Korean Auto Industry
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Daewoo Trucks
Design Your Daewoo DAEWOO TRUCKS DesignDesign YourYour DaewooDaewoo Daewoo Trucks was newly launched in 2004, Daewoo Trucks provides unique experience to its customers by listening to their needs Daewoo Trucks is continuously striving to become a global commercial and reflecting them in its product development. vehicle company through“Relentless innovation that impacts the world.” With this rebirth, Daewoo Trucks strives to become one of the most respected companies in Korea for the commercial vehicle industry. “Design Your Daewoo”represents our product identity; the regionally customized products will make us competitive in the rapidly changing circumstances. Let’s design your own DAEWOO for successful business. And with“Design Your Daewoo”, we will become the best commercial vehicle maker to achieve the goals which looked impossible and to make everyone realize their dreams. 02 DESIGN YOUR DAEWOO DESIGN YOUR DAEWOO 03 CEO MESSAGE Design Your Daewoo, Daewoo Trucks Daewoo Trucks provides value to Daewoo Trucks has identified local Having sold almost 50,000 units in customers exceeding their expecta- production in key markets as a sig- the international markets over the tions by offering preferred products nificant strategy lever to achieve its last 10 years, we strive to sell fur- and services. We also enhance goals. Accordingly we have overseas ther 50,000 units in the next 5 years. stakeholder value with focus on assembly and production Bases in sustainable, profitable growth. Pakistan, Russia, Algeria, Vietnam, We are confident executing our Kenya and South Africa to cater to plans will help us enhance our status Daewoo Trucks continuously strives the respective local markets. -
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. -
MBA Department at the University of Pune
Annexure A-Covering letter Dear Respondent I am working as an Assistant Professor in PES's Modem College of Engineering -MBA Department at the University of Pune. Currently I am pursuing Doctoral Research under the guidance of Prof Dr. G.K. Shirude-Director, Naralkar Institute of Career Development and Research. The topic of my research is "A Study of supply chain management system of Auto Industries in Pune Region with reference to Passenger Car Segment. The questionnaire has been designed in such a way that it will not consume much of your precious time. Most of the questions can be answered by simply making a tick in a box. Kindly fill the questionnaire and in a way give me a helping hand towards the completion of my Research work. • This is an independent research study and participation is voluntary. Your responses will be treated as strictly confidential and the anonymity of companies and respondents is assured. • No person or firm will have access to your conq)leted questionnaire. Should you require a copy of the abbreviated report of the findings please write your name, email address or telephone number at the end of the questionnaire. I look forward to your positive response. Yours sincerely Shraddha Khoje Research Student /-f • Annexure B; Survey auestionnaire SECTION 1: GENERAL INFORMATION Company Profile 1. Name of Company 2. Address 3. Tel 4. Fax 5. Website 6. Contact person: 7. E-mail: 8. Position in conpany: No of employees: [ ] Turnover : f 9. Yearofestablishment- 10. Indicate which of the following is/are your target customer(s) and the number of years your company has been supplying this market. -
1 Co-Evolution of Policies and Firm Level Technological Capabilities in the Indian Automobile Industry Dinar Kale ESRC Innogen C
Co-evolution of Policies and Firm Level Technological Capabilities in the Indian Automobile Industry Dinar Kale ESRC Innogen Centre Development Policy and Practise, The Open University Email: [email protected] Abstract Innovation in form of new products, processes or forms of productive organisation brings growth to firms and development to economies and therefore it is important to understand sources of innovation and technological capabilities. In this context this paper explores sources of innovation and technological capability in the Indian automobile industry. In last decade Indian auto industry emerged as one of the fastest growing industry with increasing levels of technological sophistication in auto industries amongst emerging countries. This paper shows that industrial policy set up challenges for firm in form of constraint to develop products with higher local suppliers and helped development of auto component supplier industry. It also points out important role played by factors such as nature of demand and firm ownership in innovative capability development. Paper reveals key attributes of firm ownership which include managerial vision and diversified nature of businesses. The diversified nature of businesses has helped Indian auto firms in innovative capabilities by facilitating inter-sector learning. 1 1. Introduction In the global world innovation lies at the heart of the economic growth and development for countries and firms in advanced as well as developing countries. History is full of examples where lack of innovation has withered away the economies and firms precisely because those economies and firms lacked a “Schumpeterian vigour”. Schumpeter explained sweeping away of innovation-laggards by competition from radical new technologies as ‘creating destruction’. -
