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I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S

Auto Monitor

Vol. 13 No. 17

www.a mo nl i ne.i n

20 May 2013

INTERVIEW

Pg 10

24 Pages

INNOVATION

`50

Pg 14

The art of war

Meeting Standards

Michael Perschke, Head, Audi India

2013 Automotive Industry Perspective

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Oerlikon to set up third plant in Gujarat Invests $60 mn; to shift production of synchronizers, transmission from Noida to the new plant Nabeel A Khan New Delhi

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wiss technology major Oerlikon Drive System (ODS) is investing $60 million in its third plant in India in Gujarat. With the plant expected to begin operations by 2015, the company hopes that India will contribute at least 25 percent to its global turnover. To achieve these numbers, the company will place 3,000 of its 6,000 employees in India. For reasons obvious, the company’s global CEO Heriberto Diarte will be based out of New Delhi. ODS produces transmission and axles for high-end CVs sees India as a high potential market. It is also seeking to avail the cost competitive manufacturing base the country offers. “India is still a cheaper manu-

The company has acquired 35 acres of land at an investment of $9 million, part of the company’s $60 million investment plant over the next 4 years. facturing base compared to most other countries. While we make hi-tech products, we constantly strive to find cost solutions and think that a combination of good workforce and automation will offer a solution,” he added. Besides plants in India, Oerlikon has plants in the US and Italy. Simultaneously, Oerlikon has recently expanded capacity at its

Belgaum plant at an investment of $15 million and installed a new heat treatment unit. Construction at the new Gujarat plant is expected to start by Q4-13 or Q1-14. The company has acquired 35 acres of land at an investment of $9 million, part of the company’s $60 million investment plant over the next four years. Phase I of production is expected to start by mid-2015. “The idea is to transfer two production lines of synchronizers and transmission assembly from Noida to the new plant.

All types of synchronizers clients will be catered to from the Gujarat plant,” Heriberto added. The shift will enable Oerlikon to produce difficult and hi-tech/ high performance gears and clutches that require high level of technology at the Noida plant. “At Noida, we have mature engineers that makes for good capabilities. It’s easy to improve technology when you have a base,” he added. Once the Gujarat plant is in operation, it is expected to earn about $100 million which will be a 50:50 contribution to local as

well as exports market. In India, the company’s manufacturing activities are more than 90 percent localized and employs around 2,500 work force here and has a global workforce of 5,500 employees. The group’s global turnover was $800 million of which India contributes around $150 million which is around 20 percent. Commenting on the move, Khurshed Thanawalla, Country Representative, Oerlikon India, says “India is key to Oerlikon’s ambitious growth plans, and the relocation of one of Drive Systems’ CEO is reflective of this. India is important as a market as well as a manufacturing hub for Drive Systems and we would benefit from Heriberto Diarte being based out of India.” The company entered India around two decades ago with two subsidiaries Oerlikon Graziano and Oerlikon Fairfield and their respective major production plants in Noida and Belgaum. Now it earns 60 percent of revenue from domestic market and 40 percent from exports. The list of its customers includes Indian companies like Tata Motors, Mahindra & Mahindra, JCB and India operations of New Holland, John Deere, Carraro, etc.

Kern’s master plan May launch diesel B Class in August, A Class to roll out in both petrol and diesel on May 30 Nabeel A Khan New Delhi

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ercedes Benz which has been trounced by two of its ace rivals BMW and Audi in India for many months now is clandestinely trying to regain its position in terms of sales volume. The company has identified that the strategy going forward is to look at enhancing its presence in the compact cat-

egory. The German carmaker has chalked out ambitious plans to add at least three more products in this segment. The first is an A-Class that Mercedes Benz will launch on May 30 in both diesel and petrol variants. The second launch includes diesel variants of the B-class in August, while it plans to launch a compact Sports Utility Vehicle, GLA, later on. The luxury carmaker will continue to import A-Class and B-Class as completely built units.

GL-Class @ `77.5 lakh Pg 8 “We will launch the A class on May 30. We expect the B-Class diesel in three months time and we will reveal the details around June,” said Eberhard Kern, Managing Director and CEO, Mercedes-Benz India on the sidelines of an event recently. Compact SUVs by the two other luxury carmakers, BMW

Eberhard Kern, MD and CEO, Mercedes-Benz India and tennis legend Boris Becker at the launch of the new GL-Class in Delhi.

X1 and Audi Q3, are already being sold in India in the same segment. Mercedes Benz, though late in bringing in the compact SUV, expects to see a rise in sales with this new move. The petrol variant of the A Class will reportedly have a 1.6 litre turbo motor, while the diesel engine variant

may have a 1.5 litre engine. Simultaneously, the company continues with its product offensive on other lines. It is doubling the capacity of its Chakan plant from the current 10,000 units by the end of the year. Mercedes...

Contd. on Pg 8


EDITORIAL Finding newer states

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recent Assocham study “Automobile Industry in India: Saturated and Potential States” states that Indore has significant potential to emerge as an automotive manufacturing hub. It also states that the state government needs to take steps to lure auto majors housed at the Gurgaon-Manesar automobile belt in the NCR of Delhi. This is not a new suggestion. Since the last decade, various association bodies have been constantly questioning this penchant for concentrating commercial activities in a few states and thus creating a torrent of migration, while crowding these cities. There are some side-effects too. Excessive migration means more construction that thus leads to pollution. A city can accommodate only so many people. A flood gush will only harm the ecology while tampering with its infrastructure. If more companies had to venture out to newer states for setting up manufacturing units, it would disperse some of the population while creating infrastructure and jobs in those states. It would also not create so much labour related issues and also help those living in tier 2 and tier 3 cities find employment. Assocham, in its report, has suggested that the automobile hub should be created on a cluster approach based

on industrial ownership or a public-private partnership (PPP) to create a conducive and competitive business environment thereby providing appropriate research and training facilities, supportive labour market and requisite infrastructure. The apex chamber has also suggested the state government to focus on developing a supplier base of manufacturers of parts like axle, brake, clutch, engine, gear, shaft, valves and other electrical auto components. What would also help is if the smaller states offered some tax breaks and subsidies, it might encourage the industrialists to consider them as options, and venture there. At least it will offer the current commercial cities some respite.

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QUOTABLE QUOTES Stephen Odell, Executive VP and President of Europe, Middle East and Africa, Ford

Eberhard Kern, Mercedes Benz India, MD & CEO

The Russian market will be the largest in Europe in the coming years and represent an important growth opportunity.

We are enhancing our production to cater to the increasing demand for luxury sedans and SUV in the domestic market.

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CONTENTS CORPORATE GL-Class @ `77.5 lakh

08

Mercedes-Benz is baring its teeth to show that it can also showcase some muscle.

08

Continental hands over PRORETA research vehicle to TU Darmstadt

17

For PRORETA research project, TU Darmstadt and Continental have been working on an integrated driver assistance concept for avoiding accidents.

17

Bike wars

08

Honda has upped the ante for its closest competitors. The knives are now out.

08

BorgWarner expands cooperation with JLR

20

BorgWarner Will build new production line and engineering centre in Bradford, UK, and establish a master’s degree program at local university.

20

The art of war

10

Michael Perschke explains what he did right to get to where the company is.

10

Ssangyong posts highest monthly sales since 2006

20

BorgWarner will provide its turbocharging technologies for Jaguar Land Rover’s (JLR’s) new family of four-cylinder gasoline and diesel engines, expected to launch in 2015.

THE OTHER SIDE

The rubber test

22

12

Apollo will soon launch its Vredestein brand in India which caters to the high-performance and sports/supercar segment in several markets abroad.

Shining bright

12

Gulf Oil continues to keep growing despite the slowdown in the automotive market by renewing focus on distribution, innovative products and tie up with more OEMs.

Dürr extends Eco+Paintshop at BMW Brilliance

15

Dürr was commissioned to set up an automotive paint shop for BMW Brilliance in Shenyang, China and has already received a follow-on order from BMW Brilliance to increase production capacity.

Alok Trgunayat, Business Head, Ecocat

Alok Trigunayat has three decades of experience in the automotive industry and is currently in charge of the Indian operations of Ecocat India Ltd.


Auto Monitor

20 MAY 2013

NEWS

8

Switching gears

Ceat gained 54 percent revenue from products catering to trucks and bus segment last fiscal, according to a recent analyst presentation by the company.

Ceat to build non-CV tyre capacity in strategic business shift, will introduce 100 products by next year. Our Bureau Mumbai

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eat is switching focus to the utility vehicle, small CV and two-wheeler segment in a strategic shift away from truck and bus tyres in the near to medium terms. It will not make major investments in creating manufacturing capacity even as the company looks to make

deeper inroads in the other segments and overseas markets. Ceat is looking to launch 100-odd designs and products in domestic and export markets by 2014-end. Ceat gained 54 percent revenue from products catering to trucks and bus segment last fiscal, according to a recent analyst presentation by the company. It is also looking to gain a larger share of overseas markets such as Sri Lanka, Latin America and Bangladesh, pointed out Anant

Contd. From Pg 1 ...currently produces S-Class, E-Class and ML-Class at this plant and by September will also include the GL-Class. The A-Class, a premium luxury hatchback, was launched in the European market exactly a year ago and has received good response. The company’s Rastatt plant in Germany, where the car is produced, is running three shifts to meet the high demand for the vehicle. While announcing that it plans to be fully armed with a portfolio in terms of product launches and network expansion, it denied that the moves were being made with an ambition to outnumber its rivals in terms of sales and reach the top spot. “We are here for profitable sustainability and with more products like the A-Class

Goenka, MD, Ceat, in a conference call with analysts after the announcement of fiscal 2012-13 results. He added that the company may find it difficult to grow volumes and become a market leader in all vehicle segments. Hence the plan is to diversify by digressing to other segments. The company will invest `60-65 crore current fiscal in addition to around `12 crore incremental investments in the Bangladesh JV

with AK Khan & Co. The JV is targeting a market share of around 40 percent by 2016. Both partners have committed an investment of around `275 crore with first

GL-Class @ `77.5 lakh The A-Class was launched in the European market exactly a year ago and has received good response. coming in, we should be able to strengthen our position in India,” Kern said. Mercedes Benz reported sales of 2,009 units for Q1 2013 which is a growth of 5.3 percent over the corresponding period last year when total sales stood at 1,908 units. The company hopes to grow by double digit in the next quarter. The E-Class has been the single largest contributor to sales volumes in Q1 2013 period with more than 800 units sold.

