ml - global automotive retail

Global - Automoti ve Retail 0199 - 2329 - 2011

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MarketLine Industry Profile

Global Automotive Retail May 2012

Reference Code: 0199-2329

Publication Date: May 2012

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EXECUTIVE SUMMARY

Market value The global automotive retail sector grew by 11.2% in 2011 to reach a value of $4,911.9 billion.

Market value forecast In 2016, the global automotive retail sector is forecast to have a value of $7,202.9 billion , an increase of 46.6% since

2011.

Category segmentation Auto dealers is the largest segment of the global automotive retail sector, accounting for 43.5% of the sector's total

value.

Geography segmentation Asia-Pacific accounts for 32.3% of the global automotive retail sector value.

Market share Royal Dutch Shell is the leading player in the global automotive retail sector, generating a 2.4% share of the sector's

value.

Market rivalry Continuing economic difficulties and problems in the fuel supply lines have made fuel prices rise to high levels in recent

years, which in turn leads buyers to become very cost conscious. Combining this with the large size of players, the

degree of rivalry can be classified as strong.



TABLE OF CONTENTS

Executive Summary..........................................................................................................................................................................2

Market value ..................................................................................................................................................................................2

Market value forecast...................................................................................................................................................................2

Category segmentation................................................................................................................................................................2

Geography segmentation ............................................................................................................................................................2

Market share..................................................................................................................................................................................2

Market rivalry .................................................................................................................................................................................2

Market Overview ...............................................................................................................................................................................7

Market definition............................................................................................................................................................................7

Market analysis .............................................................................................................................................................................7

Market Data........................................................................................................................................................................................8

Market value ..................................................................................................................................................................................8

Market Segmentation .......................................................................................................................................................................9

Category segmentation................................................................................................................................................................9

Geography segmentation ..........................................................................................................................................................10

Market share................................................................................................................................................................................11

Market Outlook ................................................................................................................................................................................12

Market value forecast.................................................................................................................................................................12

Five Forces Analysis ......................................................................................................................................................................13

Summary ......................................................................................................................................................................................13

Buyer power.................................................................................................................................................................................14

Supplier power ............................................................................................................................................................................15

New entrants ...............................................................................................................................................................................16

Threat of substitutes...................................................................................................................................................................17

Degree of rivalry..........................................................................................................................................................................18

Leading Companies........................................................................................................................................................................19

BP Plc ...........................................................................................................................................................................................19

Royal Dutch Shell plc .................................................................................................................................................................24

Total SA........................................................................................................................................................................................28

Exxon Mobil Corporation ...........................................................................................................................................................33

Appendix...........................................................................................................................................................................................37



Methodology ................................................................................................................................................................................37

Industry associations..................................................................................................................................................................38

Related MarketLine research....................................................................................................................................................38



LIST OF TABLES

Table 1: Global automotive retail sector value: $ billion, 2007–11 ...........................................................................................8

Table 2: Global automotive retail sector category segmentation: $ billion, 2011 ...................................................................9

Table 3: Global automotive retail sector geography segmentation: $ billion, 2011..............................................................10

Table 4: Global automotive retail sector share: % share, by value, 2011 .............................................................................11

Table 5: Global automotive retail sector value forecast: $ billion, 2011–16 ..........................................................................12

Table 6: BP Plc: key facts ..............................................................................................................................................................19

Table 7: BP Plc: key financials ($)................................................................................................................................................22

Table 8: BP Plc: key financial ratios.............................................................................................................................................22

Table 9: Royal Dutch Shell plc: key facts ....................................................................................................................................24

Table 10: Royal Dutch Shell plc: key financials ($) ...................................................................................................................26

Table 11: Royal Dutch Shell plc: key financial ratios ................................................................................................................26

Table 12: Total SA: key facts ........................................................................................................................................................28

Table 13: Total SA: key financials ($) ..........................................................................................................................................30

Table 14: Total SA: key financials (€) ..........................................................................................................................................30

Table 15: Total SA: key financial ratios .......................................................................................................................................31

Table 16: Exxon Mobil Corporation: key facts ............................................................................................................................33

Table 17: Exxon Mobil Corporation: key financials ($) .............................................................................................................34

Table 18: Exxon Mobil Corporation: key financial ratios...........................................................................................................35



LIST OF FIGURES

Figure 1: Global automotive retail sector value: $ billion, 2007–11 ..........................................................................................8

Figure 2: Global automotive retail sector category segmentation: % share, by value, 2011................................................9

