With the introduction of Doi Moi reforms, Vietnam has become one of the fastest growing economies in the world. In 2015, the economy grew by 6.68 percent, better performance the government’s 6.2 percent estimates and per capita GDP is 6,000 US$.The GDP growth forecast is expected to between 6 to 6.25 in 2016 and 6.2 to 6.5% in 2017.  In the first half of the year 2016 Manufacturing, construction, and services expanded robustly in the country.

Vietnamese culture is heterogeneous from North to South. Differences in historical background and financial condition from the North to the South of Vietnam led to some cultural and political differences. The culture of Vietnam is very close to Chinese culture because of its long association with China.

Vietnam is committed to global economic integration through the participations in APEC, the ASEAN Free Trade area and being 150^th member of WTO. Bureaucracy, corruption, and red-tape characterize every aspect of social and business life.

Political power lies with a single communist party CPV (Communist Party of Vietnam) which is headed by the party general secretary. It is the most important force in every part of the society followed by government institutions and then private sector and the media.

Having successfully kept the big powers (China, France, and the US) away from controlling the country; patriotism is a strong component of country’s psyche. Till today 5 million people are affected by the after-effects of the Vietnam War.

Vietnamese culture is multi-layered and heterogeneous throughout the country. In general, the Vietnamese culture can be described as a high power distance, high collectivism, moderate high certainty avoidance and high context. Vietnam is a Buddhist or Confucian country. Religion plays a vital role in the country’s social life

The organizational culture of Vietnam Electricity (SOE) is the monopolistic corporation which reflects the national culture to a large extent at different levels.

The study reveals that Vietnam faces several social and economic challenges. Transforming rural economy, human capacity, human rights, improving environmental quality and civil society participation in decision-making processes are some of the main areas which need attention.

Report Highlights:

• Country Overview and Analysis
• Economy Analysis and Economy Outlook
• Key facts
• Political Analysis including PESTLE analysis
• Legal Analysis
• Technology Analysis
• Financial Analysis
• Analysis of Vietnam National Culture: Hofstede, Trompenaars, Communication style and Religion
• Critical Assessment of Vietnam
• Vietnam Industry Analysis: Auto, manufacturing, IT, Agriculture, Defence, Mining, Insurance, Transportation, Consumer, Electronics, Power, Labour, Construction, Food 7 Drinks, Health, Crime, Trade and other sectors
• Case study

The post Business Analysis of Vietnam appeared first on Autobei Consulting Group.

Perhaps one of the most easily misunderstood terms today when it comes to products and services is branding. It is so commonplace these days to hear the terms
“We don’t need to brand, we just need to sell”
“We’re great technologists. How hard can branding be?”
“We’ll do it ourselves!”
“Our product is so good it will sell itself”
“Branding isn’t measurable”

Well, this article is here to tell you that there’s more to branding than what meets the customers’ eyes at the end of the day. It’s an art all on its own. It needs to be understood and thoroughly thought through before any sort of campaign or misconception as to how easy branding can be, takes over our minds.

It’s very convenient to say “Don’t judge a book by its cover”. But the hard reality of the world we live in today is that if the cover of the book you’re trying to sell does not do the trick, it doesn’t matter how good your book may be, it still has a high chance of failing. Branding is the process, the art of shaping the perception of the customer’s minds to adapt to a positive attitude with respect to the brand. The times have gone when people respected a product and bought it because it was good. It is being rapidly replaced by times when people don’t buy a product, they buy a brand. They trust in a higher entity, the”brand”. They also blame the brand when things go wrong. Branding is a way of providing immunity for the company or the brand against failure. It has become a stereotype to connect advertising to branding. Advertising is a part of branding, but not the whole package in itself. Several brands have failed miserably in spite of their ludicrous advertising campaigns. Hence, advertising alone will not help forge that emotional tie between the brand and the customer that makes the latter blindly entrust the former with their purchasing power. This takes skill, knack and a great amount of precision. Though advertising can strengthen the already existing foothold of the brand, it cannot establish a basement in the founding phase.

