Automobile Industry
US Refrigerated Road Transport Market 2008-2012DescriptionDescription:
7 December 2009, Pages - 21 The US road transport sector plays an important role in the growth of the country’s economy. In a country like the US, where frozen food is consumed at a very high rate, refrigerated road transport plays a crucial role in shipment of these food products. In 2008, the US refrigerated road transport contributed to more than half of the global refrigerated transport vehicles. In 2008, due to the economic recession, the US transport sector was affected in terms of growth, revenue and employment. This directly affected the refrigerated road transport market of the US. However, the industry is slowly recovering and is expected to grow in the near future. Decreasing fuel costs, growth in refrigeration equipment industry and the US government’s funding for the industry growth are few of the indicators that show the sight of recovery. There are various trends that are observed in the US refrigerated road transport market. One of them includes the fact that all fleets in the US are incorporating monitoring devices on their refrigerated vehicles to check the quality of food items, at various time spans. This helps the manufacturers track the quality of the products at every instance during transportation. The report by TechNavioTM Insights provides a thorough analysis of the US refrigerated road transport market. The market size is evaluated on the basis of the number of refrigerated road transport vehicles found in the US and is segmented on the basis of capacities of vehicles and industry usage. The report also analyses the trends in various industries which use refrigerated road transport vehicles and discusses the growth trends and inhibitors of the industry. Further, the report profiles the major players in the US refrigerated road transport industry. Table of ContentsTable of Contents:
1. Refrigerated Road Transport Vehicles 1.1 Scope of the report 2. Market Overview 2.1 Global Scenario – Refrigerated Road Transport 3. US Refrigerated Road Transport Market - Present Scenario 3.1 Forecasts 4. US Refrigerated Road Transport Market - Segmentation 4.1 Segmentation - Capacities of the vehicles 4.2 Segmentation: Industry Served 5. US Refrigerated Road Transport Market - Trends 6. US Refrigerated Road Transport Market - Growth Drivers & Inhibitors 6.1 Growth Drivers 6.2 Inhibitors 7. US Refrigerated Road Transport Market - Price Points 7.1 Purchase 8. US Refrigerated Road Transport Market - Major Players 8.1 Stevens Transport Inc 8.2 Greatwide Logistic Services 8.3 C R England Inc 8.4 Marten Transport, Ltd 8.5 Frozen Food Express Industries, Inc. 8.6 Other players Other Reports in this Series List of Exhibits Exhibit 2.1: Global Refrigerated Transport Market Overview – Geographic breakup Exhibit 3.1: US Refrigerated Transport Market Overview 2008 - Number of Vehicles Exhibit 3.2: US Refrigerated Transport - Forecasts of Number of Vehicles Till 2012 Exhibit 4.1: US Refrigerated Transport - Segmentation Based On Capacities of the Vehicles Exhibit 4.2: US Refrigerated Transport - Segmentation Based On Industries Served Exhibit 7.1: Capacities of the Vehicles vs. Purchasing Price |
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Germany Refrigerated Road Transport Market 2008-2012DescriptionDescription:
26 June 2009, Pages - 20 Refrigeration Road Transport includes transportation of food products (fresh, frozen or chilled), pharmaceutical products, and plants/flowers. The type of vehicles used for such transportations are trailers, heavy & small trucks, and vans. The main characteristic of a Refrigeration Road Transport is its ability to deliver products in best quality. Refrigeration Road Transport vehicles have different capacities; vans have a capacity of below 3.5 T (tones); small trucks & trailers have a capacity that varies between 3.5 T to 7.5 T; and heavy trucks have a capacity of more than 7.5 T. Germany is one of the largest hubs for vehicle manufacturers, and the country’s economy is majorly dependent on the transport sector. It is also one of the major players in exports of food, beverages, and pharmaceutical products among European countries. Till the