UN dissects bioenergy: Part 1

May 31, 2007

The production of alternative and sustainable energy sources is one of the major issues on the international agenda. And now United Nations (UN) specialists have analyzed the pros and cons.

In a detailed report, the UN warns that the growth of bioenergy offers many opportunities, but also implies perils and concessions.

So it is necessary to carefully study biofuel’s economic, social and environmental impact before deciding how quickly to develop them, and which technologies, policies and strategies to follow.

The document, created by UN Energy (a group made up of all United Nations agencies working in the area of energy)  is called “Sustainable Energy: A Framework for Decision Makers”. Its aim is to help ensure that “the energy needs of people are met and the local and global environment is adequately protected."

The report points out the many benefits of bioenergy in relation to the alleviation of poverty, access to energy services, rural development and rural infrastructure.

Similarly, it reviews the likely impact of bioenergy in terms of food security, climate change, biodiversity and natural resources, employment and trade. It also identifies vital points decision makers need to consider.

“Unless new policies are enacted to protect threatened lands, secure socially acceptable land use, and steer bioenergy development in a sustainable direction overall, the environmental and social damage could in some cases outweigh the benefits,” the document stresses.

Part 2 in a few days…

Posts in this series:

From E-campo, with permission…

Tags: , , , , , , ,

Powered by Qumana


India auto industry update (Part 2): GM in India

May 29, 2007

As a provider of dealer management systems to vehicle dealerships in several emerging markets, we closely follow what is happening in the auto industry in several key regions around the world. I thought it might be interesting to share some of that information.

In Part 1 of this series of posts about the promising future of the automotive industry in India, both as a consumer market and as a manufacturing hub, we talked about the great demand that is expected in that market over the next five years, mainly due to the huge and growing middle class, and their ultra-low vehicle per capita ratio of 7 per thousand (the US’s is 450).

As a result, all of the major manufacturers have plans in motion, either through the installation of new plants, or via joint ventures with existing Indian automakers. Let’s take a look at what each major is doing in India.

GM in IndiaGM India

There’s a handful of very important GM goings on in India. They just launched the Spark mini-car. They’re expanding capacity at their existing plant, plus building a new one. And they have formally announced plans to heavily source components from India.

General Motors saw its sales decline by 25% in 2005 when they stopped selling the Adam Opel AG range of cars. They then introduced the Chevrolet Aveo sedan as a replacement for the Opel Corsa sedan. But now they are addressing the most important car segment in India with the…

Chevrolet Spark

GM recently made a big splash when they launched their eagerly anticipated Chevrolet Spark, a low-cost, low-maintenance mini-car. They had announced the Spark back in May 2006. This is their entry into the mini-car segment in India and they hope to soon be number one. The Spark is GM’s most successful model globally.

Chevrolet SparkThe Chevrolet Spark will cost between $8,000 and 10,000 dollars, putting it a little on the high side of the mini-car spectrum that is currently owned by the Maruti 800, a model that ranks well in reliability, customer satisfaction and mileage. Other strong models in this segment are the Maruti Suzuki Zen and WagonR, and the Hyundai Santro.

The Spark will have a small, very fuel-efficient 1 liter gas engine, and not many features, as you’d expect from a car in this lower-end segment. The Spark has its own website (nice though annoyingly noisy).

Investments in plants

To increase production, GM recently ramped up capacity at their Halol plant by almost 50%, from 60,000 to 85,000 units per year. However, GM will initially produce only 2,000 Sparks a month. It looks like they want to sort of test the waters by introducing the car only in the northern and western part of India, and then proceed accordingly.

GM just began construction of their second Indian plant, in the city of Talegaon, near Pune, at a cost of $300 million dollars. Production of the Spark will shift to this location in the first quarter of 2008. GM will also use the plant to build small cars for other markets.

GM will also be investing in a new power train plant (diesel and petrol engines). 