Another major branding myth that needs to be eradicated is the thinking that if some strategy worked for a company, it’s most likely to work for another company too. Each brand is unique in its own way and its connection that it forms with the customer, and each of these bonds need to be made stronger with a different algorithm. Using what worked on another brand onto your company has been one of the major causes of failures in a multitude of brands, and has demolished the existing bonds with the customers.

Let us now turn our attention to one of the top automobile players in India, Mahindra.

Mahindra made its entry into the heavy-duty truck segment in a joint venture with a US-based Navistar company, and the resulting venture was named Mahindra Navistar. Their catch phrase said “Ok is no longer ok”, indicating new levels of threshold quality, and inception the thought of advanced and better performance as compared to their traditional counterparts. The initially launched products were prefixed with MN to signify the venture’s name, but following their separation, the new names were not easily memorable and were the farthest from being catchy. Names like Torro, Truxo, and Traco failed to make an impression on the customer. This was further coupled with wrong pricing and extreme paranoia about their competition which led to their downfall. What most companies fail to notice it that a unique strategy to create a bridge between company and consumer will go a long way. Simply trying to adapt with existing strategies of other companies had proved fatal to many. As companies move up the customer chain and the incomes come pouring in, they forget their core value. Their core belief with which they had founded their relationship with the customer. When this is forgotten and moved forward, the customers inevitably lose their trust in the company as a whole. As a part of the new branding strategy undertaken by Mahindra trucks, the company has focused all its attention on better mileage and after sales support in order to succeed in winning the trust of their customer base. The company had to attempt to push their game one step further ahead to gain a clear advantage in the Indian truck industry and also visually demonstrate the claims they were making on its guarantee.

The company was in the process of taking a lot of effort in order to incept the desire to buy in the customer. Now, after nearly seven years of gaining customers’ trust and working hard to understand and fulfill their expectations, Mahindra is now a success story. It is a company which has built its customer perception with great precision and care, and is at a very good place now and is on its way to building the ideal landscape. To back their excellence they also have a Mahindra Excellence transport award to further enhance this perception. Their main target audience is the medium and large fleet owners. To further strengthen their public image, is the face of Ajay Devgan playing its fabulous role in gaining as well as reinforcing brand recognition and attention. The only remnant in this already excellent process of branding is to communicate all this to the larger crowd in their advertisements. The company has reached a fruitful point in their life cycle where their product performance is now key and all aspects of brand recognition and trust have been resolved and death with. Now that customers are in check with external branding, the company now also faces the question of internal branding to strengthen its relations with employees, financiers, and the dealer network. Further, the company needs to always keep a constant check on whether their core values and their actions match so there can be no issues to be raised later. This could be one of the best fits even if the company succeeds in developing valuable partnerships with their clientele.

NEXA has adopted a slightly different branding strategy than Maruti Suzuki. It is a company that desires to move into the position of a premium car segment. It does so by forming a mindset of NEXA as a premium car as opposed to the perception of Maruti Suzuki being a common man’s car. Though they attempt to bring this perception into the car, there exist no visible differences in the performances of both the NEXA and the Maruti Suzuki with respect to pricing, trust as well as emotions of the customer towards the brand. The trouble here is that the characteristics don’t match to its premium category image and that needs to be amended. This error holds the stake of the company’s future and needs to rectify. Though the company has firmly established such varying perspectives in the customers’ minds for both the brands, the Maruti Suzuki website still shows NEXA products under the name Maruti Suzuki. This is a fine example to show that co-branding does more bane than a boon to the product and it results in taking the royalty off the principal brand.

For example, the Renowned Jaguar Land Rover preserved its identity and did not fuse with that of Tata Motors. One of the best examples of preserving excellently its brand identity, perception, pricing, target customers and brand strategy is that of the Volkswagen Group. Even companies like Audi, Skoda, Bentley, and Lamborghini make added efforts to match product value with the brand image.

