Gurgaon-based Mark Exhaust Systems Ltd (MESL) has invest-ed around `100 crore

towards setting up a new plant in Bangalore. The plant, expected to be functional by January 2013 will manufacture exhaust systems, sus-pensions, door handles and other components for Honda Motorcycles. In the period of April-June, the two-wheeler sales in India grew by 10.51 percent at 3,519,529 units com-pared to

3,184,774 units in the like period previous fiscal.

“Initially, we will be sup-plying to Honda Motorcycle and we are also looking at tap-ping the opportunity from the four-wheeler manufacturers to supply sheet metal component

and exhaust systems,” Chairman and MD,

Ma rk Ex haust, Rattan Kapur told Auto Monitor in an interview.

The production at the new plant

wil l com-mence

early

next year keeping in mind that Honda has decided to expand its capacity from 1.2 to two million units. The component manu-facturer envisions that if it is successful in the first phase then it will get a good chance to bid for the second phase of expansion where the two-wheeler major will be coming up.

The construction of the first phase will be across about 200,000 sq ft of the estimated 10 acre facility. It will have an ini-tial capacity of one million units of each part, every year. The com-pany will roll out a total of about 14 components from this plant adding up to a capacity of around 14 million units per annum.

The current sluggish environ-ment has not spared MESL as its growth remained almost sta-ble and the company holds the increasing material costs and lack of policy from the govern-ment for the plaguing market conditions. MESL managed to attain a turnover or `650 crore

in FY12.“Clarity in policies and

stability of the government

should see a growth of seven-eight percent. But today, our GDP is down to three-four percent. Similar figures can be excellent for Europe, but not for India,” Kapur pointed out.

As the bottom line is shrinking because of issues like high cost of labour and inputs, component makers have adopted low-cost automation to be cost competi-tive and to increase profitability.

“It is very important to go for automation. Its not that it decreas-es employment, but the quality of product becomes higher, repeat-ability becomes better, rejection levels become low because a human hand can accept certain faulty parts, but not a robot. So the quality of parts becomes top class,” added Kapur. Of the `100 crore investments, the invest-ment in land is around `15 crore with balance on construction and machineries. Maruti being, one of the major customers of MESL will be looking at setting up a plant in Gujarat. Rattan Kapur had recent-ly visited the state along with a delegation from ACMA to explore the availability of land.

Auto Monitorwww.amonline.in30 July 2012Vol. 12 No. 23 24 Pages ` 50

I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S

“MERCEDES IS A GERMAN BRAND BUT WE WANT TO SATISFY THE SPECIFIC NEEDS AND DEMANDS OF OUR CUSTOMERS IN INDIA”

Tractor Segment Growth - Low Speed Yet Strong Traction: CARE Study

INTERVIEWSTUDY

Pg 8Pg 10Dr Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars

NEWS IN BRIEFNew 3 Series makes India debut

BMW launched the new sixth generation 3 Series sedan in Mumbai recently. The new BMW

3 Series will be manufactured from CKD kits at the company’s Chennai plant and the deliveries have started at BMW dealerships across India from July.

The new 3 Series is available in two design schemes—sport line and luxury line. It is avail-able in diesel (BMW 320d) and petrol variants (BMW 328i) with base (ex showroom) price of `28.9 lakh to `37.9 for top sport line model (328i). The sedan offers 14 mm of additional knee room and 8 mm of extra headroom further enhance the passenger’s comfort. The volume of the luggage com-partment has been increased by 20 litre to a total of 480 litre.

The BMW iDrive has a 6.5-inch display while the Navigation Professional features a colour dis-play that projects data directly into the driver’s field of vision without diverting the driver’s attention.

Weekly

Even as Manesar contin-ues to grapple with the aftermath of the Maruti strife with workers in the

adjoining OEM and component units expressing solidarity with their Maruti counterparts, sup-pliers are baffled with the turn of events. Though most are unwill-ing to comment on the state of affairs, Maruti vendors are hope-ful of an earlier resolution of the impasse.

“The scenario is grim and we are uncertain regarding pro-duction schedule etc but it is a temporary phase. We are hopeful of the production to resume and attain normalcy,” said a Pune-based supplier.

Corrective MeasuresFollowing the death of

Awanish Kumar Dev in the com-pany premises, the company, in its statement, said that its most

important concern at this time is the safety and security of its supervisory and management personnel. The company offi-cials in a press conference to declare a lockout, also pointed out that unless the causes are identified and appropriate cor-rective action is in place, it would be unsafe for supervisors and managers to resume work at the Manesar facility.

Depleting InventoriesThe company officials refused

to divulge details on any assess-ment of loss to property and assets. The bigger concern for sup-pliers and customers is depleting inventory of models like Swift and Dzire and the company’s plans for meeting market demand for these models. The company deal-ers have been advised to go slow on the bookings until production gets back to ‘normal’ schedule.

The company management has categorically refused to identify Manesar episode as an

“industrial relations” problem in the nature of management-worker differences over issues of wages or working conditions. The company has termed it as an orchestrated act of mob vio-lence at a time when operations had been normal over the past many months. It has further

pointed out that such acts of vio-lence—pre-planned, unprovoked and gruesome—have implica-tions beyond one company or region. They are a negative trig-ger for existing companies and regions across the country, as also for prospective investors and job seekers.

Maruti suppliers adopt cautious outlook

MESL to set up plant in Bangalore

Our Bureau Mumbai

Nabeel A Khan & Jagdev Kalsi New Delhi

Top 5 CV Makers

Company Jun-11 Jun-12 Change

TML 35,081 35,719 1.82%

M&M 9,750 10,447 7.15%

ALL 6,824 9,146 34.03%

VECV Eicher 3,616 3,767 4.18%

FML 2,164 2,189 1.16%

Top 5 CV Exporters

Company Jun-11 Jun-12 Change

TML 2,994 5,304 77.15%

M&M 1,178 1,867 58.49%

ALL 1,185 1,098 -7.34%

VECV Eicher 107 297 177.57%

SML Isuzu 97 30 -69.07%

* Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL

DATA MONITOR

towards setting up a new plant in Bangalore. Theplant, expected to befunctional by January 2013 will manufactureexhaust systems, sus-pensions, door handlesand other components for Honda Motorcycles.In the period of April-June, the two-wheeler sales in India grew by 10.51 percent at 3,519,529 units com-paredto

and exhaust systems, Chairman and MD,

Ma rk Ex haust, Rattan Kapur toldAuto Monitor in an rinterview.

The productionat the new plant

wil l com-mence

early

where the two-whbe coming up.

The construfirst phase will b200,000 sq ft of thacre facility. It wtial capacity of onof each part, everypany will roll out14 components fadding up to a cap14 million units p

The current slument has not spits growth remaible and the comincreasing matelack of policy froment for the plconditions. MESattain a turnove

in FY12.“Clarity

stability of

RC Bhargava, Chairman, Maruti Suzuki

Our Bureau Mumbai

Selling insurance on a vehicle at the dealership level has come to be an accepted practice in automotive retail. However, few customers are aware of the identity of the underwriter. Though few customers, out of curi-

osity do check the scope, benefits and duration of the cover.In this light, a recent discussion with an insurance major

head was an eye opener. It was apparent that selling insur-ance at the dealership level could be a conflict of interest from the insurance companies’ and manufacturers’ perspective. On one hand, the dealer offers various coverage options as a part of the sale process in order to get more business for the insurance companies. On the other hand, the same dealer is engaged in negotiations with the insurance company as soon as claim arises from customer’s side. The issue is likely to get more pronounced with insurance bundled as a part of vehicle sale.

In the developed markets, vehicle insurance is sold through different channels and the focus is on service consistency. Moreover, the claim process, in case of an accident, works differently compared to what is seen here. Third party or multi-brand garages are much more prominent in developed countries and these service chains usually do not have a role to play in the initial sale or renewal of insurance coverage. Most customers prefer to approach them after accidents and hence benefits of a policy come to life at these service chains or independent garages.

The Indian market has a long way to go in terms of accept-ance and trust conferred to independent garages. It is thus

tempting for any insurance company to aggressively mar-ket motor insurance through dealerships without much thought applied to consequences of shoddy service or worse, mis-selling. Insurance bundled with a vehicle at the time of selling is likely to continue being a predominant mode of distribution. Newer channels of distribution including ban-cassurance (insurance distribution through banks), online distribution and agency models are likely to witness more innovations. Though it may seem convenient, relying on deal-ers to push vehicle insurance may not be an ideal solution for insurance companies.

Most OEMs have tied up with multiple insurance com-panies with the goal of making it easier for customers to get vehicle insured. OEMs need to be more proactive on this front by offering the widest choice to customers.

In this issue, readers can look forward for an interview with Dr Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars and a fol-low up of how Maruti is slowly picking up the pieces post the Manesar plant incident. And of course, Auto Monitor has its usual basketful of pickings like the CARE Research study on Tractors’ Growth, global watch and other industry highlights.

