INTRODUCTION Customer Satisfaction
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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. -
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. -
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. -
(SKD) Production and Sales and Marketing Strategy in the Russian Far East*
The Northeast Asian Economic Review Vol. 2, No. 2, October 2014 39 A Study of Semi Knock Down (SKD) Production and Sales and Marketing Strategy in the Russian Far East* Eiko Tomiyama † Abstract The obective of this study is to reconsider strategies for entering markets in emerging nations by analyzing entry into emerging nations based on Semi Knock own (SK) production and the approach adopted toward local sales and marketing. sing case studies of SK production in ladivostok, ussia undertaken by the automobile manufacturers Ssangong of the K and Toyota and azda of Japan, this study analyzed and examined each company’s mode of entry and sales and marketing strategy. t ascertained that while Ssangong entrusts the whole of its SK production to the local contractor, azda and Toyota of Japan have training staff leaders stationed there permanently to ensure thorough quality control in addition, whereas Ssangong entrusts all of its sales and marketing to the local contractor, azda and Toyota have established whollyowned subsidiaries to carry out local sales and marketing, demonstrating the importance that these companies attach to such activities. Keywords: SKD production, CKD production, outsourced production, sales and marketing, value chain Introduction In February 2013, Toyota Motor Corporation (Toyota) began Semi Knock Down (SKD) production in Vladivostok in Russia’s Far East, at Sollers-Bussan, a joint venture between local automobile manufacturer Sollers and Mitsui & Co., Ltd. SsangYong Motor Company (SsangYong) and Mazda Motor Corporation (Mazda) have also been conducting SKD production at Sollers in Vladivostok since 2009 and 2012, respectively. In SKD production, the parts are first partly assembled into units and components in the home country, before being exported as a kit and assembled into the finished product locally. -
Circulation of Authorisation for Fitment of Speed Governor in All Kinds Of
MicroAutotech Speed Governor Approval List S. No. of TEST S.NO. Certificate Vehicle Model Set speed Certificate No. Issued Date AGENCY 1 1 Tata -407 LCV Diesel 40 TE/2004/322/CMVR/819 22/12/2004 VRDE 2 2 Tata LPT/SFC 1612 40 TE/2004/322/CMVR/889 9/4/2005 VRDE 3 3 Tata LPT 1615 TC Diesel 40 TE/2005/408/CMVR/1029 21/10/2005 VRDE 4 3.1 Tata LPT 1613 TC Diesel 40 TE/2005/408/CMVR/1029 21/10/2005 VRDE 5 3.2 Tata SK 1613 TC Tipper Diesel 40 TE/2005/408/CMVR/1029 21/10/2005 VRDE 6 3.3 Tata LPT 1109 Diesel 40 TE/2005/408/CMVR/1029 21/10/2005 VRDE 7 3.4 Tata 709 E Turbo Diesel 40 TE/2005/408/CMVR/1029 21/10/2005 VRDE 8 3.5 Tata LP 1512 TC Diesel 40 TE/2005/408/CMVR/1029 21/10/2005 VRDE 9 4 FJ 470 CNG High Roof Omni Bus (15 Seater) 40,50,60 TE/2005/409/CMVR/1074 9/1/2006 VRDE 10 5 Mahindra Voyger (Diesel) 40,50,60 TE/2005/403/CMVR/1072 9/1/2006 VRDE 11 6 Ashok Leyland Viking Bus- CNG 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 12 6.1 Eicher 10.59 RHD Cab & Body - CNG 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 13 6.2 HM RTV CNG Green Ranger-DA-ST-CB-15 Seater & its Variants :- 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 14 6.3 HM RTV CNG HR Passenger 16 Seater BS III 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 15 6.4 HM RTV CNG HR School Bus 16 Seater BS III 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 16 6.5 HM RTV CNG Passenger 16 Seater BS III 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 17 6.6 HM RTV CNG School Bus 16 Seater BS III 40,50,60 TE/2005/409/CMVR/1074/E-1 24/3/2006 VRDE 18 6.7 HM RTV CNG Ambulance -
Asian Auto Newsletter Feb 2001.P65
ASIA IS A BUSINESS IMPERATIVE NOW MORE THAN EVER ASIAN AUTOMOTIVE NEWSLETTER Issue 23, February 2001 A bimonthly newsletter of developments in the auto and auto components markets CONTENTS CHINA/HK INTRODUCTION .............................................. 1 DaimlerChrysler is planning to sign a LOI by CHINA / HONG KONG ................................. 1 February 2001 with First Autoworks (FAW), one INDIA ..................................................................... 2 of Chinas leading state-owned vehicle companies. The INDONESIA ........................................................ 2 two companies aim to set up a 50:50 JV, which will JAPAN ..................................................................... 2 manufacture trucks and buses. The agreement comes KOREA ................................................................... 