Figure 3: Global automotive retail sector geography segmentation: % share, by value, 2011 ..........................................10

Figure 4: Global automotive retail sector share: % share, by value, 2011 ............................................................................11

Figure 5: Global automotive retail sector value forecast: $ billion, 2011–16.........................................................................12

Figure 6: Forces driving competition in the global automotive retail sector, 2011 ...............................................................13

Figure 7: Drivers of buyer power in the global automotive retail sector, 2011 ......................................................................14

Figure 8: Drivers of supplier power in the global automotive retail sector, 2011 ..................................................................15

Figure 9: Factors influencing the likelihood of new entrants in the global automotive retail sector, 2011........................16

Figure 10: Factors influencing the threat of substitutes in the global automotive retail sector, 2011................................17

Figure 11: Drivers of degree of rivalry in the global automotive retail sector, 2011 .............................................................18

Figure 12: BP Plc: revenues & profitability .................................................................................................................................22

Figure 13: BP Plc: assets & liabilities ..........................................................................................................................................23

Figure 14: Royal Dutch Shell plc: revenues & profitability .......................................................................................................26

Figure 15: Royal Dutch Shell plc: assets & liabilities ................................................................................................................27

Figure 16: Total SA: revenues & profitability ..............................................................................................................................31

Figure 17: Total SA: assets & liabilities .......................................................................................................................................32

Figure 18: Exxon Mobil Corporation: revenues & profitability..................................................................................................35

Figure 19: Exxon Mobil Corporation: assets & liabilities...........................................................................................................36



MARKET OVERVIEW

Market definition The automotive retail sector consists of the revenue accrued from sales at auto dealers, gas stations and retailers of

auto components. The auto dealers market consists of new and used registered passenger cars, as well as registered

light commercial vehicles, sold through car dealerships or auction-houses within the country. It does not include sales of

motorcycles or vehicles over 3.5 tons GVW. The service stations market is comprised of fuel retailing, forecourt shop

sales and car wash revenues, but excludes food service and other non-fuel sales outside the shop and car wash. Auto

components comprise automotive parts, accessories and tires and rubber. Automotive parts and accessories reflect only

the aftermarket sales value. Similarly, tires and rubber is composed of the replacement tire market for passenger cars

and light trucks, and excludes sales to OEMs. All market values are given at retail sales price (RSP), and include all

relevant taxes and levies. Market shares are calculated on the basis of company global production volumes of gasoline

and diesel oil multiplied by average retail (service station) prices. All currency conversions are at constant average 2011

exchange rates.

Market analysis The global automotive retail sector fell into decline in 2008 and 2009 but recovered strongly in 2010 and 2011. The

sector is expected to produce solid growth through to the end of the forecast period in 2016.

The global automotive retail sector had total revenues of $4,911.9 billion in 2011, representing a compound annual

growth rate (CAGR) of 2.2% between 2007 and 2011. In comparison, the European and Asia -Pacific sectors grew with

CAGRs of 3.1% and 20% respectively, over the same period, to reach respective values of $1,331.5 billion and $1,587.3

billion in 2011.

The auto dealers segment was the sectors most lucrative in 2011, with total revenues of $2,135.2 billion, equivalent to

43.5% of the sector's overall value. The service stations segment contributed revenues of $2,115.7 billion in 2011,

equating to 43.1% of the sector's aggregate value.

The performance of the sector is forecast to accelerate, with an anticipated CAGR of 8% for the five-year period 2011 -

2016, which is expected to drive the sector to a value of $7,202.9 billion by the end of 2016



MARKET DATA

Market value The global automotive retail sector grew by 11.2% in 2011 to reach a value of $4,911.9 billion.

The compound annual growth rate of the sector in the period 2007–11 was 2.2%.

Table 1: Global automotive retail sector value: $ billion, 2007–11

Year $ billion € billion % Growth

2007 4,507.1 3,239.7

2008 4,484.6 3,223.5 (0.5%)

2009 4,059.5 2,918.0 (9.5%)

2010 4,417.0 3,174.9 8.8%

2011 4,911.9 3,530.7 11.2%

CAGR: 2007–11 2.2%

SOURCE: MARKETLINE M A R K E T L I N E

Figure 1: Global automotive retail sector value: $ billion, 2007–11




MARKET SEGMENTATION

Category segmentation Auto dealers is the largest segment of the global automotive retail sector, accounting for 43.5% of the sector's total

value.