Comments can be sent to abhishek.parekh@infomedia18.in

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QUOTESSergio Marchionne, Chief Executive Officer, Fiat and Chrysler on the overcapacity in Europe

RC Bhargava, Chairman, Maruti Suzuki on Manesar plant in The Times of India

“What they should do is coordinate a rationalization of the industry across the producing companies. The ones that really have not acted on this are the French and the Germans, who have not taken out any capacity at all”

“We cannot start production due to a danger to life and safety. We will not endanger our people any further”

Auto Monitor

EDITORIAL

Engaged dealership network key to OEM success: JD Power survey 09An invested dealer is key to success of a car brand, according to JD Power Asia Pacific 2012 India Dealer Satisfaction with Automotive Manufacturers Index (DSWAMI) Study

Continental unveils car interior concept 14Continental recently unveiled SyD concept enabling car owners to change the settings of their vehicle by switching between different preconfigured driving profiles

Denso develops vision sensor for active safety systems 14Kawazaki has introduced SmartRR developed by INEL in its sports bike KLX 125 and is now looking at introducing it in the new two-wheelers market in Europe

CONTENTS

CV sales decline 10.8 percent in first half; 5.8 percent in June 17New commercial vehicle registrations dropped for the fifth consecutive month, falling by 5.8 percent compared to June last year, as a total of 157,232 units were recorded in the EU

Renault, Qualcomm announce MoU on EV technology 20Renault, Qualcomm announced co-operation on the WEVC London trial and preliminary studies of the integration of Qualcomm Halo WEVC technology into some Renault vehicles

JLR to create more than 1,000 new jobs 20Jaguar Land Rover is looking to expand its workforce at its advanced manufacturing facility in Castle Bromwich to support the launch of new Jaguar models

GLOBAL WATCH

CORPORATE

20

20

THE OTHER SIDE 22

09

14

Ford dealer network embraces technology 16Ford’s 500-strong dealer network are exploring new opportunities to improve efficiency and customer communication through the use of the latest technology and software applications

Debashis Mitra, Director of Sales and Marketing,Mercedes-Benz India Mitra, an IIM Kolkatta alumini, possesses over 17 years of experience in areas related to strategic planning, marketing, network management, business development and sales

16

Auto Monitor

830 JULY 2012

I N T E R V I E W

Where are you going to position the A-Class and how are you looking at that car in the Indian scenario?

It’s clear that with the A-Class and the B-Class, we will have a very strong presence in the compact car segment, which is the largest segment in India, and this allows us to expand our

position as a large car manufac-turer, a large car brand to the higher volume segments and therefore giving us a chance to make the brand younger and more approachable.

Mercedes is the first luxu-ry premium brand to come to India a decade and half ago. It

held the number one position then but slid down to third. How are the A-Class and B-Class going to help you?

In the normal cycle of any manufacturer of about seven years, we are right now at the point of relatively older average age of offering. This is changing right now; the A- and B-Class are contributing to that. With the other new launches we’ll be, in two years, offering the young-est of all product portfolios and this will give us a chance to move ahead of our competitors. We are absolutely determined to do so and very confident that this will be the outcome of these great new vehicles coming into the market.

What kind of challenges do you think the Indian market presents for Mercedes-Benz in terms of its German styling?

On a global basis, Mercedes cars are bought because of their German styling. We are not try-ing to adapt to any certain market and trying to become English or Chinese or American. Mercedes is a German brand but we want to satisfy the specific needs and demands of our customers in this case, in India. Mercedes is perceived as the top notch high luxury brand and the first place being associated with the S-Classes and E-Classes and we certainly want to expand that image, that we have offerings across the board, including the compact car segment. That’s doesn’t happen automatically but we have to support it by the posi-tioning of the cars and the brand.

India traditionally likes the three-box sedan. WIll you go that way with the A-Class?

This is a new platform. There will be five different body styles being offered to the markets on a global basis, not all of them in all the countries, but we will have the four-door coupe, which is a three box vehicle, a kind of a sedan that has received fantastic feedback from our sales organisation and from our employees so far. We had a concept car being shown most recently and this is definite-ly a good opportunity for India too because of this traditional behav-iour of the customer in India.

Mercedes is doing well in Formula 1. Is that bringing peo-ple back to the sport?

There’s hardly another brand, which would have such a great history of Formula one racing or grand prix racing and therefore it’s good for the posi-tioning of our brand. We want to win races, we have had a victory this year so far, and I think we have a very competitive pack-age and hopefully we’ll see more great results for both, for Nico (Rosberg) and for Michael (Schumacher).

(Courtesy: Overdrive)

“Mercedes is a German brand but we want to satisfy the specific needs and demands of our customers in India”Dr Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars

German luxury car man-ufacturer, Mercedes-Benz India has begun its campaign to expand its product portfo-lio in India, especially in the entry-level luxury segment. The company recently gave a preview of its B-class vehicle, which is slated to be launched by September this year. It plans to bring in three more products in the next three-four years, starting with A-class, expected in the second half of the next year.

Di rec tor ( Sa les & Marketing), Mercedes-Benz India Pvt Ltd, Debashis Mitra said, “We are planning to launch the whole portfolio in three-four years with a vehi-cle in the `20-30 lakh range.

The GLK Class SUV will come by 2015-16 and it will be in the `40 lakh plus range.” The SUV will be competing Mercedes will be launching a diesel vari-ant of Digital Marketing will be the main platform to go when Mercedes-Benz launch the B-Class in India. Mercedes-Benz will prefer to go the online way than print or televi-sion campaigning considering the reach and effectiveness of online media.

“We aren’t launching a car, we are launching a category. So, we’re talking about the Ultimate Touring Campaign itself. And we won’t be having any print or television cam-paign for the B-Class. We’ll do it the online way, a digit-al campaign”, said Mitra, at a drive of the B-Class at the Buddh International Circuit.

Merc A-Class to be in India by mid-2013

Our Bureau New Delhi

Auto Monitor

C O R P O R A T E 930 JULY 2012

A strong relationship between automak-ers and their dealers is the core for success

of any car brand in any mar-ket. A car model may receive rave reviews, have a good track record and advanced technology, but without an invested dealer to represent the brand well, the brand’s model will not flourish. These are the broad conclusion of JD Power Asia Pacific 2012 India Dealer Satisfaction with Automotive Manufacturers Index (DSWAMI) Study.

Toyota dealers surveyed indicated they are “pleased/ delighted” with Toyota’s vehicle reliability and depend-ability. Toyota is very successful

in engaging and empowering its dealers to be proud and con-fident of the quality of products they are carrying, according to the survey. The carmaker’s com-petency in building trust is a result of Toyota’s fundamental philosophy of viewing its dealers as partners instead of third-party entities. This is especially impor-tant with competition expected to increase in the coming decade.

In JD Power’s 2011 India Customer Service Index Study, the top reason for consumers defecting to a non-authorised service facility is ‘convenient location’. Based on financial models developed by JD Power—and depending on the size of dealer’s prime marketing area—these defections can represent millions of rupees in lost revenue. Clearly, gaps still persist between the total increase in vehicles on the road and available service network space. In addition, this problem is aggravated by Indian customers’ increased expec-tations, including wanting a rapid response from dealers and quick turnaround for servicing their cars.

Offering customers a pleasant and delightful aftersales service is as important as closing the sale itself since more than 90 percent of service customers who are highly satisfied with their service experience at the dealership, say they ‘definitely will’ revisit their service dealer for post-warran-ty service. If dealerships are not available in the local neighbour-hood, the chance for building loyalty and advocacy among customers—and generating service revenue for dealers and parts revenue for automakers—is greatly reduced.

Dealers have to be finan-

cially prudent and invest in the business, by upgrading IT infra-structure and/or enhancing showroom appearance. In turn, automakers have to complement those investments with prop-er marketing territory and sales planning. Additionally, auto-makers must back dealerships in finding processes and new rev-enue streams to help withstand the cyclical downturns inherent in the automotive industry eve-rywhere in the world.

In light of a projected slowdown in India automotive sales in fis-cal year 2012, dealers are already looking to diversify sources of revenue to remain financial-ly viable. In Dealer Satisfaction with Automotive Manufacturers Study, sales of spare parts, acces-sories and commissions from financial institutions are form-ing a larger share of expected earnings (34 percent) in com-parison to last year (22 percent). According to the study, auto-makers that support dealers in this area of revenue diver-

sification have higher satisfaction scores in their working relation-ship with their dealers.

Another avenue for ensuring financial viability for dealers is in terms of helping them to defray the cost of marketing expendi-tures. Study findings indicate that dealers are the least satisfied with the support they receive in sales and marketing. An earlier survey by JD Power estimated that marketing and advertising costs frequently account for as much as 25 percent of the total cost to produce, transport, mar-ket and sell a vehicle. Helping dealers to reduce expenses in this area would substantially increase the bottom-line for dealers.

Achieving good relations between dealership staff and auto-maker staff requires consistent focus on day-to-day operations. Making frequent visits to the dealerships, exhibiting an open-ness to listen, and being responsive

to requests and feedback all have significant impact on dealer sat-isfaction. When all these actions are supported by solid operation-al processes-- such as informing dealers about delays in delivery; providing updates on vehicle delivery status; expediting quick delivery of spare parts with-in promised time frames; and reducing the number of days to settle warranty claims—the stage is set for a successful automaker-dealer relationship.

“While much can be done at an organisational level to cre-ate an environment conducive for dealers to do business, it all comes down to passionate and connected individuals on the ground working together for mutual benefit,” said Executive Director, JD Power Asia Pacific, Singapore, Mohit Arora.

