PESTLE ANALYSIS OF AUTOMOBILE SECTOR OF INDIA: PESTLE Analysis PESTLE Analysis is a simple‚ useful and widely-used tool that helps you understand the "big picture" of your Political‚ Economic‚ Socio-Cultural and Technological‚ Legal and Environmental aspects. As such‚ it is used by business leaders worldwide to build their vision of the future. PESTLE analysis is concerned with the environmental influences on a business. Identifying PESTLE influences is a useful way of summarizing the
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1. Rivalry among existing firms: The rivalry among existing competitors in the automotive industry is very aggressive. Note that since the arrival of the Chinese participant Huawei‚ eventhough it still has no presence in the automotive industry‚ they already have services that will be integrated this year as both telecommunications and internet GPS for cars‚ these features were already accepted and endorsed by recognized auto manufacturers. All this has made the competition become more intense
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8 Industry Evolution and Strategic Change No company ever stops changing . . . Each new generation must meet changes—in the automotive market‚ in the general administration of the enterprise‚ and in the involvement of the corporation in a changing world. The work of creating goes on. —ALFRED P. SLOAN JR.‚ PRESIDENT OF GENERAL MOTORS 1923–37‚ CHAIRMAN 1937–56 It is not the strongest of the species that survive‚ nor the most intelligent‚ but the one that is most responsive to change. —CHARLES
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Car Accessories – India January 2011 Executive Summary Car accessories market is expected to grow as the younger generation is looking to convert their cars into an entertainment zone It has been expected that car accessories market will reach INR X bn by 2014 growing at a CAGR of Z% – Accessories for luxury car segment alone accounts for INR X – Y bn in 2010 Market Latest car accessories like Product 1‚ 2‚ 3‚ 4 and 5 are becoming the need of the hour for latest models Drivers Challenges
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one in seven employees works directly or indirectly for the automotive industry. EA is now facing a financial crisis. The new company chairman plans to boost productivity‚ which will require a drastic cost-cutting programme‚ and jobs may go. A group of financial consultants‚ Tompkins & Kosters‚ have been called in to help with the refinancing package. [pic] Listening One of your colleagues from Tompkins & Kosters is being driven in a taxi to a meeting near London. Listen to the business news
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Date: September 16‚ 2014 BYD’s core competencies BYD has a lot of resources and competencies‚ as you can see in the VRIO Framework (Exhibit 1). However‚ the core competencies that give BYD its competitive advantage are 3: a) Strong R&D: This is the capability that gives BYD the majority of its competitive advantage when compared with the 200 Chinese firms that have entered the battery market since 1995. BYD invests around 2% of revenues to product and process R&D. This investment allows BYD to discover
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DPorter’s Diamond Model on Competitiveness Factor conditions for production are the inputs and infrastructure necessary for competition‚ which include: • Human resources: quality and quantity of skilled labor‚ cost of personnel‚ and labor skill variety; • Physical resources: “the abundance‚ quality‚ accessibility‚ and cost of the nation’s land‚ water‚ mineral‚ or timber deposits‚ hydroelectric power sources‚ fishing grounds‚ and other physical traits.” (Porter‚ 1990‚ p. 74); • Knowledge resources:
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Submitted by Group E 12: Simon Mohsin Jonas Noel Surojeet Bosch India Bosch is a leading supplier of technology and services in the areas of automotive and industrial technology‚ consumer goods and building technology in India. The Bosch Group operates in India through six companies‚ viz‚ Bosch Limited‚ Bosch Chassis Systems India Limited‚ Bosch Rexroth India Limited‚ Robert Bosch Engineering and Business Solutions Limited‚ Bosch Automotive Electronics
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cost and the logistics costs to be kept to a minimum. This means being competitive on all the freight pricing. Team working aspects The team was easily organised and everything just fitted in place. There were five aspects to focus on in the Final Group Business Plan and there were five team members. Each team member chose his part and there was no quarrel over any particular area. Regular meetings were held to decide on general decisions about our business plan‚ where the business plan is headed
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automobile gained importance. Large-scale production became the focus of industrial activities. Audi‚ DKW‚ Horch and the automotive department of the Wanderer factory merged in 1932 to form Auto Union AG. This created the second largest motor vehicle group in Germany. To the 1932-1945 models 1945-1965 This period was characterised by the austerity of the immediate post-war years any by the German economic miracle of the 1950s. For Auto Union‚ it meant the loss of its Saxon home and the rebuilding
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