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BusinessIntelligenceGroup
August2003
Contents
ExecutiveSummary
AutomotiveIndustryBusinessChallenges
Global
Regional:US,Europe,Asia-Pacific,RestofWorld
AutomotiveITSpendingTrends
Global&RegionalITSpendForecasts
AutomotiveIndustryITTrends
AutomotiveITServicesIndustry:CompetitiveProfiles
AutomotiveITServicesMarket:BearingPointAlliances
SourcesandContact
ExecutiveSummary
Automakersarecurrentlyfacedwithslowersales,.
Toyota,,whiletheBigThreemanufacturers(GM,Ford,DaimlerChrysler)sawtheirsalesdeclinedespitespendingheavilyonincentives.
Currentlytheglobalautomotiveindustryhastoomuchcapacity(roughly30%)andassalesfall,theproblemcontinues.
,greaterpricetransparency,risingcustomerexpectationsandqualityimprovements,makingthepressureevengreateronpriceandprofitability.
Chinapresentsthebestopportunityforautomakersduetoincreasedgovernmentincentivesandcooperation,cheaperlabor,andproximitytoalargepopulationofpotentialconsumers.
Chinacontinuestomakeprogresstowardsamarketeconomywhichhasledtoglobalbusinesses,likeautomotivecompanies,tryingtorampupinordertotapintothecountry',in2003,China’(38%growthcomparedtotheyearbefore).
ITIssues:Industryinsurvivalmode,pressuringspending;OpportunitiesforCRM
Mostmanufacturingverticals,includingAutomotive,havebeenoperatingin““survivalmode”,spendingverylittleoncapitalandoperationalexpenses;%ofthetotalworldmanufacturingITspend.
ExecutiveSummary
CurrentlyintheautomotiveindustrythereislesssignificanceplacedontheroleofITinsupportingbusinessstrategies,.
Inordertounderstandtheirnear-termsalesvolume,optionmixandpricesensitivity,automakershavetostartunderstandingtheircustomersbetterthroughthemanysignalstheyseefromtheirconsumers’.
Whiledealerincentiveshavebeenusedbymostofthemajorautomakers,especiallyintheUS,-upcampaignsthatbridgethegapbetweensalesandmarketing.
ERPvendorsareturningtheirfocustodeliveringextendedapplicationsinareasofSCM,CRMandPLMtocompensateforthelossofrevenuefromlarge-scaleprojects.
CompetitorsandAlliances
,DCandSAParedevelopingmethodsforcustomer-specificanalysisonfeasibility,cost-benefit,andROI.
IBMencouragestheirengineerstorotateinandoutofthefield,spendingtimesolvingreal-"innovationservices"groupwithinitsresearchunitdedicatedtoworkingonautomotivecustomerproblems,makingthemcapableoftakingtheirresearchandapplyittobusinessissues.
IntheEuropeanautomotiveindustry,SAPiscurrentlyfocusingoncrossfunctionalprocesses,packagingtheirSCM,PLMandCRMallinone,usingdifferentmodules,approachingitfromtheperspectiveofthebusinessprocessesthatcrosstheseareas.
GlobalAutomotiveIndustry:BusinessChallenges
GlobalAutomotiveIndustryisonaGradualSlide
Theworld’’sautomotiveindustryhasbeenonagradualdownwardslideoverthepastyear,acceleratedtosomedegreebythelikelihoodofamajorbankruptcyandfurtherrestructuringoftheindustry.
Inhibitorsincludeweak(regional)consumerconfidence,highunemploymentanduncertainglobalequitymarkets,allofwhichhaveledtolowersales.
InEurope,thefirstfivemonthsof2003sawsalesdropby4%%thisyear.
Currentlytheglobalautomotiveindustryhastoomuchcapacity(roughly30%)andassalesfall,-,manyautomakersinvestedinadditionalcapacity,createdriskymodels,builtmorefactoriesandenteredintoemergingmarketsthathadmorelongtermpromisethanshortterm.
Formanyyearsthelargesttruckandcarmakershavecontinuallysustainedlossesoutoftheirprimarybusinessesofcarsales,oftenmakingprofitsthroughmoneymadefromsellingsparepartsatinflatedprices,,especiallywhenincentiveslike0%financinghavehamperedthefinancingbusiness.