Engaged dealership network key to OEM success Our Bureau

Mumbai

In light of a projected slowdown in India automotive sales in fiscal year 2012, dealers are already looking to

diversify sources of revenue to remain financially viable. According to the

study, automakers that support dealers

in this area of revenue diversification have higher satisfaction

scores in their working relationship with

their dealers Automakers must back dealerships in finding processes and new revenue streams to help withstand the cyclical downturns

inherent in the automotive industry everywhere in the world

Auto Monitor

S T U D Y1030 JULY 2012

Tractor industry after witnessing double digit growth in the first three quarters of FY12 observed

a drop of around five percent in Q4FY12. Government measures to curb inflation resulted in decline of food grain and vegetable pric-es during the last quarter of FY12 which led to lower purchasing power of farmers. Uncertainty in economic scenario resulted in impediment of rural infrastruc-ture development. Combined outcome of both the aforesaid fac-tors resulted in drop in demand for tractors. However, irrespec-tive of dismal performance of the industry, strong fundamen-tals like low tractor penetration per hectare of land, increasing government spending on agricul-ture, labour shortage, improving credit scenario, increasing co-operative farming etc. and recent hike in Minimum Support Price (MSP) suggest reviv-al of the industry in H2FY13. Nevertheless, good monsoon will hold the key for the success of the tractor manufacturers.

Increased Government Rural Spending Will Drive Tractor Growth

Although agriculture sector contributes less than 15 percent to the total GDP, it is critical to the economy as it supports around 52 percent of the total workforce. Agriculture is not only source of livelihood for large section of population but the fact that an average Indian spends half of the total expenditure on food makes it important from the food secu-rity point of view. In addition to support the economic growth of around nine percent, which gov-ernment was targeting to achieve as per 12th five-year plan, CARE research believes agriculture sec-tor needs to grow at four percent per annum. The performance of the agriculture sector thus assumes great significance for the government.

In order to achieve target-ed growth government has allocated substantial funds through various schemes and subsidies in rural region, for example increasing farm cred-it, schemes like Pradhan Mantri Gram Sadak Yojana (PMGSY), Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA), fertiliser subsidies, seed subsidies, irrigation subsi-dies etc. In Union Budget 2012-13,

the agriculture credit was raised to `575,000 crore from `475,000 crore allocated in the previous fiscal year. NABARD was being provided with `10,000 crore for refinancing the Regional Rural Banks (RRBs).

Further, government has also initiated drive to modify Kisan Credit Card (KCC) scheme into a smart card enabling it to be used at ATMs. Collectively these initiatives will lead to increased money supply in the rural sys-tem and in turn increase farmer’s liquidity consequently fuels the demand for tractors.

Recent Increase In MSP Will Boost Demand For Tractors

MSP is fixed in order to ensure that farmers get remunera-tive prices, which encourages them to do higher investments in agricultural activities. The Commission for Agricultural Costs and Prices (CACP) takes into account factors such as cost of production, change in prices of inputs, demand and supply, market price trends and cost of living while recommending MSP. During DY07-FY11 period, MSP witnessed sharp rise, however post FY11 the increase in MSP has been moderate as the gov-ernment was trying to keep food inflation low. The stagnant MSP coupled with increased input prices resulted in impediment in farmer’s purchasing power. In June, 2012 with the slowing down of headline inflation, govern-ment increased MSP in the range of 16-53 percent. This rise in MSP is considered to be encouraging

for the farmers as it will boost their income and subsequently push tractor demand.

Fundamentals Strong But Monsoon Holds Key To Success For OEMs In The Short Run

Rainfall is the key determi-nant of agricultural performance during the “Kharif” season. Adequate rainfall during June to September translates in high yield of Kharif crops and thus improves farmer’s income. For this reason good monsoon is con-sidered as a critical driver for the growth of tractor sales. With the increasing use of tractors for non agricultural purposes in the past five years, the strong correlation between monsoon and tractor sales dwindled eg in Bank Credit (Agriculture & Allied Activities).

FY10 country witnessed worst monsoon in three decades, con-versely tractor sales surged by around 32 percent. However, considering the current slow-down in economic activities like construction, manufactur-ing and mining, CARE Research believes healthy growth in agri-culture sector will drive tractor demand. Hence tractor sales will be highly dependent on good monsoon. CARE Research believes that the tractor sales will revive in H2FY12 on the back of strong fundamentals however monsoon will play a critical role.

Cooperative Farming Will Be Vital To Sustain Growth In The Long Run

Current farm power availabil-ity of India is around 1.7 KW/ha

which is much lower than that of Korea (7KW/ha), Japan (14 kw/ha and USA (six kw/ha) which suggests huge potential for the growth for farm mechanisation in India.

However, small land holdings of Indian farmers make it diffi-cult for them to afford tractors. The net sown area in India cur-rently stands at 141 million ha and with the gradual increase in area put to non-agriculture use the net sown area will decrease in the times to come. Furthermore, with population of country con-tinuously growing will further pull down the per capita land holdings of the country. As per government estimates per capi-ta land holdings which was 0.32 ha in 2001 as against world aver-age of 1.19 ha and it is expected to reduce to 0.23 ha by 2025.

The 60-70 percent of the total farmers in India are marginal farmers with less than one hec-tare land holding. The small holdings of the farmers make it futile for the marginal and small farmers to own assets like tractors as benefits of tractors fail to make up for the addi-tional cost burden in absence of proper utilisation of the asset. Cooperative farming is a method wherein farmers pool their resources for mutual ben-efit. With co-operative farming, increased number of marginal and small farmers would be capable of owning tractors which will fuel the demand for tractors going forward.

Tractor segment growth - low speed yet strong traction: CARE Study

FY10 country witnessed worst

monsoon in three decades, conversely tractor sales surged

by around 32 percent. However, considering the current slowdown in economic activities

like construction, manufacturing and

mining, CARE Research believes healthy

growth in agriculture sector will drive tractor

demand

Revati KastureHead, Industry Research

Vishal SrivastavManager

Samay GanharAnalyst

Auto Monitor

C O R P O R A T E1430 JULY 2012

Continental recent-ly unveiled ‘Simplify your Drive (SyD)’ con-cept, targeting the

Indian market, enabling car owners to change the settings of their vehicle by switching between different preconfigured driving profiles.

SyD allows the end user to experience multiple cars at the price of one. For the prototype demonstration vehicle, three configurations have been devel-oped—‘Work’, ‘Play’ and ‘Home’. Users can switch between modes at the touch of a button. The look and feel of the interiors including the display; engine and transmis-sion settings; infotainment and comfort systems will adapt to suit the selected driving profile. The free programmable instrument cluster will let the driver view information that is most relevant according to the driving profile.

In ‘work mode’ the primary focal point is the rear of the car, assuming the car is chauffeur driven, with the owner seated in

the back. The ‘play mode’ can be selected when the car is owner driven and the focus shifts to the driver’s seat. Based on key-iden-tification, the ‘home mode’ is customised based on whether the car is owner or chauffer driven.

The zones of the car change from a right-left conditioning of the HVAC (Heating, Ventilation and Air-Conditioning), to a front-rear focus, based on where the owner is seated. Audio focus and output are also adjusted accordingly.

Head of Interior Electronics Solutions (IES), Continental

Automotive India, Tejas Desai said, “SyD India will help vehicle manufacturers in the country to adapt their vehicles to their tar-get groups even better. To cater to varying needs, manufacturers today are compelled to produce multiple models and variants per model. SyD India has the poten-tial to simplify this business model and be a game changer in the industry.”

“While most of our localisa-tion has been targeted at the mass market, SyD India will address a different segment alto-gether, offering localisation that

facilitates the introduction of advanced technologies in the Indian luxury car segment,” said Managing Director, Continental India, Claude d’Gamarose.

The SyD India profiles have been identified and defined through a series of discussions and research on driving pat-terns and consumer behaviour including demographics and cultural diversity in India. Based on its research, Continental has customised features such as lane departure warning, adap-tive cruise control, powertrain ECU, PASE (Passive Start & Entry) System and other Interior Electronics to suit the market and to fulfil its passions and desires. The layout and the infor-mation displayed to the end user on the cluster and the multime-dia screen have been designed and selected after a thorough understanding of what informa-tion Indian drivers want to see and how they want to see it.

Extending the remote con-trol concept to the car, SyD India allows the owner of the car to control various functions of the car and get necessary informa-

tion via his / her mobile phone. The car informs the owner via text messages about its current position and technical condi-tion. This allows the owner of the car to monitor the driving pat-terns of his or her chauffeur, and additionally, car owners are able to integrate their smart-phones with their vehicles using cloud computing. From organis-ing their itineraries to planning flights and managing of to-do lists, SyD India will allow owners to do all this and more seated in their vehicle.

With sales of €30.5 billion in 2011, Continental is among the leading automotive sup-pliers worldwide. As a supplier of brake systems, systems and components for powertrains and chassis, instrumentation, infotainment solutions, vehicle electronics, tyres and technical elastomers, Continental contrib-utes to enhanced driving safety and global climate protection. The automotive group with its three divisions chassis & safety, powertrain and interior achieved sales of approximately €18.5 bil-lion in 2011.

Our Bureau Mumbai

Continental unveils car interior concept

Denso develops vision sensor for active safety systems

Denso has developed a new vision sen-sor that is 50 percent smaller than the company’s existing sensor. It is used in active safety systems with

Automatic High Beam (AHB) Control Systems and Lane Departure Warning (LDW) Systems. In addition, the sensor can perform at a higher operating temperature compared to the previ-ous model.

Typically, vision sensors are mounted on the upper edge of the windshield near the rear view mirror. In addition, for the new sensor to bet-ter operate in hotter climates and regions, the company also needed to focus on increasing the sensor’s maximum operating temperature.

To address these two challenges, it developed a low-processing load and high-performance algorithm, which helped eliminate ICs, that in turn allowed the sensor size to be reduced.

The company is looking to make the new sensor available for a number of vehicle mod-els. In an effort to realise an accident-free automotive society, the company has devel-oped and commercialised both passive and active safety technologies to protect vehicle occupants, as well as to prevent traffic accidents.

