’S WELCOME ADDRESS INTELLIGENT ELECTRIFIED POWERTRAINS IN CHINA – FOCUSING ON NEW ENERGY VEHICLE CORE COMPETENCIES The highly anticipated dual credit policy has been o cially Dedicated Hybrid Transmission (DHT) as well as put into e ect in April 2018. OEMs that have annual production NEV drive system concepts or import of more than 30,000 passenger cars must begin to Market-specific constraints and impacts on account for their CAFC (Corporate Average Fuel Consumption) drivetrain system development and NEV (New Energy Vehicle) credit. The NEV credit regulates New concepts of starting devices, drivetrain topologies that, starting from 2019, the production volume of NEVs must and components as well as actuator, sensor and control account for 10 % of total production volume. In 2020, this will units for drivetrains increase to 12 %. Drivetrain integration, operating strategy and control algorithm Looking at China, we can see that the change has already Software development and strategy begun.
    [Show full text]