The German luxury carmaker Mercedes-Benz has launched its premium sports utility vehicle GL-Class for `77.5 lakh (ex-showroom Delhi). The company has brought in 100 units as ‘Launch Edition” as CBUs of which almost all are booked, it claims. By September, the SUV will be assembled at the company’s Pune plant. India will be the second country after the US to produce the GL Class. The new GL350 CDI also comes with a full 360 degree surround camera, another first, from the Mercedes-Benz portfolio and has enhanced technologies like DSR, ESP, 4ETS, 4MATIC, AIRMATIC, etc. The company also claims 14.8 percent lower fuel consump-

tion. The ECO start-stop feature reduces fuel consumption and emissions by automatically switching off the engine in traffic. Eberhard Kern, MD and CEO, Mercedes-Benz India said, “2013 is the ‘Year of Offensive’ for Mercedes-Benz India and we are excited to present the all new GL-Class to our valued customers. Exclusivity and dynamism are two of the most enigmatic features of an ultimate SUV and the GL-Class imbibes both these as it established the SUV image of Mercedes-Benz in India with its launch in 2010. We have already succeeded with the new M-Class and now the introduction of the new GL-Class will further strengthen our domi-

nance in the luxury large SUV segment. The GL-Class with its proven off-roading prowess and luxurious appointments exudes the absolute supremacy statement during on and off-road situations and is ideal to suit the taste of the growing number of off-roading aficionados in India.” The SUV is available with the optimized, upgraded V6 diesel engine. The 2987cc engine produces 619Nm of torque @1600-2400 and a power 190/258 @3600rpm. The engine coupled with 7G-TRONIC Plus Automatic transmission offers high level of responsiveness wherein the car can reach 0-100kph is reached in 7.9 seconds, with the top speed at 220 km/hr.

more than the previous year. Bajaj sales have fallen by over one lakh. Since 2010, Hero has launched just one motorcycle, the Impulse, which hasn’t done well for the company. After such a strong technology partner like Honda, finding a quality partner was tough, even for a deep pockets company like Hero. Sales were bound to dip. A 4.7 percent drop in motorcycles sales amounting to over 2.7 lakh for 2012-13 shows a trend for the coming year, one of Honda continuing to increase presence in India, and Hero and Bajaj coming to grips with the rapidly expanding Honda. Honda plans to overtake Hero by 2015-16. That’s just three years from now and at the pace Honda is growing, if it continues, Hero and Bajaj will fall at an equally fast rate. Industry analyst Pradeep Saxena of TNS Automotive says, “If Honda continues to maintain a similar growth rate for the coming years, it will mean that their pace is higher than the market growth. Hero and Bajaj as a result will bear the brunt

of Honda’s growth.” For this year, Honda has said that they expect 43 percent growth in sales in the coming year. That’s somewhere in the region of 3.7 million units, right on track to trounce Hero by 201516. Honda plans to introduce a new product every quarter to keep the excitement going in the brand. Also, by the end of next year, the company is targeting around 2,500 sales outlets, that’s over 1.5 dealerships every day for the next year. Hero, on the other hand, is struggling with arresting falling sales. Their global alliance with Engines Engineering to enhance their technology and design capabilities will bear fruit only towards Q4 2013 or early 2014 with the launch their first jointly developed motorcycle. The scooter segment is a saving grace for the company, growing at a healthy 33 percent in 2012-13. Bajaj’s focus on performance motorcycles, the KTM arm and the 200NS for example, has cost them for the near future. The Indian market has just started accepting motorcycles above 200cc. It will take time for the market to mature to a point where the definition of commuter motorcycles is altered to a step above the current 100cc space and sales of larger capacity motorcycles will be significant enough for companies to shift priorities. The chase for the top spot is heating up. After a strong year, Honda sales continued to grow 49 percent in motorcycles and 15.5 percent in scooters for the month of April. Will it be too late by end of 2014 for Hero and Bajaj to respond or will Honda’s prolific growth rate slow down sooner rather than later? We’ll keep you posted.

Bike wars Anand Mohan Mumbai

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here’s a lot of power in dreams, at least for Honda two wheelers. The Japanese manufacturer became the second largest two-wheeler manufacturer in the country by the end of fiscal 2013 edging past motorcycle manufacturer Bajaj. Hero MotoCorp is firmly in sight and although catching up with Hero is still a few years away, Honda is doing it at a brisk pace. What makes Honda such a formidable competitor and why haven’t Hero and Bajaj found an answer to their loss in market share? In 1997, Honda split from Kinetic to start its own subsidiary to produce scooters in India. That’s when Honda had to take a NOC from its then motorcycle partner Hero Honda. According to the NOC, Honda was not to manufacture motorcycles for the next five years and Hero was not to make scooters. Honda adhered to this NOC. Once clear of this NOC, Honda started manufacturing its own motorcycles but the competition didn’t bother Hero Honda much because Honda wasn’t in the commuter segment which amounted to 70 percent of Hero Honda’s sales. The trouble arose in 2010 when Honda launched the Twister. The 110cc was direct competition to the Passion and

phase production capacity of around 65 tonnes per day, growing to 110 tonnes per day with the completion of the second phase. Ceat manufactures over ten million tyres every year and enjoys a major market share in the light truck and truck tyre markets.

the Splendor which didn’t go well with Hero. Hero wasn’t allowed to set up an independent R&D by Honda thus creating much frustration for Hero Honda. The two split by the end of 2010 and the industry assumed that Hero being the largest two-wheeler manufacturer in the world, will easily sustain Honda’s pull-out for at least half a decade till the BS-IV norms come into effect for two-wheelers and the engines are in need for a update. But just three years into the split, Honda has caused a major dent in Hero’s fortunes, meticulously snatching market share from not only Hero but also the next biggest 2-wheeler manufacturer, Bajaj. The two-wheeler segment grew 2.9 percent in 201213. Scooters grew 14 percent and the large motorcycle segment grew by a miniscule 0.12 percent. Naturally, if Honda was to increase share in India, it had to be at the others’ expense. By March 2013, Hero, Bajaj and Honda together had about 80 percent of the market share and Honda had grown 31 percent. Bajaj was the big loser as a result losing 4 percent in sales and Hero sales dropped 2.2 percent. A Bajaj dealer from the western region said the problem Bajaj is facing right now is that motorcycles above 150cc aren’t selling and quality of parts, especially the engines of Honda are better. Sales fall doesn’t affect dealers

much as the margins on sale of motorcycles are small. Even a Hero dealer agrees with this fact. Dealers mainly make money from services and spares. A source on condition of anonymity said there is much confusion between the two brands even after three years of the split. Customers walking into Hero dealerships mistakenly enquire about Honda products and probably it’s a similar case at the other end. This has benefited Honda greatly since customers were aware that mechanically, Hero Hondas were more Honda than Hero and so second time customers must have switched brands. HMSI has a sales and service network of over 1,950 outlets. This includes 654 dealers, 670 branches/sub-dealers and 626 service set-ups across India. Expansion is happening at a brisk rate so it’s natural that sales are going to rise. What’s staggering is in just one year, motorcycle sales of Honda has risen 54 percent selling over 4 lakh motorcycles


Auto Monitor

20 MAY 2013

INTERVIEW

10

The art of war Having grown 63 percent in 2012, Audi India is now looking at expanding its dealer network and a more controlled 20 percent growth for this year. Pradeb Biswas speaks to Michael Perschke, Head, Audi India, to find out more about his strategy of taking the Audi brand forward and maintaining its position as the number one luxury car manufacturer in India.

You took charge of Audi operations in India in 2010. As per SIAM data from April 2010Feb, BMW sold around 6000 units, Mercedes 5800, and Audi 3000 units. Today Audi is number one. How were you able to achieve this in such a short phase? I don’t think there is one silver bullet answer to this question. I think we have consistently worked hard on four or five action points. One was to build a strong brand, and to build a strong brand you need a very strong product portfolio. We have introduced a lot of products. When I came in we introduced the R8 V10, R8 V10 Spyder, RS5, A6, A7 and the A8. The product and the brand were the primary focus and then we started increasing the dealer network. By the end of 2010 we were present in some 14 locations. We increased that by three to four in 2011, my first year. Last year we went from 15 new and renovated locations to 25 by the end of 2012. We will be expanding our dealer network to 33 or 34 locations by the end of this year. We intend to cover a lot more new markets and you can rest assured that in most of the cities which Audi enters, we become number one in six to twelve months. The next action point that we had after brand, product and dealer network, was to improve customer service and customer experience on the sales as well as aftersales front. In 2012 we launched the Audi Sportscar Experience with the R8 V10. We improved our customer service, our service plan and increased our service capacity, which was very important. We invested a lot in the development of human manpower at the dealerships. I think we pay the best salaries in the industry when it comes to service people. We also introduced very innovative financial service products and that helped too. These things in my opinion

have helped in putting the bits and pieces together and taking the brand to the next level. Audi India achieved 63 percent growth last year. What is your market strategy going forward? This year we will look at more controlled growth because last year we grew very fast. We need to give dealers a chance to consolidate their processes, invest in quality and make sure they can follow us. This year we will grow the network but not at the same speed or volume. This will allow every dealer to settle down, get the right people, train them and get them to the next level. We would like to achieve a 20 percent flat growth this year, which is a good number considering that the market is under pressure. I think this will build a base for 2014 and the following years. Do you intend to continue with the aggressive finance schemes that all your dealers have been offering? I wouldn’t call them aggressive and would rather call them progressive, which better suits Audi. We were the first luxury car brand to introduce an 84-month finance scheme. We have special packages like the one for the A6 where we have a four-year extended warranty, four-year free service as a part of a special offer, which is also an important thing. We do not believe in penetrating only the existing market. We actually want to grow the market and reach out to new customers. One of the big target groups which became our customers especially for the Q3 and A4 are the salaried customers. In the past we dominated the market with our buyers being entrepreneurs, owners of small to medium enterprises and promoters of a business. Over the last 18 months we saw

a lot of salaried clients coming to us who draw good salaries in the range of five to six lakhs a month and are looking at an EMI option anywhere between 25 to 50 to 75,000 rupees a month. They look forward to pampering themselves with a nice luxury car after they have taken care of their basic property needs. The salaried customers are a completely new segment so I think that’s where we will grow in the market rather than compete in the normal market. Mercedes is planning to bring in the A-Class, Volvo the V40 and BMW the 1 series. There are reports of Audi brining in the A3 as Mercedes intends to enter the premium hatchback segment to bring in volumes. What is going to be Audi’s new product launch strategy? Just because you have a cheaper car doesn’t mean that you will immediately get bigger numbers. Look at the B-Class. They hardly sell 50 to 100 cars a month. Merely having a different price point doesn’t do justice to a luxury brand. The product that one introduces needs to fit in with the overall brand strategy. That’s why we still believe that the Q3 still has a lot of substance in that segment. For example, if one is able to have an A-Class at `21 or 22 or 23 lakh, and if I were to offer you a Q3 at `25 or 26 lakh, then what would people buy? They would prefer an SUV. I think the Q3 can still be a big game changer. We have not yet leveraged the full potential of the Q3 because we have just started building it in India in July. We will offer many more variants and possibilities with the Q3, and to be honest it is a lifestyle product with one buying into the ‘Q Life’. The A-Class is not a lifestyle product but a hatchback. No matter how much you talk about it, or promote the B-Class as a sports tourer it still remains an MPV. I feel Indians

on the broader scale are still conservative about body style and especially in the `20-25 lakh segment you have a ratio of price to size. To sell a small car at `2025 lakh will be a challenge. You know the competition inside out since you have worked with BMW and Mercedes Benz as well. How is that helping you in pushing the Audi brand forward in India? It is a big help. According to a Chinese war strategist whose books I read, ‘If you want to win, know your competition’. It is like a chess game. You can always anticipate what your opponent will do, but the good thing is you are always one step ahead. So I know pretty well the general behaviour of BMW and Mercedes Benz. In most things they do, we are always a step ahead. In 2010 we were a step behind, in 2011 we waded in deep, and in 2012 the majority of things we did were copied by competition. At Audi, I think we are more entrepreneurial and we take more risks and we are faster at execution. I would compare Audi in India against Mercedes in India as a guerrilla army. By the time the others find out where the competition is, we have already surrounded them and they are under attack. We know exactly what our game is, have a very strong and dynamic team and along with our committed dealer partners it’s not too difficult to win. How long do you intend to continue your strong association with Bollywood to leverage the Audi brand? The answer is forever. To be completely honest Bollywood is still a trendsetter for India whether it’s fashion or lifestyle. Storytelling in the old movies revolved around one man, one woman, a lot of dance and music. While the new movies tell you stories of millionaires who rise

from the slums, then there are movies like Barfi or Race 2. The new movies tell different stories about India and this country loves movies. So whatever you do in Bollywood, it is guaranteed that the story will be seen, read and talked about. Nowadays Bollywood reaches out faster to Tier II and Tier III cities. Earlier, a trend from Mumbai took three years to reach the Tier II or Tier III cities while today it takes a maximum of 12 months to reach Bhopal or Raipur. If Katrina Kaif, Salman Khan or Ranbir Kapoor do something then it gets seen and heard by the entire country. We will not give up our strong association with Bolly wood because we have invested heavily in it. Half of Bollywood lives the ‘Q Life’ especially with the Q7, and that is a key differentiator for Audi. Our competitors say that we give cars to Bollywood for free which is not true. Even the celebrities pay and buy the cars from us. Your plan is to introduce something new every six weeks from now on. What exactly are you looking at to get customers excited? Well I think it will start largely with the Sportscar Experience. We had around 300 people who came to BIC and the Chennai track to drive the R8 V10 in a sporty mode. We also took the Q Drive all across the country and we had over 2,000 people driving the Q7 in an off-road environment. This year we also broke the lap record at the BIC. We will have the Sportscar Experience travel across the country to 14-16 cities. The Q Drives will start in July. We believe in a very simple marketing strategy which we call ‘Butts-on-Seats’. We want people to love the Audi, drive the Audi and buy the Audi because we are very confident that once you have driven an Audi you won’t want to drive anything else.