GM models in India

With the Spark, GM now offers seven models in India. The other six are the Optra (their top-seller), Aveo, Tavera, SRV, Aveo U-VA and the Forester (which looks to now have been discontinued).

GM will also soon release these models in India:

  • A diesel version of the Optra.
  • Epica. A midsize car that will compete with the Honda Accord and Hyundai Sonata.
  • Captiva. An SUV that will compete with the Honda CR-V and Hyundai Tucson.

GM’s Nick Reilly, President of their Asia Pacific division, says that GM is looking for a 10% share of the Indian market by 2010.

Sourcing of components

And finally, Rick Wagoner, CEO of General Motors, recently announced that GM will source components from India worth around $1 billion annually over the next 4-5 years. To this effect, Mr. Wagoner said:

"We are focusing on leveraging the emerging high quality, low-cost supply base in India. We are not only increasing our local sourcing for local usage but also looking to source more auto components out of India for our global operations."

Posts in this series:

Tags: , , , , , , , , ,

Powered by Qumana


Most violent countries

May 28, 2007

Among the world’s richest 36 nations, here are the top and bottom countries in firearm-related violent crimes:

  • #1: USA: 500,000 incidents (2005 data; nonfatal incidents). 166 per 100,000 people.
  • #36: Japan: 53 incidents (2006 data; fatal and nonfatal incidents). 0.04 per 100,000 people.

The U.S. rate is four thousand times higher than Japan’s.

Note: In Japan, handguns are strictly banned for ordinary citizens. Only police officers and others with job-related reasons can own guns. Hunting rifles are strictly licensed and regulated.

Sources: FBI and Associated Press.

Tags: , , ,

Powered by Qumana


India auto industry update (Part 1)

May 25, 2007

India Taj MahalAs a provider of dealer management systems to vehicle dealerships in several emerging markets, we closely follow what is happening in the auto industry in several key regions around the world. I thought it might be interesting to share some of that information.

When pondering where the main opportunities lie in the automotive industry, we automatically think of China.

However, India is also a huge market that presents an incredibly promising scenario.

The Indian internal market will be the fastest growing among auto producing nations over the next five years, and the second fastest among all nations (behind China). The main growth in India will be in light vehicles: vans, small trucks and compact cars.

In India, seven people per 1,000 own a car. Compare that to 450 in the U.S. and 500 in Western Europe and you get an idea of the market potential. And the demand is there. India’s middle class continues to grow, currently standing at 216 million. About half of India’s 1.1 billion people will be between the ages of 15 to 49 at the end of the decade.

Car sales in 2006 were up 22 percent, reaching 1.076 million units, helped by interest rates that have fallen by 50 percent in the past five years. And sales are expected to grow at least 10% annually until 2010.

Exports are also expected to grow significantly. In 2006 only 200,000 were exported, but that number is expected to reach one million by 2010. Hyundai, the second-biggest carmaker in India, leads the way here.

Mini-cars represent around 70% of the auto market in India, roughly 1 million cars. This is where the main push looks to be coming from most manufacturers.

Until 15 years ago, and after decades of protectionism, there were only a handful of auto manufacturers in India: Maruti Suzuki

That changed in 1991, and now, of course, all of the major manufacturers are vying for entry.

GM, Honda, Volkswagen, and a half dozen other auto companies have announced investments of over $6 billion on new factories. Fiat, Nissan, and Renault are also in the game, but their strategy is to link with local manufacturers.

More on the India strategy of each manufacturer in upcoming posts.

Posts in this series:

Tags: , , , , , , , , , , , ,

Powered by Qumana


Pitfalls of outsourcing (Part 2)

May 24, 2007

A few days ago I posted about why in some cases we think outsourcing  is a short-sighted solution, and the risks for a software company that outsources the development of its software products to the lowest bidder (cost being the only reason I see for a software company to outsource its core competency).

