Abstract This study of the Canadian automobileindustry reveals how this industry reflects, in many ways, the complex contradictions of economic development of Canada. While the automobileindustry is one of Canada's major industries in terms of revenues and employees, it is not only geographically concentrated in Ontario (and, to a lesser extent, Quebec), but it is also almost entirely dependent upon and external market: the United States. The paper goes on to discuss how much like the Canadian economy as a whole, the Canadian automobileindustry developed in a state of dynamic tension with the economic and political forces shaping the economic giant to the south. "
Abstract This paper adds to an existing paper on changes in management for the automobileindustry. It notes the beginnings of the industry with the creation of the assembly line by Henry Ford and some of the management theories that have had an impact since. It discusses concepts from the scientific management of Frederick W. Taylor to the latest ideas on management and how they have been applied to the production of automobiles.
From the Paper "Change in the Automotive Industry resulting from Increasing Organizational Understanding There are many industries that have undergone major change. One of these is the automotive industry, the change started to occur when Ford took on the ideas of Frederick Winslow Taylor and developed a production line that was able to produce cars at a much faster and cost effective manner than the previous system where cars were worked ion by the same people from start to finish. His production line was based on scientific management theories, also known as Taylorism. Frederick Taylor was a perfectionist who hated waste of any sort. Taylor argued that even though tasks had been broken down into component parts workers still retained discretion on how to perform tasks. This discretion he argued gave the workers power and that workers with this discretion would under work and using the control that they gained to their own advantage (Huczyniski et al, 1996)."
Abstract This paper discusses and evaluates the benefits of economies of scale (companies with huge production and supply capacity) in the global automobileindustry. According to Alfred Marshall, there are two factors influencing the economies of scale, the internal and the external. This paper examines these two different factors.
From the Paper "It's clear that a company that provides economies of scale reduce the average cost per unit through increased production because of fixed costs, which are splitted up between increased number of goods. But it does not mean that all costs are decreasing likethe average. When average costs are falling the marginal cost must be below the average cost curve; when average costs are rising, the marginal cost must be above the average cost curve.
It's nessery to admit that the achieving of economies of scale in production can represent a deviation away from the assumption of perfectly competitive markets. In perfect competitive markets, it is assumed that production takes place with constant returns to scale. This means that the unit-cost of production remains constant even the scale of production increases. If that assumption is changed, it can open up the possibility of increasing profits and smart relations among entities."
Abstract This paper provides a Porter's Five Forces analysis of the automobileindustry. The author reviews as well as McKinsey 7s analysis of Ford and DaimlerChrysler. The paper includes charts.
From the Paper "The automobile industry is a global industry dominated by large companies that participate in more than just manufacturing automobiles. It is difficult to comprehend the role that the automotive industry plays in the American economy or indeed in the global economy as a whole. It is a driver of jobs both directly and indirectly and provides considerable economic stimulus to many different countries. Today's automobiles are highly complex and use components from suppliers throughout the world."
Tags: auto industry, Porter's Five Forces, McKinsey 7s, Ford, DaimlerChrysler
Abstract This paper contends that the foreign market has surpassed quality over the U.S. automobileindustry. The paper discusses the foreign automobile market, highlighting relevant statistics of the leaders in the field. A company profile of General Motors is presented in an effort to illustrate the present status of the American automobileindustry.
Outline
Introduction
The Japanese Production Development and Supplier System
The Lean Production System
Specific American Company within the AutomobileIndustry General Motors
New Initiatives
From the Paper "The automobile industry is one of the biggest manufacturing industries of the 20th century and puts a severe impact on the economy of the nation. In Japan, a largest auto manufacturer of the world, the expression 10% industry is frequently used which indicates that the auto industry is involved in 10% of the total employment. As automobiles comprises of a broad range of materials and components, the automobile manufacturer is not capable of managing every manufacturing processes on its own. As it is seen that the impact of this industry is far reaching, and due to its extensive effect, the industry has been positioned as a strategic industry in a lot of nations. (Characteristics of the Auto Industry at the end of 21st century)"
Abstract This paper takes a look at the automobile parts conflict that China has with the World Trade Organization (WTO). The author explains each party's standing - China wanting to prevent tax evasion by companies who import whole cars as spare parts to avoid higher tax evasions and to protect their auto industry, and the WTO's viewpoint that China has violated WTO regulations by treating car parts as whole automobiles. The paper also mentions that the WTO is being pressured by the United States, Canada and the EU to force China into dropping their inflated tariff on automobile parts as this poses a threat to the automobileindustry of the Western nations.
