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RELATIONAL RESOURCES AND CAPABILITIES IN ACQUISITIONS, JOINT VENTURES AND ALLIANCES IN THE AUTOMOTIVE INDUSTRY

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Neto, Mario Sacomano, Eliciane M. Silva, Silvio R. I. Pires, & Charles Kirschbaum (2012).  RELATIONAL RESOURCES AND CAPABILITIES IN ACQUISITIONS, JOINT VENTURES AND ALLIANCES IN THE AUTOMOTIVE INDUSTRY. The internationalization of the automotive industry is strongly linked to the processes of mergers, acquisitions, joint ventures and alliances. To penetrate certain markets many companies associate themselves with local or global companies, which is considered a safer and more stable strategy to enter certain countries and also a way to share resources and intercompany capabilities. In this context, this article examines the resources, capabilities and advantages of relational processes of acquisitions, joint ventures, alliances and partnerships in the automotive sector based on an analysis of five dyads (three automakers and two auto parts suppliers) associated with the internationalization of companies. The analysis of these cases reveals shared relational resources (physical, institutional, essential and valuable, and complementary organizational resources) in different types of dyads in the process of internationalization of these companies. Data were collected from interviews, participant observation, documents and specialized publications, and were evaluated based on the content analysis technique. The results of the survey indicate that: 1) internationalization processes and automaker and supplier growth are enabled by mergers, acquisitions and joint ventures; 2) these processes are driven by different objectives, but mainly by geographical locations and technological, managerial, institutional and market resource complementarities; and 3) the findings reveal a significant exchange of resources and capabilities acquired through these relationships. The findings draw attention to the discussion about the complementary capabilities and resources acquired at intra and/or interorganizational levels and the formation of local networks and partnerships in internationalization processes.

Segmentation and transitions between temporary and long-term employment. Comparison of employment relations in automobile companies in the BRIC countries

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Jürgens, Ulrich, & Martin Krzywdzinski (2012).  Segmentation and transitions between temporary and long-term employment. Comparison of employment relations in automobile companies in the BRIC countries. Gerpisa colloquium. The BRIC countries are often characterized by the dominance of nonstandard employment relations (temporary, agency and contract work) and informal work. But which approaches do the automobile companies follow in the BRIC countries? Do the companies rely on standard long-term employment relationships and constitute “protected islands” within the respective national economies? Or do the companies pursue the approach of segmentation between a (small) core workforce and a (broad) margin of temporary employment? How do skill requirements, labor market conditions and the regulation in the BRIC countries influence the companies’ approaches?
Thème: Nouvelles divisions internationales du travail et transformations des relations d’emploi
Thème: A new international division of labor and changes in employment relationships

Le coût de l’immobilier et le développement de l’automobile : une question d’économie politique

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 12 March, 2012 - 14:13
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La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa et conseiller scientifique de la Chaire de Management des Réseaux du Groupe Essca.

Le Gerpisa recevait cette semaine un de ses membres allemands, Martin Krzywdzinski, qui, avec Ulrich Jürgens, a conduit ces trois dernières années, un travail comparatif sur les formes de gestion des ressources humaines qu’un grand constructeur allemand, d’une part et un grand constructeur japonais, d’autre part appliquent au Brésil, en Russie, en Inde et en Chine, dans leurs usines plus ou moins récentes. L’importance et les apports de cette recherche conduiront immanquablement à ce que, dès sa publication, il suscite un intérêt tel qu’il nous donnera l’occasion d’y revenir.

Un aspect spécifique retiendra ici notre attention : c’est l’importance des conditions dans lesquelles les salariés peuvent se loger. De l’aveu même des chercheurs, ils n’avaient pas prévu dans leur protocole d’enquête de s’y attacher pas plus – soulignent-ils – que les décideurs des grands constructeurs concernés n’avaient planifié leurs implantations en intégrant cette dimension. C’est le caractère récurrent des préoccupations exprimées à ce sujet chez les salariés comme chez les managers qui a conduit les chercheurs à en faire un des items clés de la comparaison. read more

Renault-Nissan et GM-PSA : similitudes et différences

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 5 March, 2012 - 14:25
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La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa et conseiller scientifique de la Chaire de Management des Réseaux du Groupe Essca.

Même si ceci ne manquera pas de susciter quelqu’énervement chez PSA, les lumières qui nous ont été fournies cette semaine sur la forme que va prendre "l’alliance stratégique mondiale" GM-PSA font d’abord penser – comme Florence Lagarde l’a souligné déjà la semaine dernière - à Renault-Nissan. Le fait que les deux piliers de la coopération mise en avant soient le partage des plateformes d’un côté et la création d’une structure commune d’achat de l’autre, que la gouvernance de l’Alliance soit assurée par un "steering committee" composé de 4 top managers des deux entreprises, que l’identité des marques soit préservée et gérée hors de l’Alliance tout comme les outils industriels qui continueront d’être dédiés sont autant d’éléments qui rendent comparables les deux manières de procéder.

Cette démarche intermédiaire entre la fusion et la coopération ponctuelle s’explique dans les deux cas par la nécessité politique de respecter l’identité et la "nationalité" des parties d’une part et par la prudence stratégique et organisationnelle que les entreprises ont tiré de leurs expériences passées et de celles qu’ils ont vu d’autres faire d’autre part. read more

Change in the management of subsidiaries due to increasing value competition - as a starting point for a survey on the impact on employment and occupational qualifications†

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Proff, Heike (2012).  Change in the management of subsidiaries due to increasing value competition - as a starting point for a survey on the impact on employment and occupational qualifications†. Gerpisa colloquium.

Currently, automotive companies are increasing their value added in the growth markets of the BRIC countries, despite the risk of losing knowledge, especially in China. Protecting their global market position and handling the major markets, especially the Chinese market, require high levels of foreign investment, not only in production, but also in other value-adding activities such as research and development (R&D). A new form of value chain competition arises.
 
Therefore, global automotive manufacturers’ and suppliers’ management has to adapt to the changing importance of the foreign subsidiaries and now has to coordinate them at least on a regional basis, if perhaps not yet globally.
 
