Page 1

May 1 – 3, 2018

Feb 26 – 28, 2019


Driving the Future The Journey Towards Smart and Sustainable Mobility

Dr. Yousef Mohammed Al Ali Chief Executive Officer Dubai Taxi Corporation Road and Transport Authority Government of Dubai, UAE


About Dubai Taxi Corporation

1995

Establishment of Dubai Transport (DT)

2005

Establishment of Roads and Transport Authority (RTA)

2007

Establishment of Dubai Taxi Corporation (DTC)

2015

Establishment of School Bus Transport


4

Dubai Taxi In Numbers 12,000

5,313 Nov 2017

Taxis 5,213 Taxis

1.6 Billion AED Revenue 2016

2017

Drivers

47.6 Million

83 Million

1,087

Trips

Riders

Employees

350 Million

98.6%

AED Profit 2016

2016

2016

Operational Efficiency 2016

0.23 Accidents per 100,000 KM 2016


2016-2020

RTA STRATEGY

Goal Number 5 Safety and Environmental Sustainability


Hybrid Taxi

D u b a i Ta x i C o r p o r a t i o n

Towards Smart and Sustainable Mobility

Electrical Taxi Hydrogen Taxi Autonomous Taxi Flying Taxi


Sustainability Projects

30%

Fuel Savings and Co2 emission

1-

Taxi 2009-2013 Trial Period for 10 Vehicles

September Lunch 2013the project with 20 Vehicles December 2017 852 Vehicles

In 2018 plan 1350 Vehicles


Technology Concept


Actual Benefits for 2017 No. of Vehicles 851

Saving Fuel (Liter): 3,908,842

Saving tCO2: 9,342.1

Saving AED: 7,440,217


PAGE/

By 2021

Dubai Plan for Hybrid by 2021

by 2020

50%

10%

Dubai taxicabs into hybrid vehicles

from total fleet for all government entities in 2020

10


Sustainability Projects

2-

Vehicles Tesla Vehicles

50 Vehicles

4 Hours Charging Time

18 Sep 2017 Project Launched

11


Technology Concept

The Main Body

Main Components

Vehicle Battery


1,254,265 Total running km in Q1 2018

341,790AED Total Assumed Fuel Cost

Actual Benefits

93.7% Energy Saving

21,241 Actual Electric Charging Cost

for 3 months period As per the actual results of DTC Operations


By 2030

Dubai Plan for EVs

-

200 EVs

In DTC by 2019

Free electrical charging cost 200 charging stations by 2020 Free Salik Charges Free Parking

32 K

42 K

EVs in Dubai by 2020

EVs in Dubai by 2030

10 %

from total fleet for all government entities in 2020


Sustainability Projects

3- Hydrogen Vehicles Fuel Cell December 2017

Trail Operation


Technology Concept

PAGE

16


Actual Benefit s

Hydrogen Vehicles


By 2030

Dubai Plan for Hydrogen

Hydrogen Infrastructure Air Liquide have opened the UAE’s first hydrogen station for fuel cell electric vehicles in Dubai Shell is planning to open more station by 2020


Comparison between Vehicle’s Energy Sources


Smart Projects

4-

February 2018 Trail Operation

Taxi


Technology Concept


Actual Benefits 44%

12%

900

Cut in the transportation costs Reduction in the environmental pollution Million AED Savings in transportation cost yearly


By 2030

Dubai Plan for autonomous

25%

of the total transportation in Dubai to autonomous mode by 2030 Daily trips (million) 5

Savings in economic cost (Billion AED annually) 22

Generating in economic returns (Billion AED annually) 18


Dubai Taxi Autonomous Vehicles (AV) Road Map • Formation H1 2017

of AV Team • Set strategy & plan • Select testing AV

Q1 2019

Q4 2017

• Final repor t of AV test

• Start testin g on AV

H2 2017

Q3 2018

• Sign testi ng MOU

• Pre resul ts of AV test

Q4 2019 • Implemen tation of AV in DTC fleet


Smart Projects

5-

Taxi

October 2017 Trail Operation


Technology Concept

PAGE

26


Dubai Taxi Flying Taxi Road Map


““Our vision is clear in term of establishing sustainability’s pillars as a key component of our development journey, which is part of the national agenda. We are committed to sustainability, which is a top priority that we strive to implement taking into consideration environment conservation, and balance between economic and social development, to provide people the best quality of life and ensure happiness of community,” Sheikh Mohammed said.”