Auto Monitor

20 MAY 2013

NEWS

12

The rubber test A trip to the Netherlands to check out Apollo Tyres’ latest exploits. Abhay Verma Amsterdam

L

et’s face it. Car buyers consider every possible aspect – performance, efficiency, styling, features, et al, when buying a car, but rarely give thought to the tyres. The tyres are the only part of the car which actually touches the tarmac, and thus one of the most crucial but often sidelined components. Tyre manufacturers on the other hand, are constantly innovating. The wide range of cars available today have also made for a wide choice of tyres, OEM and aftermarket both. There has been a lot of movement in the

tyre industry lately. New tyre launches may not be as common as car launches, but there is a lot happening. For that matter, tyre tests do excite us. After all, testing a tyre is one of the most critical handling tests. Apollo Tyres recently flew us to Amsterdam to test some new rubber developed by them. Not the kind of rubber you would associate Amsterdam with, but the type they develop and produce in the Netherlands and in India for our cars. We even took a look at Apollo’s state-of-the-art R&D centre in the Netherlands, where over a hundred Indian engineers are stationed to develop better tyres. Earlier known primarily for its commercial vehicle tyres,

Apollo is putting in serious effort to increase its presence in the passenger car tyre segment. They will soon launch its Vredestein brand in India which caters to the high-performance and sports/supercar segment in several markets abroad. Apollo says the growth of the mass market has slowed down in India, but the high-end car segment is growing at double the rate. Vredestein has already made inroads of sorts with Audi’s Sportscar Experience. Audi India uses Vredestein tyres on its R8, RS5 and S4 for the Sportscar Experience held primarily at the Buddh International Circuit. A formal launch is in the offing and Apollo plans to compete with brands like Michelin and Pirelli in the luxury and ultra-high-performance car segment. They also launched a new tyre range, christened the 4G range in India. These don’t have anything to do with mobile internet speeds, but rather offer reduced tyre noise and optimum grip levels at high speeds, according to Apollo. We were taken to the Zandvoort circuit near Amsterdam which hosted Formula One races until 1985 and is an old yet revered circuit. We experienced the Aspire 4G in a BMW 328i, albeit driven by professional drivers. Tyre noise was noticeably low, and grip levels seemed impressive even when braking from 200 kmph. These

W-rated tyres are tested for up to 270 kmph and are available in 16- and 17-inch sizes. We drove the Mercedez Benz A-Class for a couple of laps on a part of the circuit, and the BMW 1 Series for a quick slalom run off it, both cars shod with the Alnac 4G. The Alnacs use an asymmetric design to reduce tyre noise. Available in 15- and 16-inch sizes, these are H and V rated for up to 210kmph and 240kmph, respectively. Next came a wet handling test in the Audi A3, once again with the Alnacs. This was the most comprehensive test as we got to accelerate and brake hard from as fast as 80-100 kmph on a wet surface, and then perform fast slalom runs in the wet. Grip levels were impressive. Apollo also launched the Amazer

4G, T-rated tyres for hatchbacks and entry-level sedans. These boast of longer life and impressive grip in typical Indian conditions. These however were not available for testing. Apollo also flew down over a 100 dealers from India, to give them an idea of the strides the company is making in the tyre market. One of their newest achievements is becoming OE suppliers to Volkswagen for its Passat sedan globally. They will also be supplying Indian-made tyres to Volkswagen for the Volkswagen Polo in Brazil. Apollo is quite clear about wanting to dominate the passenger car segment in the country, and all we can say is that when brands fight for space, it is the consumer who wins. We can look forward to tyres that we use daily getting better and better.

Shining bright Gulf Oil continues to keep growing despite the slowdown in the automotive market. Pradeb Biswas Mumbai

A

t a time when the automobile industry is experiencing its most difficult phase in a decade, one company continues to grow and surge ahead. Despite a massive decline in automobile sales across segments, Gulf Oil Corporation is aiming at two to three times the market growth rate. To achieve this, the automobile lubricants manufacturer intends to focus on improving distribution, launch innovative products and tie up with more OEMs. Ravi Chawla, President and CEO, Gulf Oil Corporation, said, “We continue to successfully maintain our growth momentum inspite of the slowdown. Earlier we were growing at almost three times the market rate but even last year was a challenge for us. The slowdown has not affected our production as we are still growing over the market rate.,” he added. Also there is the aftermarket to look at, the long drain lubricants are coming in, the growth in the range of volumes will be two to three percent overall. We have come down in terms of percentage but the momentum is

still two to three times the market growth. In terms of sales the lubricants market is worth around $4.85 billion. Gulf Oil Corporation has a seven percent market share in the automotive lubricants market. A Ken research report titled ‘India Lubricants Industry Outlook to 2017 - Focus on Automotive Lubricants and Transforming Channel from Retail PSU’s to Bazaar Trade’, found that the overall lubricants market recorded sales of $16,117 million in FY 2006. The report says that during the economic slowdown of 2010 the lubricants market witnessed a growth in sales by around 10.9 percent in 2010. It also states that the lubricants market has grown at 19 percent CAGR over the last six years. The study expects the country’s lubricants industry to grow at 12 percent CAGR in FY 2017. The study found that people are likely to spend more on lubricants owing to the increasing population of automobile owners as disposable incomes rise. The company claims to be a major player in the new generation diesel engine oil segment, and says its range of motorcycle oils have also been well received by consumers. “From the past four or five years we are trying to focus on certain segments like

the high-end commercial vehicle segment with our new generation diesel engine oils along with the motorcycle and car oil segments. These are the three focus areas for us. We continue to develop our initiatives, in ground distribution activities and activities concerning the consumers, the trade and the influencers,” added Chawla. Sticking to its strategy of launching innovative products, Gulf Oil Corporation launched the Formula GX last month which is an evolved version of its Gulf Formula G. The Gulf Formula GX is a fully synthetic passenger car oil which is intended for usage in the luxury car segment. This engine oil is globally approved by BMW, Volkswagen and Mercedes Benz. The company says that it is one of the best products in its portfolio and is approved by the European Automobile Manufacturer’s Association and adheres to American Petroleum Institute’s API SN Service Specification. “Synthetic oil is definitely a current trend among buyers who are automobile enthusiasts. But it does not offer much in terms of market share, which is around just four or five percent of the overall lubricants market. The fully synthetic market comprises of just one percent while the semi-synthetic makes up the rest. The market is growing as a lot of

Ravi Chawla, President and CEO, Gulf Oil Corporation.

cars under the warranty period are being filled with synthetic oil at the dealership level, also the warranty gets void in case non synthetic oil is used,” said Vamsi Krishna Valluri, Senior Product Manager, Gulf Oil Corporation. The company is increasing its distribution across the country along with its brand activities in the aftermarket and looking to tie up with more OEM’s. Currently Gulf Oil Corporation has tie ups with mainly commercial vehicle manufacturers. “We have one successful tie-up with Mahindra for certain engines from its three-wheeler range to the Bolero, and we have a product called Mahindra Extend,” added Chawla. “India is still a do-it-forme product market where the mechanic plays a role. So the involvement of consumers is less. Our strategy is to get into

rural markets and also get more into the modern trade. We will go along with modern concepts like retailing and explanation of products to consumers. But that would take some time in India unlike the western markets which are all do-it-yourself. Our strategy going forward includes involvement both at the retailer and the mechanic level with us hosting service camps and training for the mechanics,” added Chawla. Gulf Oil says its recently launched Formula GX will be a focus area for them in terms of marketing strategy going forward. The company also sees a lot of scope and growth potential in the diesel engine and petrol engine passenger cars. The company is currently registering good growth in Tamil Nadu in certain segments, and is also popular among buyers in the North market.


Auto Monitor

20 MAY 2013

I N N O VAT I O N

14

2013 Automotive Industry Perspective Innovation is more critical in the automotive industry today than ever before—and it is changing the balance between automakers and their suppliers.

T

he North American automotive industry has emerged from the recession in far better shape and more quickly than predicted. While overall sales volumes are lower than in the peak years of the mid-2000s, manufacturers and suppliers are healthier and stronger. Sales are exceeding expectations, costs are down, and the industry has established a much more stable platform for profitable growth. Here we will focus on how changes in the industry are affecting the environment for innovation, an enduring and critical component for success in the automotive sector. Right now, the automotive industry is in a phase of both rapid and broad technological innovation that spans several scientific disciplines—chemistry (batteries), materials science (lightweight materials), and consumer electronics (infotainment), to name a few. Given the span of innovation, it’s becoming exceedingly difficult and too costly for OEMs to “go deep” across all technologies. The industry will need to innovate rapidly in order to remain competitive in an ever-changing market, where the goals include hitting more stringent fuel economy standards, boosting the electronics in cars, developing common platforms around the globe, and attracting younger buyers. Doing this requires significant R&D dollars, both within OEMs and increasingly across a broader innovation landscape. Understanding this shift will confer real advantage to those that think strategically, act decisively, and execute their game plan. In the following sections, we frame the auto industry’s current challenges along three dimensions: the innovation environment, the changing role of OEMs and suppliers, and strategies for the future.