However, up to now, despite the regionalisation in East Asia, Latin America and sub-Saharan Africa, the value-adding activities of the subsidiaries have been largely confined to single foreign markets. In addition, the interactions between the subsidiaries compared to the exchange relationship between subsidiaries and the parent companies have been low. This has mainly been caused by inter-company transfer pricing and tight, centralized management by the parent companies.
 
Therefore, “integrating a (new) site into the value added network”, as a fourth step in traditional international market management (after 1. Identifying attractive markets and sites, 2. Deciding on the form of internationalisation and 3. Deciding on the form and timing of establishment), has had to be extended by a multi-market management to reduce product substitutability and the scale and scope disadvantages within and between multinational companies (as a first step, to prevent overcapacities) (cf. Proff 2007 and Proff, Proff 2008, based on Bulow et al. 1985). In a second step, the coordination of international value adding activities must be improved in order to further reduce scale and scope disadvantages. Multi-market management thus becomes coordinated multi-market management.
 
Coordinated multi-market management has to increase the exchange between subsidiaries through “strategies covering coordination needs” (cf. Peng, Meyer 2011, pp. 457), which is still low in the automotive industry compared to the exchange relationships between the subsidiaries and the corporate centre or parent company (cf. Fuchs, Apfelthaler 2009, p. 214).
 
Many different “strategies covering coordination needs” are discussed in the literature (cf. overview in Kutschker, Schmid 2011, p. 1035):
 
-        Technocratic coordination strategies that aim to impose routines and standards on operational inputs (e.g. execution of operational processes) and operational outputs (e.g. results) through rules and programmes, plans, budgets, reporting systems and formalisation,
-        People-orientated coordination strategies that are carried out by personal instructions, autonomy, visits, executive transfers, standardisation of roles and culture-orientated coordination and
-        Other “strategies covering coordination needs” such as transfer prices, knowledge transfer and self-organisation.
 
Although many studies examine which coordination strategy is most efficient, and under what contextual factors the use of a specific coordination strategy is particularly efficient, they have not yet succeeded in finding the answers. For this reason, international companies normally use a range of different coordination strategies simultaneously.
 
We used an oral survey as our empirical methodology, in order to identify first indications of future changes in the management of subsidiaries on the basis of increasing international value added competition, and conducted in-depth interviews with experts in the automotive industry using a structured interview guideline. The interviews lasted around one and a half hours on average. This methodology was selected because assessments of future developments, i.e. the strategic perspective of the respondents, were to be recorded. It was therefore impossible to use conventional hypothesis testing and an analysis by multivariate methods.
 
We conducted interviews of 93 industry experts (generally from leading automotive industry associations), well-known academics and top managers (generally managing directors) of subsidiaries of German automotive manufacturers and suppliers in the BRIC countries of Brazil, Russia, India and China – all in the year 2010 during research trips to all four countries – and in the German parent companies
 
The interviews showed that of the many “strategies covering coordination needs” discussed in the literature, four appear to be particularly important: 1. Regional management with extensive autonomy from the corporate centre and coordination based on value consensus, 2. Institutionalised knowledge transfer with coordination based on differences in know-how, 3. Personnel transfer with hierarchical coordination and 4. The offer of shared support functions, with coordination via transfer prices which exploit tax advantages.
 
The interviews therefore showed that these four “strategies covering coordination needs” appear important to the experts and are in some cases already pursued in the multinational automotive companies, but that they are not yet followed to an adequate extent. In China in particular, the many sites have not been coordinated so far in a Chinese or Asian network, but mostly remain autonomous value-adding units.  With the fast growth in China and the other BRIC markets, coordination needs will increase (cf. Proff 2012 and Bernhard 2011, p. 31), the role of subsidiaries therefore has to be redefined.
This finding gives rise to a need for further research. We therefore propose a subproject
“Changes in the management of subsidiaries of multinational automotive companies within a new international division of labour and changes in the employment relationship”
for the new GERPISA International Research Project in the field: New Demarcations in the Global Automotive Industry - Breakup of the Triad, as proposed by Ludger Pries and Antje Blöcker.
 
For this subproject, we can derive the following assumptions:
  • Due to increasing value adding activities in subsidiaries operating in emerging markets, a change from a previously largely locally orientated management to a regional and even globally orientated management with increasing autonomy and accretive influence on the management of the parent company is probable.
  • Parent companies need skilled workers, because branding, technical development and the production of central components still have to be done within the parent companies.
  • Despite the shift of research and development activities into new growth markets, the Triad will remain a central location for innovation, because Asian manufacturers are investing heavily in the Triad.
 
In this subproject we will examine assumptions relating to the influences on employment and occupational qualifications in the foreign locations as well as at the parent companies in Germany. Therefore, case studies will be conducted with parent companies of German manufacturers and their subsidiaries in the BRIC countries (in collaboration with GERPISA colleagues in France and Italy, possibly with partners in the BRIC countries). The research framework will consists of theories on the role and coordination of subsidiaries in the international management and value adding activities of multinational enterprises.
 
 
 
 
Selected References
 
 
Bernhardt, W. (2011) Die Automobilindustrie im Jahr 2025 – heute die Basis für den Erfolg von
            morgen legen, in: `Zeitschrift für die gesamte Wertschöpfungskette Automobilwirtschaft
            (ZfAW)´, 14. Jg., S 26-33.
Bulow, J. I., Geanakoplos, J. D., Klemperer, P. D. (1985) `Multimarket oligopoly. Strategic substitutes
            and complements´, in: Journal of Political Economy, Vol. 93, pp. 488-511.
Fuchs, M., Apfelthaler, G. (2009): `Management internationaler Geschäftstätigkeit´. 2. Aufl., Wien.
Kutschker, M., Schmid, S. (2011) `Internationales Management´, 7. Ed., Munich..
Peng, M., Meyer, K. (2011): `International Business´. London.
Proff, H. (2007): `Dynamische Strategien: Unterstützung der Erreichung der angestrebten Wettbe
werbsvorteile im internationalen Wettbewerbsprozess´. Wiesbaden.
Proff, H. (2012) `Managing the transition to electric mobility in Chinese automotive subsidiaries of
MNCs´, will be published in: International Journal of Automotive Technology & Management”,
Spcial Issue on China Strategies, 2012.
Proff, H., Proff, H.V. (2008) `Dynamisches Automobilmanagement. Strategien für Hersteller und
Zulieferer im Internationalen Wettbewerb´. 1. Aufl., Wiesbaden.

