Free Essay

Baxton

In:

Submitted By nitintyg
Words 2363
Pages 10
Booz & Company

Delhi, 2011

India Automotive Market 2020

This document is confidential and is intended solely for the use and information of the client to whom it is addressed.

The key 5s
1. Going forward, India is a key pillar of global automotive market - policy, actions and strategies of players in India will have a fundamental impact on the global auto landscape
2. By 2015, India will exceed every major European market inc. Germany, France and UK in automotive sales - making India the 4th largest automotive market by volume in the world
3. Over the next 20 years, India will be part of global automotive triumvirate - the global BIG 3
4. In fact, we expect the India automotive sales to exceed the US market by mid 2030s
5. The global automotive game will be pretty much decided by twin forces for China and India

Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

1

India is booming – and projected to maintain the trajectory
Real GDP Growth

Regional: Percentage of World GDP

2005-2020
2004
India
2%

China
4%

US
28%

China

Japan
12%

Growth Rate (Base=2005)

Other
20%

4.0

EU
34%

2050 Estimate
Other
10%

US
26%

India
17%

3.5

India
3.0

2.5

2.0

1.5

China
28%

Thailand

United Kingdom
Germany

EU
15%

20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
20
16
20
17
20
18
20
19
20
20

1.0
Japan
4%

Source: Global Insights Database, Business Week, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

2

Emerging markets are transforming the economic landscape — could the future repeat the past ?
Percentage Contribution to World Economy

Percent Contribution of India & China,
US, Western Europe and UK to World Economy
(1500–2050 AD)

80%
80%

60%
60%
India & China

India & China

40%
40%

20%
20%

Western Europe
(excluding UK)

US

Western Europe
(excluding UK)

UK

0%
1500
1800

UK

1850
1850

1900
1900

1950
1950

2000
2000

2050

Year
Note: UK, US and W. European countries do not include GDP from former British colonies
Source: The World Economy-Historical Statistics; Goldman Sachs BRIC Report; Booz & Company research and analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

3

An assessment of parallels with markets such as China strengthen our belief in tomorrow
GDP Growth

GDP Per Capita Growth

$3,000

$90,000

$3,000

$2,500

FDI Trends – India and China

$2,500

$80,000
$70,000
$60,000

$1,500

In $ Mn

$2,000

In $

In $ Bn

$2,000

$1,500

$1,000

$1,000

$500

$50,000
$40,000

$500

$30,000
$20,000
$10,000

$0

$0
1 3 5 7 9 11 13 15 17 19 21 22 25 27

Years Since Liberalization

$0
1 3 5 7 9 11 13 15 17 19 21 23 25 27

Years Since Liberalization
China – 1979

1 3 5 7 9 11 13 15 17 19 21 23 25 27

Years Since Liberalization

India – 1991

Source: Economic Intelligence Unit, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

4

The twin pillars of the global economy, India & China, will define the economic landscape for generations to come
GDP Trends

Real GDP Growth

2005 Constant Prices ($Trillion)

(Base = 2005)
Growth relative to 2005

$ Trillion
25

China

China

11

India

10
9

20
15

8
7
6

10

5

India
Japan
5

Germany
Russia
Pakistan

0
2000

2010

2020

2030

2040

4

Pakistan

3

Russia

2

Germany

1

Japan

0
2000

2010

2020

2030

2040

Source: Global Insight Database, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

5

Wealth is being generated via a positive structural shift in the economy Shift in GDP composition by sector
(1950 to 2020E)
100%
90%
30%
80%

35%

39%

% contribution to GDP

48%

49%

50%

40%

42%

15%

11%

8%

2007

2012

2020

70%
60%

14%

50%

36%
38%

40%
30%

37%
56%

20%
29%

22%

10%
0%
1950

1990

2000

Agriculture

Industry

Services

Source: Global Insights Database, Economic Intelligence Unit, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

6

Industry is likely to benefit from the change in consumption pattern of an increasingly prosperous society
Private Consumer Spending

Private Consumption Growth

1994-2015

Base - 1994
Index
100%

15

Transport / Comm.

14

29%

Food & Beverages

% consumption of total

40%

12
11

55%
8%
7%

6%
15%

13

16%

Clothing & Footwear

Recreation

10
9

13%
4%

Housing
Health

8

Total Consumption

7
6

5%

23%

Transport / Comm.