From the Paper "China's entry into the WTO on November 11, 2001, was pinnacle in the validation of the organization's presence as the universal mediator of international trade because it marked the entrance of the world's most populous nation. It opened the world market to China and Chinese consumers to the world, but also subjected the communist nation to comply with regulations decided predominantly by a panel of students to the laissez faire principle. This contradiction of China's trade policy before and after entry into the WTO has led to a major conflict between China and WTO in regards of a tariff being placed on automobile parts being imported into its borders. The existing problem-at-hand is that China is battling to secure their domestic automobile industry by retaining a high tariff on parts imported, while the WTO is receiving pressure from the EU, United States, and Canada, to force China into dropping their inflated tariff on such goods under the pretense that it violates WTO regulations."
Abstract It has long been understood between analysts that among the major industries in the United States, none acts so nearly as a barometer for the economy in general as does the automobileindustry. The paper shows that the year 2000 was no exception to this rule. Auto sales followed the bullish U.S. stock market to unprecedented heights, only to cool off as interest rates hiked up, the Dow Jones and the NASDAQ grew more volatile and gas prices skyrocketed. On September 27, Daimler-Chrysler reported that Chrysler would have a third quarter loss, the first loss since the 1991 recession in the United States.
The paper shows that the consumers, not as confident in the wake of these relatively new trends, reacted according to custom: by keeping their money in their pocketbooks and off of the car lot, creating the first slowdown in US auto sales in nearly two years. It shows however, that a slowdown in car sales does not indicate a fallout; to many, the slowdown in auto sales simply marks a shift from blistering sales to robust sales - hardly a shift worth fretting over. Ultimately, the automobileindustry did well in 2000.
From the Paper "By January of 2000, it was time to assess the year past and future. Automakers in 1999 had sold a record 16.9 million cars and light trucks, outpacing by a wide margin the previous 1986 record of 16 million. Bob Rewey, Ford Motor's vice president for global consumer services, summed up the auto industries party-line, stating that "A strong economy, confident consumers and innovative products were the major factors driving"sales and earnings in 1999?(Eldridge, 2000, p. 2B). The upcoming year, however, did not produce much optimism. Auto sales had slipped before the turn of the millennium, rousing some conservative hopes for 2000. Automakers, noting the meteoric success of 1999, felt that the economy might not hold up indefinitely, and seemed to believe that a correction was on the horizon; ?while automakers hope for a strong year,? wrote Earle Eldridge in USA Today, "they don"t expect 2000 to be better than 1999?(Eldridge, 2000, p. 2B)."
Abstract This paper describes the automobileindustry in detail. It explains who are the major companies, competition for consumers and the future improvements in transportation. It examines the major issues of the industry, technology and the environment impact on the industry.
Table of Contents
I. Industry Background
II. Who are the key players and how do they compete in the market?
III. What are the dynamics of competition?
IV. Power of Buyers
V. Power of Suppliers
VI. What is the industry's driving forces?
VII. Industry Trends
VIII. Market Leaders
IX. What will it take to remain successful?
X. Summary
From the Paper "In the economy of the world, the automotive industry is amongst the biggest industries. ?It produces more trips each day, each week, each year than any other mode of transportation. No other mode of transportation attracts as many consumer dollars, employs as many workers, consumes as much steel, glass, and rubber, and has a greater impact on the country's economy and society.? Of the ten biggest corporations listed in Fortune Magazine's list of Global 500 for 2001, four of them were from the automobile industry. They were General Motors(GM), Ford Motor Corporation, DaimlerChrysler, and Toyota Motors and the revenues they generated was $183,632.00, $180.598.00, $150,069.7, and $121,416.2 billion respectively. The aggregate here is an astounding $635,715.9 billion. Besides these companies, there are numerous other smaller automakers such as Honda and Hyundai that possess smaller market shares. In the year 2000 the US automobile industry sold an amazing 17.4 million vehicles and beat 1999's record by 500,000! The growth in the industry during this period was attributed to the growing economy, increased consumer confidence, and rising disposable income. However, that was in 2000 and although the automotive industry continues to maintain a dominant presence in the world, the next couple of years seem to be a real challenge. Gigantic automakers such as GM, Ford, and DaimlerChrysler are loosing market share and their performance is on the decline. As other companies compete for more market share amidst economic difficulties, the bigger corporations are being severely affected. ?All three automakers (GM, Ford, DaimlerChrysler) faced significant weakness in the summer months (01) due to slower economic growth, lower consumer spending, and higher unemployment.? The only certainty during these uncertain times is that trends are changing. The economy has definitely slowed down, competition is no longer what it was historically, and there have been changes attributed to the industry's driving forces. All these differences for the better or for the worse will factor in to produce the leaders of tomorrow."