3 as a disappointment to Volkswagen, which itself is MALAYSIA ............................................................ 4 looking for a Chinese partner in bus and truck THAILAND .......................................................... 4 production, particularly given Volkswagens and FAWs FOCUS: Daewoo components suppliers .......... 5 longstanding partnership in auto manufacturing. (January 23, 2001) Shanghai Automotive Group and General Motors have negotiated to buy 51% and 35% respectively of INTRODUCTION Liuzhou Wuling Automotive Co Ltds B-shares to be issued in 2001. Negotiations between the three Daewoo Motors bankruptcy has adversely impacted companies are scheduled to conclude in March -
Vehicle Model & Variant List of Various Company
Vehicle Model & Variant List of Various Company The List mentioned below has been Updated on 08.09.2017. Micro Autotech S.No. SLD Mfg Model/Type of device Make Test speed Vehicle Model/Variant Fuel Test Report no Date Remarks 1 M/s Micro Autotech MASL-2050 Indigenous 60 Chevrolet Tavera, BS III Diesel CT0VH 0326 30/10/2012 Base Model Tested 2 M/s MicroAutotech MASL-2050 Indigenous 60 Cheverolet Tavera NEO 3 10 Seater BS III Diesel CT1VH0335 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 3 M/s MicroAutotech MASL-2050 Indigenous 60 Cheverolet Tavera NEO 3 , LT, 8 Seater BS III Diesel CT1VH0335 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 4 M/s MicroAutotech MASL-2050 Indigenous 60 Cheverolet Tavera NEO 3 , 10 Seater BS IV Diesel CT1VH0335 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 5 M/s MicroAutotech MASL-2050 Indigenous 60 Cheverolet Tavera NEO 3 , 7 Seater BS IV Diesel CT1VH0335 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 6 M/s Micro Autotech MASL-2050 Indigenous 50,60 TATA ACE HT, BS III Diesel CT0VH 0327 30/10/2012 Base Model Tested 7 M/s MicroAutotech MASL-2050 Indigenous 50,60 Tata ACE HT BS IV Diesel CT1VH0340 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 8 M/s MicroAutotech MASL-2050 Indigenous 50,60 Tata ACE EX BS III Diesel CT1VH0340 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 9 M/s MicroAutotech MASL-2050 Indigenous 50,60 Tata ACE ZIP BS III Diesel CT1VH0340 5/11/2012 Validated as per Amendment-3 of AIS-018 Standard 10 M/s Micro Autotech MASL-2050 -
Gasbilsguide December 2010
Gasbilsguide December 2010 Innehåll 1 Gasfordon på den svenska eller norska marknaden 1.1 Personbilar 9 1.2 Lätta transportfordon 28 2 Gasfordon på övriga marknader 2.1 Personbilar 41 2.2 Lätta transportfordon 132 Förord Gasbilsguiden är framtagen i ADORE IT-projektet där Grön Trafik, Östersunds kommun, samverkar tillsammans med projektpartners från Nederländerna, Italien, Norge, Estland, Italien och Rumänien. För ADORE IT (Adolescence for Renewable Energies in Transport) i Östersund är målet att öka användningen av miljöfordon som drivs med förnyelsebara bränslen. Projektet pågår under perioden 2008 – 2011. Denna gasbilsguide är framtagen utifrån den satsning på biogas som fordonsbränsle som sker, liksom vår önskan att här bidra till en snabb marknadsutveckling i vår region, men även nationellt. Presentation av saklig, marknadsneutral och så fullständig information som möjligt om tillgången på gasbilar är en viktig komponent i arbetet. Guiden ger en översikt över de gasbilar som finns på den globala marknaden modellåret 2011. Här kan du hitta både bilpriser, prestanda och räckvidd vid gasdrift, information om säkerhet, köldcertifiering, länkar till vidare läsning och mycket annat. Denna guide ska kunna fungera som ett uppslagsverk för kommuner, privata och offentliga verksamheter och privatpersoner som överväger att skaffa sig gasbilar, eller som bara vill informera sig mer om utbudet. Intressant är att det nu finns ett fyrhjulsdrivet biogasfordon på den svenska marknaden, vilket efterfrågas, inte minst i norra Sverige. För den som kör gasbil i kallt vinterklimat är det intressant att 15 modeller på den svenska/norska marknaden enligt uppgifter från generalagenterna är testade för - 40˚C och en är testad för -30˚C. -
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 -
Official Name: Ssangyong Motor Company. Owned By: Korean Banks, Then Daewoo, Then, Mostly by Its Creditors. for a While, Shangha