H.H. Sheikh Mohammed Bin Rashid Al Maktoum Vice President, Prime Minister of the United Arab Emirates, and Ruler of Dubai


Thank You


GCC automotive industry: innovations as the engine of future growth

Prepared for:

1st May, 2018


Table of Contents

1

Innovation in Automotive Industry

3

2

Disruptive Business Models and Their Potential in GCC

6

3

Opportunities for GCC Countries

14

4

About Frost & Sullivan

17

31


Innovation in Automotive Industry

32


Innovations as part of the automotive industry

Every step of the lifecycle of the vehicle is undergoing changes driven by innovation Automotive Innovation: Pre-production and Production Phase (Global), 2018

1

Concept, Design, Engineering 2

Material production 3

• • • •

3D-aided rapid prototyping Lidar/Radar sensor fusion IoT: integrating vehicles Crowd sourced design

• • • •

Light weight high strength steels Renewable polymers Fiber-reinforced composites Ceramic-metal composites

Manufacturing / Assembly

• • • •

Key drivers of innovation • Time reduction • Cost reduction • Safety enhancement

Key drivers of innovation • Time reduction • Cost reduction • Carbon footprint reduction

Just in Time (JIT) Additive Manufacturing (3D printing) Continuous Flow Manufacturing Micro-manufacturing

Key drivers of innovation • Time reduction • Cost reduction • Carbon footprint reduction

Source: Frost & Sullivan analysis

33


Innovations as part of the automotive industry

Every step of the lifecycle of the vehicle is undergoing changes driven by innovation Automotive Innovation: Sales and Aftersales Phase (Global), 2018

4

Sales 5

Use/Service 6

• • •

Virtual Reality (VR) – first touch point with customer Big Data in customer profiling eRetail – starting journey online

Key drivers of innovation • Cost reduction • Extending reach to customer

• • • • •

Virtual Reality in service Video-based mechanic advise Big data used for getting closer to customer Sharing economy Big Data / Blockchain

Key drivers of innovation • Increasing customer retention • Improving safety • Increasing transparency

End of Life

High-precision End of Life Vehicles (ELV) waste separation

Key drivers of innovation • Reducing amount of waste (100% recyclability)

Source: Frost & Sullivan analysis

34


Disruptive Business Models and Their Potential in GCC

35


Mega Cities of the Future

Cities, Not Countries to Become Key Customers, By 2020, over 85% of KSA will become urban Automotive Innovation: Future Mega Cities in the Region (Middle East), 2018 Tunisia

BY 2025, 85% OF THE KSA WILL BECOME URBAN Tehran

Syria Morocco Casablanca

Algiers

Libya

Iraq Jordan

Alexandria

Algeria

The Western Province and the Eastern Province likely to act as population magnets with greater concentrations in metropolitan areas of Riyadh, Dammam Metropolitan Area (DMA), Jeddah and Makkah.

Baghdad

Lebanon

Cairo

Iran Kuwait Bahrain

Riyadh

Qatar Dubai

Egypt Jeddah

The KSA

The UAE Oman Urbanisation Rate >80%

Yemen

70 – 79 % 60 - 69%

Note: Mega City is defined as a city with a population of over 8 million and GDP of $250 billion or more Mega Cities in 2025

Potential Mega cities in 2025 (3 -8 Million population)

50 - 59% < 50 %

Source: UNESA, Frost & Sullivan analysis

36


GCC Digital Economy

Smartphones to Dominate Connected Device Space eCommerce sales across GCC countries is expected to touch

$41.5 billion by 2020

GCC has the highest

4G

penetration rate in the MENA region

Start-up ecosystem received more than $870m funding in 2016

In the GCC states, more

than

half of the population shops via their

mobile phone

186.3% average mobile connection penetration rate in the GCC. One of the highest globally

In the GCC markets by contrast,

smartphones accounted for 65% of connections, above the global average

Source: GSMA.com, Frost & Sullivan analysis

37


Global Perspective: New Entrants and Disruptive Models

Technology is at the heart of all new emerging service models in the vehicle aftermarket Automotive Innovation: New Entrants and Disruptive Models (Global), 2018 Remote Diagnostics: LAUNCH Tech USA, On board diagnostics (OBD) II-based DIY applications Handheld Tablets: General Motors, Ford, Launch Tech USA, Bolt On, Autoserve Software Subscriptions: Snap-On, Robert Bosch, Advance Auto Parts