The Service stations segment accounts for a further 43.1% of the sector.

Table 2: Global automotive retail sector category segmentation: $ billion, 2011

Category 2011 %

Auto dealers 2,135.2 43.5%

Service Stations 2,115.7 43.1%

Auto components 661.0 13.5%

Total 4,911.9 100%


Figure 2: Global automotive retail sector category segmentation: % share, by value, 2011




Geography segmentation Asia-Pacific accounts for 32.3% of the global automotive retail sector value.

Americas accounts for a further 31.9% of the global sector.

Table 3: Global automotive retail sector geography segmentation: $ billion, 2011

Geography 2011 %

Asia-Pacific 1,587.3 32.3

Americas 1,567.4 31.9

Europe 1,331.5 27.1

RoW 425.7 8.7

Total 4,911.9 100%


Figure 3: Global automotive retail sector geography segmentation: % share, by value, 2011




Market share Royal Dutch Shell is the leading player in the global automotive retail sector, generating a 2.4% share of the sector's

value.

ExxonMobil accounts for a further 2.2% of the sector.

Table 4: Global automotive retail sector share: % share, by value, 2011

Company % Share

Royal Dutch Shell 2.4%

ExxonMobil 2.2%

BP 1.5%

TOTAL SA 1.3%

Other 92.6%

Total 100%


Figure 4: Global automotive retail sector share: % share, by value, 2011




MARKET OUTLOOK

Market value forecast In 2016, the global automotive retail sector is forecast to have a value of $7,202.9 billion, an increase of 46.6% since

2011.

The compound annual growth rate of the sector in the period 2011–16 is predicted to be 8%.

Table 5: Global automotive retail sector value forecast: $ billion, 2011–16

Year $ billion € billion % Growth

2011 4,911.9 3,530.7 11.2%

2012 5,393.3 3,876.8 9.8%

2013 5,828.9 4,189.8 8.1%

2014 6,288.6 4,520.3 7.9%

2015 6,751.5 4,853.0 7.4%

2016 7,202.9 5,177.5 6.7%

CAGR: 2011–16 8.0%


Figure 5: Global automotive retail sector value forecast: $ billion, 2011–16




FIVE FORCES ANALYSIS

The automotive retail market will be analyzed taking retailers (including auto dealers, gas stations and retailers of auto

components) as players. The key buyers will be taken as end-users, and car and auto components manufacturers and

oil companies as the key suppliers.

Summary

Figure 6: Forces driving competition in the global automotive retail sector, 2011


Continuing economic difficulties and problems in the fuel supply lines have made fuel prices rise to high levels in recent

years, which in turn leads buyers to become very cost conscious. Combining this with the large size of players, the

degree of rivalry can be classified as strong.

The automotive retail sector comprises the operations of auto dealers, gas stations and retailers of auto components.

Buyer power is weakened by their sheer size and the importance of products sold within this sector. Possibilities of

differentiation, brand loyalty or switching costs, largely depend on the product group in question. Some suppliers are

large, integrated companies and a number of them have integrated forward into retailing, as well as manufacturing,

putting additional pressure on market players.



Buyer power

Figure 7: Drivers of buyer power in the global automotive retail sector, 2011


The automotive retail sector comprises the operations of auto dealers, gas stations and retailers of auto components.

Due to the fact that players within the global automotive retail sector offer a diverse range of products and services, i.e.

cars, automotive parts and fuel etc., they also have a wide spectrum of buyers to sell to. Depending on the products sold,

buyers range from individual clients to institutions, and the power of the last group is boosted by their strong financial

muscle, allowing them to negotiate with players more efficiently. However, the importance of the products and services

offered within this sector and the sheer number of buyers, coupled with the fact that many of them are individual

customers, tends to slightly weaken buyer power. Possibilities of differentiation exist; however its scale largely depends

on product group. It is relatively easy for car dealers to differentiate their offering, i.e. by color, type, make, model, and

additional features in order to meet various customer needs, which reduces their power somewhat. However, for

example, in the fuel retailing segment, possibilities of differentiation are rather limited as refined oil products, such as

diesel and petrol, are typical commodities which strengthens buyer power within this segment. The level of brand loyalty

also differs depending on the product in question, and will be higher in the case of cars when compared with fuel

purchasing where fluctuating prices mean that many consumers look for the cheapest offer (although there are loyalty

programs in place which may help gas companies retain their buyers). Due to the nature of the business, forward

integration from players, as well as buyers integrating backward is not a threat. Overall, buyer power is moderate.