,greaterpricetransparency,risingcustomerexpectationsandqualityimprovements,makingthepressureevengreateronprice.
IntheUS,incentiveslike0%,wheneverautomakerspushpricesbackuptheirvolumescollapse.
GlobalAutomotiveIndustryisonaGradualSlide
Asidefromproductissues,TheBig3haveunder-fundedpensionliabilitiesandhealth-.
IftheUSmarketcontinuestoslidealarge-,likeFiat,whichisladenwithdebtandproductionissues,couldbepurchasedbyothercompanieslikeGM(thatowns20%),oreventuallybeboughtoutbythestate.
TheindustryupsidesfortheBig3:
GeneralMotorswillcontinuetopursueitsgrowthstrategiesinordertoremaincompetitive.
DaimlerChryslersisinthemidstofitsimprovedcoststructure,allowingittobettercompetewithGM.
,itmaybeincrisis.
TheBig3productshavehigherqualitythanever,althoughtheperceptionofqualityisnotashighasitshouldbe.
Company
Pension
Healthcare
GeneralMotors
$19,300
$51,000
Ford
$7,300
$22,741
DaimlerChrysler
£3,100
£12,113
Pensionandhealthcaresource:MSDW,
TotalUSPensionFundandHealthcareLiability(inMM)
USAutomotiveMarket:Slowing,butStilltheLargest
(downbymorethan3%fromthealltimehighin2000).TheUSmarketforlighttrucksandSUVs()surpassedthecarmarketin2002().
ThelowlevelofUSfueltaxesboostedSUVsalesfarmorethaninanyothercountry,althoughrisingoilpricesandenvironmentallegislationcouldreducesales.
In2002,roughlyone-fifthofthecars,,accountingforroughly13%ofthetotal.
TheUSindustry,regardlessofitshighnumbers,,theUShasmorecarsperheadthantheUnitedKingdom,butslightlyfewerthanItalyandGermany.
,000kmperyear,comparedto6,000kminWesternEuropeand4,000kminJapan.
Big3ContinuetoLoseMarketSharetoJapan
Astheautomotiveindustrygetsmorecompetitive,,,whiletheBigThreemanufacturers(GM,Ford,DaimlerChrysler),whendomesticmanufacturersstartedtolosenearly10pointsofshare,andtheJapanesegainednearly5.
Industry-wide,carandlight-%throughJune,,thethreebiggestJapanesemanufacturerssold100,000morevehicles,andthedomesticBigThreesold200,000fewer.
MarketshareforallJapanesebrandsisatanall-%,%.
TheeconomicdownturnhasfavoredautomakerslikeToyotasinceconsumershavebecomemorestingyanddiscriminatingwiththeirpurchases,thusfavoringqualityandvalue,whicharethemajorsellingpointsformostJapaneseautomakers(versus,forexample,luxuryautos).
,incentivesforChrysler,FordandGMaveraged$3,389pervehicle,versus$1,$1,371andEuropeanbrandsaveraged$1,945.
USCar/
Source:TheEconomist,June2003
Big3ContinuetoLoseMarketSharetoJapan
TheBig3’’sincentives(14%ofsaleprices)-,ToyotaandGMcarscanbevirtuallyidentical(sometimesmadeonthesameassemblylineaspartofaGM-Toyotajointventure),butbecauseGMsellsintheused-carmarketfor15-20%lessthanToyota,2GMroutinelyofferspurchaseincentivesof$1,000acar,fourtimesmorethanToyota’’
,thisfocusdoesn’’,testsratethecar’scomponentsbutwithlessemphasisontheperformanceoftheentirecarasmeasuredbythedesiredattributes(suchasquietness).Conversely,,forexample,istestedextensivelyforthreekeyattributes:fuelefficiency,initialproductquality,-freesubsystems;itisacarthatperformswellintheareasthatcustomershavecometoexpectfromHonda.
,forexample,offersafulllineofvehiclescomparabletoFordorChevrolet,andithasarangeofmodelsintheLexusluxurydivisionthatincludessedans,SUVs,andsportscars.
,Hondaaverages$1,581inprofitpervehicle(soldintheUS)andToyotagets$1,,however,earnsonly$701whileChryslerGroupmakesonly$$114oneachvehiclesoldlastyear.