Rakesh Srivastava to head HMIL marketing

Hyundai Motor India Ltd (HMIL) has

a n nou nced t hat Rakesh Srivastava Vice-President, National Sales at Hyundai Motor India Ltd, will now be heading both the sales and marketing functions at HMIL. Srivastava joined the organisation in April this year from Maruti Suzuki India Ltd. He is an IIM-A alumnus and has over 24 years of experience. His past assignments include Goodlass Nerolac Paints and GTC Industries. Arvind Saxena, Director Marketing and Sales at Hyundai Motor India has resigned from the company’s services, after a seven-year stint.

Tejas Desai, Continental Automotive India

Our Bureau Mumbai

Our Bureau Mumbai

Auto Monitor

G L O B A L W A T C H1630 JULY 2012

Senior business and IT managers from Ford’s 500-strong dealer net-work took part in the

company’s Profitability and Technology Conference, which explored new opportunities to improve efficiency and customer communication through the use of the latest technology and soft-ware applications.

More than 100 Ford dealers participated in the con-ference at Henry Ford College in Loughborough recently, with presentations from Google,

and automotive advisor, Grant Thornton, as well as exhibitions from Purchase Direct, GForces and Snap-on. The conference also marked the start of col-laboration between Ford and independent experts in energy efficiency, the Carbon Trust.

British Market Representation and Business Manager, Ford, Miles Maiklem said, “Ford’s second dealer profitability and technology conference proved another great success for our dealer network. The thea-tre presentations and supplier interactions were inspiring and well received—illustrating the benefits of increasing efficien-cy and reducing costs through the use of technology and online resources.”

Senior Industry Head, Google Automotive, Belinda Poole said, “It is important that Ford’s deal-ers concentrate on providing an enjoyable and positive online experience as well as good cus-tomer service, both pre- and

post-transaction. “The majority of custom-

ers carry out their car-buying research online and will decide on their desired make and model before ever stepping into a deal-ership. One of the most exciting changes Google has witnessed in recent years is the fact that over 20 percent of internet car search-es on Google now occur on a mobile or tablet-based device.”

Reducing The Dealer Carbon Footprint

Ford is continuing to reduce the environmental impact of its vehicles and manufacturing sites, and is now working closely with the Carbon Trust to reduce the carbon footprint of Ford’s UK dealer network.

The collaboration will see the implementation of new energy efficient technology and eco-friendly processes into deal-erships that will help to deliver optimum results.

Working with the Society of

Motor Manufacturers and Traders (SMMT), the Carbon Trust iden-tified that many car dealerships can make cost savings of up to 10 percent. The installation of new energy-efficient light-ing, heating, ventilation and cooling can vastly reduce a deal-er’s carbon footprint and the returns on investment can be surprisingly quick.

Mark Ovenden, Ford of Britain managing director, said: “In a challenging economy, the opportunity for improving ener-gy efficiency and reducing costs is important to Ford, its dealers, and the UK motor industry as a whole. We are looking forward to working with the Carbon Trust to deliver Ford of Britain’s lowest ever carbon footprint.”

Ford dealer network embraces technology with Google, Carbon Trust

Fiat plant wins Automotive Lean Production 2012 award

The Fiat plant at Pomigliano D’Arco has been awarded the internation-al Automotive Lean Production 2012 award in the OEM category, follow-

ing an analysis and evaluation process by a committee of experts selected by the German magazine, Automobil Produktion, and by the consultancy firm, Agamus Consult.

Since 2006, over 700 production plants in more than 15 different countries, including Germany, France, Spain, Benelux and Italy, have taken part in the selection process to win the sought-after trophy, which is one of the most significant on a European scale.

Every year, after the initial analysis of ques-tionnaires originating from the plants in the various countries, a selection of candidates takes place in the various categories, which are five in total. The selection process also envisages on-site checks, specific meetings and interviews, to investigate and confirm the data collected in the questionnaires.

Specifically, the production system is analysed, along with its application in the plant, checking that the principles of Lean Production, especially in terms of quality, maintenance, logistics and personnel devel-opment are actually applied consistently and continuously, to create a work environment that supports in a structured and efficient manner the continuous improvement process and the systematic elimination of wastage.

After this evaluation process, a specialised jury from Agamus Consult picks the winners.

“Through world class manufacturing, the production system in use at the Fiat and Chrysler plants, the most sophisticat-ed modern production standards have been implemented in Pomigliano, and they have now become a model for the other plants in the Group.” commented Chief Manufacturing Officer of Fiat SpA, Stefan Ketter. The awards ceremony is set to take place in Leipzig in Germany on 7 November on the occasion of the 7th congress organised by Automobil Produktion and Agamus Consult.

Ford is continuing to reduce the

environmental impact of its manufacturing sites, and is working closely with the Carbon Trust to reduce the carbon

footprint of its UK dealer network

Belinda Poole, Senior Industry Head of Google Automotive, Miles Maiklem, Ford UK Market & Business Manager & Geoff Smyth, Carbon Trust Manager at the Ford Dealer

Technology conference

Through World Class Manufacturing, the production system in use at the Fiat and

Chrysler plants, have now become a model for the other

plants in the Group

Auto Monitor

G L O B A L W A T C H 1730 JULY 2012

The latest Volkswagen Beetle has a two-litre 140 PS TDI turbodiesel engine, or a two-litre

200 PS TSI turbocharged petrol engine. The latter is enough to propel from zero to 62 mph in just 7.5 seconds and on to 139 mph, while the TDI takes a far from 9.5 seconds and can reach 123 mph. Of equal interest, however, will be its 57.6 mpg combined econ-omy, and 129 g/km of CO2 rating.

DetailsBoth new versions are avail-

able with a choice of six-speed manual or six-speed DSG gear-boxes. The TDI comes in either mid-level Design or top-line Sport trim. The two-litre TSI 200 PS model is available in Sport or special-edition Turbo Black and Turbo Silver specification, com-plete with ‘Turbo’ decals in either silver or black along the side, door mirrors in silver or black, the door rubbing strip in body colour (rather than black, as it is on standard Sport models), and 19-inch ‘Tornado’ alloys.

Design trim comes with 17-inch alloy wheels in a choice of

two styles, Bluetooth telephone preparation, an RCD 510 DAB CD/radio with MDI multi-device interface (for connecting an iPod or similar), front fog lights, rear Isofix preparation, an alarm, manual air conditioning, mul-tifunction leather-wrapped steering wheel and body-coloured door and dashboard panels.

Spec HighlightsThe range-topping Sport spec-

ification adds 18-inch alloys in a choice of styles, tinted glass, cruise control, sports seats, parking sensors, gloss black door mirrors (silver or black on ‘Turbo’ special editions), gloss black dashboard and door panel and 2Zone electronic climate control.

The two-litre TSI 200 PS Sport model comes with certain spec-ification highlights over and above all other models. These include: four-link rear suspen-sion, twin chromed exhaust pipes, red brake calipers and a body-coloured rear diffuser.

FeaturesA wide range of optional equip-

ment is also available on all Beetle

models, including keyless access, satellite navigation systems, bi-xenon headlights and a selection of different alloy wheel designs.

The latest versions also come with a Fender sound pack—developed in conjunction with the eponymous electric guitar firm that offers a 400W output and a subwoofer, along with switchable three-colour illumi-nation surrounding the front loudspeakers, all for just £500.

Launch & DeliveryThe Beetle is also available

with a 1.2-litre TSI 105 PS engine with seven-speed DSG gearbox and a 1.4-litre 160 PS TSI with a six-speed manual gearbox. These models were restricted

by supply at launch but are all now available, many with attractive low-rate f inance offers. The new two-litre models are also available to order now, with some models in stock ready for delivery.

New range of Beetle models now on sale

CV registrations decline 10.8% in first half; 5.8% in June

In June, new commercial vehicle registra-tions dropped for the fifth consecutive month, falling by 5.8 percent compared to June last year, as a total of 157,232 units

were recorded in the EU.Italy (-29.8 percent) and Spain (-28.7 per-

cent) faced a double-digit downturn, while France (-0.8 percent) and the UK (+0.2 percent) remained relatively stable. Germany was the only major market to post growth (+8.8 per-cent). From January to June: Demand was down 10.8 percent, compared to the first half-year of 2011, amounting to 892,850 units. Decline pre-vailed in all major markets, from -1.9 percent in Germany to -5.1 percent in the UK, -7.2 percent in France, -25.5 percent in Spain and -37 per-cent in Italy.

In June, 128,871 new vans were registered in the EU, or 6.5 percent less than in the same month last year. Germany was the only signifi-cant market to post growth (+12.3 percent), while all others contracted. The French shrank by 0.8 percent, the British by 2.5 percent, the Italian by 30.3 percent and the Spanish by 30.9 percent. Six months into the year, results were negative across major markets, leading to an overall 12.2 percent downturn.

Coaches

In June, the heavy truck segment shrank by 4.6 percent, totaling 10,012 units. Germany (+2.5 percent) and the UK (+1.6 percent) saw their markets expand, while France (-5.8 percent), Spain (-11.3 percent) and Italy (-33.7 percent) performed less well than a year ago. In the first half-year, the EU registered 112,762 new trucks, or 6.1 percent less than in the first six months of 2011. The UK was the only important market to post growth (+12.7 percent). Germany (-3.0 percent) and France (-4.6 percent) contracted, while Spain (-21.4 percent) and Italy (-28.9 per-cent) faced a more severe downturn.