5
4

3%

20%

5%

Recreation / Education

19%

Miscellaneous

11%

3%
6%
1994

3%

3
2

9%
2005

Food & Beverages

1
0
1990

2015

1995

2000

2005

2010

2015

Note:
Miscellaneous includes personal care goods and other services
Source: Central Statistics Organization (GOI), Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

7

This rise in per capita GDP will lead to higher vehicle ownership
Cars / 1000 People Versus GDP / Capita
1990 - 2013

Cars / 1000 People
600

Germany

550
500

USA

450
Saturated penetration levels in developed economies

400
350
300

Russia

250
200
Rising per capita income leading to increased penetration; trend expected to continue given low current levels

150
100

India
China

50
0
$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

GDP / Capita
Source: Economist Intelligence Unit; Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

8

The result: India is an anchor of future growth in the auto industry
GDP Growth by Country
2010 – 2020

> 5% projected GDP growth
3.5 % - 5% projected GDP growth
< 3.5% projected GDP growth
Source: Global Insight Database, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

9

Automotive sales are destined to resonate with global economic shift - India is the place to be for the global OEMs
Automotive Sales by Geography
(Passenger Vehicles, Commercial Vehicles and Two Wheelers)

2009

1980
Market size: 60 M units
Asia & Japan: 7%
Europe: 42%
NA: 41%

Market size: 102 M units
Asia & Japan: 45%
Europe: 32%
NA: 18%

2020

Market size: 205 M units
Asia & Japan: 65%
Europe: 20%
NA: 15%

Shift in center of gravity

1)
Source:

Includes passenger vehicles, commercial vehicles and two-wheelers
Global Insight Database, March 2009; Wards Auto; Booz & Company analysis

Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

10

India’s car market has the potential to grow up to 6+ millions units annually by 2020
Passenger vehicle sales in India
(2001 – 2020)
Million Units
6.5
Aggressive

6.0
5.5
5.0

Base Case

4.5

Consensus

4.0

Conservative

3.5

Germany Car Sales 2008 - 3.1 M Units

3.0
2.5
2.0
1.5

Italy Car Sales 2008 - 1.9 M Units
Spain Car Sales 2008 - 1.6 M Units

1.0
0.5
0.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Note:
Note:

Figures for passenger vehicles includes numbers for light commercial vehicles like TATA Ace, TATA Magik, Suzuki Omnivan, Toyota Dyna, Mitsubishi Canter, etc
Aggressive scenario – 14% CAGR upto 2015, after which market stabilizes (based on similar growth seen in the Chinese markets under similar macroeconomic conditions)
Base Scenario – 8% CAGR over 2009-2020; based on historical growth trends of the Indian car market
Conservative Scenario – 6% CAGR; car sales negatively impacted by economic downturn or unfavorable government policies (high interest rates, financing not easily accessible, etc)
Source: Global Insight database, Booz & Company Analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

11

India will soon be bigger than most other markets
Western Europe (1998) and India (1998)
4,500
3920

4,000

Sales Volume
(in thousands of units)

3,500
3,000
2,534 2,488

2,500

2,289

2,000
1,446

1,500
1,000

640

538

530

369

500

320

316

280

196

192

174

147

141

IR
EL
AN
D
NO
RW
AY
FI
N
LA
ND

AU
ST
SW
RI
A
IT
ZE
R
LA
N
D
SW
ED
EN
G
R
EE
CE
DE
NM
AR
K

G
AL

PO
RT
U

IN
DI
A

SP
NE
AI
N
TH
ER
LA
N
DS
BE
LG
IU
M

E
FR
AN
C

G
DO
M

KI
N

IT
AL
Y
IT
ED
UN

G
ER
M

AN
Y

0

Source: Global Insight Database, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

12

India will soon be bigger than most other markets
Western Europe (2009) and India (2009)
4,500
4,035
4,000

Sales Volume
(in thousands of units)