The innovation environment Technology has always played a central role in the auto industry. Recently, however, the pace and the complexity of technology development have increased. More than ever, advances are taking place in systems that have highly intricate linkages throughout the entire vehicle and rely on a wider variety of diverse disciplines. With numerous options and no clear winner, OEMs and suppliers are placing bets on a wide range of battery and component technologies. Some of these require step changes in development, such as designing and manufacturing automotive-scale advanced lithium-ion batteries for electrical vehicles. The addition of such a large onboard energy storage device in turn creates new requirements—like advanced thermal management techniques to maintain narrow temperature operating zones—as well as opportunities to leverage that electrical energy in new ways and improve overall vehicle performance. At the same time, the greater penetration of smart phones and tablets is leading consumers to

expect more advanced electronic content in their automobiles, and with much faster refresh cycles than have been typical in the industry. In addition to basic infotainment systems that provide vehicle information and entertainment options, more active driver-assistance technologies such as collision avoidance and autonomous parking are becoming the norm. Government policy also affects the development of new automotive technologies in the U.S. market. The new fuel efficiency standards, which take effect in 2017, will require automakers to reduce vehicle weight and drag— by incorporating new lightweight materials for auto body parts and internal components, for example. While lightweight materials such as high-strength steel and aluminum are likely to have a greater presence in the automobile, ultralightweight materials such as carbon fiber will also gain acceptance, as increased industry adoption drives scale that reduces the cost of such components to more competitive levels. Developing these materials requires partnerships between materials suppliers, OEMs, and component manufacturers. Government regulation will also be a key factor in alternative powertrains. For example, the means of calculating CAFE compliance for electric, plug-in hybrid, and flexible fuel vehicles, combined with the level and structure of subsidies for emerging powertrains and electric recharging infrastructure, w ill affect customer perceptions and economics substantially—and drive adoption of new technologies.

The changing role of OEMs and suppliers For decades, automotive innovation has revolved around the R&D centers of the major automakers and Tier One suppliers, with the largest OEMs making the most significant R&D investments. This model is changing: 1. OEMs can no longer afford to operate with such a broad technological agenda, and they must focus on some R&D priorities while dropping others. We can already see some apparent priorities across OEMs in their focus on new powertrain technologies (e.g., hybrid-electric, all-electric, or fuel-cell). 2. Major suppliers are filling the gap, making significant investments in key emerging technologies such as batteries, motors, and vehicle positioning and guidance. Because OEMs themselves are likely to control a narrower portion of R&D, the dynamics and choices they make regarding which areas to specialize in are critical and will determine their future success. These factors will inevitably lead to more technology partnerships with suppliers, such as Chrysler’s purchase of diesel engines for pickups from Cummins. The same principle applies to suppliers, which will shoulder a larger share of rising innovation costs as OEMs cede innova-

Creative innovations will be the demand for OEMs, suppliers and the industry alike.

tion in strategic ways. This will force suppliers to decide where to make technology bets—a process that requires real discipline in evaluating the likelihood of success for a new and innovative product and the probability that others are developing equivalent or superior technology. In some cases, outsiders to the automotive industry will emerge with very real competitive advantages. For example, in infotainment, consumer electronics companies have scale and expertise that OEMs and automotive electronics suppliers cannot match, and they offer product development cycles that are faster than those of automakers. Given those advantages, OEMs may choose to let CE makers take the lead in creating open-architecture systems compatible with consumer devices.

Strategies for the future All these complex, highly interactive changes spell opportunity. Winners in the North American auto industry five years from now will be those that develop a process for capitalizing on innovation from a wide range of sources—some proprietary and some open. They will need to manage the technology portfolio, evaluate scenarios (some of which may be highly uncertain), develop a better sense of market requirements, make selective bets, and adjust accordingly. Managing these investments and partnerships will be critical to their long-term success. Returns may take years to materialize, but companies that shortchange innovation today are ceding the future to rivals.

Implications for OEMs Vehicle OEMs will need to develop new ones in at least four ways: 1. Become experts at managing a broad, far-reaching, and active innovation network; this requires technological capabilities that historically have not resided inside automotive OEMs. 2. Focus internally on select technologies that are absolutely essential and must

remain proprietary. 3. Plan for and manage the inherent uncertainty associated with this new operating paradigm. First, to survive in an environment of dispersed technology development, OEMs must cultivate an active and creative extended network. Such an approach means striking a careful balance between reducing production costs through competitive sourcing incentives and partnering with the most technologically advanced entities, with an expectation that more adept partners will improve vehicle innovation. Second, OEMs will also need to make sure they are focusing their limited R&D spend in the areas where it is most critical and will have the most impact, hence incorporating a make-versusbuy discipline to technological innovation. For example, where does the OEM need to control the technology absolutely? Where does the supplier have the scale to advance technology much more effectively? Third, given the large number of technologies under development and the complexity surrounding their eventual adoption, OEMs need to continue to strengthen their ability to manage uncertainty. Finally, to maintain power in a shifting innovation environment, OEMs must retain and even strengthen their cross-system, vehicle integration expertise. Continuing to build this expertise will be essential to maintaining control and achieving high-level quality and reliability targets in an increasingly dispersed innovation environment. Ultimately, the OEM that gets this right has the highest probability of longterm success in the evolving general contracting/integrator operating model.

Implications for Suppliers In light of an expanding innovation role, suppliers may need to rethink their approach to contracting with OEMs and become more discerning in their evaluation of programs. For example, is there a clear path to recover costs

associated with serving OEMs in the long term? Is there a segmentation of sourcing relationships across vehicle OEMs that might warrant differential pricing and/ or tiered service choices? Finally, to improve the chance that their innovations will fit seamlessly and hence improve competitive positioning, suppliers will need to continue to expand their knowledge of the vehicle systems in which they play.

Industry-Wide Implications OEMs and suppliers alike will need to adapt their operating principles to allow for a more thoughtful and strategic approach. They must decide which technologies to focus on in a proprietary manner and how to develop them in a way that will increasingly, and with greater certainty, generate high returns on a growing investment in innovation. This requires an understanding of the technologies themselves, consumer preferences, and how to work within the complex new ecosystem of customers, partners, and suppliers. At the same time, companies must remain highly attuned to the role the government will play and closely monitor regulations that have the potential to shape automotive technologies. Finally, to transform the business to execute against these innovation objectives, companies will need to bolster capabilities through businesswide digitization, improving the cost fitness of the organization, and strengthening the program and product management systems designed to deliver the resultant product strategies. These are complex issues, but there is no turning back. In an era of rapid and accelerating technological advances, companies must build the superior innovation capabilities essential to success. Source: www.booz.com Writers: Scott Corwin, Brian Collie, Mike Beck, and Cheri Lantz


20 MAY 2013

NEWS

Auto Monitor

15

Dürr extends Eco+Paintshop at BMW Brilliance

I

n 2011 Dürr was commissioned to set up an environment-friendly automotive paint shop for BMW Brilliance in Shenyang, China. This year Dürr has already received a follow-on order from BMW Brilliance to increase production capacity. The extension of the installation to full nominal capacity has improved the energy consumption of the system to less than 500 kWh per vehicle. This figure is a third of what was common ten years ago. The energy-saving measures of Dürr and BMW are effective already in the pretreatment and electro-coating areas where RoDip M rotational dip coating (see pic) is used. It reduces the bath volume and therefore also the energy and chemical consumption. The new, second painting line also uses the fully-automated Integrated Paint Process

(IPP), which eliminates the need for a primer, and thus a drying phase as well. The spray booths are equipped with the EcoDryScrubber, the innovative dry separation system for overspray. This technolog y requires no water or chemicals. Recirculation of the process air results in a 60 percent energy saving in the spray booth. 65 painting lines around the world already produce or are currently being equipped with the EcoDryScrubber. As is the case with the first line, the paint is applied using 32 Dürr EcoRP E033 and EcoRP L133 painting robots. The compact design of the newgeneration EcoBell3 atomizer enables both the exterior as well as the interior to be painted with a single rotating atomizer. The other, already-installed tech nolog ies enabling environment-friendly, sustain-

Garmin launches four new PNDs

G

armin Corporation, a unit of Garmin Ltd., the global leader in satellite navigation, have launched four products in the Indian personal navigation device (PND) market – the nüvi 42LM, nüvi 52LM, nüvi 2460 LM and the nüvi 2568 LM. With these launches, Garmin now has the largest number of PNDs in the Indian market. The four devices are priced at `8,990, `9,990, `13,990 and `16,990, respectively. The launch comes exactly one year after the launch of the cheaper nüvi 40LM and nüvi 50LM devices. “With the launch of these devices we are ensuring that people get a world-class experience in navigation. Being a company which has reached a mark of selling more than 110 million products, we take it as our responsibility to constantly upgrade our products and this is an attempt in that direction,” said Tony An, Sales and Marketing Director, Garmin Corporation.

Device features The major features include the New Guidance User Interface which helps users in finding parking lots near their destination, and the photoReal Junction View which displays an actual picture of the traffic junction, where previous devices only provided an animation. Lane Assist for lane navigation, AdvancedHighway Mode for pinpointing highway exits, New House Search Algorithm for easier search, Text-to-speech which speaks street names in Indian English, Voice Guidance in Hindi and English, and Go To Office/ Go Home modes are the other features. Additionally, the devices provide information about tourist spots and places of historical interest. Garmin has also tied up with Zomato.com to provide extensive information on recreational facilities. Hindi, Indian English and nine Indian regional languages are supported.

The extension of the installation to full nominal capacity has improved the energy consumption of the system to less than 500 kWh per vehicle. This figure is a third of what was common ten years ago. able automotive painting will be adapted to the higher production capacity. These include heat recovery from the supply and exhaust air streams as well as the recovery of waste heat from the ovens with the help of waste heat boilers. As a further environmental protection measure, the exhaust air from the clear coat booth is purified before leaving the plant.

The RoDip M reduces bath volume and therefore, energy and chemical consumption.


Auto Monitor

If April 2013 sales are a sign of things to come, the automotive industry is in for a very tough year ahead. Last year, passenger car sales were down 6.7 percent, and if you think that was bad, think again because April 2013 saw a 10.4 percent drop in sales against the corresponding period last year. The only major car manufacturers who saw growth were Honda and Maruti. SUVs saw a major spike in demand in 2011-12, and enjoyed phenomenal growth. This year there are signs of consolidation in the SUV segment, it having grown a stable 4 percent. Mahindra, the largest player in the SUV segment, grew by over 30 percent last year, but is now in for a much slower growth rate. India’s largest UV manufacturer showed a 5.9 percent growth in the month of April. People movers haven’t done well either. Sales of the Ertiga fell in April causing Maruti’s MPV sales to fall 26 percent. The Ace and Magic Iris helped Tata Motors to grow by a robust 9.1 percent. Overall MPV sales were down 13.4 percent. Overall, passenger vehicle sales fell by 8.21 percent, from 2,27,037 units last year to 2,08,336 units this year. Luxury car manufacturers Audi, BMW, Mercedes, Jaguar-Land Rover and Porsche have stopped revealing sales figures. Passenger Cars

Fiat

2012-13 1,000

2013-14 391

Ford

7,019

3,944

GM

5,955

5,933

HM

78

407

HCIL

7,058

8,430

HMIL

35,000

32,364

Two-Wheelers

Commercial Vehicles

Passenger Vehicles

OEMs

20 MAY 2013

S A L E S A N A LY S I S

16

-60.90%

Commercial vehicle sales grew a miniscule 0.75 percent. The silver lining being that Tata Motors, the country’s largest commercial vehicle manufacturer, is in the positive after a poor year in the M&HCV segment. Every other M&HCV manufacturer is in the red. The segment overall fell 6.7 percent this month as a result. The LCV segment has done well growing at a steady 4.8 percent. Mahindra, the country’s second largest LCV manufacturer, posted a 13.9 percent rise in sales in March. Ashok Leyland had a bad month, showing reds in both the LCV and the M&HCV segment. In the three-wheeler segment, Bajaj and Piaggio are off to a good start growing at 13.4 and 12.9 percent respectively. Atul Auto has not performed as well as it was doing last year, posting low single-digit growth. The three-wheeler segment grew overall by 7.2 percent with similar rises in the passenger and the goods carrier segment.