Demand for new trucks was down 4.1 percent in June, with 25,459 new registrations in the EU*. The UK (+6.6 percent) was the only mar-ket to perform better than in the same month last year. Germany performed somewhat simi-larly (-0.8 percent), while France (-3.3 percent), Spain (-12.3 percent) and Italy (-26.0 percent) recorded negative results. Six months into the year, the EU totaled 150,568 new trucks, or 5.5 percent less than in the same period a year ear-lier. While the UK posted a strong 21.5 percent growth, the French (-3.2 percent), German (4.7 percent), Spanish (22.4 percent) and Italian (-30.9 percent) markets all shrunk.

A wide range of equipment is available on all Beetle models,

including keyless access, satellite

navigation systems, bi-xenon headlights

and a selection of alloy wheel designs. The latest versions also come with a Fender sound pack and a subwoofer, all for

just £500

Auto Monitor

N A M E R I C A N A S S E M B LY30 JULY 2012

18

North America Assembly Tracking 4-2012 (Tracking by Brand & Nameplate)AUTOFACTS Global Automotive Outlook, 2009 Q1 Release

PricewaterhouseCoopers LLP

April 2012 Last 3 Months Year to Date

Ownership Org/ YOY Assembly YOY YOY Assembly YOY YOY Assembly YOY

Brand & Nameplate Volume % Chg Share % Share Chg Volume % Chg Share % Share Chg Volume % Chg Share % Share Chg

AutoAlliance International (USA) 13,242 75.3% 1.1% 0.3 42,839 50.5% 1.1% 0.2 54,930 61.2% 1.1% 0.3

Ford Mustang 9,737 65.3% 0.8% 0.2 26,096 38.1% 0.7% 0.1 32,960 53.3% 0.6% 0.1

Mazda Mazda6 3,505 110.8% 0.3% 0.1 16,743 75.1% 0.4% 0.1 21,970 74.7% 0.4% 0.1

BMW (Germany) 24,618 6.8% 2.0% (-0.5) 80,922 15.4% 2.0% (-0.1) 106,853 23.0% 2.1% 0.0

BMW X3 11,949 18.4% 1.0% (-0.1) 38,414 27.6% 1.0% 0.1 50,866 37.6% 1.0% 0.1

BMW X5 9,226 0.6% 0.7% (-0.2) 30,457 7.6% 0.8% (-0.1) 39,971 15.3% 0.8% (-0.0)

BMW X6 3,443 -9.3% 0.3% (-0.1) 12,051 2.8% 0.3% (-0.1) 16,016 5.3% 0.3% (-0.0)

Chrysler Group LLC (USA) 192,357 18.9% 15.3% (-1.8) 610,079 19.7% 15.3% (-0.1) 795,362 22.4% 15.3% 0.2

Chrysler 200 12,926 15.9% 1.0% (-0.2) 36,697 18.3% 0.9% (-0.0) 45,444 20.0% 0.9% (-0.0)

Chrysler 300 9,121 54.0% 0.7% 0.1 24,648 75.8% 0.6% 0.2 31,382 123.9% 0.6% 0.3

Chrysler Town & Country 11,021 44.5% 0.9% 0.1 29,817 18.7% 0.7% (-0.0) 37,317 9.8% 0.7% (-0.1)

Dodge Avenger 10,802 34.0% 0.9% 0.0 28,305 23.7% 0.7% 0.0 34,685 31.3% 0.7% 0.1

Dodge Caliber - -100.0% - (-0.4) - -100.0% - (-0.4) - -100.0% - (-0.4)

Dodge Caravan 16,695 41.1% 1.3% 0.1 51,157 22.8% 1.3% 0.0 65,241 18.0% 1.3% (-0.0)

Dodge Challenger 4,358 50.1% 0.3% 0.0 12,873 53.4% 0.3% 0.1 16,387 35.0% 0.3% 0.0

Dodge Charger 6,384 -2.2% 0.5% (-0.2) 23,177 -11.9% 0.6% (-0.2) 31,316 -5.4% 0.6% (-0.2)

Dodge Dakota - -100.0% - (-0.3) - -100.0% - (-0.2) - -100.0% - (-0.2)

Dodge Dart - - - - - - - - - - - -

Dodge Durango 4,308 -39.2% 0.3% (-0.4) 12,498 -43.3% 0.3% (-0.4) 15,113 -48.3% 0.3% (-0.4)

Dodge Journey 9,186 45.9% 0.7% 0.1 32,066 23.8% 0.8% 0.0 42,793 27.0% 0.8% 0.0

Dodge Nitro - -100.0% - (-0.2) - -100.0% - (-0.2) - -100.0% - (-0.2)

Fiat 500 6,656 21.3% 0.5% (-0.1) 19,726 86.3% 0.5% 0.2 25,902 125.3% 0.5% 0.2

Fiat Freemont 3,989 71.9% 0.3% 0.1 12,999 239.4% 0.3% 0.2 19,275 403.3% 0.4% 0.3

Jeep Compass 10,166 11.5% 0.8% (-0.2) 35,328 27.7% 0.9% 0.0 45,277 27.1% 0.9% 0.0

Jeep Grand Cherokee 18,859 41.4% 1.5% 0.1 60,482 50.6% 1.5% 0.3 81,458 57.6% 1.6% 0.4

Jeep Liberty 10,922 69.8% 0.9% 0.2 32,266 66.9% 0.8% 0.2 42,338 79.8% 0.8% 0.3

Jeep Patriot 7,651 12.5% 0.6% (-0.1) 32,829 53.0% 0.8% 0.2 43,396 46.6% 0.8% 0.1

Jeep Wrangler 6,114 15.2% 0.5% (-0.1) 20,017 18.0% 0.5% (-0.0) 26,070 18.6% 0.5% (-0.0)

Jeep Wrangler Unlimited 9,730 19.6% 0.8% (-0.1) 31,011 13.8% 0.8% (-0.0) 40,878 13.6% 0.8% (-0.0)

Lancia Flavia 614 - 0.0% 0.0 895 - 0.0% 0.0 895 - 0.0% 0.0

Lancia Grand Voyager 702 - 0.1% 0.1 2,144 - 0.1% 0.1 2,601 - 0.0% 0.0

Lancia Thema 1 - 0.0% 0.0 168 - 0.0% 0.0 916 - 0.0% 0.0

Ram Cargo Van 720 - 0.1% 0.1 2,965 - 0.1% 0.1 3,907 - 0.1% 0.1

Ram Pickup 30,915 11.3% 2.5% (-0.5) 105,496 15.4% 2.6% (-0.1) 139,460 18.6% 2.7% (-0.1)

Volkswagen Routan 517 -35.1% 0.0% (-0.0) 2,515 -60.0% 0.1% (-0.1) 3,311 -57.3% 0.1% (-0.1)

Daimler AG (Germany) 15,173 9.9% 1.2% (-0.3) 47,795 23.6% 1.2% 0.0 63,341 28.3% 1.2% 0.1

Freightliner Sprinter 773 11.7% 0.1% (-0.0) 2,435 12.1% 0.1% (-0.0) 3,197 13.0% 0.1% (-0.0)

Mercedes-Benz GL-Class 3,200 - 0.3% (-0.1) 10,080 20.6% 0.3% 0.0 13,440 26.3% 0.3% 0.0

Mercedes-Benz M-Class 9,600 15.4% 0.8% (-0.1) 30,240 28.9% 0.8% 0.0 40,320 35.1% 0.8% 0.1

Mercedes-Benz R-Class 1,600 - 0.1% (-0.0) 5,040 7.3% 0.1% (-0.0) 6,384 5.3% 0.1% (-0.0)

Ford Motor Company (USA) 223,101 16.6% 17.8% (-2.5) 673,109 3.2% 16.9% (-2.8) 873,590 5.3% 16.8% (-2.5)

Ford C-MAX 78 - 0.0% 0.0 123 - 0.0% 0.0 125 - 0.0% 0.0

Ford Crown Victoria - -100.0% - (-0.9) - -100.0% - (-0.7) - -100.0% - (-0.7)

Ford Edge 14,953 21.0% 1.2% (-0.1) 42,106 -3.1% 1.1% (-0.3) 57,551 1.0% 1.1% (-0.2)

Ford Escape 30,652 13.8% 2.4% (-0.4) 90,279 9.5% 2.3% (-0.2) 117,976 9.2% 2.3% (-0.2)

Ford E-Series 14,151 44.4% 1.1% 0.1 43,516 3.6% 1.1% (-0.2) 51,678 -3.4% 1.0% (-0.2)

Ford Expedition 5,477 38.0% 0.4% 0.0 17,309 16.1% 0.4% (-0.0) 22,480 23.6% 0.4% 0.0

Ford Explorer 16,379 32.8% 1.3% (-0.0) 49,636 23.6% 1.2% 0.0 64,776 32.9% 1.2% 0.1

Ford Fiesta 10,945 9.5% 0.9% (-0.2) 33,219 16.3% 0.8% (-0.0) 45,586 15.5% 0.9% (-0.0)

Ford Flex 3,276 15.8% 0.3% (-0.0) 8,208 35.6% 0.2% 0.0 11,449 26.3% 0.2% 0.0

Ford Focus 23,967 23.4% 1.9% (-0.1) 65,117 45.4% 1.6% 0.3 84,579 87.7% 1.6% 0.6

Ford F-Series 63,187 32.4% 5.0% (-0.0) 196,697 6.8% 4.9% (-0.6) 259,427 12.6% 5.0% (-0.4)