3,500
3,000

2,678
2,360 2,262
2,216

2,500
2,000
1,500

1,071
1,000
581

451

500

349

294

247

236

203

131

126

102

64

IR
EL
AN
D

ND
NL
A
FI

RW
AY
NO

AU
ST
S
R
W
IA
IT
ZE
R
LA
N
D
SW
ED
EN
G
R
EE
CE
PO
RT
U
G
AL
DE
NM
AR
K

DS
RL
AN

N

M
NE

TH
E

BE
LG
IU

SP
AI

G
DO
M

UN

IT
ED

KI
N

IN
DI
A

IT
AL
Y

E
FR
AN
C

G
ER
M

A

NY

0

Source: Global Insight Database, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

13

Much earlier than 2020, India will exceed the major EU markets
Western Europe (2015) and India (2015)
5,500

5,070

3,693
3,500
2,598 2,566
2,500

2,434
1,624

1,500
608
245

203

171

160

151

NL
AN
D
IR
EL
AN
D

299

N
HE
RL
AN
D
S
BE
LG
IU
M
SW
ED
EN
AU
ST
SW
RI
A
IT
ZE
R
LA
N
D
PO
RT
U
G
AL
G
R
EE
CE
DE
NM
AR
K

SP
AI

IT
AL
Y

E

323

NE
T

KI
N

FR
AN
C

G
DO
M

NY
A
UN

IT
ED

G
ER
M

IN
DI
A

-500

341

FI

342

500

RW
AY

617

NO

Sales Volume
(in thousands of units)

4,500

Note:
Forecasts for 2015
Source: Global Insight Database, Booz & Company analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

14

India and China dwarf existing automotive markets such as
Germany or UK
Automotive sales volume by country
2030

Number of unit sales

Potential for Indian market to
Potential for Indian market to reach revenues of $150 -- $200 reach revenues of $150 $200 billion billion

> 10 M
3 M - 10 M
1M-3M
$75K

Source: Global Insight 2009, Booz & Company Analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

17

The market of tomorrow will reflect increased prosperity of the nation Indian household income & car sales distribution
2030
% of total car sales

% of households 60%

40%

Household income distribution
Distribution of car sales by segment

50%

30%
40%
33%
30%

20%

20%

20%

10%

12%

11%

12%
10%

5%
2%
0%

Car Segments
Income
distribution

A
< $1K

B
$1K - $3K

$3K - $5K

C

D

$5K - $10K

$10K - $15K

5%

0%

E&F
$15K - $25K

0%

MPV

SUV

$25K - $35K

PUP
$35K - $50K

Other
$50K - $75K

> $75K

Source: Global Insight 2009, Booz & Company Analysis
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

18

Interestingly, India’s market is expected to overtake the US auto sales by ~2035
Light Vehicle Sales Projections - US, China, India
2004-2040, Thousand Units

Thousand Units
60,000

CHINA

55,000
50,000
45,000
40,000
35,000
30,000
25,000

India’s automotive sales is expected to exceed U.S

Chinese automotive sales exceeds U.S

INDIA

20,000

UNITED STATES
15,000
10,000
5,000
0
2004

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

2030

2032

2034

2036

2038

2040

Note:
Figures for passenger vehicles includes numbers for light commercial vehicles like TATA Ace, TATA Magik, Suzuki Omnivan, Toyota Dyna, Mitsubishi Canter, etc
Source: Global Insight Database, Booz & Company analyses
Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

19

For more information please contact:

Chicago
Vikas Sehgal
Partner
+1-312-578-4828 vikas.sehgal@booz.com Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

20

The most recent list of our offices and affiliates, with addresses and telephone numbers, can be found on our website, booz.com Worldwide
Offices
Asia
Beijing
Delhi
Hong Kong
Mumbai
Seoul
Shanghai
Taipei
Tokyo
Australia,
New Zealand &
Southeast Asia
Adelaide
Auckland
Bangkok
Brisbane
Canberra
Jakarta
Kuala Lumpur
Melbourne
Sydney

Europe
Amsterdam
Berlin
Copenhagen
Dublin
Düsseldorf
Frankfurt
Helsinki
Istanbul
London
Madrid
Milan
Moscow
Munich
Oslo
Paris
Rome
Stockholm
Stuttgart
Vienna
Warsaw
Zurich

North America
Atlanta
Chicago
Cleveland
Dallas
DC
Detroit
Florham Park
Houston
Los Angeles
Mexico City
New York City
Parsippany
San Francisco
South America
Buenos Aires
Rio de Janeiro
Santiago
São Paulo