LCVs (PC+GC) OEMs

2012-13

2013-14

ALL

2,218

1,882

Force

1,537

1,743

15

14

M&M

10,582

12,055

MNAL

599

431

Piaggio

400

421

Swaraj

189

306

19,863

20,177

917

1,039

HM

-43.81% -0.37%

In two-wheelers, the first month indicates another year of good growth for the scooter segment, helping the twowheeler segment stay healthy overall. Scooter sales grew by 14.7 percent from 227,924 units in 2012 to 261,475 units in 2013. Hero MotoCorp is showing promise in the scooter segment with a impressive 37.7 percent rise in sales. Honda scooters have done well too, selling 1.33 lakh units, 15.5 percent more than the previous year. Suzuki and TVS haven’t had a good start to the year, falling 13.2 and 12.5 percent, respectively. Yamaha and Piaggio are off to a good start while Mahindra scooters have become the smallest player in the segment. Honda’s growth in the motorcycle segment is hitting express pace growing at 48.8 percent over the corresponding period last year. While Honda has become the biggest gainer, Hero is turning out to be the biggest loser as a result. The largest two-wheeler manufacturer in the world slipped 12.5 percent in April. Bajaj sales have fallen flat, with the new Pulsar faring poorly due to its product positioning. Royal Enfield’s recent capacity expansion is helping the popular brand cater to the high demand. TVS has lost a large chunk of market share, falling 5.53 percent in April 2013 compared to the same period last year.

-15.15% 13.40%

Scooter/Scooterettees OEMs

-6.67% 13.92%

2012-13

2013-14

HML

40,354

55,573

HMSI

1,15,846

1,33,769

421.79%

IYM

-

10,219

10,191

4,366

802

4,580

5.25% 61.90%

19.44% -7.53%

Tata

-62.06% M&M

1,497

VECV - Eicher

568

MSIL

72,939

76,509

Nissan

3,460

1,221

Renault

589

942

Skoda

3,031

1,890

Tata

18,610

8,918

TKM

6,505

4,706

VW

5,613

4,566

4.89%

Total

36,320

Piaggio

13.30% 4.81%

Force

380

OEMs

2012-13

2013-14

-27.66%

ALL

5,494

4,570

-18.65%

AMW

602

529

-52.08%

MNAL

-26.58% -67.58%

182

59

GM

1,966

2,263

HM

187

113

HCIL

17

58

15.11%

70

39

ICML

52

-

M&M

19,057

20,180

MSIL

5,593

5,318

Nissan

7 26

5,372

Skoda

75

44

Tata TKM

Total

3,523

241.18%

429

273

420

414

Tata

9,829

10,002

VECV - Eicher

3,046

2,727

-16.82%

OEMs

-12.13%

BAL

-36.36%

HDMC

2,519

7,873

4,301

39,008

40,563

-1.43%

60

39

Volvo Buses

57

56

Total

19,937

18,610

M&M

2472 11,723 5,480

157.14% 20561.54% -41.33% -28.50% -45.37% 3.99%

19,675

2359 8,696 9.11%

5,979

17,034

136 4,32,657

HMSI

77,665

1,15,536

IYM

26,944

25,708

-

991

RE

8,692

12,368

SMIL

2,637

5,236

-0.19% 7.09% -12.50%

48.76% -4.59%

42.29%

TVS

-6.66%

50,842

51,419

8,61,608

8,43,889

1.13% -2.06%

Mopeds/Electric

OEMs

2012-13

2013-14

Atul

2,182

2,250

Bajaj

12,352

14,011

M&M

4,659

4,036

Piaggio

11,100

12,526

Scooters

749

818

1,002

707

32,044

34,348

TVS

2013-14

-13.42%

Total

-1.75%

OEMs

-4.92%

-4.57%

Tata

1,99,838

127

M&M 2W*

3-Wheelers (PC+GC) 5.89%

-25.82% Maruti

-10.47%

-44.29%

Total

2012-13

2,00,228

2013-14

1.76%

-35.00%

VECV - Volvo

2012-13

-100.00%

MPV OEMs

14.72%

2,61,475

4,94,473

HML

Total

18

Renault

-12.45%

2,27,924

98.56%

-39.57%

HMIL

-13.17%

28,659

Motorcycles/StepThroughs

2013-14

Ford

24,309

32,736

M&HCVs (PC+GC)

1,50,789

279

27,995

TVS

59.93%

Swaraj

2012-13

-57.16%

SMIL

Total

UV OEMs

15.47%

471.07%

1.58%

38,068

-10.43%

1,68,354

M&M 2W

-64.71%

-37.64%

Total

37.71%

-28.05%

2012-13

2013-14

3.12% TVS

13.43% -13.37%

Total

67,582

62,716

7.20%

67,582

62,716

7.20%

12.85% 9.21% -29.44%

7.19%

*

BMW, Mercedes, Audi, Jaguar Land Rover and Porsche monthly data not available ** Figures from Jan-March 2013 *** Data not available since August 2008 onwards


20 MAY 2013

Auto Monitor

NEWS

17

Continental hands over PRORETA research vehicle to TU Darmstadt

C

ontinental has handed over its research vehicle to Technische Un iversität ( T U ), Darmstadt, bringing the PRORETA project into its second phase. As part of the third collaborative PRORETA research project, TU Darmstadt and the international automotive supplier have been working for around two years on an integrated driver assistance concept for avoiding accidents and mitigating the consequences of accidents in urban traffic scenarios. In addition to researching new advanced driver assistance systems, the ones that are already available are being interlinked and functional synergies are being exploited. With regard to the interaction between system and driver, new and more powerful human-machine interfaces are being looked into. The concept

Camera checks if driver’s eyes are directed at a potentially dangerous situation.

LED strip recognizes driver distraction and redirects the driver’s attention.

face. The Halo is interlinked with both the interior infrared camera and various driver assistance systems. This forms the core element of a humanmachine interface designed to direct the driver’s attention to hazards around the vehicle depending on the surround-

is based on a modular system architecture. After the jointly developed concept was incorporated into a Continental research vehicle, the second phase of the project will now focus on practical testing: the goal is to demonstrate the effectiveness of the concept under real-life driving conditions. The project will run until autumn 2014.

Individual assistance systems are interlinked “In complex traffic scenarios such as urban traffic, it can be especially difficult to identify hazards and respond appropriately to a given situation”, said Dr. Peter Rieth, Senior Vice President of Systems & Technology in Continental’s Chassis & Safety Division. This is where PRORETA 3 comes in. During the first phase of the project, the researchers developed a high-performance system architecture and more powerful functions for perceiving vehicle surroundings by interlinking various advanced driver assistance systems. “To date, assistance systems such as Lane Keeping Assistant or collision warning have functioned as independent systems within the vehicle. By interlinking them, we can make optimum use of the existing sensor infrastructure in the vehicle”, said Professor Hermann Winner, head of the Fahrzeugtechnik institute at TU Darmstadt and PRORETA 3 project manager. To monitor the area around the vehicle, the research vehicle uses a production-ready sensor system fitted with a stereo camera and a long-range radar sensor at the front, and four short-range radar sensors for monitoring the side and rear of the vehicle.

Improved human-machine interface and safety corridor Based on this system of sensors, the researchers at TU Darmstadt have created the concept of a ‘safety corridor’. If the vehicle strays outside the safety corridor due to the driver making an error or being distracted, for instance, the driver is alerted and assisted where necessary through active system intervention with steering and braking. “In complex urban traffic scenarios, the interaction between driver and assistance system must be optimized so that the driver understands the instructions intuitively and can respond accordingly”, said Dr. Peter Rieth. PRORETA 3 has therefore involved the testing of various concepts that also include information about the driver’s behavior. The research vehicle is equipped with an interior infrared camera which identifies the direction in which the driver is looking. The vehicle then knows if the driver is looking at the road ahead or somewhere else. Further information is provided by the way in which the driver operates the steering wheel, accelerator and brake pedal, while the driver assistance systems provide data on the level of risk. Together with an intelligent accelerator pedal that can communicate with the driver by exerting counterpressure or vibrating, and acoustic signals, the LED strip light known as Halo, Greek for ‘light ring’, also forms a key part of the human-machine inter-

ings, and driver status in cases where a hazard is detected outside the driver’s field of vision. In this case, an early warning can be issued and the driver can then respond accordingly. If the hazard is within the driver’s field of vision, then only an acute alert is issued. If the driver is visual-

ly distracted, a warning can be issued if the situation has not yet become critical. The Halo covers the entire vehicle interior and can be illuminated in various colors to reflect the different levels of urgency. The driver perceives this peripherally and his attention is almost intuitively drawn back in the right direction. Within the safety corridor, partially automated driving is also possible with the aid of a longitudinal and lateral guidance system – the system can perform certain driving maneuvers independently, thereby supporting and relieving the stress on the driver.

PRORETA – a collaborative research project with a long-standing tradition Da r mstadt Te c h n ic a l University and Continental’s Chassis & Safety Division have been working on joint research projects since the 1980s. The first PRORETA project (2002-2006) examined emergency braking and steer assistance when traffic ahead is moving or stationary. PRORETA 2 (2006-2009) focused on an overtaking assistant involving oncoming vehicles. PRORETA 3 involves automotive engineering, ergonomics, control theory & robotics, and control engineering and mechatronics.


Auto Monitor

20 MAY 2013

N O R T H A M E R I C A N A S S E M B LY

18

AUTOFACTS Global Automotive Outlook PricewaterhouseCoopers LLP

North America Assembly Tracking 3-2013 (Tracking by Brand & Nameplate) March 2013 Ownership Org/

Last 3 Months

Year to Date

YOY

Assembly

YOY

Brand & Nameplate

Volume

% Chg

Share %

Share Chg

AutoAlliance International (USA)

-

-100.0%

-

(-1.1)

-

-100.0%

-

(-1.1)

-

-100.0%

-

(-1.1)

Ford Mustang

-

-100.0%

-

(-0.6)

-

-100.0%

-

(-0.6)

-

-100.0%

-

(-0.6)

Mazda Mazda6

-

-100.0%

-

(-0.5)

-

-100.0%

-

(-0.5)

-

-100.0%

-

(-0.5)

BMW (Germany)

29,335

1.0%

2.1%

0.1

86,831

7.9%

2.2%

0.1

86,831

7.9%

2.2%

BMW X3

13,730

-0.2%

1.0%

0

40,641

7.2%

1.0%

0.1

40,641

7.2%

1.0%

0.1

BMW X5

12,759

16.2%

0.9%

0.1

37,766

25.3%

0.9%

0.2

37,766

25.3%

0.9%

0.2

BMW X6

2,846

-34.2%

0.2%

(-0.1)

8,424

-32.0%

0.2%

(-0.1)

8,424

-32.0%

0.2%

(-0.1)

Chrysler Group LLC (USA)

2,08,043

-5.5%

15.0%

(-0.5)

5,68,905

-5.7%

14.1%

(-1.1)

5,68,905

-5.7%

14.1%

(-1.1)

Volume

YOY

Assembly

YOY

% Chg

Share %

Share Chg

Volume

YOY

Assembly

YOY

% Chg

Share %

Share Chg

0.1

Chrysler 200

15,130

19.4%

1.1%

0.2

36,021

10.8%

0.9%

0.1

36,021

10.8%

0.9%

0.1

Chrysler 300

3,858

-48.4%

0.3%

(-0.2)

16,340

-26.6%

0.4%

(-0.2)

16,340

-26.6%

0.4%

(-0.2)