Study Paper “Financial Ratio Analysis of Tata Motors”
FINAL YEAR BBA (H) STUDY PAPER “FINANCIAL RATIO ANALYSIS OF TATA MOTORS” SUBMITTED BY:- NAME: RAHUL ROY, RAJDIP ROY, SOHINI DATTA , SABARNI DATTA STREAM:-BBA (H) YEAR:-3rd (THIRD) SEMESTER :- 6th (SIXTH) ROLL NO.s:-15405015026, 15405015030, 15405015048,15404015036 SESSION :- 2015-2018 COLLEGE:- DINABANDHU ANDREWS INSTITUTE OF TECHNOLOGY AND MANAGEMENT UNIVERSITY:- MAULANA ABUL KALAM AZAD UNIVERSITY OF TECHNOLOGY, WEST BENGAL ACKNOWLEDGEMENT The satisfaction and euphoria that accompanies the successful completion of any task would be incomplete without mentioning the names of the people who made it possible, whose constant guidance and encouragement crown all the efforts with success. We are deeply indebted to all people who have guided, inspired and helped us in the successful completion of this project. We owe a debt of gratitude to all of them, who were so generous with their time and expertise. I am highly intended and extremely thankful to MR. ABHIJIT PAL who as our external guide was a constant source of inspiration and encouragement to us. The strong interest evinced by him has helped us in dealing with the problem; we faced during the course of project work. We express our profound sense of gratitude to him for timely help and co-operation in completing the project. Also we would like to thanks MR. ABHIJIT PAL for his continuous guidance and support. INDEX SL. NO. TOPIC 1 CHAPTER-1 EXECUTIVE SUMMARY COMPANY PROFILE ABOUT TATA MOTORS HISTORY OPERATIONS JOINT VENTURES NEED OF STUDIES OBJECTIVES OF STUDY 2 CHAPTER-2 INTRODUCTION TO -
Cnh Industrial - Annual Report at December 31, 2014 2014 at December31, 2014 Report Annual
ANNUAL 2014 REPORT AT DECEMBER 31, 2014 AT DECEMBER 31, 2014 DECEMBER 31, AT ANNUAL REPORT ANNUAL CNH INDUSTRIAL - IN ITS FIRST FULL YEAR OF OPERATION, CNH INDUSTRIAL HAS ACHIEVED A NUMBER OF GLOBAL OBJECTIVES BOTH AT CORPORATE AS WELL AS THROUGH ITS BRANDS. THE GROUP ENACTED IMPORTANT CHANGES WITHIN ITS BUSINESSES, EXPANDED ITS PRESENCE TO NEW GEOGRAPHIC AREAS AND CONFIRMED ITS STANDING AS A GLOBAL LEADER IN CAPITAL GOODS. SERGIO MARCHIONNE CHAIRMAN 2 ANNUAL GENERAL MEETING Shareholders are notified that the Annual General Meeting of Shareholders (the “AGM”) of CNH Industrial N.V. (the “Company”) is convened at 12:00 p.m. CET on Wednesday April 15, 2015, at the Hotel Sofitel Legend The Grand Amsterdam, Oudezijds Voorburgwal 197, 1012 EX, in Amsterdam, The Netherlands. The language of the meeting shall be English. The AGM is convened to discuss and decide on the following: Agenda 1. Opening 2. Annual Report 2014 a. Application of the remuneration policy in 2014 (discussion only item) b. Policy on additions to reserves and on dividends (discussion only item) c. Adoption of the 2014 Annual Financial Statements (voting item) d. Determination and distribution of dividend (voting item) e. Release from liability of the executive directors and the non-executive directors of the Board (voting item) 3. Re-appointment of the executive directors and the non-executive directors a. Re-appointment of Sergio Marchionne (voting item) b. Re-appointment of Richard J. Tobin (voting item) c. Re-appointment of John P. Elkann (voting item) d. Re-appointment of Mina Gerowin (voting item) e. Re-appointment of Maria Patrizia Grieco (voting item) f. -
150402 Hyundai at the 2015 Seoul Motor Show
Hyundai Motor at the 2015 Seoul Motor Show • World premiere for new Enduro lifestyle urban CUV concept • First Korean showing for new plug-in hybrid Sonata PHEV • RM15 mid-engined coupe concept showcases high-performance expertise • All-new Tucson and All-new Sonata 2015 line-up for Korea revealed • Medium duty truck Mighty and minibus Solati shown at commercial vehicles booth April 2, 2015 – Hyundai Motor Company is celebrating its presence at the 11 th Seoul Motor Show today (Thursday) with the world premiere of an all-new design concept, the ‘Enduro’ lifestyle urban crossover utility vehicle (CUV), as well as new models making their first appearance in Korea. The newcomers include the plug-in hybrid Sonata sedan, the RM15 (Racing Midship 2015) high- performance coupe concept, the All-new Tucson compact SUV, the All-new Sonata line-up and two commercial vehicles – the Mighty and the Solati. Hyundai Motor has two stands at the Seoul Motor Show: for its passenger cars in Pavilion 2, and for its commercial vehicles in Pavilion 1. Global debut for Enduro CUV concept The name ‘Enduro’ is derived from ‘Endurance.’ Also, Enduro visually combines SUV look with rally motorcycle which compete in the world’s toughest rally events. The Enduro is designed as the perfect partner for individuals living in the modern city with energetic, athletic lifestyles. By combining robust forms with bold styling, Enduro releases a sense of adventure and freedom for driver and passengers. Enduro is ‘The Professional Gear’ for drivers wanting to escape from the ordinary. It features a new interpretation of Hyundai’s design signature hexagonal front grille, now with a lower center of gravity creating a sense of stability. -
Chevrolet Captiva
Chevrolet Captiva Chevrolet Captiva Overview Manufacturer General Motors Also called Daewoo Winstorm Holden Captiva Production 2006–present Assembly Kazakhstan: Ust-Kamenogorsk Russia: Kaliningrad[1] South Korea: Bupyeong-gu, Incheon(GM Korea) Thailand: Rayong Uzbekistan: Asaka (GM Uzbekistan)[2] Vietnam: Hanoi (GM Vietnam) Shanghai, China (Shanghai GM) Body and chassis Class Mid-size SUV Body style 5-door wagon Layout Front-engine, front-wheel drive Front-engine, four-wheel drive Platform GM Theta platform Related Opel Antara Powertrain Engine 2.0 L VCDi I4 (t/c diesel) 2.2 L VCDi I4 (t/c diesel) 2.4 L Ecotec I4 (petrol) 3.0 L SIDI V6 (petrol) 3.2 L Alloytec V6 (petrol) Transmission 5-speed automatic 5-speed manual 6-speed automatic Dimensions Wheelbase 2,707 mm (106.6 in) Length 4,637 mm (182.6 in) Width 1,849 mm (72.8 in) Height 1,720 mm (67.7 in) The Chevrolet Captiva is a compact SUV developed by GM Daewoo (now GM Korea), the South Korean subsidiary of General Motors (GM), and sold under theChevrolet brand. The Captiva utilises the GM Theta platform and derives from the Chevrolet S3X concept car revealed in 2004. The Theta platform also underpins the Opel Antara, the Captiva's mechanical derivative also built by Daewoo. Sold internationally as the "Chevrolet Captiva", South Korean-market cars were badged Daewoo Winstorm up until 2011, when the international name was adopted. Australasian-specification models are badged Holden Captiva. Overview 2004 Chevrolet S3X concept 2006–2011 Chevrolet Captiva LS (Germany) 2006–2011 Designated C100 by Daewoo and CG in Holden's terminology, the Captiva was launched in 2006.[3][4] Styling of the Captiva was inspired by the 2004 Chevrolet S3X concept car.[5] The S3X concept was developed by GM Daewoo's design center in Bupyeong-gu, Incheon and is based on the GM Theta platform. -
Automobile OVERWEIGHT March 29, 2019
Industry Note Automobile OVERWEIGHT March 29, 2019 Key takeaways from the 2019 Seoul Motor Show Auto/Auto Parts/Tire Jang Moon-su Major issues and conclusions +822-3787-2639 - The 2019 Seoul Motor Show, despite the lack of a new perspective which confirms changing trends, did showcase the [email protected] following: 1) an improving mix and new model strategies to recover domestic sales; 2) cutting-edge technologies characterized by green and autonomous vehicles; and 3) the auto industry’s move toward establishing an infrastructure to expand mobility services. - 2019 to witness a series of new volume model launches (Hyundai Motor Sonata and SsangYong Korando) as well as strengthening green car and SUV lineups, which should help improve product mixes and boost sales volumes. Industry and stock outlook - Concerns over Hyundai Sonata and potential SUV mix deterioration at Kia to dissipate. 1) Sonata’s mass production to resume in early May; HEV and turbo models to help the company to achieve its 2019 domestic sales target of 80,000 units. 2) SP2 and Mohave to ease worries over Kia Motors’ lineup and help improve its product mix in 2H19. 3) SUV’s growing share of sales and increasing content to nudge up Hyundai Mobis’s ASP and boost core parts sales. - We recommend Mobis for its fat A/S margins and earnings visibility, Hyundai for its new model momentum in the near term. 2019 Seoul Motor Show showcases major carmakers’ new models and strategies 1. Keywords: sustainable, connected, mobility - Theme: sustainable and intelligent mobility revolution; green evolution through sustainable energy, intelligent cars, a new vision of mobility - Participants: 162 finished car makers, auto parts suppliers and others, including Hyundai Motor Company (005380.KS, BUY), Kia Motors (000270.KS, BUY), SsangYong Motor (003620.KS, not rated), and Tesla. -
Q4 2011 Earnings Call - Tata Motors Dt-27 May’11