Middle East
Abu Dhabi
Beirut
Cairo
Doha
Dubai
Riyadh

Booz & Company is a leading global management consulting firm, helping the world’s top businesses, governments, and organizations. Our founder, Edwin Booz, defined the profession when he established the first management consulting firm in 1914.
Today, with more than 3,300 people in 61 offices around the world, we bring foresight and knowledge, deep functional expertise, and a practical approach to building capabilities and delivering real impact. We work closely with our clients to create and deliver essential advantage. The independent
White Space report ranked Booz & Company #1 among consulting firms for “the best thought leadership” in 2010.
For our management magazine strategy+business, visit strategy-business.com.
Visit booz.com to learn more about Booz & Company.

Printed in USA
©2011 Booz & Company Inc.

Booz & Company
DATE

India Auto Market.ppt

Prepared for client name

21

Similar Documents

Premium Essay

Baxton

...BACKGROUND AND PROBLEM DEFINITION “Mercedes of Hoists”Baxton Technology is manufacturing surface automotive hoists which are used by Service centres, Garages, and other car repair shops. Mark Baxton, president of Baxton Technology wants to keep the company on a fast growth track after the US and Canada market.Baxton Technology 60% of sales was to US with the remaining 40% to the Canadian Market. European market could be a good move but US Market sales could be also increased if the US wholesaler would push the product. And if go with European market then they have three options: Licensing to French Firm Bar Maisse, Joint Venture with Bar Maisse or Direct Investment in Europe, so which one would best suit the company. MARKET AND INDUSTRY ANALYSIS In Automobile Aftermarket Industry, around 49,000 hoists were sold each year in North America. The market size was $150 Million.Baxton Technology has 2.1% Market share.(Exhibit 2) US hoist market is largely dominated by two US firm AHV lifts and Berne Manufacturing, having around 60% market share. Baxton Technology competed with AVH and Mete in scissor lifts, however was ahead by 20% and 5% in its sales price respectively. Their target is to have higher profit Margin rather than high sales volume. Three types of distributors were used for Baxton- Company sales force (100% selling price received), Canadian distributors (80 % selling price received) and US wholesalers (78% selling price received). Apart from this, the distribution system...

Words: 679 - Pages: 3

Premium Essay

Baxton Case

...Report for Baxton Technology Date: November 20, 2014 Problem Overview Mark Baxton, president of Baxton Technology wants to expand and grow his company. He is faced with two of the following decisions: to further expand his company in an existing market by focusing his efforts in the United States, in particular the east coast, or the second option is to go global and introduce the product into a single European market. Recommendation Baxton’s Technology penetration into the US market would seem attractive, but the hoist industry already dominated 60% of the market share by two large U.S. firms, AHV Lifts and Berne Manufacturing who compete based on price. Expanding in the U.S. does not seem feasible with so much competition because of their relationship with wholesalers. U.S. wholesalers refuse to relinquish any of its territory and do not wish to “push” the Baxton Lift. Their main objective was to sell any hoist, not necessarily the Baxton Lift. It would be in the best interest for Baxton Technology to enter the European Market because there is no dominant hoist manufacturer. Within the “Big Four” industrialized nations: France, Germany, Italy, and the United Kingdom. The only firm that has a scissor-type lift is Germany, luckily their primary target market is within German borders. This presents an opportunity of advancement for Baxton Technology, especially with the interest of the French firm, Bar Maisse which manufactures wheel alignment equipment. Baxton is already...