Augmented Reality: Audi, BMW, Volkswagen, Bosch

Participatory services Diagnostics

Mobile-based Apps: Federal Mogul, Mitchell International Inc, Robert Bosch

Remote Servicing: Tesla

Connecte d car

Aftermarket

Telepresence: AUDI

Mobile Services: GO Tire

New service models

Aggregator

Mobile Vehicle Service: yourmechanic.com

Quick Service: Ford Quick Lane, Kwik Fit

Service Aggregators: Whocanfixmycar.com, RepairPal, openbay

Prognostics: General Motors

Source: Frost & Sullivan analysis

38


Phases in eRetail Evolution: Transitioning from B2C to B2B

DIFM customers as final target of the eRetailing channel Automotive Innovation: eRetailing in Automotive Aftermarket: Parts Distribution in eRetailing, (Global), 2018 eRetailing Avenues

Parts/Tire eRetailers

Own Web Sites

DIY customers buying directly from eRetailing avenues

Fraction of DIFM customers buying online and eventually going to workshops

DIY Customer

DIFM Customer

Marketplaces

OES

Legend Traditional Channel First Phase eRetailing Channel

Traditional Distributors/Retailers

Installers/jobbers increasingly buying online

Directly shipped to workshops for DIFM customers

Next Phase eRetailing

Workshops

Source: Frost & Sullivan analysis

39


Case Study: Tire24 (Germany)

Tires to Parts

Dealer Stores

• It successfully operated tire eRetailing for many years, eventually expanding into selling replacement parts.

• Dealer inclusion not only expands seller network and reach, but also creates positive brand associations, further contributing to brand building.

Digital Solution Provider

Connected Technology

New Business Models

Network Expansio n

Product Coverag e

B2B Tire Marketplac e

Germany-based Tire24 has evolved from a marketplace to a B2B and B2C solution provider

Subscriptionbased Selling

Connected Retailing

• At €4.99 per month, including insurance coverage, customers can subscribe to a tire replacement subscription service.

• TAB1 is a hand-held tool with built-in applications. • Targeting commercial businesses, the device provides on-the-go capabilities for checking inventories, price listings, and online ordering.

Source: Frost & Sullivan

Source: Tire24, Frost & Sullivan analysis

40


What is Service Aggregation?

Case Study: WhoCanFixMyCar.com    

Aggregator / ‘compare the market’ for servicing/repairs 8,500 dealerships and garages Garages pay a 3.5% commission when they win new business Shifting to product sales

Source: company data, Frost & Sullivan analysis

41


Case Study Contd.:

How do service aggregators work with OEMs / Suppliers? Last year, Ford UK signed deal with a company that allowed almost 500 of its dealers to join the website

Shell lubricants to be sold via platform; participating garages will also have access to Shell technical support

WCFMC Co-Founder “Some drivers typically assume that a main dealer service will cost them more. Our system allows local prices - to be compared side-by-side, along with each party’s USPs - levelling the playing field somewhat.”

Ford UK aftersales director “By joining WhoCanFixMyCar.com Ford owners can see the competitive offer of our Motorcraft 4+ program across the UK.”

Source: company data, Frost & Sullivan analysis

42


Opportunities for GCC Countries

43


GCC Automotive Aftermarket Potential

GCC is already home to several innovative business models which will drive aftermarket further Automotive Innovation: Existing Innovative Business Models in the GCC, 2018

1

 Blockchain in vehicle lifecycle management system to be launched by 2020 (RTA).