Ford Fusion 23,808 54.4% 1.9% 0.3 79,237 21.9% 2.0% 0.0 95,207 4.9% 1.8% (-0.3)

Ford Ranger - -100.0% - (-0.8) - -100.0% - (-0.8) - -100.0% - (-0.8)

Ford Taurus 9,029 34.8% 0.7% 0.0 23,382 9.6% 0.6% (-0.1) 30,893 22.4% 0.6% 0.0

Lincoln Mark LT 16 -51.5% 0.0% (-0.0) 55 -58.0% 0.0% (-0.0) 80 -39.8% 0.0% (-0.0)

Lincoln MKS 1,369 56.1% 0.1% 0.0 4,004 16.4% 0.1% (-0.0) 5,208 36.1% 0.1% 0.0

Lincoln MKT 820 156.3% 0.1% 0.0 2,393 150.6% 0.1% 0.0 2,985 65.1% 0.1% 0.0

Lincoln MKX 2,233 2.6% 0.2% (-0.1) 6,997 -15.3% 0.2% (-0.1) 9,774 -11.2% 0.2% (-0.1)

Lincoln MKZ 2,123 28.4% 0.2% (-0.0) 8,643 -7.3% 0.2% (-0.1) 10,813 -7.2% 0.2% (-0.1)

Lincoln Navigator 638 14.5% 0.1% (-0.0) 2,188 -16.0% 0.1% (-0.0) 3,003 -12.3% 0.1% (-0.0)

Lincoln Town Car - -100.0% - (-0.2) - -100.0% - (-0.1) - -100.0% - (-0.1)

Mazda Tribute - -100.0% - (-0.1) - -100.0% - (-0.1) - -100.0% - (-0.1)

Mercury Grand Marquis - - - - - - - - - -100.0% - (-0.0)

Fuji Heavy Industries (Japan) 22,543 61.8% 1.8% 0.3 76,202 27.7% 1.9% 0.1 102,538 25.1% 2.0% 0.1

Subaru Legacy 3,574 33.4% 0.3% 0.0 14,104 29.2% 0.4% 0.0 19,095 25.3% 0.4% 0.0

Subaru Outback 10,925 88.2% 0.9% 0.3 35,213 36.5% 0.9% 0.1 47,310 33.2% 0.9% 0.1

Subaru Tribeca 378 -9.1% 0.0% (-0.0) 1,119 -31.5% 0.0% (-0.0) 1,532 -33.5% 0.0% (-0.0)

Toyota Camry 7,666 52.2% 0.6% 0.1 25,766 20.9% 0.6% 0.0 34,601 19.6% 0.7% (-0.0)

General Motors Company (USA) 263,142 -2.0% 21.0% (-7.5) 871,588 5.1% 21.9% (-3.2) 1,124,954 6.7% 21.6% (-2.9)

Buick Enclave 5,661 -17.0% 0.5% (-0.3) 17,900 -15.2% 0.4% (-0.2) 23,148 -13.8% 0.4% (-0.2)

Buick LaCrosse 5,683 3.3% 0.5% (-0.1) 15,950 -19.6% 0.4% (-0.2) 19,449 -13.6% 0.4% (-0.1)

Buick Lucerne - -100.0% - (-0.3) - -100.0% - (-0.3) - -100.0% - (-0.3)

Buick Regal 1,795 -48.7% 0.1% (-0.2) 4,263 -14.1% 0.1% (-0.0) 6,591 32.9% 0.1% 0.0

Buick Verano 4,946 - 0.4% 0.4 14,863 - 0.4% 0.4 18,986 - 0.4% 0.4

Cadillac CTS 4,635 -18.9% 0.4% (-0.2) 15,094 -15.3% 0.4% (-0.2) 19,406 -18.0% 0.4% (-0.2)

Cadillac DTS - -100.0% - (-0.2) - -100.0% - (-0.1) - -100.0% - (-0.1)

Cadillac Escalade 1,236 -26.4% 0.1% (-0.1) 3,573 -28.4% 0.1% (-0.1) 4,957 -22.6% 0.1% (-0.1)

Cadillac Escalade ESV 789 31.3% 0.1% (-0.0) 2,013 15.4% 0.1% (-0.0) 2,643 15.7% 0.1% (-0.0)

Cadillac Escalade EXT 140 -44.0% 0.0% (-0.0) 639 -14.0% 0.0% (-0.0) 772 -21.1% 0.0% (-0.0)

Cadillac SRX 7,347 4.7% 0.6% (-0.2) 22,383 5.4% 0.6% (-0.1) 30,287 10.8% 0.6% (-0.1)

Cadillac STS - -100.0% - (-0.1) - -100.0% - (-0.1) - -100.0% - (-0.0)

Cadillac XTS - - - - - - - - - - - -

Chevrolet Avalanche 1,060 -48.1% 0.1% (-0.1) 5,707 -4.8% 0.1% (-0.0) 7,451 -4.8% 0.1% (-0.0)

Chevrolet Aveo 6,136 9.2% 0.5% (-0.1) 20,252 25.9% 0.5% 0.0 27,047 33.5% 0.5% 0.0

Chevrolet C2 - -100.0% - (-0.5) - -100.0% - (-0.4) - -100.0% - (-0.4)

Auto Monitor

N A M E R I C A N A S S E M B LY30 JULY 2012

19

Chevrolet Camaro 9,444 16.5% 0.8% (-0.1) 23,379 -16.2% 0.6% (-0.3) 34,106 -10.0% 0.7% (-0.2)

Chevrolet Captiva 5,555 89.5% 0.4% 0.1 15,352 74.4% 0.4% 0.1 19,627 77.8% 0.4% 0.1

Chevrolet Colorado 3,772 -2.9% 0.3% (-0.1) 12,165 22.5% 0.3% 0.0 15,919 20.3% 0.3% (-0.0)

Chevrolet Corvette 1,211 21.3% 0.1% (-0.0) 3,761 2.0% 0.1% (-0.0) 4,554 11.9% 0.1% (-0.0)

Chevrolet Cruze 24,771 -5.4% 2.0% (-0.8) 77,368 2.9% 1.9% (-0.3) 100,919 3.5% 1.9% (-0.3)

Chevrolet Equinox 20,732 9.2% 1.7% (-0.4) 67,336 7.2% 1.7% (-0.2) 88,711 8.3% 1.7% (-0.2)

Chevrolet Express 8,073 40.2% 0.6% 0.0 23,785 29.9% 0.6% 0.0 28,736 17.9% 0.6% (-0.0)

Chevrolet HHR - -100.0% - (-0.6) - -100.0% - (-0.5) - -100.0% - (-0.6)

Chevrolet Impala 15,596 -11.1% 1.2% (-0.6) 49,585 -7.1% 1.2% (-0.4) 65,769 -8.1% 1.3% (-0.4)

Chevrolet Malibu 19,949 -5.3% 1.6% (-0.6) 64,363 5.9% 1.6% (-0.2) 85,894 25.6% 1.6% 0.1

Chevrolet Silverado 34,806 -18.5% 2.8% (-1.8) 143,374 5.0% 3.6% (-0.5) 182,288 8.4% 3.5% (-0.4)

Chevrolet Sonic 8,887 - 0.7% 0.7 27,049 - 0.7% 0.7 34,757 - 0.7% 0.7

Chevrolet Suburban 4,538 8.5% 0.4% (-0.1) 16,096 14.4% 0.4% (-0.0) 20,358 16.8% 0.4% (-0.0)

Chevrolet Tahoe 9,734 9.1% 0.8% (-0.2) 31,920 24.0% 0.8% 0.0 40,371 18.3% 0.8% (-0.0)

Chevrolet Traverse 8,321 -18.5% 0.7% (-0.4) 25,920 -17.5% 0.6% (-0.3) 32,187 -20.4% 0.6% (-0.3)

Chevrolet Volt 1,562 125.7% 0.1% 0.1 5,095 142.9% 0.1% 0.1 5,095 90.3% 0.1% 0.0

GMC Acadia 7,349 -5.1% 0.6% (-0.2) 23,230 -1.6% 0.6% (-0.1) 29,630 -6.2% 0.6% (-0.2)

GMC Canyon 1,051 20.4% 0.1% (-0.0) 3,112 16.6% 0.1% (-0.0) 4,113 16.9% 0.1% (-0.0)

GMC Savana 4,149 59.8% 0.3% 0.1 11,082 29.1% 0.3% 0.0 13,230 23.5% 0.3% 0.0

GMC Sierra Pickups 16,992 3.3% 1.4% (-0.4) 64,892 21.1% 1.6% 0.0 80,029 20.6% 1.5% (-0.0)

GMC Terrain 10,104 17.7% 0.8% (-0.1) 33,163 15.0% 0.8% (-0.0) 43,994 14.7% 0.8% (-0.0)

GMC Yukon 3,928 20.5% 0.3% (-0.0) 14,485 23.9% 0.4% 0.0 18,636 11.9% 0.4% (-0.0)

GMC Yukon XL 2,633 -6.1% 0.2% (-0.1) 9,057 -2.1% 0.2% (-0.1) 11,912 1.4% 0.2% (-0.0)

Opel-Vauxhall Ampera 557 2220.8% 0.0% 0.0 3,382 13991.7% 0.1% 0.1 3,382 13991.7% 0.1% 0.1

Saab 9-4X - -100.0% - (-0.0) - -100.0% - (-0.0) - -100.0% - (-0.0)

Honda Motor Company (Japan) 137,067 155.6% 10.9% 5.2 447,563 62.1% 11.2% 2.9 597,309 53.9% 11.5% 2.5

