Global Analyst Briefing: Why OEMs Co-operate

Released : 2010 Q1    -    84 Pages / US$ 250


While the large scale M&A seen up to mid decade has in many cases failed, another alternative approach to reducing costs is gaining momentum. Co-operation can take many forms but ultimately helps reduce risk and cost and can aid access to new segments and markets while allowing OEMs to retain independence.

Table of Contents

  • Global Market Update
  • Regional Market Updates
  • Issue in Focus: Co-operations
  • Summary

Selected Figures & Charts

  • Forms of co-operation
  • Goals and types of co-operations
  • Co-operation matrix
  • Increased technology complexity
  • Global assembly volume, platforms and nameplates for Fiat lower/medium products (1990-2016 (millions))
  • Mercedes model proliferation - number of models and volume per model (000s)
  • Audi model proliferation - number of models and volume per model (000s)
  • Sales increase by Renault-Nissan 1990 vs 2008 (millions)
  • Announced synergies of Renault-Nissan 2009 (€billions)
  • Strategic fit of Renault-Nissan: Sales by region, output split by region, output by size segment (2009)
  • Strategic fit of VW-Suzuki: Sales by region, output split by region, output by size segment (2008)
  • Development of Daimler production volumes
  • Strategic fit of Daimler Chrysler: output split by size segment (1997)
  • Performance parameters of Daimler's alliance
  • Changing roles between OEMs and suppliers in the value chain
  • Platform consolidation and model proliferation - Renault -Nissan small cars 1990 and 2010
  • Platform consolidation and model proliferation VW lower medium cars 1990 and 2010
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