A company that faced issues with being in the same segment was RIN and Surf Excel. In the end, the companies merged as one. This could be the case with Maruti Suzuki as well.

In the case of the Jaguar Land Rover and TATA, it is evident that co-branding shall not take place and each company preserves its identity. This sort of proposition works best when the two cater to a different clientele base and product descriptions. One of the main aspects that decide whether or not a customer is bought into the brand, is the perception. They need to perceive the brand in the way the company wants them to perceive and they need to feel the bond the company has tried to create. In this case, the perceptions of both brands are clear with respect to the customer.

Think of your brand as a newborn baby. The initial stages are the most important and granted, they are the hardest too. At this time, it needs to be cared for and nurtured in the right way, taking its needs into consideration. Only then can it be expected to grow into the company we have envisioned in our minds. Companies like Bharat Benz were created especially for emerging markets like India. This company has not used any existing brands for its recognition. Its name has simply evolved by combining Bharat India, a premium segment brand and Mercedes Benz, the worlds largest truck makers.

With this, on one hand, the other hand we have the company MAN Motors entering India with a similar premium segment image but resulted in establishing itself as a heavy truck segment brand as branding was not focused properly in the right arena. Due to lack of proper branding, MAN Motors is reduced to the same fate as its counterpart, Bharatbenz.

On a parallel note, Daimler and Foton combined in a joint venture to form Auman which found its place in the Medium and Heavy duty truck segment. It’s position also lies between the two companies who have joined to form the venture in the first place.

Excellence is redefined as always by the Germans who have made a strong foothold not only Trucks, but also in cars. They have clearly defined their target segment. Brand value and reach, and ensure all this is in accordance with their brand strategy and core company beliefs. For example, though Aston Martin has been acquired dozens of times, it still hasn’t lost its brand name and uniqueness.

One of the troubles faced by Volvo was similar characteristics between the Volvo and Renault trucks, with only a minor difference between the two. Due to this, customers preferred to have the Volvo truck that any other truck of the same group.

Two Wheeler Branding Strategy:

Two wheeler has an entirely different branding strategy for each of its products, as well as individual segments. They strategies based on their target customers, products and pricing. The premium segments have an even more elaborate and differing battle strategy for branding. Some examples of the premium segment include Harley Davidson, Triumph, KTM and Indian. Branding, as said earlier involves a great deal of balance, and multi tasking in the multifaceted life cycle of the product, and is not only tested by the strength of advertisements. The two wheeler branding also has some interesting news on the gossip front. TVS is known for making use of cricket celebrities, the Scooty and Scooter segment are endorsed by Bollywood celebrities and at other times, Scooty is advertised by new faces, predominantly women. Also frowned upon, is relaunching and reverting back products with the same name. This raises many questions about the brand as such. For example, TVS relaunched their TVS Victor in 2007 after it was discontinued in 2001. Initially, TVS launched their highly successful Scooty product series. Later, they broadened it to launch various products named Scooty, Scooty zest 110, Scooty Pep and Scooty Pep Plus. A variant, namely Jupiter has made its entry into the market is proving to be very successful in taking the place of Honda Activa. An added advantage to the company is having Big B as an ambassador that has entrusted several customers in its web of trust and legacy. Although TVS is a name that is known almost everywhere, it still has miles to go and milestones to reach before it can be satisfied. They have strongly influenced the mass with well-known faced. Now has come the time to move the mass with its technology and design and take major strides in that area too. Till date, it has achieved this only with its Apache.

Similarly, Bajaj’s signature product has always been the Pulsar. It has extended this product multiple times with changes made in each version of the bike.