Q4 2011 Earnings Call - Tata Motors Dt-27 May’11 MANAGEMENT DISCUSSION SECTION Debasis Ray Ladies and gentlemen, good evening. On behalf of Tata Motors, I welcome you to this interaction on the Company's Consolidated Financial Results for the Year 2010-2011. Shortly, our Chairman, Mr. Ratan N. Tata will join us. We already have with us our Vice Chairman, Mr. Ravi Kant; our Managing Director and Group Chief Executive Officer, Mr. Carl-Peter Forster; our Managing Director India Operations, Mr. Prakash M. Telang; our Chief Executive Officer of Jaguar Land Rover, Dr. Ralf Speth; and our Chief Financial Officer and President Tata Motors, Mr. C. Ramakrishnan. We begin the interaction with a presentation from Mr. Ramakrishnan following which Senior Management will take your questions. We will continue this interaction till about 7:15 p.m. Mr. Ramakrishnan, please. Chandrasekaran Ramakrishnan Thank you, Debasis. Good evening, ladies and gentlemen. Thank you for being here with us today for the interaction on the financial results of Tata Motors Group for March 2011. [indiscernible] (1:20) level, Tata Motors Group sales crosses 1 million mark, at a little over 1 million vehicles, turnover crosses Rs.100,000 crore at Rs.123,000 crores representing an increase of about 33% over the turnover of the previous year. Profit before tax crosses Rs.10,000 crore mark, stands at Rs.10,437 crores which is a jump over the previous year of Rs.3,500 crores. In the balance sheet, the earnings per share stood at Rs.155, compared to Rs.48 in the previous year. -
CHAPTER 1 the Indian Automotive Industry: Enhancing Innovation Capability with External and Internal Resources
Chapter 1 The Indian Automotive Industry: Enhancing Innovation Capability with External and Internal Resources Sunil Mani Centre for Development Studies, Trivandrum, Kerala, India June 2011 This chapter should be cited as Mani, S. (2011), ‘The Indian Automotive Industry: Enhancing Innovation Capability with External and Internal Resources’, in Intarakumnerd, P. (ed.), How to Enhance Innovation Capability with Internal and External Sources. ERIA Research Project Report 2010-9, pp.1-39. Jakarta: ERIA. CHAPTER 1 The Indian Automotive Industry: Enhancing Innovation Capability with External and Internal Resources SUNIL MANI Centre for Development Studies, Trivandrum, Kerala, India India’s automobile market is one of the fastest growing auto markets in the world. It is one of those manufacturing industries which have grown significantly since the liberalization of India’s economy which began in a haphazard fashion way back in the 1980s. The industry is also known for many innovations. The paper undertakes a detailed survey of the differential performance of domestic and MNCs within the industry with respect to innovations. It then analyses the sources of these innovations in terms of internal and external sources. The resulting analysis shows that while the domestic firms have relied on internal sources, the MNCs have relied far more heavily on external sources. The study also contains case studies of seven of the leading domestic firms. 1 1. Introduction India’s automotive industry is one of the successful cases of India’s economic liberalization strategy set into motion since 1991. The industry which was dominated by a few domestic manufacturers was hardly known for any innovations before 1991, but is now one of the fastest growing manufacturing industries not just in India but globally as well. -
Understanding Trustor's National Cultural Propensity on Trust Building
<MBA Degree Thesis> AY 2018 UNDERSTANDING TRUSTOR’S NATIONAL CULTURAL PROPENSITY ON TRUST BUILDING IN POST- ACQUISITION INTEGRATION CASE STUDIES OF AUTOMOBILE INDUSTRY IN JAPAN AND SOUTH KOREA 57160530-1 PARK, SEULGI GLOBAL STRATEGY AND ORGANIZATION C.E. PROF. HSIEH, KAI YU D.E. PROF. HIGASHIDE, HIRONORI D.E. PROF. TAKEUCHI, NORIHIKO Summary This study started with a question, why so many M&As failed. The reasons are various in accordance with how we handle with each step of the transactions from finding strategic reasons to integration implementation. Influenced by my previous work experiences and own personal interests, my focus moved to the integration of acquisitions. Integrating two different companies brings a lot of changes in the organizations, especially in acquired companies, and effective leadership is essential to overcome obstacles and resistances from the changes. However, the effective leadership isn’t given to new top management from acquiring companies naturally, but it is more likely to develop based on the degree to which the employees in acquired companies trust the top management. In the process of trust building, trustors determine the trustworthiness of trustees in the basis of how the trustors Waseda University Repository perceived the trustees’ behaviors. In the evaluating process of theprovided behaviors, by the trustors are affected View metadata, citation and similar papers at core.ac.uk CORE brought to you by by own propensity to trust such as individual characteristics and national culture. Based on the study