Official name: SsangYong Motor Company. Owned by: Korean banks, then Daewoo, then, mostly by its creditors. For a while, Shanghai Automotive Co. Ltd owned 51.33% of the company. A giant Indian industrial company – Mahindra & Mahindra – now owns 74% of SsangYong. Current situation: After nearly going belly-up in the late 1990s, SsangYong was bought by Shanghai Automotive as part of an aggressive growth strategy. However, this purchase was a mistake: SsangYong is the smallest and least successful of South Korea’s five car companies. SsangYong’s products often look weird and aren’t very well built. In 2011, Indian manufacturer Mahindra & Mahindra came to SsangYong’s rescue. Because most Mahindra vehicles are laughably crude by Western standards, even Ssangyongs look good by comparison. Mahindra has since begun building the Ssangyong Rexton in India. Chances of survival: dodgy. Ssangyong has failed to gain significant market share in any major car market in the world. Thanks to Mahindra’s clout, India might embrace Ssangyong vehicles. Then again, it might not • 1 All content © The Dog & Lemon Guide 2016. All rights reserved A brief commentary on Ssangyong sangYong means ‘twin dragons’ and refers to a Korean legend in which two dragons waited 1000 years to fly to dragon heaven. SFinally, a single cintamani (magic jewel), which was necessary for the journey, was released. Each dragon encouraged the other to take it and make the trip. This display of courtesy went on for so long that both dragons missed the opportunity. The king of heaven was so touched by the dragons’ generous display that he released a second cintamani and thus the two dragons entered heaven to- gether. -
Global Vehicle Production and Sales by Manufacturer
Global vehicle production and sales by manufacturer Global vehicle production Global vehicle sales 2003 2002 2001 2003 2002 2001 General Motors1 8,244,000 8,277,000 7,786,000 General Motors1 8,594,605 8,550,258 8,564,480 Toyota Motor Corp.2 6,826,166 6,309,616 5,848,094 Toyota Motor Corp.2 6,783,463 6,167,703 5,927,568 Ford Motor Co.3 6,720,000 6,973,000 7,008,000 Ford Motor Co.3 6,541,562 6,819,594* 6,906,548* Volkswagen AG4 5,020,733 5,023,264 5,107,945 Volkswagen AG4 5,015,911 4,996,179 5,080,087 DaimlerChrysler AG5 4,264,700 4,471,900 4,424,200 DaimlerChrysler AG5 4,355,800 4,540,400 4,498,800 PSA/Peugeot-Citroen SA 3,309,100 3,262,100 3,136,300 PSA/Peugeot-Citroen SA 3,286,100 3,267,500 3,132,800 Hyundai Automotive Group6 3,085,836 2,887,213 2,517,719 Hyundai Automotive Group6 3,046,333 2,912,315 2,652,509 Honda Motor Co. 2,968,316 2,900,787 2,651,661 Nissan Motor Co. 2,968,357 2,735,932 2,580,328 Nissan Motor Co. 2,957,757 2,693,818 2,466,995 Honda Motor Co. 2,910,000 2,830,000 2,670,000 Renault SA7 2,385,087 2,343,954 2,375,084 Renault SA7 2,388,958 2,403,975 2,413,038 Fiat S.p.A.8 2,079,800 2,159,936 2,391,719 Fiat S.p.A.8 1,989,921 2,125,277 2,292,858 Suzuki Motor Co.9 1,904,903 1,798,089 1,619,304 Suzuki Motor Co.9 1,824,977 1,707,392 1,587,780 Mitsubishi Motors Corp.** 1,580,167 1,822,644 1,668,286 Mitsubishi Motors Corp.** 1,533,590 1,740,202 1,698,371 BMW Group10*** 1,118,940 1,090,258 946,730 BMW Group10*** 1,104,916 1,057,344 905,657 Mazda Motor Corp. -
Bosch Automotive Filters Bodyguard of the Engine Contents
Bosch Automotive Filters Bodyguard of the engine Contents 1 90 years of Bosch Fuel Filters 4 2 History of Filtration 5 3 Bosch - A Strong Partner in the Filtration Business 6 4 Rely on Bosch Filters 8 5 Bosch Fuel Filters - Diesel 9 6 Bosch Fuel Filters - Gasoline (Petrol) 11 7 Bosch Fuel Filters in Comparison 12 8 Bosch Oil Filters 13 9 Bosch Oil Filters in Comparison 15 10 Bosch Air Filters 16 11 Bosch Air Filters in Comparison 18 12 Bosch Cabin Filters 19 13 Bosch Cabin Filters in Comparison 20 14 HCV Filter Application Chart 21 15 Cross Reference Filter Application Chart 30 16 LCV Filter Application Chart 38 17 Farm Filter Application Chart 40 18 Passenger Car Filter Application Chart 42 19 3-Wheeler Filter Application Chart 50 20 2-Wheeler Filter Application Chart 51 3 History of Filtration 90 years of Since 1930, Bosch Fuel Filters have been protecting the injection systems of motor Bosch Fuel Filters: vehicles. They reliably separate particles and water from fuel and contribute to optimum To be continued! engine performance. 1936 2001 2020 The first filter made of a special Bosch Gasoline Filters Bosch Filters – for paper – a material still used and for in-tank units today’s and future further developed down to the mobility present day 1930 1998 2009 First Bosch Fuel Bosch Common-Rail Diesel Bosch Common-Rail Filters Filter with integrated water Diesel Filter for biodiesel separator applications For tomorrow‘s mobility, filters will continue being important! Understanding Filtration Bosch filters protect all the important and expensive components in vehicles, especially vehicles with modern In future, Bosch will continue to provide accurately fitting and matching filters – no matter which fuels or drive gasoline and diesel injection systems which have lower tolerance levels.