2

5

 Car Sharing: UDRIVE, ekar 6

 Car Hailing: Uber, Careem 3

 Mobile service: 800-FLAT, Sunshine Auto, Oakdale Auto Repair, Myzdegree

7

 Service aggregators: VEHPAL, Autojackey

 Logistics Marketplace: LOADME 4

8

 Women-only showroom (multibrand) in KSA

 eRetail of parts: souq.com

Source: Frost & Sullivan analysis

44


Future Potential for Disruptive Business Models in the GCC Aftermarket

New business models aimed at DIFM customer engagement and increased convenience SUBSCRIPTION-BASED ENGAGEMENT

B2B ECOMMERCE

Value Proposition: Significantly increased customer engagement and convenience

Business Model: Selling directly to installers and garages via dedicated portals Value Proposition: Fast-growing retail space and increased price competitiveness

First Movers: Tire24, Amazon

First Movers: Allopneus, Yakarouler, eBay

Business Model: Subscription-based purchasing from online portals

CROWD-SOURCED DELIVERY

IN-VEHICLE SALES

Business Model: Engaging individuals heading in a certain direction in delivery of online orders and pay per order

Business Model: Connected vehicles with in-vehicle ordering capabilities and visionary selling platform for retailers

Value Proposition: Fast order fulfillment

Value Proposition: Increased customer touch points and alternate channels to market

First Movers: JD.com, Amazon Flex

First Movers: General Motors SERVICE AGGREGATION Business Model: Online service shop locater with real-time quote generation Value Proposition: Ideal for eRetailers to penetrate DIFM customers segment Example: eBay, Autobutler (Germany)

Source:Frost & Sullivan

45


About Frost & Sullivan

46


Introduction to Frost & Sullivan Frost & Sullivan is a leading global strategy consulting company, headquartered in the United States. Established in 1961, in New York City, the company today has 40+ offices across the globe. It has 3 offices in the Middle East in Dubai, Bahrain and the KSA. The company has a domain knowledge approach to research and strategy consulting (dedicated team of 300+ automotive researchers and consultants globally, 20+ specifically working for MENASA). The automotive team has been working closely with OEMs and Vehicle Dealerships in the KSA, the UAE, Kuwait and in Middle East, Africa on multiple projects ranging from price benchmarking to developing their long term strategy and identifying specific areas of business opportunity.

40+ offices, 30 Countries 1800+ Consultants 250,000+ Clients serviced worldwide Fortune 1000 clients and SMEs

GLOBAL FOOTPRINT

Strategy / Business Planning Market Intelligence Competition Benchmarking M&A / Financial Modelling Organization Restructuring Mfg / Process Consulting Technology Research

CONSULTING SERVICES

12 Industries 50+ Product Categories Combination of Market, Technology, Economics and Applications

INDUSTRY EXPERTISE

MENASA = Middle East, North Africa and South Asia

47


Product Offerings for Automotive across Value Chain Core Functions CEOs office • Growth Strategy • Geographic Expansion

R&D Technology

Vendor Sourcing • Vendor / Supplier Identification

Manufacturing

• Regulatory Analysis

• Vendor Satisfaction

• Technology Assessment

• Partner Identification

• Product clinic

• Mergers and Acquisitions

• Technical Insights

• Manufacturing Excellence

Sales and Marketing • Market Entry Strategy • Econometric Analysis • Dashboard – Market Information

Channel Management

Customers

• Dealer Development

• Usage and Attitude

• Spare Part Pricing

• Brand Equity

• Dealer Benchmarking • Cost of Ownership • Dealer Training

• Product Clinic • Customer Satisfaction

• Techno Economic Feasibility Studies

• Mobility Tracking Fund Raising Company Due Diligence Salary Benchmarking Management Systems Awards Brand Protection Infrastructure Assessment

Finance

Administration

Human Resources

Information Technology

Quality Assurance

Corporate Communication

Legal Compliance

Logistics

Support functions

48


Frost & Sullivanâ&#x20AC;&#x2122;s Automotive Practice offers 6 levels of Consulting and Advisory Services Key Organisational Challenges 1. Operational Improvement

6 Levels of Engagement

6

Strategy Workshops and Advisory

2. Growth

3. Shareholder Value

Strategy Workshops with Boards and Senior Teams on Business and Strategic Planning, Growth Roadmaps, Solving Critical Business Issues

5 Partner Identification and Research

Working on Inorganic Growth: Mergers and Acquisitions, Joint Ventures, Partner Identification to Due Diligence, Structuring and Post Deal Integration

4 Consulting Projects

Long term Engagements on Identifying Growth Options, Market Entry Strategy, Business Portfolio Assessment and

3

Customised Market Research

Customised Market Research Projects to Analyse and Evaluate Customer Requirements, Competition Business, Industry Trends and New Growth areas