Acura CSX - - - - - -100.0% - (-0.0) - -100.0% - (-0.0)

Acura ILX 754 - 0.1% 0.1 754 - 0.0% 0.0 754 - 0.0% 0.0

Acura MDX 6,302 106.1% 0.5% 0.2 19,859 35.3% 0.5% 0.1 26,391 26.9% 0.5% 0.0

Acura RDX 3,954 484.0% 0.3% 0.2 5,943 47.2% 0.1% 0.0 5,956 -1.7% 0.1% (-0.0)

Acura TL 3,655 123.3% 0.3% 0.1 11,393 19.4% 0.3% (-0.0) 17,097 50.1% 0.3% 0.1

Acura ZDX 240 727.6% 0.0% 0.0 572 67.7% 0.0% 0.0 572 16.7% 0.0% (-0.0)

Honda Accord 31,009 170.2% 2.5% 1.3 105,905 83.3% 2.7% 0.9 141,238 71.3% 2.7% 0.8

Honda Civic 31,569 150.1% 2.5% 1.2 114,824 105.0% 2.9% 1.2 159,186 93.7% 3.1% 1.1

Honda Crosstour 4,079 1026.8% 0.3% 0.3 9,779 111.1% 0.2% 0.1 11,780 92.0% 0.2% 0.1

Honda CR-V 27,016 156.5% 2.2% 1.0 89,329 63.7% 2.2% 0.6 116,500 51.8% 2.2% 0.5

Honda Element - -100.0% - (-0.1) - -100.0% - (-0.2) - -100.0% - (-0.2)

Honda Odyssey 13,909 139.7% 1.1% 0.5 43,735 37.7% 1.1% 0.1 58,599 35.1% 1.1% 0.1

Honda Pilot 12,989 108.4% 1.0% 0.4 41,780 27.2% 1.0% 0.1 53,473 19.0% 1.0% (-0.0)

Honda Ridgeline 1,591 - 0.1% 0.1 3,690 7.0% 0.1% (-0.0) 5,763 20.8% 0.1% (-0.0)

Hyundai Motor Company (South Korea) 59,721 22.5% 4.8% (-0.4) 174,753 13.9% 4.4% (-0.3) 230,834 15.8% 4.4% (-0.2)

Hyundai Elantra/i30 10,771 -4.0% 0.9% (-0.3) 31,157 -6.7% 0.8% (-0.2) 40,584 -2.1% 0.8% (-0.2)

Hyundai Santa Fe 10,032 20.5% 0.8% (-0.1) 26,608 -0.4% 0.7% (-0.1) 34,611 -0.4% 0.7% (-0.1)

Hyundai Sonata/i40 17,429 1.4% 1.4% (-0.4) 55,653 1.7% 1.4% (-0.3) 75,470 3.1% 1.4% (-0.3)

Kia Optima 10,653 - 0.8% 0.8 31,225 - 0.8% 0.8 39,709 - 0.8% 0.8

Kia Sorento 10,836 -9.8% 0.9% (-0.4) 30,110 -22.0% 0.8% (-0.4) 40,460 -19.1% 0.8% (-0.4)

Mitsubishi Motors Corp (Japan) 2,332 -22.8% 0.2% (-0.1) 6,457 -43.4% 0.2% (-0.2) 8,209 -45.0% 0.2% (-0.2)

Mitsubishi Eclipse - -100.0% - (-0.1) - -100.0% - (-0.1) - -100.0% - (-0.1)

Mitsubishi Endeavor - -100.0% - (-0.2) - -100.0% - (-0.1) - -100.0% - (-0.1)

Mitsubishi Galant 2,332 544.2% 0.2% 0.1 6,457 23.6% 0.2% 0.0 8,209 1.0% 0.2% (-0.0)

Nissan Motor (Japan) 93,957 71.5% 7.5% 1.7 324,770 27.7% 8.1% 0.5 438,257 26.4% 8.4% 0.4

Infiniti JX Series 3,267 - 0.3% 0.3 6,536 - 0.2% 0.2 6,573 - 0.1% 0.1

Nissan Altima 26,501 62.3% 2.1% 0.4 87,386 17.5% 2.2% (-0.1) 116,415 19.1% 2.2% (-0.0)

Nissan Armada 1,530 16.9% 0.1% (-0.0) 5,784 15.2% 0.1% (-0.0) 7,869 9.4% 0.2% (-0.0)

Nissan Frontier 7,987 181.4% 0.6% 0.3 23,430 72.6% 0.6% 0.2 29,676 65.8% 0.6% 0.2

Nissan March 4,838 268.8% 0.4% 0.2 18,565 319.5% 0.5% 0.3 26,741 504.2% 0.5% 0.4

Nissan Maxima 6,108 50.4% 0.5% 0.1 19,561 13.2% 0.5% (-0.0) 26,632 16.5% 0.5% (-0.0)

Nissan NV-Series 547 -46.9% 0.0% (-0.1) 1,794 -52.7% 0.0% (-0.1) 2,720 -31.8% 0.1% (-0.0)

Nissan Pathfinder 3,577 128.0% 0.3% 0.1 8,324 -7.5% 0.2% (-0.1) 11,269 -10.0% 0.2% (-0.1)

Nissan Pickup 6,120 160.2% 0.5% 0.2 20,265 113.4% 0.5% 0.2 25,570 87.7% 0.5% 0.2

Nissan Sentra 11,179 41.5% 0.9% 0.1 35,814 -1.0% 0.9% (-0.2) 48,628 -8.5% 0.9% (-0.3)

Nissan Tiida 3,705 23.6% 0.3% (-0.0) 33,681 118.9% 0.8% 0.4 49,696 130.7% 1.0% 0.5

Nissan Titan 2,783 78.6% 0.2% 0.1 7,741 4.1% 0.2% (-0.0) 10,119 6.6% 0.2% (-0.0)

Nissan Tsuru 849 -73.6% 0.1% (-0.3) 9,575 -41.5% 0.2% (-0.3) 14,209 -39.8% 0.3% (-0.3)

Nissan Versa 12,565 79.7% 1.0% 0.3 40,821 13.7% 1.0% (-0.1) 54,038 7.5% 1.0% (-0.1)

Nissan Xterra 2,241 95.2% 0.2% 0.1 5,013 -10.2% 0.1% (-0.0) 7,512 -3.7% 0.1% (-0.0)

Suzuki Equator 160 -5.9% 0.0% (-0.0) 480 -4.0% 0.0% (-0.0) 590 -9.2% 0.0% (-0.0)

Tesla Motors (USA) - -100.0% - (-0.0) - -100.0% - (-0.0) - -100.0% - (-0.0)

Tesla Roadster - -100.0% - (-0.0) - -100.0% - (-0.0) - -100.0% - (-0.0)

Toyota Motor Corporation (Japan) 145,031 100.6% 11.6% 3.9 442,653 46.2% 11.1% 1.9 584,848 40.1% 11.2% 1.5

Lexus RX Series 7,253 74.4% 0.6% 0.1 22,353 21.5% 0.6% 0.0 29,876 19.3% 0.6% (-0.0)

Toyota Avalon 3,691 30.4% 0.3% (-0.0) 10,280 -3.4% 0.3% (-0.1) 13,567 -5.5% 0.3% (-0.1)

Toyota Camry 32,804 154.3% 2.6% 1.2 100,393 105.0% 2.5% 1.0 135,843 99.6% 2.6% 1.0

Toyota Corolla 32,559 184.6% 2.6% 1.4 92,054 76.6% 2.3% 0.7 115,993 61.7% 2.2% 0.6

Toyota Highlander 11,086 99.2% 0.9% 0.3 34,604 36.3% 0.9% 0.1 45,633 28.8% 0.9% 0.1

Toyota Matrix 1,771 55.2% 0.1% 0.0 6,189 61.3% 0.2% 0.0 8,273 43.1% 0.2% 0.0

Toyota RAV4 15,814 76.7% 1.3% 0.3 47,201 20.5% 1.2% (-0.0) 61,969 15.3% 1.2% (-0.1)

Toyota Sequoia 1,958 64.8% 0.2% 0.0 6,081 46.5% 0.2% 0.0 8,055 42.5% 0.2% 0.0

Toyota Sienna 11,353 58.3% 0.9% 0.1 36,184 14.5% 0.9% (-0.0) 49,178 12.4% 0.9% (-0.1)

Toyota Tacoma 13,081 94.6% 1.0% 0.3 39,551 41.5% 1.0% 0.1 51,716 31.8% 1.0% 0.1

Toyota Tundra 9,439 50.8% 0.8% 0.1 31,079 19.0% 0.8% (-0.0) 42,393 17.3% 0.8% (-0.0)

Toyota Venza 4,222 6.5% 0.3% (-0.1) 16,684 15.4% 0.4% (-0.0) 22,352 21.5% 0.4% 0.0

Volkswagen (Germany) 61,091 106.6% 4.9% 1.7 189,765 56.2% 4.8% 1.1 227,129 44.2% 4.4% 0.7

Volkswagen Beetle 9,402 - 0.8% 0.8 24,771 - 0.6% 0.6 27,502 - 0.5% 0.5

Volkswagen Bora - -100.0% - (-0.0) - -100.0% - (-0.0) - -100.0% - (-0.0)

Volkswagen Golf/Jetta Variant 12,147 42.6% 1.0% 0.1 39,304 8.9% 1.0% (-0.1) 46,536 -0.7% 0.9% (-0.2)

Volkswagen Jetta 28,342 42.6% 2.3% 0.2 91,709 8.9% 2.3% (-0.2) 108,585 -0.7% 2.1% (-0.5)

Volkswagen Passat 11,200 885.0% 0.9% 0.8 33,981 2888.7% 0.9% 0.8 44,506 3814.3% 0.9% 0.8

Total Light Vehicle 1,253,375 33.0% 100.0% - 3,988,495 20.6% 100.0% - 5,208,154 20.8% 100.0% -

April 2012 Last 3 Months Year to Date Ownership Org/ YOY Assembly YOY YOY Assembly YOY YOY Assembly YOY Brand & Nameplate Volume % Chg Share % Share Chg Volume % Chg Share % Share Chg Volume % Chg Share % Share Chg

Auto Monitor

G L O B A L W A T C H2030 JULY 2012

Renault and Qualcomm Incorporated, recent-ly announced a Memora ndu m of

Understanding (MoU) con-cerning their co-operation on the Wireless Electric Vehicle Charging (WEVC) London trial and preliminary studies of the integration of Qualcomm Halo WEVC technology into some Renault vehicles. Renault will also join the London trial steer-ing committee.

