Inde

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

in
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
in
immo.jpg

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

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†

in
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

Indian Auto Industry: A Global Hub in the Making?

in
Narayanan, Badri G., & Pankaj Vashisht (2012).  Indian Auto Industry: A Global Hub in the Making?. Gerpisa colloquium. Developing countries are increasingly gaining prominence in global auto industry, which is one they key players in the global economy. India has one of the fastest growing auto industry even among them. This study addresses two important questions pertaining to this industry, both relating to the prospects of India becoming a global auto hub, using a quantitative approach: What characterizes India's export-import basket in auto sector? What is the role of India in global auto industry and how does it compare with other major players? Our analysis shows that India has been growing impressively in the global arena in the recent years, especially in auto-components, heavy trucks, cars and motorcycles. Still, its shares in world exports remain quite low. Tariffs on automobiles are much higher in India compared to other countries, but those on components are low. FTA with Thailand has resulted in net-gain for India, showing the potential benefits the industry can reap from free trade. More policy reforms by the government and R&D efforts by the industry are required to make India a global auto hub.
Thème: Processus d’émergence des nouvelles industries automobiles
Thème: The emergence of new automotive industries

Shaping and Transforming the Indian Commercial Vehicle Industry: A comparison of TATA Motors and Daimler India

in
Waman, Nilesh, Daniel Kerpen, & Ingrid Kleinert (2012).  Shaping and Transforming the Indian Commercial Vehicle Industry: A comparison of TATA Motors and Daimler India. Gerpisa colloquium.

In the last decade, globalized activities and government policies to promote the trade resulted in massive changes and transformation of auto industries in newly evolving markets. It has also changed the view of established European, American and Japanese OEMs towards these markets which caused restructuring of assembler and suppliers relationships. To survive in the competitive market and to take the advantages of increasing volume sales in upcoming market are of prime importance for both local and foreign OEMs. This has led to restructuring of vehicle industry, keeping the production local whereas moving R&D and tie ups to global level (Kathuria, 1996; Rajmanohar, 2007).

Establishment of the western and Japanese OEMs is not only responsible for their own growth in these emerging markets, but also in promoting local manufactures and component industry to increase their standard while opening the doors of international markets for their business. Developing a mix policy to attract foreign investors ensuring the strong relationship amongst local and global manufacturers and suppliers is a challenging task for the governments in emerging markets because their trade policies must be accompanied by other development policies such as producing skill employment and endurance of economic growth in order to keep the foreign OEMs focused on these markets.

The aim of this paper is to discuss the above issues in context to the Indian commercial vehicle (CV) industry which has shown massive growth in production and exports since past few years. This paper responds to the following key questions:

  • How Indian CV industry has been evolved in last decade,
  • Which are the key factors that caused this industry to grow at the tremendous rate,
  • Which are the current practices and processes in this industry, and
  • What are the policies that are put into action to attract the global OEM by the government?

The paper will be emphasizing on CV sector and its subdivision in India. Indian CV industry was strongly dominated by Tata Motors and Ashok Leyland, but now they are set to witness a competition as global players are ready to get a slice of one of the fastest growing economies. Those looking to penetrate in India include Daimler and MAN of Germany, Volvo of Sweden, Nissan of Japan, and Navistar and General Motors of the USA. They all have their own way to get hold into the Indian market. For a better understanding, two case studies will be presented subsequently which are:

1) Local CV OEM (TATA Motors): This case study will be addressing company policy, production strategy, ambitions and its future prospects. It will also further extend the work done by Bruche and Becker-Ritterspach (2010).

2) Foreign CV OEM (Daimler India CV): Daimler India has a clearly different strategy to get into the Indian market. This case discusses Daimler’s activities in India such as opening up their own production plant and forming joint ventures resulting into new relationships between local and foreign manufacturers. TATA Motors CV, representing the group of local OEMs, and Daimler India, as a representative of foreign OEMs, were selected because they are mainly targeting the same market segment and their vehicle portfolio includes light, medium, and heavy trucks for local and long distance deliveries and construction sites as well as buses. The case studies of these two companies will illustrate the traditional and emerging processes and their transformation as well as the impact of foreign OEMs on the Indian CV industry. Finally, possible improvements and lessons learned will be addressed in the two case studies in context with different market strategies that the companies have applied.