There also exist companies like Yamaha which are not entirely keen on relaunching any of their products, though they do have variants of a product in the market. Yamaha have made a bold move as the Brand Ambassador with bikes and mopeds. Furthermore, their advertisements feature John Abraham and Deepika Padukone which have gained them a permanent place in the hearts of speed lovers and respective fan clubs. Bajaj has not taken leverage of the Brand Ambassador title, however they have made significant strides forward with their catch phrases “Hamara Bajaj” and “Bajaj Distinctly Ahead”

In a nutshell, brands and customers share a bond. This needs to be nurtured, taken care of and fulfilled to fully exploit a brand’s name and make it recognizable among the crowd. It doesn’t matter if you have a big name or a fancy ad, what matters is the heart and the soul working behind it aiming for excellence. Though the hare and the tortoise started the race at the same time and the hare would clearly be the winner using one’s strengths to win it all is a trick that has been done since all time. Are you going to open your bag of tricks that original and awesome or are you going to try and copy and take a game of risk?

The post Global Automobile Brand Strategy Analysis appeared first on Autobei Consulting Group.

ACG is going to release latest version of  Bus owners and Bus body maker. It is unique data collection including major cities and all states India. This is first kind of database of  Bus fleet owners along with anaysis of BUS body makers. It give key information about these two vertical of Indian Bus Industry. We have included Customer name, Customer profile, Company name, Decision maker, Purchase manager/ contact number, Financiers details, City or location, Number of Buses, Planning to buy new Buses, Bus age, Workshop information, Maintenance practice, Product support strategy,  Prefer language, Media Influence – Newspaper | Magazine | TV, Digital| Off line| Others, education level of staff, Type wise portfolio- Inter city Bus | Intra city |School Bus |Staff Bus| Air port uses| Brand wise| Ambulance| Defence|Bus Age| Major routes|

The post Bus Fleet Owner and Bus body maker Database and Analysis report appeared first on Autobei Consulting Group.

The trails left by Tatra Controversy have now given different OEMs a decent opportunity to penetrate into this segment. The Small trucks segment (up to 3t GVW) could have a considerable measure of regional opportunities. In the special application segment, product positioning is significantly an alternate process that has been clarified and regulated in our report. We have additionally included price components, after deals procedure and so forth. Disaster administration/salvage trucks are likewise drawing incredible interest in the Middle East and Africa, especially all-wheel drive. As indicated by subordinates from ACG’s “Special vehicle Analysis Report”, various buying procedure and arrangements are entirely not quite the same as mass business sector items. Having obviously clarified these aspects, our exploration report will help OEMs, as well as different sellers to tap the massive potential in this immature segment.

In this report we have additionally designed a custom technique to craft strategies for success, to carry out product life analysis and to stay informed regarding utilized truck issues and so on. We have broken down the special application segment and its sub segments in distinctive edges and accumulated a report under some basic parameters viz. brands, product examination and its position, innovation and so on. According to our report, none of the OEMs are presently in possession of such products which could fit in all sub segments.

MAN trucks are standing out in the special application trucks yet at the same time can’t enter as much as they would have got a kick out of the chance because of a few reasons. On the off chance that MAN could restore its system for India, it can set up its brand specially in this segment. All brands of Volkswagen traveler segment in India are working under one rooftop and are having better synergy when contrasted with Scania and MAN. MAN and Scania need to meet up to investigate how their synergy could function to be fruitful in the present business sector. Comprehensively, Volvo had experienced a similar issue amid 2008-09 when their brands were contending with one another in the European and Asian markets. In our report we have additionally done sub segment market analysis and state wise item analysis. A few states are profitable and their industry is generally good for the special application segment. OEMs ought to basically enter those states. It is additionally recommended to note that there exists a fine crevice between every sub segment, development of such a product which could fit and fill this hole would in the end yield decent results.

The post Special Application Truck Analysis report appeared first on Autobei Consulting Group.