Thème: Nouvelles divisions internationales du travail et transformations des relations d’emploi
Thème: A new international division of labor and changes in employment relationships

Innovation processes in the automotive industry: different contingencies, different processes

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Salerno, Mario Sergio, Raoni Barros Bagno, Leonardo Augusto Vasconcelos de Gomes, Debora Oliveira da Silva, & Simone Lara Teixeira Uchoa de Freitas (2012).  Innovation processes in the automotive industry: different contingencies, different processes. Gerpisa colloquium. Automotive companies have developed particular models to follow for their innovation management. They base these on classical new product development models, which focus on durable goods. However, because the theoretical models available are so general and the challenges imposed by different contingencies so varied, further exploration is needed to arrive at a more detailed understanding of the processes used by automotive firms in the real world. Studying literature of common theoretical models for new product and innovation development the research gap will become clearer and help in constructing a theoretical framework. The methodology follows inductive case studies and fourteen innovation projects in ten different Brazilian automotive companies were studied in great depth. An investigation of the innovation process relies on formal and informal approaches. The cases identify common organizational contingencies for innovation projects in automotive companies. The results suggest that the innovation processes applied in the automotive sector can be explained by three different typologies, each one associated with specific sets of identifiable organizational contingencies. This work seeks to improve the existing theory on innovation processes, providing support for automobile companies and their managers. It will help them select the best models that match the configurations for their respective organization’s innovation projects.
Thème: Management de l’innovation, changements technologiques, changements de business models
Thème: Managing innovation, technological change and new business models

The perils of obsolescence: The case of Opel

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Kerpen, Daniel (2012).  The perils of obsolescence: The case of Opel. Gerpisa colloquium.

General Motors (GM), the world’s largest automaker in 2011, has been tremendously affected by the 2008-2009 automotive industry crisis: Facing the Chapter 11 bankruptcy filing on June 8, 2009, the GM management and US government officials since then paved the way for a massive company restructuring process (Senter and McManus, 2010). Although being stock market relisted since November 2010 with the largest IPO in US history and reporting an EBIT-adjusted income of $8.3 billion for 2011 calendar-year, the GM recovery process still remains open-ended.

Purpose and approach: The above outlined reorganization is heavily affecting GM’s European branch of automobile production (former GME, defunct since 2010). It’s most important European subsidiary, Adam Opel AG, still remains in the focus of actual trouble-shooting interventions: The question to be addressed in this proposal is the analysis of Opel’s trajectory being affected by GM’s restructuring.

Therefore, first contribution of the presentation will be a comparison of the economic situation of GME in general and Opel in particular in the wake of the 2008-2009 crisis (before/during/after). This will shed a light on the core problems actually still troubling Opel, while competitors like Volkswagen and Renault-Nissan quickly reported recovery of production and sales figures following the latest crisis.

Secondly, I will contribute by analyzing structural problems affecting the future Opel restructuring and the companies’ continuing search for a sustainable strategy and market appearance. Hence, the following analytical dimensions will be of special interest (Boyer and Freyssenet, 2002): 

1) Focussing on markets, preliminary results are by the end of 02/2012: the long criticized restricted market appearance and limited export possibilities for Opel do not allow any or only marginal participation on lucrative export markets like GM’s US home market, as well as the Brazilian and Chinese market; remaining core markets solely are the shrinking or at best stagnating British, German, French, and Southern European markets, whereas in the latter ones sales decline because of the European sovereign debt crisis. GM’s recently announced assistance in Opel’s international marketing and retailing expansion (e.g. in Chevrolet-focussed markets like Russia) has yet to prove its success.

2) Regarding the productive organization, we actually see that Opel’s production sites within the GM Global Manufacturing System (GMS) are limited to Europe, too. Furthermore, plant capacities are not sufficiently utilized (only approx. 75 % against a target utilization of at least 80 %). The co-operation with potential partners like Peugeot, as recently discussed under a new strategic GM-PSA-alliance or partnership, has to be evaluated, e.g. concerning potential benefits in special car segments like B/C-segments; but it remains questionable as a means of diminishing existing overcapacities instead of closing production facilities, a topic currently fuelled by discussions about possible future shutdowns of at least Bochum or Ellesmere Port production site.

3) Observing the company’s product policy, the brand image setback of the 1990s quality problems still troubles Opel today. Although actually being back on track concerning product quality, fuel efficiency, and service, Opel is still affected by budget cuts in R&D in the wake of the GM bankruptcy; which has delayed technological product portfolio revaluations like direct-shift gearboxes or high-compressed downsize ICEs. Finally, the long-awaited and much-applauded range-extended EV Ampera/Volt models have yet to prove their appraisals in advance.

4) Finally, looking at company governance processes, the continuously replacement of top-management positions is tensioning the employees. Furthermore, the employee side persistently clings to concessions in context of an Opel restructuring 2011-2014ff. agreement achieved in fall 2010 (Bloecker, 2011), which is actually already put into question again by GM management. Finally, the newly-elected head of works councils representatives, Schäfer-Klug, has yet to fit in the confident and media-present role which predecessor Franz played while pursuing the finally failed GM-Opel separation.

Conclusion: In sum, these points may not only generally contribute fruitfully to this year’s conference in the selected topic. They may also stimulate discussion in particular with specialized research agendas, for instance researchers interested in future GM trajectories, future prospects of Opel/GM plants, as well as interest in current policies and actions of works councils.

References: 

Bloecker, A., 2011. Chances and failures concerning sustainable location- and job protection: The Case of Opel Bochum [in German]. Presentation prepared for the workshop “Chances and failures concerning sustainable location- and job protection with special reference to OPEL”, promoted by Office of Cooperation RUB/IMU, Hans Boeckler Foundation and Otto Brenner Foundation, Bochum, 24 October 2011. Online available: http://www.ruhr-uni-bochum.de/rub-igm/Transfer/ZWISCHENERGEBNISSE_I.pdf

Boyer, R., Freyssenet, M., 2002. The Productive Models. The Conditions of Profitability, Basingstoke and New York: Palgrave Macmillan.