last decade, many manufacturers and suppliers preferred rail transport to road transport. Now, the trend has shifted towards road transport, as it provides flexibility in timings to suppliers and also flexibility in the delivery of goods. In addition, it provides an option of flexibility for the suppliers to deliver goods to multiple locations, at their convenience. The German Refrigerated Road Transport has seen a lot of growth in this shift, as it enables the suppliers to deliver the goods directly to retail outlets and warehouses. This report by TechNavioTM Insights includes a detailed analysis of the Germany Refrigerated Road Transport industry. This report analyzes the German Refrigerated Road Transport market based on the current number of refrigerated road transport vehicles in the market, and by the various product segments: Refrigerated Vans, Refrigerated Trucks, and Refrigerated Trailers. It also provides comprehensive analytics of the German Road Refrigerated Industry with annual forecasts for the period of 2008-2012, and includes insights of the global industry. The report analyses the trends in pricing of rental / hired, contracted or purchased Refrigerated Road Transport vehicles. Further, it discusses the growth trends and inhibitors of the industry, and profiles the major players in the German Refrigerated Road Transport industry. Table of ContentsTable of Contents:
1. Refrigerated Road Transport Vehicles 1.1 Scope of the Report 2. Market Overview 2.1 Global Scenario – Refrigerated Road Transport 3. Germany Present Scenario - Refrigerated Road Transport 3.1 Forecasts 4. Segmentation 4.1 Segmentation: Rental/Hired vs. Owned 4.2 Segmentation: Capacities of the Vehicles 5. Trends 6. Growth Drivers & Inhibitors 6.1 Growth Drivers 6.2 Inhibitors 7. Price Points and Trends 7.1 Hiring 7.2 Purchase 8. Major Players 8.1 Schmitz Cargobull AG 8.2 FRIGOBLOCK Grosskopf GmbH 8.3 Fahrzeugwerk Bernard KRONE GmbH List of Exhibits Exhibit 3.1: German Refrigerated Transport Market Overview - Number of Vehicles Exhibit 3.2: German Refrigerated Transport - Forecasts of Number of Vehicles by 2012 Exhibit 4.1: German Refrigerated Road Transport- Percentage of Rental/Hired Vehicles vs. Owned Vehicles Exhibit 4.2: German Refrigerated Road Transport- Segmentation Based on Capacities of the Vehicles Exhibit 7.1: Capacities of the Vehicle vs. Rental Charges Per Day Exhibit 7.2: Capacities of the Vehicles vs. Purchasing Price |
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China Refrigerated Road Transport Market 2008-2012DescriptionDescription:
16 June 2009, Pages -19 Refrigerated road transport is used to transfer perishable products like processed food, frozen food, and fresh fruits and vegetables from one place to another. Pharmaceutical and biotech products are also transported through refrigerated road transport. These vehicles are categorized as small and medium vans, refrigerated trucks, and refrigerated trailers. Refrigeration Road Transport vehicles have different capacities; vans have a capacity of below 3.5 T (tonnes), small trucks and trailers have a capacity that vary between 3.5 T to 7.5 T, and heavy trucks have a capacity of more than 7.5 T. The need for consolidation in the food industry and optimization of resources in cold chain are the growth drivers for the refrigerated road transport. The development of China's road freight transport industry has become one of the main agendas for the policy makers. Major players, worldwide, are contemplating to enter the China refrigerated vehicles market owing to its untapped potential, and the European and American markets reaching its maturity. This report by TechNavioTM Insights includes a detailed analysis of the China Refrigerated Road Transport industry. The market size is evaluated on the basis of the number of refrigerated road transport vehicles found in the China, while market is segmented on the basis of capacities of vehicles and industry usage. The report also analyses the trends in various industries which use refrigerated road transport vehicles. Further, it discusses the growth trends and inhibitors of the industry, and profiles some of the major players in the China Refrigerated Road Transport industry.