• All major Suppliers in all segment (Car, Truck, Bus, Two Wheeler, Three Wheeler & Construction Equipment) has been covered

• Market, Sales, and Technology has been considered
• Price (Different buyers seller points), Margin, life cycle Analysis
• Competitor Analysis
• Availability and suitability
• Primary and Secondary Data
• OE, Vendor Strategy
• Material composition and Quality
• OE, Vendor, local Market and Spurious parts analysis
• Branding
• Buying process, Habits, and Trends
• Supplier Directory

The post “Who Supplies Whom” Research Report appeared first on Autobei Consulting Group.

This exclusive Bus report give follwoing answers:

• Buses used by intra-city state transport corporations? GVW and Length wise?
• What is the volume State, City and  nationally and how many are procured every year State wise volumes and Trend?
• Average price of these buses?
• What is the distance travelled by these intra-city, Intercity, School, Staff and other applications buses on a daily basis?
• What is the running cost of these buses?
• What is the maintenance cost?
• What is the life of these buses?
• What is the market size projection of these buses in terms of VALUE?
• Luxury Bus market size and trend?
• Procurment strategy?
• New technology for Buses and its impact?
• Market Drivers?
• Market Segments and its defination?
• Business Opportunities and Challenges?

The post Indian Bus Market Strategy Report appeared first on Autobei Consulting Group.

• Growth Trend Analysis from Drum  to  Disc brakes in  Two  Wheelers segment (Indian Market)  from inception.
• Disc  Brakes Potential – OE Manufacturer  wise,  Segment wise (Both  M/C & Scooters separately  ,Model wise Potential.
• Above  details with  past  minimum  4 years Production & Sales volume &  Next five years Forecast.
• Disc brake Component  Suppliers  database partnered with OEM’s & Value buy potential.
• Growth Trend Analysis from Drum  to  Disc brakes in  Two  Wheelers segment (Indian Market)  from inception.
• Disc  Brakes Potential – OE Manufacturer  wise,  Segment wise (Both  M/C & Scooters separately  ,Model wise Potential.
• Above  details with  past  minimum  4 years Production & Sales volume &  Next five years Forecast.
• Disc brake Component  Suppliers  database partnered with OEM’s & Value buy potential.

The post Two Wheeler Disc Brakes Market Intelligence Report appeared first on Autobei Consulting Group.

Automotive Spare parts Business Analysis is exclusive Research report. Spare parts Business analysis of Car, Truck, Bus, Commercial vehicle, Two Wheeler, Construction Equipment and Three Wheeler

• District wise retail market for select spares
• Retail demand across districts
• Product flow/movement-feeder market, consumption markets
• Market share by OME (brands), vendors, Unbranded and other (local)
• Pricing structure, variables driving sales of unorganized, vendor products
• Qualitative assessment of end customers and mechanics
• Dealers/Retailer at clusters levels within districts
• Assessment of retail demand of spare parts in each cluster, aggregated to district
• Understanding business relationship with their existing principles and customers
• Purchase process and sourcing practices – manufacturer vs Channel (other dealers)
• Geography/territory being catered to (rationale any)
• Marketing and selling practices
• Assessing the competition structure, universe and in-depth analysis
• Profiling select customers on their expectations and expectation
• Product selection and purchase criteria: brand, price, quality etc
• Key enablers for purchase products from their current brand, competition products and local brands (if applicable)
• Perception of OEMs, local made products and fast selling brands in a given cluster-reason for preferences and choices
• Future demand and qualitative assessment of opportunity
• Potential analysis, how much of the market is addressed by OEM/ Local/Vendor and others
• Channel sales analysis – Possibilities

The post Automotive Spare parts Business Analysis appeared first on Autobei Consulting Group.