Senter, R. and McManus, W., 2010. General Motors’ Steps to Recovery. Paper prepared for the 18th Gerpisa International Colloquium, Berlin, 9-11 June 2010. Online available: http://gerpisa.org/en/node/728

Thème: Trajectoires et stratégies des constructeurs
Thème: Manufacturer trajectories and strategies

New Brazilian Automobile Industrial Policy (Plano Brasil Maior): risks and opportunities for the sector

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Ibusuki, Ugo, Roberto Carlos Bernardes, Flavia Consoni, & Osmar Mitsuo Saito (2012).  New Brazilian Automobile Industrial Policy (Plano Brasil Maior): risks and opportunities for the sector. Gerpisa colloquium. The Brazilian automobile industry is booming. Domestic sales reached 3.63 million vehicles in 2011, according to the Brazilian Automotive Yearbook (Anfavea, 2011) propelling Brazil to fourth position globally behind China, USA and Japan, but ahead of Germany, France and Korea. The industry expected sales to reach 4.5 million vehicles in 2015 and over 6 million in 2025, with huge investments announced already by automobile manufacturers of more than US$ 30 Billion until 2015. Today the automobile industry represents 23% of total Brazilian Industrial GDP and 5% of total Brazilian GDP. Brazil has made great progress as a vehicle manufacturing and sales region, but it would be remiss to overlook the weakening of the local industrial base of automobile and auto-parts companies resulting from aspects of foreign currency exchange and the very strong competition of imported products which reached 850 thousand vehicles in 2011 accounting to almost 25% of total domestic sales. The last five years have seen a strong increase in the deficit of the auto-parts sector’s trade balance and cars manufactured here contained so much imported content. This question clearly gives rise to the issue of competitiveness of the supply chain installed in this country, whose ability to survive in the near future is in serious doubt. This is not a minor problem, as it affects the future of the industry and of the products that will be sold in the country, besides interfering strongly in the local capacity to design parts, systems and end products. In order to understand the relevance of engineering and engineers in the Brazilian automotive sector we have examined official data from the Brazilian Ministry of Labor and Employment (RAIS - Annual Social Information Report). According to RAIS, the number of engineers employed by the automotive industry in Brazil increased from 4.926 in 2000 to 12.067 engineers in 2010 – regarding the employment composition in the automotive industry, which means 1.8% of the total workforce in 2000 to 2.4% of the composition in 2010. During the same period of time the participation of engineers in the entire Brazilian manufacturing industry increased from 0,55% to 0,86% of the total workforce following a very stable labor composition. In other words, the number of engineers employed by the automotive industry increased more than the level of employment of engineers in the manufacturing industry. Data from the Brazilian Innovation Survey (PINTEC/ IBGE) reveal that most of the engineers employed by the automotive industry are involved in technological activities. Data from the most recent survey (PINTEC 2008) demonstrate that in relation to 100% of the total employment in R&D of the entire Brazilian manufacturing industry, almost 19% of them are employment in Brazilian Automobile Industry, and 1.5% of total revenue are translated to new investment in this field (PINTEC, 2008). In order to tackle this issue, government has launched in August 2011 a New Automotive Regime called “Plano Brasil Maior” which was strongly criticized by International Community of Free Trade due to its content of market protectionism, increasing local taxation by 30% for imported vehicle except for companies that reach following requirements valid until end 2012 (further measures are under discussion for years 2013-2017): - 65% regional local content of Mercosur based on revenue; - investment in local R&D and activities related to product innovation for 0.5% of total revenue; - specific local production, at least 6 of 11 production system (final assembly, stamping, welding, painting, trimming, plastic injection, engine assembly, transmission assembly, component assembly, chassis assembly, body assembly). This Industrial Policy was aiming to stop the increase of imported vehicles mainly from Asia (China and Korea) but it doesn’t affect the vehicle importation from Mercosur and Mexico due to on-going Free Trade Agreement. It means main vehicle manufacturers established in Brazil are not affected since they have already established trade channels via Mercosur and Mexico. This study have analyzed the New Automotive Regime based on Porter’s Diamond Model, looking for the 4 factors of competitive advantage (demand condition; factor condition; firms’ strategy, structure and rivalry; related and supporting industries), and how the industrial policies interfere on it. Results show that government aim is in line with the theoretical model of Porter’s: - increase local and export market for local enterprises (demand condition); - create and strengthen critical competencies for the national economy (factor condition); - guarantee sustainable growth and social inclusion (firms’ strategy, structure and rivalry). - increase production of technology to strengthen local value chain (related and supporting industries); But it brings conclusion that Brazil needs to devise, design and implement a consistent and integrated industrial policy of research, development, product, production and use of automobiles in the country. The absence of such a policy increases the chances for Brazil to become a center of production and commercialization of vehicles conceived externally and produced with increasingly less local content and design with higher prices due to less competition. This study intends to present a contribution to the debate of the challenges to attract investments in local technological activities of Brazilian Automobile Industry, as well as how to strengthen the connection of these companies in the routes of global R&D network. How the New Automotive Regime can influence the process of attraction and development of activities in R&D for the Brazilian Automotive Industry?
Thème: Processus d’émergence des nouvelles industries automobiles
Thème: The emergence of new automotive industries

Innovation and technological competence building in Brazilian automotive industry subsidiaries from the perspective of inter-organizational networks

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Bagno, Raoni Barros, Mario Sergio Salerno, João Amato Neto, & Debora Oliveira da Silva (2012).  Innovation and technological competence building in Brazilian automotive industry subsidiaries from the perspective of inter-organizational networks. Gerpisa colloquium. The present study analyzes the trajectories of Brazilian Automotive Industry (BAI) subsidiaries in their development of technological and innovation capabilities from the perspective of the inter-organizational network relationships. The text starts discussing the main concepts on inter-organizational networks. Following, it is approached some historical aspects of automotive industry from the perspective of inter-organizational networks and the typical trajectory of technological capabilities building performed by a BAI subsidiary is described, in which each step is associated to maturity and diversification of inter-organizational relationships. Three main types of network relationships are identified: corporation, supply chain and institutions from science and technology infrastructure. Three real cases illustrate the discussion and are explored in greater depth. We conclude that the consolidation of BAI subsidiaries as innovation centers with expertise in technology and product conception requires a set of external relationships to be structured. This task demands a clear strategic intent for systematic innovation; understanding the dynamics of network typologies in which the company are inserted on and the trajectory of inter-organizational relationships involved and; dealing accordingly with specific challenges imposed by each type of network.
Thème: Management de l’innovation, changements technologiques, changements de business models
Thème: Managing innovation, technological change and new business models

Brazilian flex fuel lessons to hybrid vehicles: a bridge too far?