Chrysler Town & Country

12,425

22.9%

0.9%

0.2

27,364

4.1%

0.7%

0

27,364

4.1%

0.7%

0

Dodge Avenger

11,592

30.9%

0.8%

0.2

35,579

49.0%

0.9%

0.3

35,579

49.0%

0.9%

0.3

Dodge Caravan

14,387

-19.3%

1.0%

(-0.2)

36,177

-25.5%

0.9%

(-0.3)

36,177

-25.5%

0.9%

(-0.3)

Dodge Challenger

5,462

19.0%

0.4%

0.1

15,109

25.6%

0.4%

0.1

15,109

25.6%

0.4%

0.1

Dodge Charger

10,772

19.2%

0.8%

0.1

29,919

20.0%

0.7%

0.1

29,919

20.0%

0.7%

0.1

Dodge Dart

11,345

-

0.8%

0.8

25,148

-

0.6%

0.6

25,148

-

0.6%

0.6

Dodge Durango

6,773

48.2%

0.5%

0.2

15,757

45.8%

0.4%

0.1

15,757

45.8%

0.4%

0.1

Dodge Journey

12,786

-2.2%

0.9%

(-0.0)

34,513

2.7%

0.9%

0

34,513

2.7%

0.9%

0

Fiat 500

5,740

-17.7%

0.4%

(-0.1)

14,410

-25.1%

0.4%

(-0.1)

14,410

-25.1%

0.4%

(-0.1) (-0.2)

Fiat Freemont

1,743

-59.3%

0.1%

(-0.2)

9,364

-38.7%

0.2%

(-0.2)

9,364

-38.7%

0.2%

Jeep Compass

9,810

-30.2%

0.7%

(-0.3)

31,278

-10.9%

0.8%

(-0.1)

31,278

-10.9%

0.8%

(-0.1)

Jeep Grand Cherokee

22,781

5.9%

1.6%

0.1

55,441

-11.4%

1.4%

(-0.2)

55,441

-11.4%

1.4%

(-0.2)

Jeep Liberty

-

-100.0%

-

(-0.7)

-

-100.0%

-

(-0.8)

-

-100.0%

-

(-0.8)

Jeep Patriot

8,074

-34.2%

0.6%

(-0.3)

25,190

-29.5%

0.6%

(-0.3)

25,190

-29.5%

0.6%

(-0.3)

Jeep Wrangler

5,933

-19.1%

0.4%

(-0.1)

17,608

-11.8%

0.4%

(-0.1)

17,608

-11.8%

0.4%

(-0.1)

Jeep Wrangler Unlimited

10,805

-4.8%

0.8%

(-0.0)

34,583

11.0%

0.9%

0.1

34,583

11.0%

0.9%

0.1

Lancia Flavia

-

-100.0%

-

(-0.0)

369

31.3%

0.0%

0

369

31.3%

0.0%

0

Lancia Grand Voyager

384

-59.6%

0.0%

(-0.0)

1,627

-14.3%

0.0%

(-0.0)

1,627

-14.3%

0.0%

(-0.0)

Lancia Thema

429

21350.0%

0.0%

0

878

-4.0%

0.0%

(-0.0)

878

-4.0%

0.0%

(-0.0)

Ram Cargo Van

441

-58.3%

0.0%

(-0.0)

1,910

-36.2%

0.0%

(-0.0)

1,910

-36.2%

0.0%

(-0.0)

Ram Pickup

37,228

-8.4%

2.7%

(-0.2)

1,04,134

-4.1%

2.6%

(-0.2)

1,04,134

-4.1%

2.6%

(-0.2)

SRT Viper

145

-

0.0%

0

186

-

0.0%

0

186

-

0.0%

0

Chrysler Group LLC (USA)

2,08,043

-5.5%

15.0%

(-0.5)

5,68,905

-5.7%

14.1%

(-1.1)

5,68,905

-5.7%

14.1%

(-1.1) (-0.1)

Volkswagen Routan

-

-100.0%

-

(-0.1)

-

-100.0%

-

(-0.1)

-

-100.0%

-

Daimler AG (Germany)

16,512

-1.1%

1.2%

0

51,556

7.0%

1.3%

0.1

51,556

7.0%

1.3%

0.1

Freightliner Sprinter

174

-79.5%

0.0%

(-0.0)

526

-78.3%

0.0%

(-0.0)

526

-78.3%

0.0%

(-0.0)

Mercedes-Benz GL-Class

5,080

44.3%

0.4%

0.1

17,357

69.5%

0.4%

0.2

17,357

69.5%

0.4%

0.2

Mercedes-Benz GL-Class AMG

26

-

0.0%

0

88

-

0.0%

0

88

-

0.0%

0

Mercedes-Benz M-Class

9,407

-10.5%

0.7%

(-0.1)

28,990

-5.2%

0.7%

(-0.1)

28,990

-5.2%

0.7%

(-0.1)

Mercedes-Benz M-Class AMG

47

-11.3%

0.0%

(-0.0)

145

-5.2%

0.0%

(-0.0)

145

-5.2%

0.0%

(-0.0)

Mercedes-Benz R-Class

450

-74.4%

0.0%

(-0.1)

1,047

-78.1%

0.0%

(-0.1)

1,047

-78.1%

0.0%

(-0.1)

Mercedes-Benz Sprinter

1,328

-

0.1%

0.1

3,403

-

0.1%

0.1

3,403

-

0.1%

0.1

Ford Motor Company (USA)

2,65,330

12.8%

19.1%

2.5

7,80,395

20.0%

19.4%

2.9

7,80,395

20.0%

19.4%

2.9

Ford C-MAX

4,973

-

0.4%

0.4

13,336

28274.5%

0.3%

0.3

13,336

28274.5%

0.3%

0.3

Ford Edge

16,635

27.6%

1.2%

0.3

49,804

16.9%

1.2%

0.2

49,804

16.9%

1.2%

0.2

Ford Escape

33,714

8.0%

2.4%

0.2

98,256

12.5%

2.4%

0.2

98,256

12.5%

2.4%

0.2

Ford E-Series

11,978

-23.5%

0.9%

(-0.2)

33,634

-10.4%

0.8%

(-0.1)

33,634

-10.4%

0.8%

(-0.1)

Ford Expedition

5,650

-13.0%

0.4%

(-0.1)

18,148

6.7%

0.5%

0

18,148

6.7%

0.5%

0

Ford Explorer

19,851

0.1%

1.4%

0

59,156

22.2%

1.5%

0.2

59,156

22.2%

1.5%

0.2

Ford Fiesta

11,737

-5.1%

0.8%

(-0.0)

36,456

5.2%

0.9%

0

36,456

5.2%

0.9%

0

Ford Flex

2,917

7.1%

0.2%

0

8,871

8.5%

0.2%

0

8,871

8.5%

0.2%

0

Ford Focus

25,724

24.8%

1.9%

0.4

76,687

26.5%

1.9%

0.4

76,687

26.5%

1.9%

0.4

Ford F-Series

79,641

19.9%

5.7%

1.1

2,31,607

18.0%

5.8%

0.8

2,31,607

18.0%

5.8%

0.8

Ford Fusion

25,654

-15.1%

1.9%

(-0.3)

78,708

10.2%

2.0%

0.2

78,708

10.2%

2.0%

0.2

Ford Mustang

9,549

-

0.7%

0.7

24,946

-

0.6%

0.6

24,946

-

0.6%

0.6

Ford Taurus

8,658

-0.3%

0.6%

0

24,788

13.4%

0.6%

0.1

24,788

13.4%

0.6%

0.1

Lincoln Mark LT

65

150.0%

0.0%

0

127

98.4%

0.0%

0

127

98.4%

0.0%

0

Lincoln MKS

820

-47.6%

0.1%

(-0.1)

2,641

-31.2%

0.1%

(-0.0)

2,641

-31.2%

0.1%

(-0.0)

Lincoln MKT

472

-19.7%

0.0%

(-0.0)

1,673

-22.7%

0.0%

(-0.0)

1,673

-22.7%

0.0%

(-0.0)

Lincoln MKX

1,284

-35.5%

0.1%

(-0.0)

5,854

-22.4%

0.1%

(-0.0)

5,854

-22.4%

0.1%

(-0.0)

Lincoln MKZ

5,058

64.2%

0.4%

0.1

13,448

54.8%

0.3%

0.1

13,448

54.8%

0.3%

0.1

Lincoln Navigator

950

22.7%

0.1%

0

2,255

-4.7%

0.1%

(-0.0)

2,255

-4.7%

0.1%

(-0.0) (-0.2)

Fuji Heavy Industries (Japan)

24,660

-10.2%

1.8%

(-0.2)

73,573

-8.0%

1.8%

(-0.2)

73,573

-8.0%

1.8%

Subaru Legacy

3,833

-29.5%

0.3%

(-0.1)

12,727

-18.0%

0.3%

(-0.1)

12,727

-18.0%

0.3%

(-0.1)

Subaru Outback

12,468

0.8%

0.9%

0

35,923

-1.3%

0.9%

(-0.0)

35,923

-1.3%

0.9%

(-0.0)

Fuji Heavy Industries (Japan)

24,660

-10.2%

1.8%

(-0.2)

73,573

-8.0%

1.8%

(-0.2)

73,573

-8.0%

1.8%

(-0.2)

Subaru Tribeca

293

-22.9%

0.0%

(-0.0)

721

-37.5%

0.0%

(-0.0)

721

-37.5%

0.0%

(-0.0)

Toyota Camry

8,066

-13.0%

0.6%

(-0.1)

24,202

-10.1%

0.6%

(-0.1)

24,202

-10.1%

0.6%

(-0.1)

General Motors Company (USA)

2,79,250

-10.3%

20.1%

(-1.8)

8,07,893

-6.3%

20.1%

(-1.7)

8,07,893

-6.3%

20.1%

(-1.7)

Buick Enclave

5,369

-15.3%

0.4%

(-0.1)

15,299

-12.5%

0.4%

(-0.1)

15,299

-12.5%

0.4%

(-0.1)

Buick LaCrosse

3,471

-44.9%

0.3%

(-0.2)

11,336

-17.7%

0.3%

(-0.1)

11,336

-17.7%

0.3%

(-0.1)

Buick Regal

1,701

24.8%

0.1%

0

4,997

4.2%

0.1%

0

4,997

4.2%

0.1%

0

Buick Verano

4,461

-10.3%

0.3%

(-0.0)

13,320

-5.1%

0.3%

(-0.0)

13,320

-5.1%

0.3%

(-0.0)

Cadillac ATS

3,760

-

0.3%

0.3

9,591

-

0.2%

0.2

9,591

-

0.2%

0.2

Cadillac CTS

4,256

-19.5%

0.3%

(-0.1)

7,242

-51.0%

0.2%

(-0.2)

7,242

-51.0%

0.2%

(-0.2)

Cadillac Escalade

1,593

40.5%

0.1%

0

2,871

-22.8%

0.1%

(-0.0)

2,871

-22.8%

0.1%

(-0.0)

Cadillac Escalade ESV

1,077

67.2%

0.1%

0

1,761

-5.0%

0.0%

(-0.0)

1,761

-5.0%

0.0%

(-0.0)

Cadillac Escalade EXT

441

80.0%

0.0%

0

1,167

84.7%

0.0%

0

1,167

84.7%

0.0%

0

Cadillac SRX

6,442

-16.0%

0.5%

(-0.1)

17,844

-22.2%

0.4%

(-0.1)

17,844

-22.2%

0.4%

(-0.1)

