Kia Motors is expanding its network and targets to reach 300 touchpoints by the end of the year. Further, the company will now focus on expansion in tier-IV and upcountry markets, which will further penetrate the Indian market.
The company is identifying the nerves of Indian customers. It has rightly understood that one of the critical factors in purchasing a car is consumers’ proximity to the brand. Hence, even before the first product (Seltos) launch in the market, it had a wide-spread network in 160 cities with 265 touchpoints.
Daimler India, which recently set up 10 new touchpoints, plans to have at least 350 dealerships across India in the next two years as it looks to deepen market penetration.
In September, DICV announced plans to grow its BharatBenz dealer network by 10%, exceeding 250 outlets by the end of 2020. With the opening of these new touchpoints, the company moves a step closer to cutting the distance between dealerships from 160 km to 120 km. The company is expanding strategically. The touchpoints are located on leading national and state highways, improving DICV’s golden quadrilateral coverage.
Along with increasing domestic reach, the company is focusing on the export market. Post announcement of the production-linked incentive (PLI) scheme, the company plans to invest in the country. The new investment could be used to increase the localization levels of components to avail the PLI. Furthermore, India has moved to BS-VI norms (equivalent euro 6 norms), it will be relatively easier for the company to cater to domestic as well as an export market with the same engines (with few moderations). PSR
Aditya Kondejkar is Research Analyst – South Asia Operations – for Power Systems Research
The Union Cabinet has approved an expansion of the Production-Linked Incentive (PLI) scheme to include 10 more labor-intensive industry segments. The PLI outlay for automobiles and auto components is the highest at Rs 57,042 crore over five years, roughly Rs 10,000 crore a year.
Daimler India Commercial Vehicle (DICV), a subsidiary of Stuttgart-based Daimler, plans to increase its dealership count by 10% to 250 this year. Read The Article
As Ashok Leyland (second largest player in the MH CV segment) is reducing its business to focus on SCV, DICV is adopting an aggressive strategy in the struggling Indian MH CV industry.
For 18 months, tractor factories were working on a single or 1.5 shift basis at best because of demand slowdown. With numbers picking up, factories now are moving to two or three shifts to hit 100% capacity utilization. The capacity is currently 9.5 lakh units on a two shift basis, but we can also go to three shifts if the demand holds up. Read The Article
The world’s leading mining trucks OEM – Belaz – has won the opportunity to supply 96 mining trucks to India, taking the prize from US and Japanese manufacturers.
Maxim Sakov
They are heavy 220-ton mining trucks. The supply will take two years. Twelve trucks will be shipped to India this year, and the rest will be sent in 2021. The total contract value exceeds US$ 300 million. Belaz also is completing a previous large contract with India for 77 trucks.
PSR Analysis: Historically, Belarussian Belaz has supplied most of its trucks to Russian mines. However, this year it has suffered a dramatic decrease in demand from Russia. So, the OEM has had to shift its focus to other markets. Its product range includes dump trucks from 30 to 450 ton capacity, wheel loaders and dozers. OEM uses YAMZ, Cummins, MTU, Scania and Liebherr engines for its machines. PSR
Maxim Sakov is a Market Consultant in Russia, for Power Systems Research
India’s auto industry has slid back to the level of nearly a decade ago due to multiple regulatory changes, a slowing economy, liquidity issues, and the COVID-19 pandemic.
Aditya Kondejkar
The auto industry has shown signs of recovery over the last couple of months; however, an additional demand push is required to generate sustainable growth. The government is evaluating a series of possible measures such as a revision in the goods and services tax (GST) rate and a production-linked incentive and scrapage policy.
GST Revision: The GST council is evaluating an industry 10% GST cut across categories of vehicles.
This GST revision will defiantly neutralize the impact of the price hike due to BS-VI upgradation. Further, this GST revision will give a strong thrust to auto sales during the coming festive seasons.
In a bid to promote electric mobility in India, the Indian government now permits sales of EVs without a battery. This step has been taken to reduce the upfront cost of EVs, since the most expensive component in an electric vehicle is the battery pack (which accounts for 40% cost of the total cost). Read The Article
Aditya Kondejkar
PSR Analysis: We anticipate that electric 2 and 3-wheelers will be the first segments to benefit from this move. This move by the central government will support the FAME-II program and the Delhi government’s latest EV policy, aiming for 5 lakh registrations of EVs in 5 years.
As the upfront cost of the electrical 2 and 3 wheelers will be lower than their ICE counterparts when registered without battery, it will be more attractive to consumers. However, implementation will be critical for the success of this move. As lack of infrastructure was one of the key reasons for customers not opting for EVs.
With extended lockdowns in most parts of India, the production of all non-essentials was at a halt or at minuscule levels in April and May until the economy was unlocked. This move reduced demand in the short-term, but owing to intrinsic domestic demand, we are optimistic about future business expectations
Aditya Kondejkar
Better Outlook of Rural Economy
However, hope has arisen from India’s rural part as the agriculture sector appears to have been relatively less impacted by the lockdown. This part of the country never truly went into a harsh lockdown, and thus procurement, harvest, and consumer activities have remained unaffected. Farming continued during the lockdown, especially for rice and wheat cultivation. The return of migrant workers caused a surplus of agricultural labor. This resulted in the fact – more land was brought under cultivation than ever before. As a result, the country has witnessed a good season of rabi harvest.
MotorIndia Magazine, one of India’s leading publications devoted to commercial vehicles, recently held an important panel discussion on the state of the country’s CV industry.
Jinal Shah
The live webinar panel discussion June 3, 2020, was moderated by Jinal Shah, Regional Director-South Asia, for Power Systems Research.
Shah began with a market prediction of a 45-50% drop in CV sales in 2020 over 2019 figures, necessarily taking the industry back by a decade in terms of progress. While touching upon a clutch of challenges plaguing the CV industry, he claimed the scenario as ‘VUCA’ (short for volatility, uncertainty, complexity, and ambiguity) in nature – a new normal that we have to accustom to.
“The world is no different. The global CV industry will also see lower demand and output in the short to medium term, which makes it all the more imperative for the domestic industry to become more competitive and grab as much as opportunities,” he said.
At the same time, Shah said, change and uncertainties have always been part of the CV landscape, yet the time frame available for stakeholders to adapt and thrive has shortened recently. “Times like that of COVID-19 have exposed numerous susceptibilities across the value chain that warrants a 360-degree overhaul,” he said.
Other leading industry executives participating in the panel were Anuj Kathuria, Chief Operating Officer, Ashok Leyland; Jayant Davar, Founder, Co-Chairman and MD, Sandhar Technologies; Sushil Rathi, COO (Transport and Procurement), Mahindra Logistics, and Siddharth Bhandari, Chairman of Federation of Automobile Dealers Association (FADA) – Bengal Region, and CEO, Bhandari Automobiles.
In his closing remarks, Shah said all stakeholders should become a change catalyst themselves, and should not wait for the external demand drivers to turn positive. Becoming competitive and collaborative is paramount, he said, thereby focusing more on solutions for the challenges.
“Our businesses have to move from build-to-print models to innovation and R&D-driven enterprises,” he said. “Since the traditional demand drivers are not promising, we need to do a lot internally as an industry to move beyond the uncertainties to make a winning strategy.”
This is neither the first nor the last crisis for this industry, he said, but a crisis of this kind cannot be wasted without gaining good experiences and key learning. “We have to stop playing individually, but join others to perform a symphony to make the difference,” he added.