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Amatucci, Marcos (2012).  Brazilian flex fuel lessons to hybrid vehicles: a bridge too far?. Gerpisa colloquium. This paper aims to gather lessons of the successful sustainable social transition to flex fuel technology in Brazilian automobile industry and apply them to the case of the hybrid vehicle. A model of three gaps of a sustainable innovation is presented: the scale, price gap and performance gaps. The main actors are the government, the manufacturers and the consumers. The study used secondary data of automobile sales and prices in the Brazilian market, and former case studies on Brazilian flex fuel technology. Results showed that the government subsidy to the new technology was necessary to set the market cycle in movement, and can be withdrawn after the normal market conditions are achieved. The same rationale could be applied to hybrid vehicles, nevertheless the gaps being larger. The subsidy necessary to overcome the gaps is calculated. Furthermore, evidence shows that Brazilian tax policy backfires in the case of the hybrid.
Thème: Anciennes et nouvelles mobilités, transformations des marchés, et redéfinition des politiques publiques
Thème: Old and new kinds of mobility, transformation of the markets, and redefinition of public policies

Relational resources and capabilities in mergers, acquisitions, joint ventures and alliances in automotive industry

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Neto, Mario Sacomano, Eliciane M. Silva, Silvio R. I. Pires, & Charles Kirschbaum (2012).  Relational resources and capabilities in mergers, acquisitions, joint ventures and alliances in automotive industry. Gerpisa colloquium. The internationalization of the automotive industry is strongly related with mergers, acquisitions, joint ventures and alliances. To enter in certain markets, companies associate with local or global companies as a more stable strategy and also a way to share resources and capabilities in inter-firm relationships (LAVIE, 2006; DYER & SING, 1998), nominated in this article as relational resources and capabilities. Thus, this article examines the relational resources, capabilities in acquisitions, joint ventures, alliances and partnerships related to three automakers and two auto parts suppliers (and their adjacent relationship) installed in Brazil. The five cases are associated with entry strategies into emerging markets, including Brazil and South Korea. Based on these five cases we identified the shared resources and relational benefits (sharing of knowledge, routines, complementary resources and technology, management skills) extracted in different types of relationships. The theoretical framework was developed from the extended resource-based view, the relational view, alliances and interfirm resource dependence (BARNEY, 1991; LAVIE, 2006; PFEFFER & SALANCIK, 1982; DYER & SING, 1998). From the methodological point of view, this is an exploratory study, conducted through qualitative study cases. To collect data, interviews were developed to analyze the resources and capabilities presented in relational transactions. Participant observations and documents collected in companies and in specialized publications were also used as data collection. For data analysis we used the technique of content analysis. The survey results reveal that the internationalization and growth strategies of automakers and suppliers are made possible through a process of mergers, acquisitions, joint ventures and alliances. These processes occur by different goals, but mainly by geographical, technological, managerial, institutional and marketing complementarities. The results reveal a significant share of resources and capabilities through these transactions. Mergers, acquisitions, joint ventures and alliances are a form of entry into new markets, but also a way to learn new processes for converting resources to acquire knowledge and skills, as noted by Harrison (2005) and Garcia-Pont & Nohria (2002). As well, these transactions are a way to adapt international companies to local institutions, as labor regulations, taxes and customs (MEYER et al., 2009; PENG, et al. 2008). The internationalization of the automobile industry depends on the emergence of new forms of production organization, strongly associated with alliances intra and inter-regional and or national level. Thus, this study confirms the results of other studies, mergers and acquisitions represent a major strategy of internationalization of the automotive industry (FREYSSENET & LUNG, 2000; HUMPHREY, LECLER, & SALERNO, 2000). As well the internationalization by mergers, acquisitions, joint ventures and alliances is very close related with the restructure companies’ portfolios and their development of a major emerging country presence. Our main goal is to understand more deeply what are the gains of these relational transactions and if the exchange of resources and capabilities were possible among firms. These issues are fundamental to understand the dynamics and processes of internationalization of the automotive industry and ways to develop a major presence in a emerging country, as Brazil. References BARNEY, J. B. (1991) Firm resources and sustained competitive advantage. Journal of Management, v.17, n.1, p.99-120. DYER, J. H.; SINGH, H. (1998) The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, v.23, n.4, p.660-679. FREYSSENET, M.; LUNG, Y. (2000) Between globalisation and regionalisation: what is the future of the motor industry. In: HUMPHREY, J.; LECLER, Y.; SALERNO, M.S. Global strategies and local realities: the auto industry in emerging markets. London, Macmillan. GARCIA-PONT, C e NOHRIA, N. (2002) Local versus global mimetism: the dynamics of alliance formation in the automobile industry. Strategic Management journal, v.23, n.4, p. 307-321. HARRISON, J. S. (2005) Administração estratégica. Porto Alegre: Bookman. HUMPHREY, J.; LECLER, Y.; SALERNO, M.S. (2000) Global strategies and local realities: the auto industry in emerging markets. London: Macmillan. LAVIE, D. (2006) The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, v.31, n.3, p.638-658. LUNG, Y. (2000) Is the rise of emerging countries as automobile producers an irreversible phenomenon? In: HUMPHREY, J.; LECLER, Y.; SALERNO; M.S. Global strategies and local realities: the auto industry in emerging markets. London: Macmillan. MEYER, K. E. ESTRIN, S. BHAUMIK, S. K. PENG, M. W. (2009) Institutions, resources, and entry strategies in emerging economies Strategic management journal, 30 (1). pp. 61-80. PENG, D. X., SCHROEDER, R. G.; (2008) SHAH, R. Linking routines to operations capabilities: A new perspective. Journal of Operations Management, v.26, n.6, Nov, p.730-748. PFEFFER, J. e SALANCIK, G. (1982) The external control of organizations. New York Harper e Raw.
Thème: Trajectoires et stratégies des constructeurs
Thème: Manufacturer trajectories and strategies

