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Time for a Model Change : Re-engineering the Global Automotive Industry.

Author: Graeme P Maxton; John Wormald
Publisher: Cambridge : Cambridge University Press, 2014.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
The automotive industry ranks among the most significant business phenomena of the 20th century and remains vitally important today, accounting for almost 11% of the GDP of North America, Europe and Japan and one in nine jobs. In economic and social terms alike, its products have had a fundamental impact on modern society - for better and worse. Yet the industry has found it hard to adjust to recent challenges and  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Maxton, Graeme P.
Time for a Model Change : Re-engineering the Global Automotive Industry.
Cambridge : Cambridge University Press, ©2014
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Graeme P Maxton; John Wormald
ISBN: 9780511337529 0511337523
OCLC Number: 935926225
Description: 1 online resource (296 pages)
Contents: Cover; Half-title; Title; Copyright; Contents; Figures; Foreword; Acknowledgements; Glossary; Introduction; 1 From automania to maturity --
in the main markets at least; Out of gas --
and nowhere else to go; Failing to add value elsewhere --
the illusion of the world car; Excess supply, changing demand --
piling on the products; Illusion and reality --
a growing disconnection from consumers; 2 The problems that can be fixed --
dealing with noxious emissions, traffic accidents and congestion; Diseases of underdevelopment (1) --
noxious emissions; Diseases of underdevelopment (2) --
road deaths. Diseases of development --
traffic congestionSocial limits to growth --
the role of government is managing constraints on the industry; 3 The global resource challenges --
energy and global warming; When the wells run dry --
the coming fuel and environmental crunch; Looking for solutions --
fixes for the existing technology; Really new technologies --
the radical alternatives; The cavalry to the rescue --
how and how seen will new engine technologies arrive?; 4 A Global industry and the changing international order. The structure of world vehicle markets --
which countries will make it and which will notDifferent inheritances --
the cultural basis of competition; Box 4.1; Pay up and then we'll give you some business (Not the mob, the motor industry in 2003); The vehicle manufacturers as global enterprises --
a false impression; A changing view of scale --
the emergence of new competitors; Box 4.2; Copycat cars; Box 4.3; The top twenty carmakers you've never heard of; Box 4.4; You spent how much?; 5 The supplier industry --
the catalyst for the profound changes to come? No easy task --
the complexities of developing and producing vehiclesThe revolt of the masses --
the growing power of suppliers; More for less --
the problem of growing complexity; The growing strains --
overloading the beasts of burden; 6 The downstream sales and service sector; A command economy --
the franchised dealer sector; Box 6.1; Single brand car dealers prepare for the big squeeze; Where the money is earned --
the fight for the aftermarket; Catastrophe in Europe --
David sees off the Goliaths; Box 6.2; What kind of a new regulation is this?; What does it say about sales? What does it say about service?What does it say about the independent aftermarket?; What does it say about spare parts?; Will it be effective?; What consequences will it have for the aftermarket?; All power to the distributors --
the emergence of countervailing powers; 7 When the numbers do not add up; The value destroyers --
the rotten financial performance of most vehicle manufacturers; Good growth and bad growth --
rational and irrational expansion. Killing the geese that lay the golden eggs --
how poor relationships with key partners help make the industry unattractive to the financial markets.

Abstract:

The automotive industry ranks among the most significant business phenomena of the 20th century and remains vitally important today, accounting for almost 11% of the GDP of North America, Europe and Japan and one in nine jobs. In economic and social terms alike, its products have had a fundamental impact on modern society - for better and worse. Yet the industry has found it hard to adjust to recent challenges and is no longer much valued by the capital markets. It is riven with internal contradictions that inhibit reform, and faces a stark choice between years of strife or radical change. Thi.

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