Abstract In order to arrive at a better understanding of the implications that changes to economic systems can have, this paper will attempt to examine the impact of NAFTA on the American automobile manufacturing sector. More specifically, an effort will be made to assess whether or not NAFTA can help or has helped the American automobileindustry to be more competitive in the global business environment.
Abstract This paper presents an analysis of the automobileindustry by looking at a number of aspects of the industry and how they will affect a company's strategy and, ultimately, its competitive advantage. Some of the factors the paper considers are internal rivalries within the industry, complements within the industry, barriers to entry, buying power, supplier power and substitutes.
From the Paper "The industry selected for analysis in this report is the automobile industry. Porter identified five major factors that affect the strategy that a company can utilize in the modern day market. Strategy planning in organizations is conceptually and practically complex in nature. (Greenwood and Carter, 1997) The type of product, the life cycle of the product and the process involved in designing, manufacturing and marketing of the product all determine the strategy that is used by a company no matter what the industry. An organization has to allow for constant and steady improvement in the company's position in the market if it has to maintain a sustainable competitive advantage. Structure-conduct performance paradigm (SCP) was used by Porter to design the five-force business strategy model that has become the foundation of business strategy studies. (Besanko, Dranove and Shanley, 2000) Successful competitive advantage is defined in a variety of performance measures such as market share, return on sales, return on investment and bottom line profitability."
Abstract This paper explores the importance of branding in the automobileindustry by using the Audi brand and company to illustrate many of the central aspects relating to the strategies and implications of branding within the industry. This study shows conclusively that a product or service brand is an essential aspect of commercial success in a very competitive age. The examples of the way that Audi has overcome various problems, discussed in the paper, show how important a brand is as a pivotal aspect of a company's success or failure. The writer notes that what is particularly noteworthy about the Audi brand is the innovative and creative way that the company has achieved its particular brand status.
Introduction
Research Methodology and Sources
The Importance of Branding
Branding in the Automotive Industry The Function and Significance of Branding
Audi: A Case Study
Audi and Branding: Brief History
Discussion: The Example and Importance of Audi Branding
Statistics and Figures
General Discussion
The Importance of Innovative Brand Marketing
Integrated Branding and Customer Relationships
Consolidating the Brand: Organization Structure and Staff Training
The Relationship between CRM and Branding
Social Involvement and Alternate Reality Branding
Overcoming Image Problems through Branding
Conclusion
Works Cited
Appendix
From the Paper "Another aspect that relates to the importance of branding in a general sense is the increased global competition and "... increasing product homogeneity", which has brought fierce rivalry to the international markets and made it more difficult to maintain strong and durable brands. This factor has increased the importance and significance of branding, in that. "... it is likely that brands with strong consumer emotional ties will continue to grow in importance and significance.
Integrated branding is a concept and praxis that continually comes to the fore in discussions about contemporary branding practices. The concept of integrated branding is one which comes closer to the meaning that branding has for modern companies and particularly for the automotive industry. In essence this concept means that the entire strategy, in terms of organization and marketing of a product, is encapsulated in the creation and maintenance of a given brand. In other words, the brand becomes the measure of the relationship that is developed between the customer and the product or company."
This paper discusses the application of the Japanese management style, or 'lean' techniques as they generally are known, to the North American automobileindustry.
Abstract This paper explains that a challenge to employment relations and employment strategies in the automobileindustry is to provide a greater flexibility in the organization of labor, the better deployment of the work force, the means of providing a 'voice' for the employee in issues of governance at the enterprise level and methods to improve the quality and the quantity of production. The author points out that the Japanese work culture is different than the American culture: The Japanese people are completely 'group oriented' in contrasted to the Americans who are totally 'individualistic'. The paper states that more and more companies are using the new concepts of 'lean' project management; this needs excellent skills on the part of the manager to use his or her skills to communicate company decisions.
From the Paper "It was during the 1970's and the 80's that the Japanese gained an entry into the International Automobile Industry and managed to capture a large market share in North America and Britain and Europe as well as in Australia and parts of Asia. The Japanese also managed to convince the world that the production of automobiles could be better and the quality of Japanese automobiles was definitely of a higher standard than of any other automobile produced elsewhere in the world. The 'Toyota production system' was so unique and successful that it created a huge impression on the rest of the world, and prompted the writing of the book called the 'Machine that Changed the World' in 1990, by Womak, Jones and Roos of the MIT. This book popularized the term 'lean production' that came to symbolize Japanese management and production techniques."
Abstract This paper studies the sociology of the American automobileindustry. The paper discusses the unique attributes of the industry's connection with the city of Detroit, Michigan. The paper examines the industry's impact on the multicultural city, as well as its involvement in relevant race-related issue.