Volkswagen India Future Strategy Analysis is our special report on Volkswagen India. One of the names that ring a clear bell in our minds when we say car manufacturers is Volkswagen. This company has made it’s ultimate goal to stretch it’s web across all expanses of the car manufacturers universe. However, the company with such a huge success in the overall global market struggles to keep it’s head above Indian waters. Having made its appearance into the Indian market in the year 2009, it grew by an exemplar 1,500% by 2010. The company however has plummeted down and is slowly falling into the trenches since 2012-13. It’s share in the market also dwindled from 3.88 to a mere 2.9%. Many questions have been asked that revolve around the reason for such a stark failure of this company in the Indian market. One answer that stands separate from it all is the company’s technique involved in product strategising. The company needs to properly position the various products,ensuring a parallel alignment with other players of the respective segments in question.

Here at ACG, we have studied and analysed the trends and feel that the studies point to the company needing to find a private space in the market and create an attractive USP for all of its recent products. Further, ACG feels that Volkswagen need to show exponential growth and focus on almost every aspect of its business to result maximum sales for the company. When recent trends have been analysed along with product sales figures, they show that most OEMs have at least 1 to 3 products which impact maximum sales for the company. This particular analysis, namely the ABC analysis can be applied on OEMs from over 50 countries. This solidly proves the fact that merely entering a low cost segment will not provide the ticket to increased sales. The following detailed study covers Product strategy or portfolio, Branding, people perception, Brand recall, product USP, Competition, culture, After sales, Re sales value and  Buyers preferences.

Please contact us to see preview of the report

Price , Segment and Model Analysis:

The post Volkswagen India Future Strategy Analysis appeared first on Autobei Consulting Group.

The following graph compares the emission standards for light duty vehicles.

Emission Norms for Heavy Engine:

Following two years of continuous descent of the Indian Automotive Industry, there is now an established escalation in the same, owing to various factors. However, a multitude of challenges lie in store for the industry as the government plans on enforcing stricter emission standards.

The CO, HC+NOx, NOx and PM emissions have been analysed over the Bharat Stages 1V,V and VI for diesel engines. In the case of Carbon Monoxide emissions, the figures have remained relatively stagnant over the stages. The HC+NOx emissions on the other hand has dwindled down significantly through the stages. It has seen close to a 50% decrease in emissions as observed from the above graph. NOx has also seen a decrease in emissions over Bharat stages IV,V and VI by more than 50%. PM emissions on the other hand have showcased an astounding 80% decrease in emissions through the three stages.

The state of pollution in India:

After the years of 2013 and 2014 that have been particularly difficult for the Automotive sector, 2015 has finally witnessed a huge positive growth. Over the year, production rose by 4.3%, the sales figures skyrocketed to a growth of 6% while exports increased by 2.7% over the same period. This hike in sales especially could be attributed mainly to the sales of passenger cars, particularly popular in the compact car segment. The Indian market is unique in its preference to diesel engines over the others. Consequently, India serves as one of the largest markets of diesel engine share. These diesel subsidies have managed to direct customer preferences allowing the immersion of diesel engines in vehicles from 20% to 50% in the period from 2000 to 2015. This penetration is seen even today with the vast difference in fuel prices (inclusive of taxes) between gasoline and diesel, in favour of diesel.

With the increasing quantity of vehicles on the present day road, quality of the air we breathe is being subsequently plummeted to an all new low. This decrease in air quality due to pollution caused by over congested roads with vehicles is more stark in mega cities like Delhi and Bangalore. Air pollution can be primarily attributed to heavy traffic and un-contained emission levels. Owing to these factors, these days there are inbuilt mechanisms in vehicles to combat the effects of air pollution. Many smog fighting mechanisms have been introduced recently by the sector. The pollution levels in New Delhi have become alarmingly high and the government has been forced to push for new and improved emission norms to keep the pollution levels at bay. The government has ruled that privately owned vehicles in New Delhi will be permitted to operate only every alternate day. As a result of this, there has been a tremendous impact in the pollution figures that are reported by the government to have gone down by more than 50%. Owing to this method’s huge success, the government has decided to enforce strict measures and make usage limitations more stringent. Adding to this and in order to multiply impact, the Supreme court has ordered a ban on registration of diesel cars and SUVs beyond 2000cc all over New Delhi, in effect from the March of 2016. Additionally, the government plans to bring in more stringent norms on emission in highly crowded areas to improve air quality.

