Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, together with the University of St. Gallen, today released The Aftermarket in the Automotive Industry, a new in-depth report that focuses on how to optimize aftermarket performance in established and emerging markets. The study includes a frameset designed to help companies maneuver through global aftermarket competition and improve their performance to become global aftermarket leaders. The report is based on over 150 interviews with aftermarket executives from the world’s leading automotive manufacturers and suppliers.
Globally, aftermarket volume is growing rapidly. With sales of new vehicles remaining flat, particularly in Western Europe, many vehicle manufacturers are turning their attention to the aftermarket as an increasingly important revenue and profit stream. However, success in the aftermarket is far from easy due to the high complexity, large number of maintenance and parts activities and critical supply chains involved. In addition, wider market and competitive factors also have a significant impact on aftermarket operations.
Focusing on the markets of Western and Eastern Europe, Russia, China and India, the report lays out in detail what investment programs companies took to become high performers in the respective markets and what lower performers must do to step up. The study finds that, regardless of performance, companies still need to increase their investments into the aftermarket in order to satisfy customers’ requirements. Most companies still concentrate on a cost-center-driven organizational approach to run their aftermarket activities and optimize their operations with a functional, isolated focus. In contrast, global aftermarket champions run a control-tower type of supply chain operation where the company has full end-to-end responsibility for the supply chain from suppliers up to customers. They operate their aftermarket business as an independent profit-and-loss organization with optimized multi-echelon networks of warehouses and use worldwide benchmarks to transfer best experiences among warehouses, dealers, technicians and maintenance centers.
Not surprisingly, the report also indicates that the Western European aftermarket is already quite mature, with aftermarket volumes beginning to plateau, but significant opportunities for growth do exist in the emerging markets. Also, in Western Europe, competitive intensity remains at a high level whereas most of the emerging markets (Eastern Europe, Russia and India) enjoy relatively moderate competitive intensity. China is the only exception here. However, competitive intensity in the emerging markets is expected to increase to a similar level as in Western Europe.
In Western Europe, competitors that are able to strengthen their marketing and sales processes and utilize the new European Union Block Exemption Regulation in 2010 (BER2010) can expect additional growth rates of five to 10 percent, compared with the market average. BER2010 aims to liberalize the European automotive aftermarket, increasing competition by attracting more suppliers and making it easier for independent dealers to access relevant service information. Original Equipment Manufacturers (OEMs) there will face significant price competition from copy manufacturers and on average OEMs’ parts revenue is expected to decline by up to 5 percent in the next three years. Specifically, companies that improve their service innovation processes as well as their retail and wholesale relationships will have a good chance to either maintain their leading position or to at least step up into the high performers’ peer group.
The report also reveals that each emerging market has specific characteristics that require a localized approach to the aftermarket. For example, Russia’s geographic expansion requires improvements in distribution processes; India’s aftermarket is increasingly being led by top-performing Asian companies; and China’s more competitive aftermarket industry brings the most challenges.
“Given the fact that the aftermarket business creates such attractive margins, aftermarket activities are moving ever higher up the management agenda in both established and emerging markets. But to benefit from the attractive growth rates in the emerging markets requires immediate action, taking into account local market factors – a standardized global approach will likely fail,” said the study’s leader Frank Tennstedt, Vice President, Capgemini Consulting.
About the study
Capgemini Consulting worked with the University of St. Gallen to conduct an aftermarket analysis based on an in-depth survey of over 150 aftermarket managers of the leading global automotive companies, as well as their own automotive experts and additional market research.
Capgemini, one of the world’s foremost providers of consulting, technology and outsourcing services, enables its clients to transform and perform through technologies. Capgemini provides its clients with insights and capabilities that boost their freedom to achieve superior results through a unique way of working, the Collaborative Business ExperienceTM. The Group relies on its global delivery model called Rightshore®, which aims to get the right balance of the best talent from multiple locations, working as one team to create and deliver the optimum solution for clients. Present in more than 30 countries, Capgemini reported 2008 global revenues of EUR 8.7 billion and employs 90,000 people worldwide.
Capgemini Consulting is the strategy and transformation consulting division of the Capgemini Group, with a team of over 4,000 consultants worldwide. Leveraging its deep sector and business expertise, Capgemini Consulting advises and supports organizations in transforming their business, from strategy through to execution. Working side by side with its clients, Capgemini Consulting crafts innovative strategies and transformation roadmaps to deliver sustainable performance improvement. More information is available at www.capgemini.com/consulting.
About Capgemini’s Global Automotive Practice
Capgemini’s Automotive practice serves 14 of the world’s 15 largest vehicle manufacturers and 12 of the 15 largest automotive suppliers. The sector generates value for companies through global delivery capabilities and automotive-specific service offerings such as Integrated Lead Management, B2C Web Strategy, Service and Parts Management, Supplier Transformation, Optimization of Dealer-Focused Operations and Global Emerging-Market Sourcing.
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