2

Syndicated Research Reports

Knowledge Centre Reports and Industry Updates on Market and Competition provide Tactical Information Support

1

Decision Support Databases

Customised Databases and information provide all necessary inputs for Operational Planning

Support Advisory Services Financial Advisory

Supply Chain Engineering

Manufacturing Advisory


Disclaimer and Copyright Notice This White Paper prepared by Frost & Sullivan is based on analysis of primary, secondary information and knowledge available in the public domain. While Frost & Sullivan has made all efforts to check the validity of the information presented, it is not liable for errors in information whose accuracy cannot be guaranteed by Frost & Sullivan. Information herein should be used more as indicators and trends rather than representation of factual information. Disclaimer The White Paper is intended to set the tone of discussions at the conference in which it was presented. It contains forward-looking statements, particularly those concerning growth, consumption, policy support for water supply. Forward looking statements involve risks and uncertainties because they relate to events, and depend on circumstances, that will or may occur in the future. Actual results may differ depending on a variety of factors, including product supply, demand and pricing; political stability; general economic conditions; legal and regulatory developments; availability of new technologies; natural disasters and adverse weather conditions and hence should not be construed to be facts.

Copyrig ht notice

The contents of these pages are copyright Š Frost & Sullivan. All rights reserved. Except with the prior written permission of Frost & Sullivan, you may not (whether directly or indirectly) create a database in an electronic or other form by downloading and storing all or any part of the content of this document. No part of this document may be copied or otherwise incorporated into, transmitted to, or stored in any other website, electronic retrieval system, publication or other work in any form (whether hard copy, electronic or otherwise) without the prior written permission of Frost & Sullivan.

50


Contact Information State your need, we would be happy to serve youâ&#x20AC;Ś

Contact Vitali Bielski Senior Consultantâ&#x20AC;&#x201C; MENA, Automotive Practice E-mail

: vitalib@frost.com

Bahrain Mobile : +971-55-6728621

Frost & Sullivan International Inc. 22601, Swiss Tower, Cluster Y, Jumeirah Lake Towers, P O Box 33372 Dubai, United Arab Emirates

51


RESPONDENTS PROFILE


RESPONDENTS PROFILE


RESPONDENTS PROFILE


WHEN YOU THINK ABOUT THE NEXT 5 YEARS (2023), WHAT EXPECTATIONS DO YOU HAVE FOR YOUR BUSINESS?


WHEN YOU THINK ABOUT THE NEXT 5 YEARS (2023), WHAT EXPECTATIONS DO YOU HAVE FOR YOUR BUSINESS?


WHAT WOULD BE THE REASONS FOR THOSE CHANGES?

* If responded «minor / major changes ahead» to the previous question


GROWTH OPPORTUNITIES AND DISRUPTIVE INNOVATIONS •

Due to advanced capabilities around leveraging data points available from a modern car, the aftermarket has an opportunity to target vehicle servicing by various business models.

The Amazon approach to automotive retail and aftersales will be emulated by OEMs and other aftermarket industry stakeholders.

Major changes are expected to happen around vehicle software, as Increased complexity due to higher adoption of sensor-based components will require new skill sets to be acquired by OEMs.

Telematics, eCommerce, 3D printing will by the foundation in the evolution of the OEM aftersales channel.

Potential data monetization opportunities are expected to come to focus in the next 5 years, although concerns about data privacy are likely to require new solutions.

3D printing, which is currently being used in vehicle development phase, is expected to make its way into aftermarket once cost premium over conventional parts drops from current 5x to 1.1x by 2030.

Source: Frost & Sullivan


WHAT WOULD BE THE REASONS FOR THOSE CHANGES?

* If responded «minor / major changes ahead» to the previous question


DO YOU HAVE A GOOD UNDERSTANDING OF HOW THOSE CHANGES WILL LOOK LIKE?

* If responded «change in the automotive technology» to the previous question


DO YOU HAVE A GOOD UNDERSTANDING OF HOW THOSE CHANGES WILL LOOK LIKE?

* If responded «change in the automotive technology» to the previous question


HOW DO YOU FEEL YOUR COMPANY IS PREPARED FOR THE UPCOMING CHANGES?