Speaking of "bad" outsourcing, here’s a funny cartoon I found at Call Center Cartoons

Posts in this series:

Tags: , ,

Powered by Qumana


Reynolds sells Incadea

May 23, 2007

DMS provider Reynolds and Reynolds was bought in August 2006 by competitor UCS. When that happened, Reynolds announced their decision to sell off their Incadea division, which after said merger no longer fit their strategic plans.

Not a happy story for Incadea users, I can imagine.

Initial rumors mentioned EDS as a potential buyer, but that didn’t happen. Now Reynolds has finally sold its Incadea operations and assets back to its original owner, Peter Wenger. The new company says they will "continue to develop and support the Incadea dealership management system (DMS) platform, its partner networks, and customer base".

Reynolds had acquired the relatively small Incadea (200-300 dealers) business only three years before in 2003, as a means to a foothold in Europe. But then in July 2006 they bought huge UK-based DCS Automotive (4500 dealers) who had widespread penetration throughout Europe. And a few months later they merged with UCS, who also has a strong presence in Europe.

Which in itself is strange… assuming the Reynolds and UCS deal didn’t happen overnight, that means that as they were negotiating the merger, Reynolds was finalizing their purchase of DCS, which to the untrained eye would seem redundant given UCS’s already strong foothold in Europe.

If you happen to be confused by the Reynolds/UCS/DCS/Kalamazoo-Reynolds/POWER DMS situation, here’s a much more straightforward DMS alternative:)

Tags: , , , , , , ,

Powered by Qumana


China vs. China over Rover

May 22, 2007

Shanghai Auto, China’s biggest automaker, and smaller Nanjing Auto are engaged in a bitter battle involving British MG technology, says Star Biz China.

In this corner, Shanghai Automotive Industrial Corp., also known as SAIC. They would be the Goliath in this event. SAIC bought Rover technology from the UK company in 2004 for 61 million pounds when the latter went under. They have just released their own-brand Roewe 750 sedan.

And in this corner, Nanjing Automobile Corp., a much smaller player who would be the David. Nanjing bought the MG brand in 2006 for 53 million pounds (they also got MG’s plant in England and Powertrain, the engine unit of MG Rover). Nanjing will release their MG 7 sedan in the second half of 2007.

Both cars are based on the MG Rover 75 and will compete directly against each other.

As the market evolves, could there be a possible consolidation scenario in the near future?

SAIC Chairman Hu Maoyuan says they "… hope to join forces with Nanjing Automobile as they (the Roewe and MG) have the same origin. Our door will be always open for cooperation.” And since SAIC and Nanjing Automobile are state-controlled companies, that they should team up to enable state assets to perform more efficiently.

Nanjing’s response? Yang Junhu, manager of the MG project, says, “We will follow our own path although we know it’s difficult to build MG into an internationally strong brand”. 

Tags: , , , , , , , , , , , , , , , , ,

Powered by Qumana


Volvo and Ingersoll Rand take opposite paths: Part 3

May 21, 2007

Volvo TruckA recent post talked about how Volvo and Ingersoll Rand, two of the world’s major construction equipment manufacturers, were taking completely divergent paths in their quest for improving results.

Volvo’s decision has been to consolidate and focus on their two main divisions, trucks and heavy equipment. Meanwhile, Ingersoll Rand has decided the opposite as they try to diversify and shift to a diversity of industrial activities, such as refrigeration equipment, security, and others.

In trucks, Volvo has been making many acquisitions over the past few years. Recent Volvo Truck activity includes:

Earlier this year, Volvo bought Nissan Diesel, formerly owned by the Japanese carmaker, for $1.07 billion (2007), in order to bolster their operations in Asia. Nissan Diesel has 9,000 employees with 2006 sales of $2.9 billion and a very strong presence in that continent.

Of the Nissan deal, Volvo said:

"… a joint study identified gains amounting to $263 million annually for the next five years, mainly as a result of increased purchasing volumes, but also from product development and access to each other’s dealerships and service networks."