Trial Objectives Qua lcom m a n nou nced

in November 2011 a Wireless Electric Vehicle Charging (WEVC) trial in London to com-mence in 2012 that is supported by a cross section of stakeholders from government departments and agencies, to commercial and private sector enterprises. The objectives of the trial are to eval-uate the commercial viability of wireless EV charging and gain user feedback on the use of WEVC enabled vehicles.

“We are very excited to be working with Renault, a glo-bal leader in electric vehicles

and an innovator in the grow-ing low carbon vehicle market,” said VP, Business Development and Marketing at Qualcomm, Anthony Thomson. “Renault’s participation in the WEVC London trial and Qualcomm’s drive to make charging of elec-tric vehicles simple and effortless means that EV drivers will have access to technology that makes EV charging easy.”

Looking Forward“Our participation in the

WEVC London trial with Qua lcom m complement s Renault’s European research & development project involv-ing 10 partners to demonstrate wireless inductive charging of electric vehicles in a public environment with a high level of performance and safety,” said VP Energy and Environment Advanced Projects Director at Renault, Jacques Hebrard. “The deployment of wireless inductive charging requires inter-operability between cars and ground systems within common European and, hope-fully, worldwide standards.”

Renault, Qualcomm announce MoU on EV technology

JLR to create more than 1,000 new jobs

Jaguar Land Rover (JLR), is looking to expand its workforce at its advanced man-ufacturing facility in Castle Bromwich to support the launch of new Jaguar

models. More than 1,100 new jobs are being created, and a recruitment campaign for production operators.

“We have embarked on the most ambitious recruitment campaign in the company’s history, hiring 8,000 people in the last two years. We pro-vide high quality training and development for all of our employees so this latest announcement for 1,100 jobs is great news for the West Midlands and the UK supply chain,” said HR Director, JLR, Des Thurlby. JLR anticipates that the launch of these new Jaguar models will also support thou-sands of jobs in the UK supply chain.

The company is looking to deliver 40 signifi-cant products over the next five years, while the Castle Bromwich plant will this year manufac-ture the new 2013 Model Year XF and XJ ranges, which—through the introduction of new pow-ertrains and transmissions—offer customers greater efficiency, technology and choice than ever before. The XF range will also see the addi-tion of the XF Sportbrake derivative, which with a load capacity of up to 1,675-litres, will be the most versatile Jaguar built to date.

In the first six months of the year, Jaguar has sold more than 29,000 vehicles globally, which is a 19 percent increase against the same period last year. All of Jaguar’s key markets, including China, UK, USA and Europe, have delivered year-on-year sales improvements.

JLR is looking to deliver 40 significant products over

the next five years, while the Castle Bromwich plant will manufacture the new 2013

Model Year XF and XJ ranges this year

To y o t a M o t o r Corporation (TMC) recently announced that in June, its world-

wide cumulative vehicle production surpassed 200 mil-lion units. This milestone took 76 years and 11 months to reach, and began with production of the Model G1 truck in August 1935 at Toyoda Automatic Loom Works Ltd’s Automotive Department, which was spun off and later became TMC.

As of the end of June, cumu-lative production in Japan reached 145.21 million vehi-cles while overseas production reached 55.12 million vehicles.

Cumulative vehicle pro-duction since 1992 at Toyota’s manufacturing facilities in Europe, including facilities in the United Kingdom, the Czech Republic, France, Portugal, Russia and Turkey reached 7.44 million unit sat the end of 2011.

Marking the achievement, TMC President, Akio Toyoda

said, “I wish to express my heartfelt appreciation to our customers the world over who made it possible for us to reach this milestone. I also have the most profound respect and gratitude for the efforts of all persons who were involved in developing, manufactur-ing, and marketing Toyota and

Lexus vehicles over the years. We are determined to make our cars even better, to continue to give our customers the best possible product. This is the common goal of our 300,000 Toyota staff members world-wide.” The most-produced model among Toyota-brand vehicles is the Corolla.

Toyota Motor Corporation cumulative vehicle production crosses 200 million

Auto Monitor

C L A S S I F I E D S 2130 JULY 2012

Tej Control Systems Pvt LtdPlot No.329/331, Road No.25,

Wagle Industrial Estate, Thane(W) - 400 604. Tel. +91 22 2583 8191 to 98, Fax: +91 22 25838199Email: tivs@tejcontrol.com, vision@tejcontrol.com

Website: www.tejivs.com

A D V E R T I S E R S ’ L I S TAdvertiser’s Name & Contact Details Pg No Advertiser’s Name & Contact Details Pg No Advertiser’s Name & Contact Details Pg No

Our consistent advertisersFIC : Front Inside Cover BIC : Back Inside Cover BC: Back cover

ACE Micromatic Group 1

T: +91-120-2712137

E: customercare@acemicromatic.com

W: www.acemicromatic.net

Ace Micromatic Group 24

T: +91-80-22186700

E: customercare@acemicromatic.com

W: www.acemicromatic.net

ADEA 8

W: www.adea.in

Confederation Of Indian Industry 20

T: +91-124-4014060

E: rachna.jindal@cii.in

W: www.jetfindia.in

Ecocat India Pvt Ltd 3

T: +91-129-4266500

E: alok@ecocatindia.com

W: www.ecocat.com

Engineering Expo 15

T: +91-09819552270

E: engexpo@infomedia18.in

W: www.engg-expo.com

Fox Solutions 5

T: +91-253-6618100

E: sales@foxindia.net

W: www.foxindia.net

Igus India Pvt Ltd 17

T: +91-80-39127800

E: info@igus.in

W: www.igus.in

Indian Machine Tool Mfgr’S Association 14

T: +91-80-66246600

E: info@imtex.in

W: www.imtex.in

Indian Machine Tool Mfgr’S Association 16

T: +91-80-66246600

E: augustin@imtma.in

W: www.imtma.in

Jyoti CNC Automation Pvt. Ltd. 23

T: +91-2827-287081

E: info@jyoti.co.in

W: www.jyoti.co.in

Larsen & Toubro Limited 2

T: +91-09967800456

E: SM.Haridas@larsentoubro.com

W: www.larsentoubro.com

Mahindra Navistar Automotives Ltd 12

T: +91-99302 58832

W: www.mahindranavistar.com

MG Auto Gas 9

T: +91-44-43326441

E: srikumar@mgautogas.in

W: www.gasitaly.in

Osram India Pvt Ltd. 11

T: +91-9871474036

E: pankaj.pandey@osram.com

W: www.osramindia.com

Tata Motors Ltd. 7

T: +91-22-66586195

E: charu.gulati@tatamotors.com

W: www.tatamotors.com

Auto Monitor

T H E O T H E R S I D E2230 JULY 2012

Illus

trat

ion:

Sac

hin

Pan

dit

Getting Personalwith Debashis Mitra, Director of Sales and Marketing at Mercedes-Benz India

Debashis Mitra is the Director of Sales and Marketing at Mercedes-Benz India since January 2009 and joined the company as General Manager responsible for Network Development in April 2008.

He possesses over 17 years of rich and exten-sive experience in areas related to strategic plan-ning, marketing, network management, business development and sales. Prior to his engagement with Mercedes-Benz India, he has worked with Toyota, Nissan a nd H i ndu st a n Motors—Mitsubishi.

Born in December 1968, he completed his Post Graduation in Business Management (Marketing) from the Indian Institute of Management, Kolkata. He also holds a Bachelor’s degree in Mechanical Engineering from the North Bengal University.

In Person

An experience I won’t forget…

If not in auto industry, what would you be? Poet

What car do you drive? What do you dream of driving? My dream has been a Mercedes and I’m very lucky because of working with this company I’m able to drive a Mercedes—I drive an S-Class. But I may not have achieved my dream had I not worked for Mercedes

Your most recent indulgence… Food

What are you currently reading? ‘Revolution 2020’. I’m a fan of Chetan Bhagat and I read his last novel

What are you doing when not talking auto? Fighting with my wife

Outdoor activity you would miss office for… Driving

Where did you go for your last holiday? Austria

You get angry when… Expectations—when I can’t meet my self-made expectations. I create my own barriers and if I can’t cross them, I get a little disturbed

What is the one thing you would like to change in yourself? Control my anger

Best thing to have happened to you… My daughters My marriage (laughs)

Regn. No. MH/MR/WEST/20/2012-2014. RNI No. MAHENG/2000/11414Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001.Date Of Mailing:16th & 17th Fortnightly Issue. Date Of Publication: 13th of Every Month

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