Abstract This paper demonstrates the role that joint ventures have played and will play in China's automobileindustry. In particular, the paper demonstrates the several phases of joint ventures in China's automobileindustry and suggests how previous joint venture phases have prepared for China's current burgeoning strength in automobile production. This paper primarily relies on inductive methods in order to understand three major movements in China's burgeoning auto industry: the changes in the global auto industry, the concomitant changes in the Chinese joint venture landscape, and the almost unnoticed growth in the Chinese auto industry. The writer concludes that China's emergence as a major market and global manufacturing competitor can be traced to its success in attracting and learning from, global competitors.
Outline:
Synopsis
Introduction
Literature Review
General Industry Trends
Attitude Phases in Views of the Chinese Auto Market
Strategic Groundwork for Joint Ventures
International Changes in the AutomobileIndustry Industry Growth: Comparison with Other Countries
Strategic Imperatives in the AutomobileIndustry: Historical Evolution
Changing Structure of the Auto Industry Implications of Strategic Evolution for the Chinese Auto Industry Early Start of the Chinese AutomobileIndustry 1911 to 1949
1949 to 1977
1977 to 1985
Early Joint Venture Experience
The Legal Underpinnings for Joint Ventures
Beijing Jeep: Success and Failure of a Joint Venture
FAW-Volkswagen, Better Long-Term Goal Congruence
Additional Entrants During the Period
Dearth of Japanese JV Assemblers
1985 to 1997
1997 to 2006
Pressures for Reform: 2000 to 2006
Current Determinants of Growth in the Chinese Auto Industry Chinese Joint Venture Evolution: the Future
Chinese Auto Parts Joint Ventures
The Case of Bosch
Push for Fuel Economy
Conclusion
Bibliography
From the Paper "China, in short, has evolved economically at a time when the global automobile industry has never needed it more. China is both an attractive market for automobiles, and an attractive supplier of parts, subassemblies and, soon, completely-assembled automobiles and other vehicles. From 1977, when China lacked even the vocabulary to negotiate joint venture agreements, to today, when every major automobile manufacturer in the world is working alongside Chinese companies, China's bargaining power with and expectations of joint venture partners has increased exponentially.
"Since automobile parts are integrally tied in to the automobile industry, their evolution, joint-venture participation and growing role in the future will also be discussed in connection to joint ventures. More importantly, most of the profits generated in today's global automobile business are being made in the parts industry, rather than final assembly. Parts companies' progress in consolidation, in R&D and emerging brand strength make them highly sought-after as joint venture partners in China and elsewhere in the world."
This paper is a research project which analyzes the strategies by which international automobile companies, especially General Motors, can gain a competitive advantage in overseas countries.
Abstract This paper explains that five major car manufacturers--Ford, General Motors, Daimler-Chrysler, Toyota and Nissan--dominate the automobileindustry and progressively have limited the growth of small national brands globally by implementing better manufacturing and sales strategies. The author points out that General Motors, although facing many challenges in the U.S. market, is still a major player in the automobileindustry; its strategy to enter new markets with existing and new products globally generates significant revenue from these markets. The paper concludes that to be successful, companies must (1) have flexible operations at the different facilities around the world to adjust to various situations of overcapacity, (2) create mega companies through global mergers and acquisitions and (3) manage quality and (4) integrate the supply chain for global operations.
Table of Contents
Introduction
Reason for Choice of Topic
Academic Objectives of Dissertation
Summary of Chapters
Literature Review
Organizational Needs and Strategy
The AutomobileIndustry Changes in the Auto Manufacturing Industry Conclusion
Methodology
Scope of the Research
Basic Methodology
The Design and Implementation of the Inquiry
Sources of Bias
Limitations of the Research Process
General Motors-History and Operations
Findings and Analysis
Analyzing GM Using SWOT Method
The Corporate Level Strategy
Conclusion
Final Conclusion
Future Research
From the Paper "Any strategy planning requires the understanding of the internal and the external factors affecting the industry. The main objective of this study is to identify the conditions faced by General Motors (GM) in the international markets and strategies that are implemented by the company in the past and the available options open to the company in the future. Some of the problems faced by automobile industry are also the effect of changes and restructuring of other related industries. For example, the steel industry provides the motor vehicle industry with steel sheets, which are used to manufacture the body and the chassis of the vehicle. Any variation in the steel industry therefore has the ability to increase the cost of building vehicles. (Porretto, 2004) Any variations in the iron and steel industry therefore have the ability to seriously impact the automobile industry. In addition, the motor vehicle and parts manufacturing industry drive many related industries such as tire and rubber industry and spares and replacement part industries."