References:

Bruche, G., Becker-Ritterspach, F., 2010. TATA Motors and the Financial Crisis – with particular emphasis on the Passenger Car division. 18th International Gerpisa Colloquium, Berlin, 9-11 June 2010.

Kathuria, S., 1996. Competing through technology and manufacturing: a study of the Indian commercial vehicle industry. Oxford: Oxford University Press.

Rajmanohar, T.P., 2007. Indian automobile industry: an introduction. Hyderabad: Icfai University Press.

Thème: Processus d’émergence des nouvelles industries automobiles
Thème: The emergence of new automotive industries

International Production Network and Interplay of Technology in Automobile Industry: Experience of India as an Emerging Production Hub

in
Nag, Biswajit, R. K. Mitra, & Ashish Gupta (2012).  International Production Network and Interplay of Technology in Automobile Industry: Experience of India as an Emerging Production Hub. Gerpisa colloquium. During the second half of the 1990’s, the globalisation of the automotive industry has greatly accelerated. The global automotive industry, increasingly characterized by global mergers and relocation of production centers to emerging developing economies, is in the grips of a global price-war. The industry is subject to imperfect competition which has resulted in too much of everything — too much capacity, too many competitors and too much redundancy and overlap. The industry is concerned with consumer demands for styling, safety, and comfort; and with labor relations and manufacturing efficiency. Technology sharing and production network across the countries now play a crucial role in developing competitive strategy of these companies. Companies are using technology as a platform to drive the markets and/or complementary assets as a platform to drive the products and/or using technology itself as a complementary asset. International production network of automobile industry is now driven by technology as well as trade policy tools such as Free Trade Agreements (FTAs) (Nag (2011), Veloso & Kumar (2002)). Asian economies are the latest production destinations as well as consumption centres. These countries are also major exporters of automobiles and auto components. India is also emerging as a new player and gradually becoming production hub of many automobile majors. Due to structural change in the automobile industry, the ancillary sector is morphing into system sub-suppliers and component manufacturers. They are now sharing risks significantly along with the original equipment manufacturers (OEMs). Component sectors in many Asian countries are increasingly less protected and competition is now intense. At this juncture, the paper analyses the growth and trade dynamics of automotive sector in India focusing on the industrial structure and the layers of the value chain. It gives thrust on the intra-industry trade of crucial components between India and other Asian economies and analyse how FTAs are playing the role of catalysts in this. We also propose to develop few case studies to understand how MNCs are incorporating their strategies here. Are they considering the strength of Indian SMEs as ‘complementary asset’ to enhance their technological adoption? Do they consider their superior technology as the major driver to provide new models in India or judge technology as a complementary asset and provide more focus on cost reduction and consumer choice? Role of international trade both in component sector and final good will be studied in this light. The paper aims to reconcile the macro dynamics reflected through international trade with the micro issues imbibed in companies interplay between technology, new product development and cost push.
Thème: Processus d’émergence des nouvelles industries automobiles
Thème: The emergence of new automotive industries

From Joint Ventures to National Champions or Global Players? Alliances and Technological Catching-up in Chinese and Indian Automotive Industries

in
Balcet, Giovanni, & Joël Ruet (2011).  From Joint Ventures to National Champions or Global Players? Alliances and Technological Catching-up in Chinese and Indian Automotive Industries. European Review of Industrial Economics and Policy. The internationalisation of the automotive industry in China and India sheds light on the economic processes of emergence at large. The modes of endogenisation of technology have shifted from an all-over joint venture route towards the direct emergence of provincial players into the global scene and new forms of alliances. This evolution in the car industry serves as an analyser of the relationships between industrial policies, industrial partnerships and paths of technological catching-up that are at the core of the phenomenon of emergence. Chinese and Indian car companies are not only internationalising by selling abroad; they are internationalising by producing abroad and even, for some of them, globalising their production process through rethinking their whole supply chain, entering new value chains, or grasping global opportunities. This paper, based on interviews, examines different stylised business models for Chinese and Indian car companies, to ultimately question the theory of emerging market multinationals and of joint ventures. It does so by examining the following points: - the trajectories of Chinese and Indian carmakers, viz. their property status and relationship to the State (private vs. State owned; province of localisation) in a context of consolidating national champions; - modes of technological catching-up and innovation processes; - market mix strategies between a geographically fragmented (in China) or concentrated (in India) domestic market and a growing export performance combined with an early multinational production. The paper concludes on the different trajectories and on perspectives for joint ventures. We notably raise the hypothesis that joint ventures classically based on an exchange of technology for market access have exhausted their scope, and might now have to be based on an exchange of domestic market for international market, or are evolving towards different forms of governance.

