Multinational Commercial Vehicles Planning 2013
Although the circumstances are different, Daimler, Scania and Volvo, the three largest multinational car companies, have placed great expectations on the commercial vehicle market in 2013. They all hope to make breakthroughs in 2013 through their respective adjustments.
Daimler Truck: No.1 plans to grow
After conversely ascending in 2012 to ensure its position as one of the top three in the world's major markets, Daimler Trucks still expects to achieve further growth in sales, market share and profits in 2013.
Daimler believes that the global medium-heavy truck market will maintain a slight growth in 2013, and hopes to pass a series of projects under “Dummilk Truck No.1†with its latest global production platform and modular product strategy. In the different business markets, we adhere to the principle of global operation and local operation, and provide the best product selection for different markets and customers through global distribution. It is reported that Daimler truck has completed the layout of the European VI truck products.
In 2013, the growth of the Daimler truck business will continue to be affected by the global economic environment. Therefore, Daimler is particularly looking at rejuvenating the market. An important part of this is the establishment of an integrated business model for the Asian market. It also plans to produce Fuso brand trucks in Chennai, India, and export them to markets such as Asia and Africa.
Despite the slow growth of the truck business in the first few months of 2013, the Brazilian market has begun to bottom out and the market demand in Europe, North America and Japan has gradually stabilized, and the market is expected to pick up in the second half of the year. Daimler hopes to achieve full growth in sales, market share and profits through trucks across the board.
Scania: Global layout seeks to counterattack
As the core market in Europe suffers from a weaker development crisis, Scania thus bets that the next economic peak period will be able to get rid of difficulties in Europe, Asia, and Latin America.
Since the European core market accounted for 40% of Scania's total sales, Scania first announced a capital investment plan, that is, within 2-3 years, invested nearly 228 million US dollars for product upgrades to make up for In recent years, Scania has been struggling to cope with various mergers and acquisitions by its competitors and has no regard for the debt owed by capital investment. Second, Scania will look for opportunities in Asia. At present, it has delineated several countries with the most potential, such as China and India.
It is understood that Scania has fully entered the Indian market in June 2012. Once again, in Latin America, Peru and Chile, which are implementing Brazil's Euro V emission standards and the economic slowdown in Brazil, and the demand for autos that have been expanding year by year and the automotive industry's inadequacies, have implemented Euro III emission standards and regulations. Not strict. In Chile, there are no indigenous car manufacturers, and there are no trade barriers to the car import trade, which provides Scania with unique conditions.
In addition, the cities of the Middle East and North Africa and Russia Ural, which is upgrading trucks, are all opportunities for Scania's expansion. With the arrival of the next round of economic peaks, potential demand is imminent, and Scania hopes to achieve breakthrough in 2013.
Volvo actively adjusts
The current situation of the weak global market led Volvo to establish a new organizational structure by integrating its brand portfolio, and formulated a development plan for the truck business from 2013 to 2015, setting 20 strategic goals, including increasing the gross profit of trucks and reducing products in various regions. The actual cost of sales accounted for the proportion of total costs, the reduction of R&D costs, the development of information technology, and the optimization of brand equity, in an attempt to “reciteâ€.
Volvo will continue to maintain its strong performance in the North American market and will make adjustments based on changes in truck demand in North America. According to the three-year development strategy, Volvo will reduce the cost of mature markets to support emerging markets and re-enter the Thai and Iraqi markets. In the Chinese market, Volvo chose to take the low-end route, betting the joint venture company Dongfeng Nissan Diesel, to produce more targeted products for the Chinese market.
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