* If responded «Yes, I have a good idea how the market is going to change in the Middle East» to the previous question


EXAMPLE: CEOS’ PERSPECTIVE—KEY TAKEAWAYS

59% 53% 43%

cite revenue growth as the top growth objective.

believe intelligent data analytics will be the most leveraged growth opportunity theme.

53%

identify a highly competitive environment as the major external challenge.

54%

their 51% perceive organizations to be weak in growth strategy and vision congruence.

say an inability to recruit and retain qualified personnel is a major internal challenge.

39%

Express dissatisfaction with their organizations’ ability to align innovation performance with customer demands.

44% think the connectivity and convergence Mega Trend will have the most disruptive effect on business models.

plan to ramp up technology strategies over the next 3 years.

Forty-eight percent of CEOs believe they will rely on strategic partnerships to drive their organizations’ growth in the next 3 years.

Based on discussions with COEs of fleet companies. Source: Frost & Sullivan


HOW DO YOU FEEL YOUR COMPANY IS PREPARED FOR THE UPCOMING CHANGES?

* If responded «Yes, I have a good idea how the market is going to change in the Middle East» to the previous question


WHICH AUTOMOTIVE PRODUCTS AND SERVICES WILL FACE DISRUPTION IN THE MIDDLE EAST?

Powertrain 61%

WS Equipment/Tools 49%

Engine Electronics 65%

General Accessories 41%

Batteries 79%

Vehicle care 45%


WHICH AUTOMOTIVE PRODUCTS AND SERVICES WILL FACE DISRUPTION IN THE MIDDLE EAST?


NEW PLAYERS DISRUPTING THE AUTOMOTIVE LANDSCAPE: DISRUPTION IS HAPPENING THROUGHOUT THE AUTO INDUSTRY SUPPLY CHAIN

Source: Frost & Sullivan


OUR KEY FUNCTIONAL AREAS IMPACTED BY DIGITAL TRANSFORMATION

Highly configurable and flexible production operated by robots • Real-time production optimization through integration with simulation techniques • Predictive analytics through pattern recognition methods • Encryptions in data packets to enhance security • Automatic capturing, modelling, and optimizing of production system

Enhance customer experience of conventional dealerships – leverage 3-D configurators, augmented reality(AR), animations, etc. • Develop innovative solutions leveraging Big Data analytics and SMAC – converts data and leads to sales • Personalized customer experience, incentive, and brand management are key areas. eCommerce, virtual reality(VR), and customer analytics are key technology enablers.

Connected supply chain – cost reduction through efficiently managed end-toend process • Reduce lead times and accelerate supply chain transparency through continued partner system integration • Supply Chain Modelling leveraging cloud solutions – mitigate risks considering various scenarios • Collaborative Product development leveraging enterprise-wide cloud solutions

Sales forecasting – Analytical models will be leveraged to predict vehicle/ part sales at different levels (region to dealers). • Mobile applications and portals across functional areas • Brand management – Digital strategy ensures that customers have same experience along all communication channels. • Digital Workplace – Organizational initiatives from office space to individual teams Source: Frost & Sullivan


WHICH UPCOMING TECHNOLOGY DO YOU THINK WILL CHALLENGE PETROL/DIESEL IN THE MIDDLE EAST?


BY WHEN DO YOU EXPECT THIS TECHNOLOGY TO BE IMPORTANT IN THE MIDDLE EAST?

Electric vehicles

Hybrid vehicles

Solar

Hydrogen fuel cell vehicles

5 years

60%

53%

51%

56%

10 years

31%

37%

33%

37%

15 years

9%

9%

16%

8%


19M UNITS [BY 2025]; 14-16% OF GLOBAL LDV SALES. XEVS BY 2030 HAS THE POTENTIAL TO ACCOUNT FOR 30% OF SALES

Thousands

SALES FORECASTS FOR HYBRID, ELECTRIC AND FUEL CELL VEHICLES â&#x20AC;&#x201C; MIDLINE SCENARIO (GLOBAL), 2012-2025 Emergence of fuel cells

18,000

FCEV (0.8%)

16,000 14,000 12,000

Growth of EV and HEV due to Chinese New Energy Vehicle push

10,000 HEV sales >1.5M

8,000

EV (40.0%)

Uptake of PHEVs Mass production of 48V HEVs

6,000 HEV (59.2%)

4,000 2,000 2012

2013

2014

2015

2016

Full Hybrids

2017

2018

Mild Hybrid

Hybrid Vehicles

2019 BEV

2020 PHEV

2021

2022

2023

2024

2025

FCEV

Electric Vehicles Source: Frost & Sullivan


WHERE DO YOU SEE BIGGER CHANGES AHEAD?