Indian Standards:

“Bharat Stages” is India’s emission standard and it runs along with the European standards with a time lapse of five years. These standards were enforced to regulate the emissions of Carbon Monoxide (CO), Hydrocarbons (HC), Oxides of Nitrogen (NOx) and Particulate Matter (PM). These levels are analysed with the help of the New European Driving Cycle (NEDC). The most recent version of the Bharat Stages is the BS III, at par with Euro 3. This version is widely popular world-wide. However, BSIV is being enforced in some of the largest cities of the country. The government is advancing the emission standards forward by huge strides that it is willing to overlook past BS V and implementing BS VI. They have advanced this implementation from April 2024 to April 2020. Though this plan has been thrown down by the supreme court, it is expected to pass through in some time and is expected to be on track as predicted by 2020.

In addition to multiplying design time and considerably increasing investment more than what is already put in, the jump to BS VI has been described by few as being overly ambitious. In order to update technological advancements in accordance with the more stringent emissions, the change in cost will mostly impact the customers. Also, the technical constraints are higher on the more popular diesel engines than ones than run on gasoline. Apart from this, the exhaust has to be treated before being expelled. BSV needs an installation of diesel oxidation catalysts, diesel filters and NOx absorbers for vehicles with more than a 2000cc engine. Additionally, the BS VI aims to equip some vehicles with a selective catalyst reduction (SCR) module. The engines as a result of BS V and VI put in a lot less strain on NOx emissions as they are more stringent and control the emissions by a considerable amount. A huge disadvantage that exists with using these high technologically equipped modules in Indian vehicles is that there is just not enough speed to create that high temperature environment that is required to burn away soot in the particulate filter. These ideas need a lot more time to be available and compatible with the Indian road scenario and several tests are yet to be made to enforce the same over a large amount of time and over a long stretch of kilometers. Though it is a highly ambitious view to enforce BS VI by 2020, tremendous efforts are being put in to make this compatible.

How does the future look like?

A more holistic approach is being taken to battle with the pollution that plague our country’s air. Slowly, everyone has recognized that the entire automotive chain is needed to bring about this change and enforce these measures that will ultimately lead to a cleaner, breathable atmosphere. Apart from the automotive sector, the construction and energy sectors are also needed to bring about the impact that is required.

There are a great many techniques to reduce air pollution apart from enforcing stricter emission standards. Additional exhausts after treatment of the emissions could help in immediately reducing harmful emissions. By altering the prices of diesel and petrol engines, the preference of customers can be swayed towards reducing dieselization, directly resulting in lesser emissions of NOx and PM. Apart from this, the government can stress on the need for more green and clean fuels in vehicles. However, these propulsion need to be imported and customers need to be equipped to handle the increased costs of the same. High import duties and prices plague the imported “green” fuels. In the future, these can be used to encourage the appetite of customers towards these more BS VI compliant options. Another aspect that needs to be changed is the preference to private transportation as opposed to public ones. Wider application of public transportation could change this scenario and also bring about a huge turn around for the pollution levels in the country.

About ABS Sysytem:

• A very good market potential exist for manufacturers and suppliers for Advanced Safety system like ABS, EBD , LDW system in India after the mandate on safety regulation becoming stringent in India
• Scenario exist where a project sales volume of ABS to raise significantly to that of equivalent to vehicle produced in India market. This is best in case scenario which triples the in-take rate of safety component. Currently, there are only few significant Tier 1 supplier like Continental, Wabco, Bosch to handle this with significant amount of investment on R&D and mainstream production
• Technology cost of ABS which is approximately Rs 75,000 in India need currently need to be localised for mass market penetration. As add on technology cost to the vehicle is always a burden on buyer /customer
• Emission Norm requirement are also mandatory, whereby a technology cost of ~ 52000Rs is required to meet future BS VI requirement
• No significant overlap on Emission and Safety requirement except in below mentioned instance where author can think of

1. High Speed contribution on ABS being attributed to City driving on Emissions

   2.Engine Braking being trade-off with Brake system thermal failure

The post New Automotive Technology Implementation and impact appeared first on Autobei Consulting Group.