Table of ContentsTable of Contents:
1. Refrigerated Road Transport Vehicles 1.1Scope of the report 2. Market Overview 2.1 Global Scenario – Refrigerated Road Transport 3. China Present Scenario - Refrigerated Road Transport 3.1 Forecasts 4. Segmentation 4.1 Segmentation - Capacities of the vehicles 4.2 Segmentation: Industry Served. 5. Trends 6. Growth Drivers & Inhibitors 6.1 Growth Drivers 6.2 Inhibitors 7. Price Points 7.1 Purchase 8. Major Players 8.1 Zhengzhou Hongyu Special Vehicle Company Ltd. 8.2 Zenjiang Speed Automobile Group Co.Ltd. 8.3 CIMC Vehicles (Shandong) Co.Ltd. 8.4 Other players List of Exhibits Exhibit 3.1: China Refrigerated Transport Market Overview - Number of vehicles Exhibit 3.2: China Refrigerated Transport- Forecasts of number of vehicles till 2012 Exhibit 4.1: China Refrigerated Transport- Segmentation based on capacities of the vehicles Exhibit 4.2: China Refrigerated Transport- Segmentation based on Industries served Exhibit 7.2: Capacities of the vehicles vs. Purchasing price |
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France Refrigerated Road Transport Market 2008-2012DescriptionDescription:
4-June-2009, Pages-21 Refrigeration Road Transport includes vehicles used for transportation of food products (fresh, frozen or chilled), pharmaceutical products, and plants/flowers. The types of vehicles used for such transportations are trailers, heavy & small trucks, and vans. The main characteristics of a Refrigeration Road Transport are its ability to deliver products in good quality. Refrigeration Road Transport vehicles have different capacities; vans have a capacity of below 3.5 T (tonnes), small trucks and trailers have a capacity that varies between 3.5 T to 7.5 T, and heavy trucks have a capacity of more than 7.5 T. France food industry is witnessing over 10 percent growth in exchange of intermediate food products between industries. With French intermediate food products representing one fifth of the national Agri-business, the demand for the refrigerated transport industry is going to be directly affected. French is also the leading exporter of Wine to Europe and America. Although domestic consumption of wine in France is decreasing, the consumption of wine in the world is increasing. These factors are increasing the need for refrigerated transport. This report by TechNavioTM Insights includes a detailed analysis of the France Refrigerated Road Transport industry. The market size is evaluated on the basis of the number of Refrigerated Road Transport vehicles found in France. The market is segmented, based on the capacities of vehicles, and the type of ownership (i.e. Hired/Rental and Purchased). The report analyses the trends in pricing of rental/hired, contracted or purchased Refrigerated Road Transport vehicles. It also discusses the growth trends and inhibitors of the industry and profiles the major players in the France Refrigerated Road Transport industry. Table of ContentsTable of Contents:
1. Refrigerated Road Transport Vehicles 1.1 Scope of the Report 2. Market Overview 2.1 Global Scenario – Refrigerated Road Transport 3. France Refrigerated Vehicles Market - Present Scenario 3.2 Forecasts 4. Segmentation 4.1 Segmentation: Rental/Hired vs. Owned 4.2 Segmentation: Capacities of the vehicles 5. Trends 6. Growth Drivers & Inhibitors 6.1 Growth Drivers 6.2 Inhibitors 7. Price Points and Trends 7.1 Hiring 7.2 Purchase 8. Major players 8.1 Lamberet – Refrigerated Vehicle Manufacturer 8.2 Thermo King – Refrigeration Unit Manufacturer 8.3 Fraikin – Rental/ Hire Segment 8.4 Other players List of Exhibits Exhibit 3.1: France Refrigerated Transport Market Overview - Number of vehicles Exhibit 3.2: France Refrigerated Transport - Forecasts of number of vehicles till 2012 Exhibit 4.1: France Refrigerated Transport - Percentage of rental/hired vehicles vs. owned vehicles (2008) Exhibit 4.2: France Refrigerated Transport - Segmentation based on capacities of the vehicles Exhibit 7.1: Capacities of the vehicle vs. Rental charges per day Exhibit 7.2: Capacities of the vehicles vs. Purchasing price |
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UK Refrigerated Road Transport MarketDescriptionDescription:
4 February 2009, Pages-21 The Freight industry has become a major part of the UK economy, due to a continuous increase in domestic consumption of food products, pharma and healthcare products. Refrigeration Road Transport includes transportation of food products (fresh, frozen or chilled), pharmaceutical products, and plants/flowers. The type of vehicles used for such refrigerated transportations are refrigerated trailers, refrigerated trucks that include heavy & small trucks and refrigerated vans. In the last five years, there has been an increase in the usage of semi-trailers, compared to the usage of normal trailers. The main characteristics of a Refrigeration Road Transport are its ability to deliver products in best quality. There has been a lot of change in the equipment used and technology adopted in the vehicles. The main aim of the advancements is to reduce carbon emissions, noise pollution etc., and to create an environmental-friendly transport, with low fuel consumption, thus helping in environmental management and environmental protection. The report by TechNavioTM Insights provides an insight into the global industry and a detailed analysis of the UK Refrigerated Road Transport industry. It provides forecasts for the UK Refrigerated Road Transport industry from 2008-2012. The segmentation of the Refrigerated Road Transport market on the basis of Rental/Hired and Owned vehicles and capacities of the vehicles can be conferred from the report. It analyses the trends in the pricing of rental/hired, contracted, or purchased Refrigerated Road Transport vehicles. In addition, the percentage of rental/hired and owned vehicles as well as the growth drivers and inhibitors of the industry are discussed. This report also profiles the major players in the UK Refrigerated Road Transport industry. Table of ContentsTable of Contents:
1. Refrigerated Road Transport Vehicles Scope of the report 2. Market Overview 2.1 Global Scenario – Refrigerated Road Transport 3. UK Present Scenario - Refrigerated Road Transport 3.1 Forecasts 4. Segmentation 4.1 Segmentation: Rental/Hired vs. Owned 4.2 Segmentation: Capacities of the vehicles 5. Trends 6. Growth Drivers & Inhibitors 6.1 Growth Drivers 6.2 Inhibitors 7. Price Points and Trends 7.1 Hiring 7.2 Purchase 8. Major Players 8.1 Petit Forestier 8.2 Northgate plc 8.3 Fraikin 8.4 Other players List of Exhibits Exhibit 3.1: UK Refrigerated Transport Market Overview - Number of Vehicles Exhibit 3.2: UK Refrigerated Transport- Forecasts of number of vehicles till 2012 Exhibit 4.1: UK Refrigerated Transport- Percentage of rental/hired vehicles vs. owned vehicles Exhibit 4.2: UK Refrigerated Transport- Segmentation based on capacities of the vehicles Exhibit 7.1: Capacities of the vehicle vs. Rental charges per day Exhibit 7.2: Capacities of the vehicles vs. purchasing price
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Automobile Industry in Europe and Leading Companies IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 90 Rapidly expanding markets in Central and Eastern Europe, growth in demand by domestic and foreign OEMs in emerging markets such as Russia, significant foreign direct investments, high exports are driving automakers to expand capacities. In addition, stiff competition in the area of innovative hybrid cars from automakers in Asia-Pacific markets such as China and India and a growing number of automobile manufacturers operating with Just-in-Time (JIT) schemes are further driving automakers and component suppliers in the region to expand capacities and production facilities to incorporate new equipment and tap on opportunities in these emerging markets. For example, in 2007, BMW announced a series of capacity expansion plans that include an investment of $20.6 million in its diesel development centre in Austria and investment of $147 million in its car production facility in Germany. Italy-based automaker, Fiat also announced similar plans that include the expansion of its Fiat 500 production in its Poland facility and the expansion of its Fiat Power train production in Italy. The report forecasts the IT spending of the Automobile Industry in Europe over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Automobile Industry in Europe. The report identifies key business issues being faced by the Automobile Industry in Europe. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Volkswagen AG, Daimler AG and BMW AG. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Volkswagen AG, Daimler AG and BMW AG. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Volkswagen AG, Daimler AG and BMW AG will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Volkswagen AG, Daimler AG and BMW AG.Level III opportunities have the lowest scores and hence, unlikely to sell to Volkswagen AG, Daimler AG and BMW AG. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Automobile Industry in Europe 1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Being Environment friendly 3.2 Capacity Expansion 3.3 Collaboration & Partnerships 3.4 Customer Service 3.5 Geographical and Facilities Expansion 3.6 Global, Integrated Supply Chain 3.7 Mergers & Acquisitions 3.8 Offshoring & Outsourcing 3.9 Product Mix Expansion 3.10 Standardization, Modularization and Product Platforms 4. Key Customers 4.1 Volkswagen AG 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Daimler AG 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Bayerische Motoren Werke AG (BMW) 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Renault SA 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Fiat SpA 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending Volkswagen AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Risk Management 4.2 Collaboration & Partnership 4.3 Currency & Forex Management 4.4 Employee Productivity & Compensation Management 4.5 Faster & Better Product Development 4.6 Geographic Expansion 4.7 Improving Customer Service 4.8 Intellectual Property Management 4.9 Introducing New Products 4.10 Mergers & Acquisitions 4.11 Regulatory Compliance 5. Conclusion 6. Key IT Decision Makers 6.1 Germany Daimler AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Collaboration & Partnership 4.2 Cost Cutting & Operational Efficiency 4.3 Employee Productivity & Compensation Management 4.4 Faster & Better Product Development 4.5 Geographic Expansion 4.6 Globally Integrated Supply Chain 4.7 Improving Customer Service 4.8 Information & Knowledge Management 4.9 Intellectual Property Management 4.10 IT Infrastructure Integration & Rationalization 4.11 Lean, Agile & Flexible Manufacturing 4.12 Mergers & Acquisitions 4.13 Sales Force Expansion 4.14 Standardization & Modularization 4.15 Regulatory Compliance 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Germany 6.3 India 6.4 Singapore 6.5 United Kingdom 6.6 United States BMW AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Cost Cutting & Operational Efficiency 4.4 Currency & Forex Management 4.5 Employee Productivity & Compensation Management 4.6 Globally Integrated Supply Chain 4.7 Improving Customer Service 4.8 Introducing New Products 4.9 Maintaining Quality Standards 4.10 Mergers & Acquisitions 4.11 Online Sales & Marketing 4.12 Sales Force Expansion 5. Conclusion 6. Key IT Decision Makers 6.1 Germany 6.2 United States Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Automobile Industry in Europe Exhibit 1.1: Europe Automotive IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services Volkswagen AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.2: Key Geographic Expansion Plans Daimler AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: ITServices Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Daimler’s Key Expansion Plans BMW AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various IT Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Automobile Industry in APAC & Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008, Pages – 85 Growing consumer demand coupled with improving purchasing power and increase in exports of small cars are driving automakers and OEM suppliers in the region to expand production facilities to meet these demands. In addition, with a large base of skilled workforce, favourable tax incentives offered by governments, lower costs and technologically advanced R&D facilities, large international OEMs from mature markets of Europe and the US have begun to outsource critical design and engineering services and increase their investments in the region further driving domestic automobile manufacturers to expand production facilities. The report forecasts the IT spending of the Automobile Industry in APAC over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Automobile Industry in APAC. The report identifies key business issues being faced by the Automobile Industry in APAC. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Toyota Motor Corporation, Honda Motor Co. Ltd and Suzuki Motor Corporation . Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Toyota Motor Corporation, Honda Motor Co. Ltd and Suzuki Motor Corporation. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Toyota Motor Corporation, Honda Motor Co. Ltd and Suzuki Motor Corporation will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Toyota Motor Corporation, Honda Motor Co. Ltd and Suzuki Motor Corporation. Level III opportunities have the lowest scores and hence, unlikely to sell to Toyota Motor Corporation, Honda Motor Co. Ltd and Suzuki Motor Corporation. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Automobile Industry in APAC 1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Capacity Expansion 3.2 Collaborations & Partnerships 3.3 Customer Service 3.4 Faster & Better Product Development 3.5 Geographical and Facilities Expansion 3.6 Global, Integrated Supply Chain 3.7 Maintaining Quality Standards 3.8 Product Mix Expansion 3.9 Time-to-Market 3.10 Understanding Customer Needs 4. Key Customers 4.1 Toyota Motor Corporation 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Honda Motor Co., Ltd. 