Words: 610 - Pages: 3

Premium Essay

Examples Of Anglo-Baxton Beliefs And Values In Beowulf

...Beowulf in Relation to Anglo-Saxton Beliefs and Values In the epic poem, Beowulf, there are many references of Anglo-Saxton beliefs and values and the effects they have on the characters and the outcome of the story. As the setting of the story takes place in Anglo-Saxton times, these beliefs and values were well represented and well valued by the many characters of the story, such as Beowulf, Hygelac, Hrothgar, and Wiglaf. The Anglo-Saxton values consisted of generosity, friendship, loyalty, and bravery. Anglo-Saxtons also desired their kings to be chivalrous, powerful, and daring. Most importantly, the epic reveals the values of Anglo-Saxton society in its chivalry code, as well as the code of knighthood. Beowulf demonstrates Anglo-Saxton values and beliefs by strengthening the heroic code, by designating loyalty as a very important characteristic in Anglo-Saxton standards, and by demonstrating the Anglo-Saxton’s high appreciation for craftsmanship. Beowulf strengthens the heroic code by indirectly stating that a hero must possess the characteristics that society finds to be the most important and honorable for a hero. The epic designates Beowulf as a prominent hero in Anglo-Saxton standards, as he possessed bravery, honor, loyalty, and spoke in an elevated language throughout the story. The first lines of the epic state how the past kings showed Anglo-Saxton heroic qualities, and give a preview of the epic will be told, specifically. “So. The Spear-Danes in days gone by and...

Words: 923 - Pages: 4

Premium Essay

Braxton Technology

...Baxton Technology After working for another automotive hoist manufacturer, Mark Baxton took off and built his own hoist manufacturing business and named it Baxton Technology. Over the next nine years, Mark grew his business to over nine million dollars in sales. There were several factors that made Baxton Technology what it grew into by the late 1990’s. From the beginning, Mark founded the business on providing quality, safe products at a fair price to his customers. Many of these features set him apart from his competitors. Baxton offered a scissor lift type hoist system that was equipped with a safety locking system that allowed the hoist to be raised to any level and lock into place. The scissor lift mechanism also allowed mechanics to easily access the undercarriage of the vehicle. Along with quality workmanship, this lift offered alignment plates that gave mechanics accessibility to perform wheel alignment jobs. This mechanism wasn’t always offered with other style hoists from Baxton’s competitors. Functionality with installation was a high point with the scissor lift system. The low-maintenance style of hoist was labeled a surface lift, of which was installed directly onto the floor in less than a day. Mark and his staff continually made improvements to the lifts, adding safety features that showed Mark made a conscious effort to keep improving their product. This style of management and improvement ties directly into what the book called “Customer Characteristics, Expectations...

Words: 1874 - Pages: 8

Premium Essay

Baxter Tech Case

...Baxton Technologies: Background Baxton Technology, referred as BT hereafter, is a Quebec based company which manufactures hoists (scissors type surface) with its operations in Canada and US. It competes in the speciality shop segment particularly with shops that deals with wheel alignment. It had already developed a reputation and was known as the Mercedes of Hoists and had sold 1,054 hoists, with 60% sold in US and rest in Canadian Market. Industry: Total hoists sold annually in North American hoists market was around 49,000, typically purchased by new car dealers, used car dealers, speciality shops, and automotive outlets for serviced or repaired cars. The Canadian hoists market more than $54 bn at retail in 1999, servicing around 14mn cars on the roads. The cost of hoists usually ranged from $3,000 to $15,000. Market Study: 16 companies competed in the North American market, 12 US and 4 Canadian. The In-ground hoists accounted for 21% of the market share, and 79% was contributed by Surface hoists. Two major firms controlled sales for the US markets were, AHV lifts and Berne Manufacturing. Compared to its immediate competition, the price of BT was approx 20% higher. And, the other major contributor charged 5% lesser than BT. The retail price per lift was $10,990; however, the amount received by BT was $9,210. The sales were achieved using three channels: 1. Direct selling at the retail price. ($10,990) 2. Canadian distributor at 80% of retailer price. ($8,792) ...

Words: 689 - Pages: 3

Premium Essay

Use Of Hypocrisy In The Minister's Black Veil

...The Minister decides to wear his secret sin on his person being symbolized as a Black Veil worn upon his face for everyone to see, with the immediate reaction being very negative by his adherents and even his fellow clergymen. The criticism of Puritan religious notions is shown through Nathaniel Hawthorne's use of hypocrisy in the follower's actions as they judge him for something everyone struggles with. In a direct quote from Richard Baxton( the author of “Directions for Hating Sin”) he clearly states the critique Nathaniel Hawthorne brilliantly gets across by stating “ Direct. X. Look always on sin and judgment together…”.These direct words from the sermon categorize judgment and sin together deeming them equally as prohibited. With judgment primarily being the focused topic of “ The Minister's Black Veil”, the critique shows as the people blindly go against one of their own core beliefs as puritans, also hypocritically judging someone for their sin which each and every person...

Words: 553 - Pages: 3