Volvo got out of the car industry in 1999 when they sold their auto division to Ford. With those funds tried to buy their main Swedish rival Scania. The deal was stopped for competition reasons by the European Union. Volvo sold their 20% stake in Scania to Volkswagen.

Here are all the posts in this series:

Tags: , , , , , , , ,

Powered by Qumana


Pitfalls of outsourcing

May 18, 2007

Here at Autologica we are firm believers that though outsourcing may have its place in many situations, outsourcing your core competency is usually not a smart move and in most cases amounts to nothing more than blind cost-cutting.

Hydra dragonFor a software company that produces a business application, keeping development in-house to us seems like an obvious decision, and not just to maintain closer tabs on quality.

A DMS is an integral part of a dealership’s operations; in fact, the better the dealer, the more they expect from their dealer system. That’s why a DMS provider needs to work closely with dealers, dealer groups and manufacturers to ensure that their software addresses real needs and also that it evolves hand-in-hand with their ever-growing business requirements.

By developing our own software we can also react quickly when a legal or fiscal requirement changes in any of the countries where our users reside, and we can develop and deliver the necessary changes with fast turnaround times.

We mentioned this recently in Rule #2 of our "11 Golden Rules when Choosing your Dealer Management System":

Many DMS suppliers outsource their application development; this means that it is very difficult, if not impossible, for them to react quickly to changing legal and fiscal matters.

Outsourcing a core competency can also be a recipe for disaster. We’ve seen dealer management systems that lack a centralized, unified database (i.e. no "unique" client, vehicle, different departments must each input a new client or vehicle into the system and afterwards cannot integrate their information).

And this probably came about, in addition to poor product management, from outsourcing different parts of the DMS to different (cheapest du jour?) software factories, and then realizing too late that though each piece might work beautifully by itself, the overall puzzle didn’t.

Posts in this series:

Tags: , , , , , , ,

Powered by Qumana


Volvo and Ingersoll Rand take opposite paths: Part 2

May 17, 2007

A recent post talked about how Volvo Construction and Ingersoll Rand, two of the world’s major construction equipment manufacturers, were taking completely divergent paths in their quest for improving results.

Volvo’s decision has been to consolidate and focus on their two main divisions, trucks and heavy equipment. Meanwhile, Ingersoll Rand has decided the opposite as they try to diversify and shift to various industrial activities, such as refrigeration equipment, security, and others.

So now, it should come as no surprise to see that Volvo Construction is buying the Road Development division of Ingersoll Rand for $1.3 billion in cash.

Ingersoll’s Road division currently makes dump trucks, loaders, excavators and graders. "What we are adding here is compactors, pavers and milling equipment, which makes us a full-range provider,” said Volvo CEO Leif Johansson recently. "We are now in a clear No. 3 position.’

Ingersoll’s Road Development business unit employs 2,000 people worldwide, and 2006 revenue was $850 million.

The deal includes plants in Pennsylvania, USA; Hameln, Germany; Wuxi, China; and Bangalore, India. Also included are Ingersoll Rand’s 20 existing dealer relationships in the United States.

The two sides had this to say about the aptness of the transaction:

  • Says Herbert L. Henkel, president and CEO of Ingersoll Rand: "… the business’ markets and products do not fit within our transformed portfolio of diversified industrial businesses. I am confident that Road Development will benefit by joining a company sharing similar competencies and offering complementary products and services."
  • Tony Helsham, president of Volvo Construction Equipment: "Strategically, the acquisition of Ingersoll Rand Road Development fits exceptionally well with Volvo’s current operations within motor graders and positions Volvo as a full-range manufacturer of heavy road construction equipment."

In addition, Volvo says the transaction will save it $85.2 million dollars over the next five years. "The acquisition gives Volvo Construction Equipment a world-leading position within heavy road construction equipment," said Volvo CEO Leif Johansson.

The sale is subject to government regulatory approvals but should finalize in the second quarter of 2007.

More info here.

Here are all the posts in this series:

Tags: , , ,

Powered by Qumana