Future Technology trend of Engines and Transmissions. Trend analysis from 2010 to 2025. How future technology roadmap would impact on Indian car Industry.

Fuel wise trend analysis and forecast along with fuel economy. What is the scope, development and advance technology for Indian included costing of technology development and impact on production and sales cost?

Expected new Government policies and regulations policies and their impacts on power train and competitive landscape.

The post Technology and Market Report of Indian Car Industry appeared first on Autobei Consulting Group.

In depth market scenario includes:

– Challenges and Opportunities for CV Industry

– Product Analysis

– Product Life cycle

– Driveline Analysis

– Brand position

– Advertising strategy and its impact

– Customer behavior

– Getting Finance and its impact on sales

– Current market size, including domestic market, imports and exports

– Products and Applications

– Market size by product categories (By Vehicle Type) – SCV (Small Commercial Vehicles), LCV (Light Commercial Vehicles), MCV (Medium Commercial Vehicles), HCV (Heavy Commercial Vehicles)
– Market size by product categories (By GVW) – Less than 3.5 T, 3.5 T – 7 T, 7 T – 16 T, 16 T to 25 T,25T, 31T, 35T, 40T, 49T and more than 49T

Vehicle Type: Rigid Haulage, Tipper, Tractor and Special Application

– Market size by end user segments – Construction, Mining, Chemicals, Oil & Gas, FMCG, Vegetables, Special applications etc
– Market size by product applications (Transportation type) – Goods Carriers, Passenger Carriers

For Passenger vehicle: Staff, School, STU, Private Transportation, Tourism, Luxury, Non AC, AC and so on

– Top 10 Commercial Vehicle states

– Market size & Dynamics by regions – North, South, East, West

Market structure details the value chain key players’ presence across products and end user segments. Market practices include understanding the Opportunity in the Indian Commercial Vehicles sets business, market trends, distribution practices and pricing.

This Analysis included a detail of key competition analysis, market movement with forecast over the next 5 years, anticipated growth rates and the principal factors driving and impacting growth of CV market

– Indian CV market performed from FY1972 to FY2015 and Outlook for 2020?
– Key factors which influenced Industry between FY1972 and FY2015?
– Macroeconomic trends that will affect the market during the forecast period?
– Analysis of market drivers and restraints?
– How new product play role to increase market share?

– Indian CV Market-Emission Norms Roadmap
– Estimated Load Carried Per Annum by Road
– Transportation and Logistics Section Indian CV Market-Production, Sales and Exports Forecast
– Multi-axle Vehicles Market-Domestic Sales Snapshot
– Indian CV Market-LCV and M&HCV Domestic Sales Forecast
– Alternate Fuel Forecast
– India CV Market-Technology Road Map
– Key Influencing Factors Impact of Top Mega Trends on the Multi-axle Vehicles Market.

Construction Industry Investment-12th Five Year Plan (2012–2017)
– Road Infrastructure in India
– Major Investments in Rail Infrastructure

Mining Industry – Forecast and Size for mining applications and buying factors

Port: Market size and Forecast, Buying factors

Case Study: MAN Trucks India, Bharatbenz, Mahindra and AMW

Companies included Ashok Leyland, Tata Motors, MAN, BharatBenz, Force Motors, Piaggio, AMW, Volvo, Eicher, Mahindra, SML Isuzu, Isuzu, Scania and HM

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