La Bajaj RE60 et l’affrontement de deux visions du monde automobile

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 9 January, 2012 - 13:10
in
Bajaj-RE60-w.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

L’Indien Bajaj a présenté au Salon de New Delhi le RE 60, un quadricycle à moteur léger (400kg) mu par un moteur thermique de 220 cm3 et émettant moins de 60g. Bien que le prix n’ait pas été communiqué, il s’agit d’un de ces fameux ULC (pour "Ultra Low Cost"). On devrait donc se situer autour – et probablement en dessous – des 2000 euros. En attendant l’annonce du prix, certains consommateurs indiens semblent nourrir l’espoir que la promesse de Tata de donner accès à l’automobile pour 1 Lakh par jour puisse être tenu par Bajaj alors que la Nano coûte finalement entre 1,6 et 2,3. En choisissant de ne pas présenter son véhicule comme une voiture mais comme un "quadricycle" et de le positionner directement comme une alternative aux deux roues et trois roues dont ils connaissent le marché mieux que quiconque, les équipes de Bajaj espèrent sans doute ne pas rencontrer à la vente les mêmes problèmes que la Nano.

Autant que cette question du marché dont, comme celle pendante de la qualité, on ne pourra juger qu’à terme, nous importe ici la présentation qui en est faite par Bajaj et les réactions que cela suscite. read more

Industrie automobile. La croisée des chemins

in
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

L’ultra lowcost indien est-il mort né ?

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 12 September, 2011 - 10:51
in
nano.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

L’été a vu se confirmer ce que l’on pressentait depuis des mois : le couple Bajaj-Renault n’en était pas vraiment un et il n’aura pas de descendance. Dans le même temps, la Nano a le bilan de santé d’un très grand prématuré : on espérait chez Tata qu’à deux ans, il pèse 250 000 immatriculations annuelles et l’on avait installé les capacités pour ; il s’en était vendu 10 000 en mars 2011 et ses géniteurs avaient espéré que sa courbe de poids commençait de se rapprocher de celle attendue ; il s’en est vendu 1202 en Inde en août. read more

Les tensions entre Suzuki et Volkswagen : une ombre au tableau de la réussite impériale

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 5 September, 2011 - 11:01
in
vw-suzuki-shake.jpg

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

Weekly column by Bernard Jullien director of Gerpisa.

Passé un peu inaperçu dans l’actualité automobile de l’été, l’épisode très conflictuel de la vie de la jeune alliance Suzuki-VW était au centre des commentaires au Japon en juillet. Il a continué d’être assez largement scruté en août.

Rappelons que VW et Suzuki s’étaient rapprochés fin 2009. On avait alors vu VW prendre 19,9 % du capital de Suzuki pour 1,7 milliard d’euros. En retour, Suzuki devait à son tour rentrer au capital du groupe de Wolfsburg. Etant données les complémentarités technologiques et géographiques entre les deux entreprises, les analystes n’avaient guère eu de mal à trouver les arguments justifiant l’opération. Ils avaient toutefois eu tendance à regarder très volontiers le dossier à partir des intérêts de Volkswagen et à faire comme si il s’agissait là d’une flèche supplémentaire – indienne - ajoutée dans le carquois, déjà convaincant, des équipes de Piech. 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

Get Microsoft Silverlight
  • To switch to English sound click on the top left of the video window on "Langues audio" and then on "English" (you have to click on the cross on the right to close the language selection).
  • To access individual presentations click on the top left of the video window and then on "Chapitres".
  • Full screen is avalaible on botton right.