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Suzuki Motor Corporation 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Mazda Motor Corporation 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Mitsubishi Motors Corporation 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending Toyota Motor Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Capacity Expansion 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Employee Productivity & Compensation Management 4.5 Faster & Better Product Development 4.6 Geographic Expansion 4.7 Improving Customer Service 4.8 Information & Knowledge Management 4.9 Introducing New Products 4.10 Lean & Agile Manufacturing 4.11 Maintaining Quality Standards 4.12 Mergers & Acquisitions 4.13 Time-to-market 4.14 Understanding Customer needs 5. Conclusion 6. Key IT Decision Makers 6.1 Japan Honda Motor Co. Ltd. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environment Friendly 4.2 Business Risk Management 4.3 Capacity Expansion in Existing Facilities 4.4 Cost Cutting & Operational Efficiency 4.5 Globally Integrated Supply Chain 4.6 Improving Customer Service 4.7 Information & Knowledge Management 4.8 Introducing New Products 4.9 Maintaining Quality Standards 4.10 Opening New Facility 5. Sales Guidance 6. Key IT Spending Decision Makers 6.1 Japan 6.2 United Kingdom 6.3 United States Suzuki Motor Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Capacity Expansion 4.2 Cost Cutting & Operational Efficiency 4.3 Expanding Research & Development Activities 4.4 Faster & Better Product Development 4.5 Geographical Expansion 4.6 Introducing New Products 4.7 Sales Force Expansion 4.8 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 Japan Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Automobile Industry in APAC Exhibit 1.1: Asia-Pacific Automotive IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services Toyota Motor Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographic Expansion Plans Honda Motor Co. Ltd. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunity Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: ITServices Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Honda’s Key Expansion Plans Suzuki Motor Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunity Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunity Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunity Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various IT Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Leading Automobile Companies in North America - IT Sales OpportunitiesDescriptionDescription:
03 November 2008, Pages – 76 This is a bundle of the following company profiles and is available at a discount of 33% over the total price of individual reports: • Ford Motor Company • General Motors • Harley-Davidson, Inc. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Ford Motor Company, General Motors and Harley-Davidson, Inc.. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Ford Motor Company, General Motors and Harley-Davidson, Inc. might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Ford Motor Company, General Motors and Harley-Davidson, Inc.. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Ford Motor Company, General Motors and Harley-Davidson, Inc. will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Ford Motor Company, General Motors and Harley-Davidson, Inc.. Level III opportunities have the lowest scores and hence, unlikely to sell to Ford Motor Company, General Motors and Harley-Davidson, Inc.. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Ford Motor Company 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Business Risk management 4.4 Capacity Expansion 4.5 Collaboration & Partnership 4.6 Cost Cutting & Operational Efficiency 4.7 Currency & Forex Management 4.8 Global Integrated Supply Chain 4.9 Improving Customer Service 4.10 Integrated Management of Manufacturing Operations 4.11 Introducing New Products 4.12 Lean & Agile Manufacturing 4.13 Maintaining Quality Standards 4.14 Online Sales & Marketing 4.15 Opening New Facility 5. Conclusion 6. Key IT Decision Makers 6.1 China 6.2 Germany 6.3 India 6.4 Russia 6.5 United Kingdom 6.6 United States General Motors 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Employee Productivity & Compensation Management 4.6 Expanding Research & Development Activities 4.7 Geographic Expansion 4.8 Improving Customer Service 4.9 Integrated Management of Manufacturing Operations 4.10 Introducing New Products 4.11 Online Sales & Marketing 4.12 Sales Force Expansion 4.13 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 Brazil 6.2 Singapore 6.3 United States Harley-Davidson, Inc. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Expanding Research & Development Activities 4.5 Geographic Expansion 4.6 Introducing New Products 4.7 Maintaining Quality Standards 4.8 Mergers & Acquisitions 4.9 Product Lifecycle Management 4.10 Sales Force Expansion 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 United States Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Ford Motor Company Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans General Motors Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographic Expansion Plans Harley-Davidson, Inc. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various IT Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Leading Automobile Companies in Europe - IT Sales OpportunitiesDescriptionDescription:
03 November 2008, Pages – 116 This is a bundle of the following company profiles and is available at a discount of 50% over the total price of individual reports: • Volkswagen AG • Daimler AG • BMW AG • Renault SA • Fiat S.p.A. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Volkswagen, Daimler, BMW, Renault and Fiat. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Volkswagen, Daimler, BMW, Renault and Fiat might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Volkswagen, Daimler, BMW, Renault and Fiat. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Volkswagen, Daimler, BMW, Renault and Fiat will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Volkswagen, Daimler, BMW, Renault and Fiat. Level III opportunities have the lowest scores and hence, unlikely to sell to Volkswagen, Daimler, BMW, Renault and Fiat. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Volkswagen AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Risk Management 4.2 Collaboration & Partnership 4.3 Currency & Forex Management 4.4 Employee Productivity & Compensation Management 4.5 Faster & Better Product Development 4.6 Geographic Expansion 4.7 Improving Customer Service 4.8 Intellectual Property Management 4.9 Introducing New Products 4.10 Mergers & Acquisitions 4.11 Regulatory Compliance 5. Conclusion 6. Key IT Decision Makers 6.1 Germany Daimler AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Collaboration & Partnership 4.2 Cost Cutting & Operational Efficiency 4.3 Employee Productivity & Compensation Management 4.4 Faster & Better Product Development 4.5 Geographic Expansion 4.6 Globally Integrated Supply Chain 4.7 Improving Customer Service 4.8 Information & Knowledge Management 4.9 Intellectual Property Management 4.10 IT Infrastructure Integration & Rationalization 4.11 Lean, Agile & Flexible Manufacturing 4.12 Mergers & Acquisitions 4.13 Sales Force Expansion 4.14 Standardization & Modularization 4.15 Regulatory Compliance 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Germany 6.3 India 6.4 Singapore 6.5 United Kingdom 6.6 United State BMW AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployment 3. IT Sales Opportunities 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Cost Cutting & Operational Efficiency 4.4 Currency & Forex Management 4.5 Employee Productivity & Compensation Management 4.6 Globally Integrated Supply Chain 4.7 Improving Customer Service 4.8 Introducing New Products 4.9 Maintaining Quality Standards 4.10 Mergers & Acquisitions 4.11 Online Sales & Marketing 4.12 Sales Force Expansion 5. Conclusion 6. Key IT Decision Makers 6.1 Germany 6.2 United States Renault SA 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployment 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Geographic Expansion 4.5 Global Integrated Supply Chain 4.6 Improving Customer Service 4.7 Introducing New Products 4.8 Regulatory Compliance 4.9 Sales Force Expansion 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 France Fiat S.p.A. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Employee Productivity & Compensation Management 4.6 Geographic Expansion 4.7 Globally Integrated Supply Chain 4.8 Improving Customer Service 4.9 Integrated Management of Manufacturing Operations 4.10 Introducing New Products 4.11 Lean & Agile Manufacturing 4.12 Maintaining Quality Standards 4.13 Mergers & Acquisitions 4.14 Offshoring & Outsourcing 4.15 Online Sales & Marketing 4.16 Standardization & Modularization 4.17 Time-to-Market 5. Conclusion 6. Key IT Decision Makers 6.1 Brazil 6.2 France 6.3 Italy 6.4 Spain 6.5 Switzerland 6.6 United Kingdom Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Volkswagen AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.2: Key Geographic Expansion Plan Daimler AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Daimler’s Key Expansion Plans BMW AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Renault SA Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Geographic Expansion Plans Fiat S.p.A. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographic Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various IT Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Leading Automobile Companies in APAC - IT Sales OpportunitiesDescriptionDescription:
03 November 2008, Pages – 107 This is a bundle of the following company profiles and is available at a discount of 50% over the total price of individual reports: • Toyota Motor Corporation • Honda Motor Co. Ltd. • Nissan Motor Co. Ltd. • Suzuki Motor Corporation • Mazda Motor Corporation Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Toyota Motor Corporation, Honda Motor Co. Ltd., Nissan Motor Co. Ltd., Suzuki Motor Corporation and Mazda Motor Corporation. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Toyota Motor Corporation, Honda Motor Co. Ltd., Nissan Motor Co. Ltd., Suzuki Motor Corporation and Mazda Motor Corporation might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Toyota Motor Corporation, Honda Motor Co. Ltd., Nissan Motor Co. Ltd., Suzuki Motor Corporation and Mazda Motor Corporation. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Toyota Motor Corporation, Honda Motor Co. Ltd., Nissan Motor Co. Ltd., Suzuki Motor Corporation and Mazda Motor Corporation will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Toyota Motor Corporation, Honda Motor Co. Ltd., Nissan Motor Co. Ltd., Suzuki Motor Corporation and Mazda Motor Corporation. Level III opportunities have the lowest scores and hence, unlikely to sell to Toyota Motor Corporation, Honda Motor Co. Ltd., Nissan Motor Co. Ltd., Suzuki Motor Corporation and Mazda Motor Corporation. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Toyota Motor Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Capacity Expansion 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Employee Productivity & Compensation Management 4.5 Faster & Better Product Development 4.6 Geographic Expansion 4.7 Improving Customer Service 4.8 Information & Knowledge Management 4.9 Introducing New Products 4.10 Lean & Agile Manufacturing 4.11 Maintaining Quality Standards 4.12 Mergers & Acquisitions 4.13 Time-to-market 4.14 Understanding Customer needs 5. Conclusion 6. Key IT Decision Makers 6.1 Japan Honda Motor Co. Ltd. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environment Friendly 4.2 Business Risk Management 4.3 Capacity Expansion in Existing Facilities 4.4 Cost Cutting & Operational Efficiency 4.5 Globally Integrated Supply Chain 4.6 Improving Customer Service 4.7 Information & Knowledge Management 4.8 Introducing New Products 4.9 Maintaining Quality Standards 4.10 Opening New Facility 5. Sales Guidance 6. Key IT Spending Decision Makers 6.1 Japan 6.2 United Kingdom 6.3 United States Nissan Motor Co. Ltd. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployment 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Business Risk management 4.4 Capacity Expansion 4.5 Collaboration & Partnership 4.6 Cost Cutting & Operational Efficiency 4.7 Employee Productivity & Compensation Management 4.8 Expanding Research & Development Activities 4.9 Geographic Expansion 4.10 Global Integrated Supply Chain 4.11 Improving Customer Service 4.12 Integrated Management of Manufacturing Operations 4.13 Introducing New Products 4.14 IT Infrastructure Integration & Rationalization 4.15 Maintaining Quality Standards 4.16 Mergers & Acquisitions 4.17 Offshoring & Outsourcing 4.18 Online Sales & Marketing 4.19 Sales Force Expansion 5. Conclusion 6. Key IT Decision Makers 6.1 Japan Suzuki Motor Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Capacity Expansion 4.2 Cost Cutting & Operational Efficiency 4.3 Expanding Research & Development Activities 4.4 Faster & Better Product Development 4.5 Geographical Expansion 4.6 Introducing New Products 4.7 Sales Force Expansion 4.8 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 Japan Mazda Motor Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Geographical Expansion 4.6 Introducing New Products 4.7 Maintaining Quality Standards 4.8 Offshoring & Outsourcing 4.9 Online Sales & Marketing 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 Japan Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Toyota Motor Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographic Expansion Plans Honda Motor Co. Ltd. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunity Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Honda’s Key Expansion Plans Nissan Motor Co. Ltd. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunity Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunity Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunity Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographic Expansion Plans Suzuki Motor Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunity Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunity Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunity Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Mazda Motor Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various IT Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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