SLIDE 1 > GAA Market Studies, January, 2011 SLIDE 1 Market Studies That Focus Resources Global Alliance Automotive January, 2011 “When seeking new sales abroad, suppliers don’t know where to start, or they just chase the companies that look most attractive to them – mostly with limited success. GAA finds out which customers really want to do business with you, and recommends the right sales approach.” Ralf Mueller, GAA Managing Director
Transcript
SLIDE 1> GAA Market Studies, January, 2011SLIDE 1
Market Studies That Focus Resources
Global Alliance AutomotiveJanuary, 2011
“When seeking new sales abroad, suppliers don’t know where to start, or they just chase the companies that look most attractive to them – mostly with limited success.
GAA finds out which customers really want to do business with you, and recommends the right sales approach.”
Ralf Mueller, GAA Managing Director
SLIDE 2> GAA Market Studies, January, 2011
Purpose
>Analyze the territory
>Find the right prospective customers
>Suggest a strategy and the reason for it
>A separate presentation describes how we help clients execute plans
Results
7 studies conducted for 5 companies in 2010
1 company is changing product strategy to suit market
5 have adopted the recommended strategy
4 have retained representation through the GAA network
5 are actively quoting business
2 of the 5 have received awards
Purpose & ResultsPURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 3> GAA Market Studies, January, 2011
MethodsPURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
PHASE I: At GAA in Zurich
>Define and document topic, scope, and purpose
>Obtain most recent market data
>Issue data & inquiry to GAA members in targeted countries
PHASE II: Members consult with targeted customers
>Validate / refine market data
>Explain client’s interests & capabilities
>Document findings
>Report back to Zurich
PHASE III: At GAA in Zurich >Consolidate and report findings to client
>Arrange presentation by contributing members
SLIDE 4> GAA Market Studies, January, 2011
Executive introduction >Summary of recommended market strategy
>Summary of supporting rationale
Market Overview >General summary of targeted region(s)
Insights and feedback (unique to GAA reports) > Information collected directly from targeted customers
>Technology, competition, receptiveness to client, forecast validation
Strategy proposal >Targets ranked by priority based on information collected
>Recommend initial targets
>Recommend timing, logistics and materials for initial meetings
Classical ContentsWhat a client can expect in a classical study PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 5> GAA Market Studies, January, 2011
Market for Flexible Shafts
TOPIC:
SCOPE:
CONTENT:
PURPOSE:
CONCLUSION:
RESULT:
Seats, plus adjuster and recliner mechanisms
Europe and North AmericaEuropean makersPowered seats only (no manuals)
Car models, & SOP’s (4-year forecast of volumes)Power seat, adjuster and recliner suppliers for those modelsOpenness to consider client as a new supplierCoverage of those companies by GAA network
Evaluate feasibility of entering market & best approachUnderstand competition within market
Key targets were not interested in the client as a new supplierThere were definite possibilities to enter the market at other locations
Adoption of the market and the approachIntroductions, presentations, discussions in EuropeNow actively quoting new business
Car models & SOPs Power adj. market Market shares EU transplants in NA
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 6> GAA Market Studies, January, 2011
Market for Major Sub Systems
Market growth by country Sub system market share New programs by country
Car & truck production concentration by country & by makerNew car launches and volumes by OEM & countryOrg charts of OEM,s their brands, JV’s and subsidiariesComponent sourcing power centers in Germany & rest of EuropeLocations of major system suppliers & their share
Identify potential customers, check opportunities Recommend EU sales structure for strategic conclusions
Definite opportunities to enter the market with certain companies
Introductions to selected companies in the studyAwards for business from some of those companiesActively quoting additional business
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 7> GAA Market Studies, January, 2011
Market for Shifter Mechanisms
Trends in TYPE Trends in TYPE & SPEED TYPES qty by OEM
TOPIC:
SCOPE:
CONTENT:
PURPOSE:
CONCLUSION:
RESULT:
Transmissions production
European transmission models by VW, BMW, Daimler & FiatForecast from 2010 to 2014