HAVE YOUR CUSTOMERS STARTED APPROACHING YOU FOR PRODUCTS AND SERVICES FOR NON-PETROL/DIESEL VEHICLES?


WHAT ARE YOUR PREDICTIONS FOR THE MARKET SHARE OF VEHICLES OTHER THAN PETROL OR DIESEL ENGINES IN THE UAE BY 2030?


WHAT ARE YOUR PREDICTIONS FOR THE MARKET SHARE OF VEHICLES OTHER THAN PETROL OR DIESEL ENGINES IN THE UAE BY 2030?

Source: Frost & Sullivan


HOW MUCH WILL THE FOLLOWING FORCES DRIVE ELECTRIC VEHICLES TECHNOLOGY CHANGE?


HOW DO YOU SEE THE FUTURE OF THE AUTOMOTIVE AFTERMARKET IN THE MIDDLE EAST?


MARKET OPPORTUNITIES AND THREATS OF ELECTRIC VEHICLES AFTERMARKET

Increasing opportunities

Unchanged

Decreasing opportunities

ECUâ&#x20AC;&#x2122;s

Tie Rods

Oxygen Sensors

Electric A/C Compressors

Ball Joints

Fuel Injectors

Heater Pumps

Tires

Alternators

Transmission Fluid

Shocks/ Springs

Engine Oil

Electric Motors/ Generators

Air/ Fuel Filters

Brake Sensors/ Actuators

Belts

High Voltage Converters

Power Steering Filters

Transmission Coolant

Break Rotors

Power Steering Sensors

Brake Pads Catalytic Converters

Source: Frost & Sullivan


WHEN YOU TAKE A LOOK AT THE CURRENT PARTS AND COMPONENTS OF A CAR, HOW MUCH OF THIS WILL REMAIN THE SAME BY 2025?


IN THE MIDDLE EAST, IN WHICH TIME FRAME DO YOU EXPECT NOTABLE CHANGES IN THE AUTOMOTIVE AFTERMARKET DUE TO TECHNOLOGY CHANGE?


IS YOUR WORKSHOP OR GARAGE EQUIPPED TO SERVICE THE NEEDS OF VEHICLES OTHER THAN PETROL / DIESEL

50 respondents to this question


A CHANGE IN VEHICLE TECHNOLOGY REQUIRES THE WORKSHOPS/GARAGES TO INVEST IN NEW EQUIPMENT, TOOLS AND TRAINING WELL IN ADVANCE. WHAT IS YOUR SITUATION?

50 respondents to this question


HYBRIDS AND ELECTRIC VEHICLES AFTERMARKET: PERCENT OF VEHICLES FREQUENTING REPAIR SHOPS/DEALERSHIPS THAT HAVE BEEN HYBRIDS (NORTH AMERICA) Percentage of Vehicles Frequenting Repair Shops/Dealerships That Have Been Hybrid Vehicles (N=400)

0%

In a recent Frost & Sullivan survey of 400 vehicle repair professionals, 100% said they had serviced a hybrid vehicle within the past 12 months.

0%

96%

1%-25%

4%

26%-50%

51%-75%

1%

76%-99%

0%

100%

0%

0%

20%

40%

60%

80%

100%

Q: Within the past 12 months approximately what percent of vehicles frequenting your repair shops/dealership have been hybrid vehicles? Source: Frost & Sullivan


WHEN DO YOU EXPECT TO SEE AUTONOMOUS VEHICLES ON THE ROAD?


HE ROLE OF THE CONNECTED CAR TOWARDS REALIZING AUTONOMY

Source: Frost & Sullivan


Panel Discussion – Innovation in the Region

Dr. Yousef Mohamed Al Ali | Dubai Taxi Corporation - RTA Chief Executive Officer Vitali Bielski | Frost & Sullivan Senior Consultant, MENA – Automotive Practice Sherif El-Sheikh | WABCO Regional Leader – Middle East & Africa Glenn Power | GT Auto Centre Workshop Manager

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