Présentation au colloque du Gerpisa

Changes in new value chains in North America.

Castellanos, J. (2020).  Changes in new value chains in North America.. Gerpisa colloquium.

Gerpisa, 2020

Changes in New Value Chains in North America

The decision to make changes in the value chain architecture in North America, in a similar fashion to how it is in the rest of the world, is made by the Board of Directors of the assembly plants. Today in Mexico there are already 14 companies assembling automobiles in the country: two American companies (GM and Ford); four Japanese (Nissan, Honda, Toyota and Mazda); three German (VW, Audi and BMW); one Korean (Kia-Hyundai); two Italian (Chrysler and Fiat) and one Chinese company (JAC), in a joint venture with Inbursa, which is a Mexican company. We’re not unaware that Audi is one of VW’s 12 brands, and that Chrysler and Fiat are the same company, but in both cases, in Mexico, they have been legally registered as separate firms.

The production of these companies, which favors their country of origin, in Mexico, in 2019, can be seen in the following table:

Table 1
Vehicle production in Mexico, 2019, per country (units)

Country
Production (Units)
                %
Japan
1 160 775
31
USA
1 113 748
30
Germany
624 830
17
Italy
560 141
15
Korea
286 600
7
China-Mex
4 747
0
Total
3 750 841
100

Source: www.Inegi.org.mx lire la suite

Video

The Inovar-Auto program in Brazil, its objectives and the automakers adhesion

Vargas, T. B., & Pinto G. A. (2020).  The Inovar-Auto program in Brazil, its objectives and the automakers adhesion. Gerpisa colloquium.

THE INOVAR-AUTO PROGRAM IN BRAZIL, ITS OBJECTIVES AND THE AUTOMAKERS ADHESION

Tiago Bernardino Vargas and Geraldo Augusto Pinto

Abstract: The tax incentive policy for the Brazilian automotive sector Inovar-Auto was in effect from 2012-2017. Despite its legislative complexity, the program served, additionally to the explicit objectives, a common interest of the national automotive chain actors: the protection of the internal market in the face of imports. During the program development, other aspects interfered with its effectiveness, such as the difficulty of traceability, the questioning of WTO, and Brazil's economic and political crisis during this period. This study qualitatively analyzes the objectives of Inovar-Auto and the adhesion of the automotive industry; based on documents, secondary data, and interviews with actors from from organizations that participated in the elaboration and execution of the program. It is concluded that the program has achieved, in addition to its explicit objectives.

Keywords: Inovar-Auto; Automotive Public Incentives; Automakers.

1 Introduction lire la suite

Video

Challenges to develop business models towards sustainable urban mobility: A comparative empirical investigation between Brazilian and Chinese case studies

Disruptive changes and policy governance modes: the case of automobile industry and new mobility services

Regional productive integration of the automotive value chain of Mercosur as a development strategy against the new global architecture

Research on New value chains by using global FTAs and minimizing investment manufacturing policy tear 2 supplier for globalization based on digitalization

Detecting a Dynamic Change in Latecomer Hyundai Motor with the Quasi-vertically Integrated Modular Sourcing System: A Path Breaking or Path Dependence?

Assessing organisational capabilities of incumbent car manufacturers in light of current influencing factors

Hoeft, F. (2020).  Assessing organisational capabilities of incumbent car manufacturers in light of current influencing factors. Gerpisa colloquium.

INTRODUCTION
The interrelation of organisational resources, such as organisational capabilities, and competitive advantages as well as profits has triggered great efforts in the field of strategy research (Schilke, Hu & Helfat, 2018). Dynamic capabilities are a type of organisational capabilities that have been traditionally defined as "the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments" (Teece, Pisano & Shuen, 1997). Recent scholars however argue that there is a lack of a common understanding of dynamic capabilities (Peteraf, Di Stefano & Verona, 2013). In fact, research concerned with the capability lens has been criticized for insufficient empirical underpinning and lack of operationalizability (Priem & Butler, 2001; Easterby-Smith, Lyles & Peteraf, 2009). Key in sharpening the capabilities perspective is to detach from the focus on conceptual development and to refine methodologies to improve empirical evidence. This idea led to several approaches to improve our understanding of how to assess organisational capabilities (Ulrich & Smallwood, 2004; Achtenhagen, Melin & Naldi, 2013) and further underlying factors of value creation (Argyres, Mahoney & Nickerson, 2019; Lieberman & Dhawan, 2005). lire la suite

Video

Evolution of production network and localization of firms: evidence from the Thai automotive industry

From protection to exposure: commercial demonstrations as steppingstones for large-scale diffusion of electrified heavy vehicles

Business model innovation in the automotive industry: a whole new world.

Winter, J. (2020).  Business model innovation in the automotive industry: a whole new world.. 28th Gerpisa International Colloquium.

28th International Gerpisa Colloquium / Call for papers / Virtual conference
Corresponding/first author: Dr. Johannes Winter, winter@acatech.de

Business Model Innovation in the Automotive Industry: a whole new world.
By Johannes Winter, acatech – National Academy of Science and Engineering

Keywords: Automotive Industry, Business Models, Business Model Innovation, Automation, Autonomous Systems, Smart Services, Digital Transformation, Mobility provider

Table of contents

0. Summary 3
1. Business model innovation in the automotive industry: a literature review 4
2. Methodology 5
3. The digital transformation of the mobilty sector 6
3.1 Trend #1: Data drives the transformation of the mobility sector 6
3.2 Trend #2: Digital business models complete outdated product offers 7
3.3 Trend #3: Co-evolution and collaboration in the automotive industry 8
3.4 Trend #4: From optimized production to data-driven business model innovations 8
3.5 Trend #5: From car manufacturer to mobility provider 9
3.6 Discussion: Trendsetting questions for automotive companies 10
4. A look ahead: Europe's path in the digital age 10
5. Conclusion: no competitiveness without transformation 11
6. References 13

0. Summary lire la suite

Video

From optimized production to data-driven business model innovations in the automotive industry (own fig.)
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