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

Get Microsoft Silverlight
  • Pour accéder aux interventions individuelles cliquer en haut à gauche (chapitres).
  • Pour le plein écran cliquer en bas à droite.

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 ?

in
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 ?

The Second Automobile Revolution is underway! Three scenarios in confrontation

in
Freyssenet, Michel (2011).  The Second Automobile Revolution is underway! Three scenarios in confrontation. Gerpisa colloquium. Since 2008, many changes confirm the second automobile revolution is underway. Three of its four conditions are fulfilled. Three scenarios of transition to cleaner cars are in confrontation: scenario of diversity, scenario of progressiveness, scenario of rupture. The last, that appears the rikiest, could impose, because the second is changing in its exact opposite: the scenario of "all at once". The first is not supported by coalized actors.
Thème: Les industries automobiles
Thème: Automobile industries

Alternative powertrain strategies and fleet turnover in the 21st century

in
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

Which Segment is the biggest Sales Zone in Chinese Automobile Market?

in
Shioji, Hiromi (2011).  Which Segment is the biggest Sales Zone in Chinese Automobile Market?. Gerpisa colloquium.

We try to examine these three issues.

１．We analyze where are the sales volume segments in developing countries, and in particular in China.

２．We confirm the fact that Japanese makers put importance to middle and high price range in developing countries.

３．We consider why and how Japanese makers can put importance to middle and high price range. Moreover, from long terms viewpoints, how long will they keep its strategy.

Our conclusions are follows.

１．Sales volume zone is different from one country to another. Segment structure has been changing even in same country. Focal segments are different by countries.

２．At present volume zone in emerging markets are B and C segments. Price ranges are ＄6,000～30,000. Moreover the biggest volume zone is lower half of B seg. Price range are ＄6,000～12,000.

３．Shares of A segment have been decreasing in Russia, China, and India. Non automobile categories have been reducing excepting India.

４．As results of above 1. 2. 3.，Japanese makers can continue to take a middle and high price (mainly B, C,  D, and E segments) strategy for long period.

５．Demand for C･D･E segments (especially ＄10,000～40,000) have not been yet saturated. Commoditization of automobile has not come. Comparing with other industries, “Introduction” and “Growing” phases of product-life cycle in the emerging countries need long time, makers of developed countries might take a middle and high price vehicles strategy in emerging markets for long period.

６．On the other hand, low price ranges in A･B segments are “Red Ocean” with bloody battle including Chinese makers. We can not find “Blue Ocean” with no competitors. Because Chinese makers can easily enter the markets of ULCV･LCV such as Nano.

７．It is wrong that Japanese maker enter these ULCV･LCV price range markets right now in emerging countries. The reasons of that are followings. Firstly they can not maintain safety standards and environmental standards at such a low cost. Secondly it cause brand deterioration. Thirdly they can not get profit from “Red Ocean.” Lastly they can take a middle and high price vehicles strategy in emerging markets for long period, because the Introduction and Growing phases of product-life cycle will continue for more years in emerging countries.

Thème: Automobile manufacturers
Thème: Les constructeurs

2011 : une année à risque pour l’automobile française

Submitted by Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan on 3 January, 2011 - 10:46
in
2011verte.png

La chronique hébdomadaire de Bernard Jullien directeur du Gerpisa.

L’année 2011 apparaît dans l’automobile comme en politique comme étant un peu en suspens.

Les constructeurs et les importateurs vont devoir jouer "sans filets" sur un marché français qui, en raison des primes à la casse, a anticipé en 2009 et 2010 une partie des achats de renouvellement qui seraient normalement intervenus cette année. Bercy s’inquiète déjà des conséquences qu’un reflux de la production en France aurait pour les équipementiers et sous-traitants. PSA et Renault insistent en mobilisant la comparaison France-Allemagne pour que soient tirées les conséquences des Etats Généraux de l’Industrie et que l’on examine sérieusement l’hypothèse d’un financement d’une part significative des dépenses de santé ou de retraites par la TVA sociale et mettent en balance leurs choix d’implantation des modèles à lancer dans la période à venir. Renault qui a lié son sort et celui de Flins à celui des véhicules tout électrique a entamé un compte à rebours avant le lancement commercial du modèle phare de sa gamme électrique que sera la Zoé, annoncée pour mi-2012. read more