Cadillac XTS

4,164

-

0.3%

0.3

9,879

-

0.2%

0.2

9,879

-

0.2%

0.2

Chevrolet Avalanche

3,205

53.2%

0.2%

0.1

10,275

60.8%

0.3%

0.1

10,275

60.8%

0.3%

0.1

Chevrolet Aveo

6,203

-13.8%

0.4%

(-0.1)

19,796

-5.3%

0.5%

(-0.0)

19,796

-5.3%

0.5%

(-0.0) (-0.1)

Chevrolet Camaro

3,984

-44.9%

0.3%

(-0.2)

20,111

-18.5%

0.5%

(-0.1)

20,111

-18.5%

0.5%

Chevrolet Captiva

5,436

-2.2%

0.4%

(-0.0)

14,719

4.6%

0.4%

0

14,719

4.6%

0.4%

Chevrolet Colorado

-

-100.0%

-

(-0.3)

-

-100.0%

-

(-0.3)

-

-100.0%

-

0 (-0.3)


20 MAY 2013

Auto Monitor

N O R T H A M E R I C A N A S S E M B LY March 2013 YOY % Chg

Assembly Share %

19

Last 3 Months

Ownership Org/ Brand & Nameplate

YOY Share Chg

Volume

Chevrolet Corvette

-

-100.0%

-

(-0.1)

Chevrolet Cruze

24,616

-7.1%

1.8%

(-0.1)

Year to Date

YOY % Chg

Assembly Share %

YOY Share Chg

3,155

-5.6%

0.1%

(-0.0)

3,155

-5.6%

0.1%

(-0.0)

70,683

-7.2%

1.8%

(-0.2)

70,683

-7.2%

1.8%

(-0.2) (-0.0)

Volume

Volume

YOY % Chg

Assembly Share %

YOY Share Chg

Chevrolet Equinox

21,888

-7.8%

1.6%

(-0.1)

68,001

0.0%

1.7%

(-0.0)

68,001

0.0%

1.7%

Chevrolet Express

7,874

-1.0%

0.6%

0

18,241

-11.7%

0.5%

(-0.1)

18,241

-11.7%

0.5%

(-0.1)

Chevrolet Impala

14,760

-15.7%

1.1%

(-0.2)

42,248

-15.8%

1.1%

(-0.2)

42,248

-15.8%

1.1%

(-0.2)

Chevrolet Malibu

13,130

-39.2%

0.9%

(-0.6)

42,787

-35.1%

1.1%

(-0.6)

42,787

-35.1%

1.1%

(-0.6)

Chevrolet Silverado

47,889

-14.7%

3.5%

(-0.5)

1,48,324

0.6%

3.7%

(-0.0)

1,48,324

0.6%

3.7%

(-0.0)

Chevrolet Sonic

11,383

25.9%

0.8%

0.2

36,318

40.4%

0.9%

0.2

36,318

40.4%

0.9%

0.2

Chevrolet Suburban

4,629

-22.9%

0.3%

(-0.1)

9,013

-43.0%

0.2%

(-0.2)

9,013

-43.0%

0.2%

(-0.2)

Chevrolet Tahoe

11,325

-2.8%

0.8%

(-0.0)

20,878

-31.9%

0.5%

(-0.3)

20,878

-31.9%

0.5%

(-0.3)

Chevrolet Traverse

7,923

-11.0%

0.6%

(-0.1)

23,973

0.4%

0.6%

(-0.0)

23,973

0.4%

0.6%

(-0.0)

Chevrolet Trax

3,399

-

0.2%

0.2

11,394

-

0.3%

0.3

11,394

-

0.3%

0.3

Chevrolet Volt

2,744

131.4%

0.2%

0.1

8,924

152.6%

0.2%

0.1

8,924

152.6%

0.2%

0.1

General Motors Company (USA)

2,79,250

-10.3%

20.1%

(-1.8)

8,07,893

-6.3%

20.1%

(-1.7)

8,07,893

-6.3%

20.1%

(-1.7)

GMC Acadia

10,239

23.3%

0.7%

0.2

31,037

39.3%

0.8%

0.2

31,037

39.3%

0.8%

GMC Canyon

-

-100.0%

-

(-0.1)

-

-100.0%

-

(-0.1)

-

-100.0%

-

0.2

GMC Savana

2,291

-37.2%

0.2%

(-0.1)

4,816

-47.0%

0.1%

(-0.1)

4,816

-47.0%

0.1%

(-0.1)

GMC Sierra Pickups

21,356

-13.9%

1.5%

(-0.2)

63,392

0.6%

1.6%

(-0.0)

63,392

0.6%

1.6%

(-0.0)

GMC Terrain

10,661

-10.3%

0.8%

(-0.1)

29,618

-12.6%

0.7%

(-0.1)

29,618

-12.6%

0.7%

(-0.1)

GMC Yukon

4,253

-21.4%

0.3%

(-0.1)

8,646

-41.2%

0.2%

(-0.2)

8,646

-41.2%

0.2%

(-0.2)

GMC Yukon XL

3,136

0.1%

0.2%

0

5,937

-36.0%

0.1%

(-0.1)

5,937

-36.0%

0.1%

(-0.1)

Holden Volt

28

-

0.0%

0

95

-

0.0%

0

95

-

0.0%

0

Opel-Vauxhall Ampera

163

-87.4%

0.0%

(-0.1)

205

-92.7%

0.0%

(-0.1)

205

-92.7%

0.0%

(-0.1) (-0.3)

(-0.1)

Honda Motor Company (Japan)

1,50,823

-5.0%

10.9%

(-0.3)

4,56,324

-0.9%

11.3%

(-0.3)

4,56,324

-0.9%

11.3%

Acura ILX

91

-

0.0%

0

1,713

-

0.0%

0

1,713

-

0.0%

0

Acura MDX

2,521

-65.0%

0.2%

(-0.3)

6,482

-67.7%

0.2%

(-0.3)

6,482

-67.7%

0.2%

(-0.3)

Acura RDX

5,280

175.0%

0.4%

0.2

15,847

691.6%

0.4%

0.3

15,847

691.6%

0.4%

0.3

Acura TL

4,822

29.6%

0.3%

0.1

12,445

-7.4%

0.3%

(-0.0)

12,445

-7.4%

0.3%

(-0.0) (-0.0)

Acura ZDX

61

-44.0%

0.0%

(-0.0)

181

-45.5%

0.0%

(-0.0)

181

-45.5%

0.0%

Honda Accord

36,122

-5.6%

2.6%

(-0.1)

1,14,489

3.9%

2.8%

0.1

1,14,489

3.9%

2.8%

0.1

Honda Civic

41,641

-3.0%

3.0%

(-0.0)

1,23,394

-3.3%

3.1%

(-0.2)

1,23,394

-3.3%

3.1%

(-0.2)

Honda Crosstour

898

-66.0%

0.1%

(-0.1)

3,906

-49.3%

0.1%

(-0.1)

3,906

-49.3%

0.1%

(-0.1)

Honda CR-V

32,081

-1.3%

2.3%

0

95,450

6.7%

2.4%

0.1

95,450

6.7%

2.4%

0.1

Honda Odyssey

11,380

-20.4%

0.8%

(-0.2)

33,404

-25.3%

0.8%

(-0.3)

33,404

-25.3%

0.8%

(-0.3)

Honda Pilot

13,530

-4.2%

1.0%

(-0.0)

42,090

4.0%

1.0%

0

42,090

4.0%

1.0%

0

Honda Ridgeline

2,396

142.3%

0.2%

0.1

6,923

65.9%

0.2%

0.1

6,923

65.9%

0.2%

0.1

Hyundai Motor Company (South Korea)

65,247

16.6%

4.7%

0.8

1,94,652

13.8%

4.8%

0.5

1,94,652

13.8%

4.8%

0.5

Hyundai Elantra/i30

17,145

53.3%

1.2%

0.4

48,399

62.3%

1.2%

0.4

48,399

62.3%

1.2%

Hyundai Santa Fe

-

-100.0%

-

(-0.5)

-

-100.0%

-

(-0.6)

-

-100.0%

-

0.4 (-0.6)

Hyundai Santa Fe/ix45

8,224

-

0.6%

0.6

25,564

-

0.6%

0.6

25,564

-

0.6%

0.6

Hyundai Sonata/i40

17,258

-6.9%

1.2%

(-0.1)

53,061

-8.6%

1.3%

(-0.1)

53,061

-8.6%

1.3%

(-0.1)

Kia Optima

10,780

7.7%

0.8%

0.1

35,390

21.8%

0.9%

0.1

35,390

21.8%

0.9%

0.1

Kia Sorento

11,840

33.6%

0.9%

0.2

32,238

8.8%

0.8%

0.1

32,238

8.8%

0.8%

0.1

Mitsubishi Motors Corp (Japan)

4,753

256.0%

0.3%

0.2

16,736

184.8%

0.4%

0.3

16,736

184.8%

0.4%

Mitsubishi Galant

-

-100.0%

-

(-0.1)

-

-100.0%

-

(-0.1)

-

-100.0%

-

0.3

Mitsubishi Outlander Sport

4,753

-

0.3%

0.3

16,736

-

0.4%

0.4

16,736

-

0.4%

0.4

Nissan Motor (Japan)

1,26,207

6.5%

9.1%

0.7

3,64,757

5.9%

9.1%

0.4

3,64,757

5.9%

9.1%

0.4

(-0.1)

Infiniti JX Series

3,807

30.3%

0.3%

0.1

11,651

252.4%

0.3%

0.2

11,651

252.4%

0.3%

0.2

Nissan Altima

36,970

18.7%

2.7%

0.5

1,00,374

11.6%

2.5%

0.2

1,00,374

11.6%

2.5%

0.2

Nissan Armada

632

-69.7%

0.0%

(-0.1)

1,871

-70.5%

0.0%

(-0.1)

1,871

-70.5%

0.0%

(-0.1)

Nissan Frontier

8,137

-7.3%

0.6%

(-0.0)

19,697

-9.2%

0.5%

(-0.1)

19,697

-9.2%

0.5%

(-0.1)

Nissan Leaf

2,475

-

0.2%

0.2

6,824

-

0.2%

0.2

6,824

-

0.2%

0.2

Nissan March

4,904

-19.5%

0.4%

(-0.1)

10,519

-52.0%

0.3%

(-0.3)

10,519

-52.0%

0.3%

(-0.3)

Nissan Maxima

3,257

-51.7%

0.2%

(-0.2)

11,743

-42.8%

0.3%

(-0.2)

11,743

-42.8%

0.3%

(-0.2)

Nissan NV200

1,118

-

0.1%

0.1

1,491

-

0.0%

0

1,491

-

0.0%

0

Nissan NV-Series

1,053

156.2%

0.1%

0

2,763

27.2%

0.1%

0

2,763

27.2%

0.1%

0

Nissan Pathfinder

11,881

392.4%

0.9%

0.7

31,725

312.4%

0.8%

0.6

31,725

312.4%

0.8%

0.6

Nissan Pickup

11,130

46.2%

0.8%

0.3

26,898

38.3%

0.7%

0.2

26,898

38.3%

0.7%

0.2

Nissan Sentra

12,001

1.9%

0.9%

0

48,358

29.1%

1.2%

0.3

48,358

29.1%

1.2%

0.3

Nissan Tiida

2,988

-81.1%

0.2%

(-0.9)

12,995

-71.7%

0.3%

(-0.8)

12,995

-71.7%

0.3%

(-0.8)

Nissan Titan

759

-68.7%

0.1%

(-0.1)