Automotive Industry Transformations and Work Relations in Brazil. What is the next step?

in
de Mello, Adriana Marotti, & Roberto Marx (2012).  Automotive Industry Transformations and Work Relations in Brazil. What is the next step?. Gerpisa colloquium. The aim of this paper is to discuss this issue, by analysing the transformations that took (and are taking) place in the automotive industry that operates in Brazil since the beginning of the 21st Century and their impact in the work organization, labor unions and forms of firm-level interest representation. We also intend to discuss possible future scenarios and the role of employee representation in the building of them.
Thème: Nouvelles divisions internationales du travail et transformations des relations d’emploi
Thème: A new international division of labor and changes in employment relationships

Au Brésil : une industrie automobile sous contrôle

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 16 January, 2012 - 13:50
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china-brazil.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

Le Brésil a enregistré en 2011 des ventes de VP de plus de 3,4 millions d’unités (2,9% de mieux qu’en 2010) ainsi que des ventes de camions et de bus de 207 400 unités (en augmentation de 11,3%). Bien que le marché automobile ait marqué le pas en fin d’année, ceci permet au Brésil de disputer à l’Allemagne la place de 4ème marché mondial et à Fenabrave de prévoir pour 2012 une nouvelle augmentation de 4,5% pour les VP et de 9,6% pour les VI.

Convoité par la quasi-totalité des constructeurs mondiaux suivis par l’industrie équipementière, le Brésil ne cède cependant pas à l’euphorie. Ainsi, si les concessionnaires de la Fenabrave ne s’en émeuvent pas, les autorités ont vécu avec inquiétude le fait que les ventes de véhicules fabriqués au Brésil aient quant à elles baissé de 2,8% alors que celles de véhicules importés croissaient de 30% et atteignaient 858 000 unités. Ceci correspond à un déclin relatif à la fois de la part des"bi-carburations" qui passent de 86,4% à 83,1% et de celle des "carros populares" équipés de moteurs de 1 l qui passent de 50,8% à 45,2% alors qu’elles représentaient 71% des immatriculations en 2001. Dans la mesure où les exportations croissaient quant à elles de 7,7% pour atteindre 541 500 unités, ceci se traduit par une production d’automobiles au Brésil qui a stagné à 3,4 millions et suffit à déclencher les réactions du gouvernement. read more

La Russie : laboratoire des ambitions françaises dans les émergents

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 2 November, 2011 - 12:29
in
soviet-car.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

Les dix jours écoulés ont été dominés en France par les annonces très contrastées des deux constructeurs nationaux qui ont semblé à certains égards vivre dans deux mondes différents. Plus que leurs ventes en Europe et en France qui, chez PSA comme chez Renault baissent au troisième trimestre (de 11% et 4% respectivement), ce sont leurs capacités à profiter de la croissance des émergents, et, à terme, à y tenir des positions fortes qui sont en cause. Dans le même temps, l’accent était mis sur la Russie : AvtoVaz annonçait un doublement de ses profits au premier semestre et l’entrée de la Russie dans l’OMC- que retardaient en particulier les exigences fixées par l’Etat russe en matière automobile – semble se dessiner pour décembre. read more

Industrie automobile. La croisée des chemins

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Jullien, Bernard, & Yannick Lung (2011).  Industrie automobile. La croisée des chemins. Etudes. L’industrie automobile a profondément structuré nos sociétés au XXe siècle : ses procédés de fabrication, ainsi que ses rapports sociaux, se sont étendus à l’ensemble de l’industrie, cependant que la généralisation de la possession de voitures individuelles structurait autour d’elle les espaces urbains. Cette prédominance a été contestée dans les années 1970, avec la critique de la société de consommation et la mise au jour des problèmes de sécurité et de pollution engendrés par la circulation. Plus tard, l’explosion de la demande, puis de la production, dans les pays émergents va poser de façon plus aiguë les questions de la limitation des ressources fossiles et des conséquences climatiques du tout-voiture. La crise de 2008 a accentué la prise de conscience de la nécessité de réviser au niveau mondial les procédés de fabrication et les usages de l’automobile. Confrontée à de nouveaux défis, l’industrie (notamment française – Renault et PSA) a commencé à explorer des pistes : production dans les pays émergents de véhicules très bon marché également vendables dans les pays développés, délocalisation des activités de conception, perspectives prometteuses de la voiture électrique dès lors que s’ouvrent de vastes marchés... L’industrie automobile semble être au seuil d’une révolution.
couverture_BJ_JL.png

Fiat–Chrysler : et si Moody’s avait raison ?

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 26 September, 2011 - 10:43
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sergio_marchionne_chrysler.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

Entre deux sorties médiatiques, sur la nécessité de revoir la politique monétaire européenne, la négociation sociale en Italie ou les opportunités d’une alliance avec Suzuki, Marchionne n’a guère eu de temps pour commenter la dégradation de la note de l’entité qu’il a constituée en juillet en passant à 53,5% du capital de Chrysler et en prenant la présidence début septembre : d’évidence, la nouvelle du passage de Ba1 à Ba2 n’était pas dans son "story telling". Pourtant, les fondements de cette dégradation ne se limitent pas à l’espèce de moyenne des notes de Chrysler (B2) et de Fiat (Ba1 donc) avant l’intégration qui a été évoquée dans les commentaires les plus rapides. read more

Video: Plenary sessions - 8th of June 2011 - Is the Second Automobile Revolution on the Way