Bernard Jullien interviewé par les Echos

Submitted by administrateur on 18 November, 2010 - 10:50
in
Date: 
17/11/2010
Intervenant/s: 
Bernard Jullien, GIS-Gerpisa, Ecole Normale Supérieure de Cachan
Emission / Séminaire / Colloque: 
Les Echos de l'Eco

Bernard Jullien interviewé par les Echos (17/11) from Gerpisa on Vimeo.

Bernard Jullien, économiste et directeur général du Gerpisa, répond aux questions de Marie-Sophie Carpentier à l'occasion de l'introduction en Bourse de General Motors.

Entre mutations industrielles et « conduite apaisée »

in
Crozet, Yves (2010).  Entre mutations industrielles et « conduite apaisée » . sociétal. 70(4ème trimestre), 62-68.
L’automobile est en crise : crise de l’emploi – les effectifs employés dans ce secteur ne cessent de reculer – crise de légitimité – les élus ne jurent que par les transports en commun – crise technologique – la pollution qu’elle suscite est systématiquement montrée du doigt. Et pourtant, rien ne se fera sans elle. Il n’est qu’à voir l’appétit automobile dont font preuve les pays émergents. 
 

 

La seconde révolution automobile et ses contours

in
Jullien, Bernard (2010).  La seconde révolution automobile et ses contours. Sociétal. 70(4ème trimestre), 54-61.

Les travaux du GERPISA sur le développement durable de l’industrie automobile conduisent à former un diagnostic au terme duquel les ferments d’une seconde révolution automobile sont réunis. 

U ne évolution inéluctable de l’industrie automobile se précise mois après mois même si beaucoup des acteurs majeurs de la vie de cette industrie restent convaincus du contraire. Pour essayer de s’en convaincre et commencer d’en cerner les contours, on peut examiner tour à tour quatre questions clés posées de manière récurrente : la première est celle de la place des grands pays automobiles dans le paysage mondial, la deuxième, celle de la place des constructeurs dans les systèmes automobiles, la troisième, celle de la solvabilité de la demande et du « consentement à payer » pour l’automobile et la dernière, celle du partage des rôles entre pouvoirs publics et entreprises dans les recompositions des 
systèmes automobiles. 
 

L’avenir de l’auto se construit dans la crise

in
Pelata, Patrick (2010).  L’avenir de l’auto se construit dans la crise. Sociétal. 70(4ème trimestre), 39-47.
Dans le paysage automobile mondial qui se redessine, les vainqueurs seront ceux qui mettront au point le véhicule électrique efficace, correspondant aux besoins des nouveaux marchés, c’est-à-dire ceux des pays émergents. 
 
Jaguar, Land Rover, Saab, Volvo et le Coréen Ssang-Yong vendus depuis 2008… à des constructeurs indiens ou chinois pour les quatre plus gros d’entre eux. GM numéro un mondial depuis 80 ans et Chrysler mis en faillite en juin 2009, le premier sauvé grâce à une intervention colossale de l’Etat américain, le second désormais contrôlé par Fiat avec l’argent des mêmes contribuables américains… 
Une crise structurelle de l’industrie, mais aussi une crise d’identité de la voiture. Oui, l’industrie automobile a été particulièrement touchée par la « grande récession » depuis mi-2008. Surcapacités dans les pays développés, conséquences mal digérées de la globalisation, résistance aux changements attendus par les clients, organisations 
trop lourdes et donc ankylosées ?
On lit beaucoup d’explications sur le sujet. Mais une chose est sûre, cette crise se double, pour l’automobile, d’une crise d’identité : la voiture de demain ne sera pas ce qu’elle a été et ceci pour de nombreuses raisons. 
 

 

Syndicate content

Copyright© Gerpisa
Concéption et administration Tommaso Pardi

 

Powered by Drupal, an open source content management system