All transmission types & speedsTrends & volumes by OEM modelOverall market trendsSourcing by OEM for types & speedsOEM feedback regarding new sourcing for shifter mechanisms
Identify potential customersRecommend sales structure for market entry
Opportunities to enter the market with only certain companies
Clear focus - actively quoting and qualifying at one OEM
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 8> GAA Market Studies, January, 2011
Market for Smart Actuators
EU, US & JA Laws SCR for medium & heavy vehicles
VW SCR technology
TOPIC:
SCOPE:
CONTENT:
PURPOSE:
CONCLUSION:
RESULT:
Selective Catalytic Reduction (SCR)
European diesel engine productionCars & trucks: Daimler, Mercedes Benz Trucks, VW, BMW, Opel, Audi
Diesel car & truck production by countryHistory of emission control regulations & technologyNOX and PM regulations in US, EU & JapanTiming of regulations in 9 countries over 10 yearsSpecific OEM technology and future strategies (technology/model/SOP)Main market players for each OEM
Determine feasibility and point of market entry
Passenger vehicle adoption of SCR will be limited Heavy truck is growth market & one OEM interested in client’s capabilitiesSuppliers of complete systems are the preferred sources
Investigate expanding product development beyond smart actuators
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 9> GAA Market Studies, January, 2011
Powered Seat Mechanisms
Adjuster shareby OEM type
Vehicle forecastby OEM type
TOPIC:
SCOPE:
CONTENT:
PURPOSE:
CONCLUSION:
RESULT:
Seat adjuster and recliner mechanisms
North American productionPowered mechanisms only (no manual)
Vehicle & mechanism forecast 2009 – 2015Summary by type OEM: U.S., Asian or EuropeanMechanism share by maker & by type of OEMFuture vehicle launches with powered mechanisms
Expose maximum value market: growing OEM and their main suppliers
Asian or European transplants and Asian/European suppliers of mechanisms
Representation engaged & active in Japan
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 10> GAA Market Studies, January, 2011
Market for Transmissions & Components
TOPIC:
SCOPE:
CONTENT:
PURPOSE:
CONCLUSION:
RESULT:
Transmission and transmission component manufacturers
India including major automotive clusters in the North (New Delhi/ Gurgaon area), South (Chennai area), and West Mumbai/Pune area)Car & truck markets
General overview of marketTransmission makers in India for specific local and global OEMs.Presence of the “Global Players” (ZF, Getrag, etc.)Competitor analysis in India (for two specific products)
Determine strategically if (and how) to enter market
Recommendations for specific, feasible approaches
Ongoing sales activitiesActively quoting business for suggested targets
OEM clusters in India
Transmission makers
Competitors’ locations
Competitoranalysis
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 11> GAA Market Studies, January, 2011
Market for suppliers from a Spanish automotive region
TOPIC:
SCOPE:
CONTENT:
PURPOSE:
CONCLUSION:
RESULT:
SegmentationVW purchasing structure
Readiness and competence of Spanish suppliers to compete for sales to specific German OEM
German car manufacturers:Audi, BMW, Daimler, Opel (GM), Volkswagen,
General overview - observation of EU procurement marketInvestigation of the region’s suppliersSegmentation into commodities and detection of potentials Strategic gap analysis and recommendations
Identify performance gaps and conclude action items for gap closureDetermine strategically if (and how) to enter market
Definite opportunities to enter the market with certain companies
Introductions to selected companiesActively quoting additional business
Gap analysis Recommendations
PURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 12> GAA Market Studies, January, 2011
Some companies sell studies with “pure” market data as their core business however GAA does much more.
Main differences:>Up to date, direct, face to face intelligence gathering
>Business model provides hands-on services to ensure client success
>Flexible and focused to the clients’ business needs
>Key difference: a long-term business relationship with clients
>The objective: growing the clients’ sales
GAA sells market intelligence as a means to effective market entry.
This approach gets results:>The above examples are 7 studies conducted for 5 companies in 2010
>Those companies are now actively quoting business with new customers
>Two of them have already received new business
Results Differentiate GAAPURPOSE / RESULTS
METHODS
CLASSICAL CONTENTS
EXAMPLES
HOW TO ORDER
SLIDE 13> GAA Market Studies, January, 2011
Customized Market IntelligenceEach report is custom-ordered