Submitted by administrateur on 14 June, 2011 - 14:59
in
Date: 
08/06/2011
Intervenant/s: 
Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan
Michel Freyssenet, CNRS
François Gayral, Direction Marketing  & Communication Monde, Renault
Pascal Feillard, Direction Stratégie Produits Marchés, PSA
Jean-Paul Bailly, Président du CECRA
Olivier Melis, Président de Mobivia
Philippe Payen, Directeur de la Stratégie, de la Recherche et du Développement Durable de Veolia

Emission / Séminaire / Colloque: 

19th Gerpisa International Colloquium

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Plenary session I. Between greening and BRICs: trade offs and synergies

Bernard Jullien, Ecole Normale Supérieure de Cachan

Michel Freyssenet, CNRS

François Gayral, Direction Marketing  & Communication Monde, Renault
Pascal Feillard, Direction Stratégie Produits Marchés, PSA

Plenary session II. Reconfiguration of the value chains: old and new actors in the automobile system

 



Bernard Jullien, Ecole Normale Supérieure de Cachan 

Jean-Paul Bailly, President of CECRA
Philippe Payen, Director of Strategy, Research and Sustainable Development

Olivier Melis, General Director of Mobivia

 

Organised with the support of the Ministry of Research

 

Vidéo: Sessions Plénières - 8 juin 2011 - La Seconde Révolution Automobile est-elle en cours ?

Submitted by administrateur on 14 June, 2011 - 14:41
in
Date: 
08/06/2011
Intervenant/s: 
Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan
Michel Freyssenet, CNRS
François Gayral, Direction Marketing  & Communication Monde, Renault
Pascal Feillard, Direction Stratégie Produits Marchés, PSA
Jean-Paul Bailly, Président du CECRA
Olivier Melis, Président de Mobivia
Philippe Payen, Directeur de la Stratégie, de la Recherche et du Développement Durable de Veolia

Emission / Séminaire / Colloque: 

19ème Colloque International du Gerpisa

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Session plénière I. Réduire les émissions et être présents dans les marchés émergents : quelles politiques produits et quels arbitrages 


Bernard Jullien, Ecole Normale Supérieure de Cachan

Michel Freyssenet, CNRS

François Gayral, Direction Marketing  & Communication Monde, Renault
Pascal Feillard, Direction Stratégie Produits Marchés, PSA

Session plénière II. Restructuration des chaines de valeur : anciens et nouveaux acteurs dans le système automobile 


Bernard Jullien, Ecole Normale Supérieure de Cachan 

Jean-Paul Bailly, Président du CECRA

Olivier Melis, Président de Mobivia
Philippe Payen, Directeur de la Stratégie, de la Recherche et du Développement Durable de Veolia


 

Réalisé avec l'aide du ministère chargé de la recherche

Automotive mobility in the world. What alternatives ?

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Feillard, Pascal (2011).  Automotive mobility in the world. What alternatives ?. Pascal Feillard Head of Marketing Intelligence & Foresight Secretary General of IVM Mobility :  Ability of individuals to set up a physical link between their activities (i.e. social/economic/cultural) and their housing and to manage the changes of state and location Some data 70-75% of European Mobility is done with automobile 60% of European Mobility is urban or peri-urban In 2009, 50% of the world population lives in urban areas, 80% in the developed countries In 2020, 60% of the world population will live in urban areas, 80% in the developing countries Of the 20 largest urban areas, only 3 will be in developed countries (Tokyo, New York et Los Angeles) What automobile for what cities in 2015/2020 ?

Alternative powertrain strategies and fleet turnover in the 21st century

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Belzowski, Bruce, & Walter McManus (2011).  Alternative powertrain strategies and fleet turnover in the 21st century. Gerpisa colloquium. The changes taking place in the global automotive industry related to alternative powertrains and fuels are affecting each country or region differently. Each country or region has its own policies in place to monitor and manage vehicle fuel consumption and emissions. Countries or regions also have different numbers of new vehicles sold annually and the total numbers of vehicles in their fleets. This analysis looks at the current and future direction of alternative powertrains/fuels across four developed economies (United States, Western Europe, Japan, and South Korea) and four developing economies (Brazil, Russia, India, and China) in order to measure the impact of increasing the number of alternative powertrains/fuels in their fleets. In particular, the analysis looks at how much of each country’s fleet will turn over to vehicles based only on alternative powertrains/fuels by 2050 by introducing three different alternative powertrain/fuel models (less aggressive, moderately aggressive, and very aggressive). A less aggressive approach will yield fleet turnover rates of 60 percent or more for most countries, a moderately aggressive approach will yield fleet turnover rates of over 80 percent for most countries, and a very aggressive approach will yield fleet turnover rates of nearly 90 percent or more for most countries.
Thème: Transformations technologiques, transformations systémiques
Thème: Technological transformations, systemic transformations

De la nouvelle géographie de la production au nouveau paysage géostratégique dans l’automobile mondiale

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 11 April, 2011 - 14:44
in
BRIC_different_flags_april_2011.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

La parution des chiffres de l’Organisation Internationale des Constructeurs d’Automobiles (OICA) sur la production 2010 dans le monde a été relativement peu commentée. Elle fait pourtant apparaître de manière criante le caractère irréversible de l’irruption d’un nouvel ordre automobile mondial. En effet, outre le fait que la Chine assure désormais presque un quart de la production (18,2 millions des 77,6 millions de VP et de VUL fabriqués dans le monde), l’importance prise par les nouveaux pays de l’automobile durant la crise ressort avec éclat. Si l’on compare ainsi 2010 à 2007 où la production mondiale avait été de 73,3 millions, il ressort que les seuls BRIC représentaient en 2007 moins de 16 millions de véhicules produits (21,4% de la production mondiale) alors qu’en 2010 ils en auront assemblés 27 millions (c’est à dire 34,6%). De même, dans la hiérarchie mondiale des pays constructeurs, la France était encore au 6ème rang en 2007. En ayant vu sa production passer de 3 à 2,2 millions alors que la production croissait rapidement ailleurs, Brésil, Inde, Mexique et Espagne sont désormais devant elle et la France pointe au 10ème rang. Au sein de l’Europe, le redéploiement des productions est également très frappant puisque, avec une production de 857 000 véhicules, l’Italie est par exemple devenue un producteur de moindre importance que la République Tchèque ou la Pologne. read more

Consolidating technological capabilities in mature Brazilian automotive subsidiaries: from local creativity to global institutionalization… and beyond?