1,672

-77.2%

0.0%

(-0.1)

1,672

-77.2%

0.0%

(-0.1)

Nissan Tsuru

3,598

-19.6%

0.3%

(-0.1)

14,326

7.2%

0.4%

0

14,326

7.2%

0.4%

0

Nissan Versa

20,190

35.7%

1.5%

0.4

58,367

40.7%

1.5%

0.4

58,367

40.7%

1.5%

0.4

Nissan Xterra

1,307

62.6%

0.1%

0

3,483

-33.9%

0.1%

(-0.0)

3,483

-33.9%

0.1%

(-0.0)

Suzuki Equator

-

-100.0%

-

(-0.0)

-

-100.0%

-

(-0.0)

-

-100.0%

-

(-0.0)

Tesla Motors (USA)

1,611

-

0.1%

0.1

4,891

-

0.1%

0.1

4,891

-

0.1%

Tesla Model S

1,611

-

0.1%

0.1

4,891

-

0.1%

0.1

4,891

-

0.1%

Toyota Motor Corporation (Japan)

1,49,554

-5.6%

10.8%

(-0.4)

4,36,649

-0.7%

10.9%

(-0.3)

4,36,649

-0.7%

10.9%

(-0.3)

Lexus RX Series

7,513

-5.1%

0.5%

(-0.0)

21,627

-4.4%

0.5%

(-0.0)

21,627

-4.4%

0.5%

(-0.0)

Toyota Avalon

9,615

179.5%

0.7%

0.5

27,322

176.7%

0.7%

0.4

27,322

176.7%

0.7%

0.4

Toyota Camry

32,285

-7.6%

2.3%

(-0.1)

94,436

-8.3%

2.3%

(-0.3)

94,436

-8.3%

2.3%

(-0.3)

Toyota Corolla

26,695

-20.8%

1.9%

(-0.5)

80,487

-3.5%

2.0%

(-0.1)

80,487

-3.5%

2.0%

(-0.1)

Toyota Highlander

11,659

-5.8%

0.8%

(-0.0)

36,007

4.2%

0.9%

0

36,007

4.2%

0.9%

0

Toyota Matrix

1,715

-21.0%

0.1%

(-0.0)

4,520

-30.5%

0.1%

(-0.1)

4,520

-30.5%

0.1%

(-0.1) (-0.1)

0.1 0.1

Toyota RAV4

18,552

7.7%

1.3%

0.1

42,278

-8.4%

1.1%

(-0.1)

42,278

-8.4%

1.1%

Toyota Sequoia

2,204

1.8%

0.2%

0

6,812

11.7%

0.2%

0

6,812

11.7%

0.2%

0

Toyota Sienna

11,699

-7.6%

0.8%

(-0.0)

36,382

-3.8%

0.9%

(-0.1)

36,382

-3.8%

0.9%

(-0.1)

Toyota Tacoma

13,898

-6.4%

1.0%

(-0.0)

43,244

11.9%

1.1%

0.1

43,244

11.9%

1.1%

0.1

Toyota Tundra

9,126

-17.0%

0.7%

(-0.1)

28,907

-12.3%

0.7%

(-0.1)

28,907

-12.3%

0.7%

(-0.1)

Toyota Motor Corporation (Japan)

1,49,554

-5.6%

10.8%

(-0.4)

4,36,649

-0.7%

10.9%

(-0.3)

4,36,649

-0.7%

10.9%

(-0.3)

Toyota Venza

4,593

-23.2%

0.3%

(-0.1)

14,627

-19.3%

0.4%

(-0.1)

14,627

-19.3%

0.4%

(-0.1)

Volkswagen (Germany)

64,570

-5.6%

4.7%

(-0.2)

1,79,560

8.1%

4.5%

0.3

1,79,560

8.1%

4.5%

0.3

Volkswagen Beetle

12,034

32.6%

0.9%

0.2

29,777

64.5%

0.7%

0.3

29,777

64.5%

0.7%

0.3

Volkswagen Golf/Jetta Variant

7,439

-47.3%

0.5%

(-0.5)

28,719

-16.5%

0.7%

(-0.2)

28,719

-16.5%

0.7%

(-0.2)

Volkswagen Jetta

26,800

-18.6%

1.9%

(-0.4)

76,452

-4.7%

1.9%

(-0.1)

76,452

-4.7%

1.9%

(-0.1)

Volkswagen Passat

18,297

49.3%

1.3%

0.5

44,612

33.9%

1.1%

0.3

44,612

33.9%

1.1%

0.3

Total Light Vehicle

13,85,895

-2.2%

100.0%

-

40,22,722

1.8%

100.0%

-

40,22,722

1.8%

100.0%

-


Auto Monitor

20

20 MAY 2013

NEWS

BorgWarner expands cooperation with JLR

Will build new production line and engineering centre in Bradford, UK, and establish a master’s degree program at local university.

B

orgWarner will provide its turbocharging technologies for Jaguar Land Rover’s (JLR’s) new family of four-cylinder gasoline and diesel engines, expected to launch in 2015. To support JLR’s new Engine Manufacturing Centre near Wolverhampton, BorgWarner plans to expand on its existing production lines and build a new engineering center in Bradford, United Kingdom. In addition, BorgWarner is strengthening its close collaboration with the nearby University of Huddersfield by establishing a master’s degree program in turbocharger engineering. “With our investment in local production and testing, BorgWarner will provide Jaguar Land Rover with fast-to-market, high-quality advanced technologies adapted to their specific needs,” said Frederic Lissalde, President and General Manager, BorgWarner Turbo Systems.

“BorgWarner’s investment in innovation will also help support the local economy with highly skilled engineering and manufacturing jobs, and our increased collaboration with the university will help develop the talent needed to drive turbocharging advancements for the future.” Ian Harnett, Jaguar Land Rover’s Purchasing Director, said, “Jaguar Land Rover remains committed to enhancing and developing the automotive supply chain in the UK. This contract is a great example of how we want to work in partnership with our supply chain to develop innovative solutions to support future growth. We are delighted that this contract will not only create high value manufacturing and engineering jobs in West Yorkshire but will support BorgWarner’s collaboration with the University of Huddersfield. This will ultimately help the UK become even more competitive as it is invest-

ment in innovation that will make the difference to the growth in the UK economy.” BorgWarner has produced turbocharging systems for several commercial engine manufacturers in Bradford for nearly 35 years. The new production line will expand the company’s product offerings to include turbochargers for passenger cars. In addition, the new engineering centre will provide application engineering, design, simulation, testing and validation as well as metallurgical labs. The new centre is supported by a grant from the government’s Regional Growth Fund (RGF), which supports projects that leverage private sector investment to create economic growth and sustainable employment in England. Since 2011, BorgWarner has been collaborating with the University of Huddersfield on a Knowledge Transfer Partnership to research improvements in materials for turbocharger housings. The new master’s degree program in turbocharger engineering will offer students the opportunity to specialize in an advanced technology to improve fuel economy, reduce emissions and enhance performance for passenger cars and commercial vehicles.

Ssangyong posts highest monthly sales since 2006

S

sangyong Motor, part of the $15.9 billion Mahindra Group, announced that it had sold 12,607 vehicles in April 2013, 5,115 vehicles in South Korea and 7,492 in exports, including CKD kits. This is Ssangyong’s highest ever monthly sales since December 2006, and exceeds average monthly sales during January to March this year, when the company recorded the highest growth rate in the South Korean auto industry. During January to March 2013 Ssangyong sold 31,265 vehicles (13,293 vehicles in the domestic market and 17,972 in exports including CKD, respectively). Commenting on the results, Dr. Pawan Goenka, President, Automotive and Farm Equipment Sector said, “This performance shows that the turnaround of Ssangyong continues at a brisk pace. Our new and refreshed models are increasingly popular in the Korean and export markets.” Total sales in April 2013 rose by 25.9 percent year-on-year and cumulative sales grew by 20.4 percent, compared to the same period last year. Ssangyong’s sales in South Korea have shown an upward trend for four consecutive months thanks to increased demand for the Korando series. The company expects the demand for the Korando to continue, and contribute to strong sales in the coming months.


20 MAY 2013

Auto Monitor

CLASSIFIEDS

21

ADVERTISER’S LIST Advertiser’s Name & Contact Details ACE Micromatic Group

Pg No 1, BC

T: +91-80-40200555

Advertiser’s Name & Contact Details

Pg No

G W Precision Tools India Pvt Ltd

17

Advertiser’s Name & Contact Details

Pg No

Moxie Engineering Pvt Ltd

T: +91-80-40431252

T: +91-161-2671124

E: info@gwindia.in

E: maninder@moxie.co.in

W: www.gwindia.in

W: www.moxie.co.in

21

E: customercare@acemicromatic.com W: www.acemicromatic.net

Carl Zeiss India (Bangalore) Pvt Lt

9

T: +91-80-43438102

Jyoti CNC Automation Pvt. Ltd.

BIC

MREPC India

15

E: imtndia@zeiss.co.in T: +91-2827-287081

T: +603-27805888

E: info@jyoti.co.in

E: mpd@mrepc.com

W: www.jyoti.co.in

W: www.mrepc.com

W: www.zeiss.co.in

Dhoot Transmission Pvt Ltd

13

E: sales@dhoottransmission.com

Lanxess India Private Limited

FIC

Padmini VNA Mechatronics Pvt. Ltd.

3

W: www.dhoottransmission.com

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Auto Monitor

22

Getting Personal with Alok Trgunayat, Business Head, Ecocat

If not in the auto industry, where would you be? Aerospace/consultancy What car do you drive? What do you dream of driving? An Optra Magnum. I dream of driving an Audi or a BMW. Your most recent indulgence… A lot of chaat for dinner last weekend! What are you currently reading? Management principles based on Gandhiji philosophy. What do you do when not talking auto? Reading, gym, meditation. An outdoor activity you would miss office for… A spiritual retreat. Where did you go for your last holiday? Bangkok/Pattaya You get angry when… Responsibility is not taken and promises are not kept. What is the one thing you would like to change about youself? Improve my work/life balance. Best thing to have happened to you… A lovely family and work that I enjoy.

Illustration: Sachin Pandit Compiled by: Nabeel A Khan

20 MAY 2013

THE OTHER SIDE

In Real Life Alok Trigunayat has 30 years’ experience in the automotive industry in various OEMS and ancillaries such as L&T, DCM Toyota, Eicher Motors, Daewoo Motors, Subros, ICML and the Vikas Group. He is currently in charge of the Indian operations of Ecocat India Ltd. He has wide experience in the areas of design, development, process, production and overall management. He holds a B.Tech in mechanical engineering from Delhi College of Engineering, and an M. Tech in management and systems from IIT Delhi.

An experience I won’t forget… Once I was on a flight from Bangalore to Delhi which took off two hours late, at 10 PM. When we reached Delhi around 1 AM, the plane could not land due to fog, and was redirected to land at Ahmedabad around 2.30 AM. I managed to reach Delhi only the next day evening. It was a good lesson on how external uncontrollables can mess up plans. I now try to take such factors into account, though it is not always possible – nevertheless, it is a challenge!


Regn. No. MH/MR/WEST/20/2012-2014. RNI No. MAHENG/2000/11414 Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001. Date Of Mailing:16th & 17th Fortnightly Issue. Date Of Publication: 13th of Every Month

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Auto Monitor - 20 May 2013  

AUTO MONITOR’, India’s leading weekly automotive news magazine, focusses on offering a broad platform to the automotive industry. It strives...

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