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Bagno, Raoni Barros, Ana Valéria Carneiro Dias, Maria Cecília Pereira, Thiago Leite Moura de Souza, & Marina Coelho Bachour (2011).  Consolidating technological capabilities in mature Brazilian automotive subsidiaries: from local creativity to global institutionalization… and beyond?. Gerpisa colloquium. In a previous GERPISA paper (Dias and Salerno, 2004) we have proposed that Brazil was emerging as a peripheral product development center, with multinational companies descentralizing some selected R,D&E activities towards their Brazilian subsidiaries. Since then, Brazilian subsidiaries have launched some successful local developed products and technologies, such as the flex fuel engine, the Locker device to front transversal transmissions, and other localized solutions in system/component level. This trajectory has led to a process of recognition of local competences by the headquarters, and a consequent formalization of local R&D activities, an increase in the number of engineers in product development activities and the diffusion and adoption of structured product development methodologies, some of them transferred from the headquarters (Dias et al, 2010), thus consolidating the position of Brazil as a secondary R,D&E pole. At the same time, an examination of the Brazilian automotive industry technological path will show that new products and technologies have in many cases been the result of individual or local informal groups initiatives, with individual creativity being the most important trigger to local product innovation. Brazilian engineers have learned how to innovate and develop local products without being tightly controlled by the headquarters. Sometimes a local product or technology would be developed from the concept to the first prototypes without a formalized process under headquarters direct control. A good example is the case of the only patent generated by a Brazilian engineering in Fiat, concerning a technology created to improve the performance of ethanol engine cold start system. The concept of the technology was developed in a completely not formalized way – an informal team was created, based on personal relationship, and engineers worked outside their regular work time in order to create the concept until the building of the first prototypes. Another example is the case of VW Fox, a smaller derivative from the New Polo platform, which was proposed by the Brazilian unit and at first was not approved by the headquarters. Only after a 2-year negotiation its development was allowed; within this time, the Brazilian engineering had to work on its concept and first virtual prototypes and cost definitions in an almost independent way (Dias and Salerno, 2004). At this point one could ask if a stronger formalization controlled by the headquarters would not difficult local innovation, given the subordinated nature of a subsidiary unit – especially when located in an emergent country. Indeed, the literature about organization for innovation uses to stress that a certain degree of organizational “looseness” is necessary in order to promote innovation, particularly in the early stages of the innovation process (among others, Hansen and Birkinshaw, 2007; McCosh et al, 1998; Tidd et al, 1997). This literature also considers that in order to innovate it is useful to keep an entrepreneurship oriented internal environment. On the other hand, lack of formal incentives, such as financial resources, may kill a new idea in the first steps of the innovation process. Given this picture, the aim of this paper is to describe and analyze the process of formalization of innovation activities in a Brazilian subsidiary of a European autopart company. This subsidiary is considered a “mature” unit, since it was set up in Brazil in the 1970s, and presents a trajectory of local innovation – from tropicalization to local product/technology development – which is very typical of the industry. The paper deepens, in a way, the discussion we have proposed in a paper presented in the last GERPISA conference (Dias et al, 2010), and introduces the question of what is changing to the local R,D&E organizational structure as well as to the engineers’ work, focusing on which are the benefits and risks of a stronger formalization of R,D&E activities, particularly in the new concept development phase – how to institutionalize the idea generation step without giving up creativity and individual or group initiative.
Thème: Transformations technologiques, transformations systémiques
Thème: Technological transformations, systemic transformations

Recent evolutions in R&D activities in the Brazilian automotive industry

in
Dias, Ana Valéria Carneiro, Raoni Barros Bagno, Otávio Silva Camargo, Maria Cecília Pereira, & Gustavo Britto (2011).  Recent evolutions in R&D activities in the Brazilian automotive industry. Gerpisa colloquium. During the 1990s, the Brazilian automotive industry had undergone some profound changes in its structure, with economic liberalization, the New Automotive Regime, new assemblers and autoparts plants and its insertion in the global strategies of multinational companies. Research, development and engineering (R,D&E) activities in local firms had also been transformed, and it seemed that Brazil was emerging as a peripheral product development center, in a process that was deeply analyzed by some GERPISA researchers (such as Carneiro Dias and Salerno, 2003; Consoni and Quadros, 2003). Indeed, in 2003 it was launched a new-to-the-world, locally developed technology which had had a great impact in local market: the flex fuel technology. From the institutional side, a new federal law (known as “Lei do Bem”) which consolidates fiscal incentives linked to the promotion of R,D&E activities by local firms was promulgated in 2005. Since then, what has happened to R,D&E activities in the Brazilian auto industry? Did the flex fuel case help to promote Brazilian subsidiaries as a competence center to their headquarters? How did the industry react to the Lei do Bem? What is the current status of Brazilian subsidiaries, in which relates to R,D&E activities? Is there any kind of competition with other peripheral centers that might have emerged, such as China, India or South Africa? In this paper, it will be presented an analysis of the current profile of R,D&E activities in the Brazilian automotive industry, based on three different sources: data from the Brazilian National Innovation Survey (PINTEC) from 2003, 2005 and 2008; a survey, carried out in 2010, with 69 Brazilian autoparts subsidiaries; and 8 case studies conducted in one assembler and seven of its first and second tier suppliers. Among other findings, the results showed that, in the Brazilian automotive industry, both the spending in innovative activities as a whole, and in internal R&D in particular, have increased in the period. Interestingly, autoparts companies were the main responsible for this increase, when compared to the motorvehicles firms. Both vehicle assemblers and autoparts have been reinforcing their local engineering in the period, hiring engineers and technical workforce, inaugurating laboratories, formalizing product development processes and increasing workers’ qualification. Most of the firms rely on partnership with clients, suppliers and other firms in their group for their innovative activities. On the other hand, partnership with local universities and research institutes are much less common.
Thème: Les constructeurs
Thème: Automobile manufacturers
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