Supplier power

Figure 8: Drivers of supplier power in the global automotive retail sector, 2011


Suppliers required by the automotive retail sector largely depend on the segment in question. In the case of automobile

sales, suppliers are mainly car producers and can exert strong supplier power due to their large size, strong financial

muscle and the existence of a loyalty factor, which forces players to supply goods their customers demand. Auto dealers

often enter into franchise agreements with car manufacturers that can last a number of years. This strengthens supplier

power furthermore, although a dealership may have agreements with several different car companies and brands at one

time, reducing dependence on one supplier to some extent. Suppliers involved in a franchised agreement with market

players are also often able to impose various operating requirements on auto dealerships. Moreover, dealers sometimes

receive cars from manufacturers through an allocation system that considers past sales levels. Dealers often have

limited influence over the colors and features of the cars they receive. A number of suppliers have integrated forward into

retailing, putting additional pressure on market players. For example, Toyota owns a number of dealerships. Fuel

retailers are typically vertically integrated oil companies, such as BP and Shell that have interests in areas ranging from

oil and gas exploration and production, through to fuel or auto parts retailing. Such companies consequently suppl y their

own oil and gas, as well as act as suppliers for smaller fuel retailers. The power of such companies is high. Suppliers of

auto components are usually large sized companies who can sell to various markets, reducing their dependence on the

automotive retail sector thus increasing their power somewhat. Goodyear, for example, is one of the largest providers of

tires, supplying to several sectors, not only commercial markets but also military and aviation aircraft companies such as

Boeing, Bombardier and Embraer. Supplier power in this sector is strong overall.



New entrants

Figure 9: Factors influencing the likelihood of new entrants in the global automotive retail sector, 2011


Depending on the sector analyzed, entry barriers may exist in terms of relatively high fixed costs. Large auto dealers

face high fixed costs and their profitability is largely dependent on the volume of cars sold. Such companies benefit from

significant economies of scale in terms of purchasing. Leading fuel retailers are typically significant in size, highly

vertically-integrated, multinational companies that use the large scale of their production and distribution networks to

reduce costs and enhance profitability. However, easy access to suppliers and distribution channels, and the widespread

use of brand licensing are conducive to the entrance of new players into the fuel retailing segment. Small companies

may also compete successfully in the global automotive retail sector, for example by selling specialized auto

components. The likelihood of new entrants to this sector is moderate overall.



Threat of substitutes

Figure 10: Factors influencing the threat of substitutes in the global automotive retail sector, 2011


Substitutes for this sector exist in terms of privately sold second-hand automobiles. Usually, as the affordability of new

cars continues to increase, the threat to this sector posed by used cars decreases. However, the recent economic

downturn has affected the automotive industry, causing increased unemployment and rising fuel costs. As a result,

customers have become increasingly focused on cost reductions, which may boost the threat of substitutes somewhat.

New cars hold a loyal clientele, with factors such as increased reliability and prestige cited as reasons for purchase. The

growth in awareness of environmental issues and the growing desire to prevent climate change could result in m ore

people substituting automobiles, either new or used, for more environmentally friendly forms of transport e.g.

walking/cycling/public transport. However, this is unlikely to happen on a large scale or to become a complete substitute

for automobiles and therefore is unlikely to have much of an effect on the market. Sales of hybrid (petrol -electric) cars

are growing fast as a result of changing environmental attitudes. An alternative to replacement parts would be the

purchase of an entirely new vehicle. However, for most end users this is not a convenient or affordable alternative.

Overall, the threat of substitutes is moderate.



Degree of rivalry

Figure 11: Drivers of degree of rivalry in the global automotive retail sector, 2011


The automotive retail sector is highly fragmented, despite the presence of some large market players, i.e. Shell, BP or

Exxon. Leading fuel retailers are often international, highly vertically-integrated companies. Such companies have large-

scale operations, high fixed costs and high exit barriers and benefit from scale economies. These combine to produce a

high degree of rivalry. Automobile dealerships tend to have few activities in alternative industries which inc reases rivalry

as they rely on the automotive retail sector more heavily, though some car manufacturers run large retailing operations

as well. The 'green' trend is growing, as consumers become more conscious of environmental issues and new limits on

pollution and fuel efficiency standards are being introduced globally. This means that there is further pressure placed on

automobile retailers and fuel retailers to meet these new standards. The degree of rivalry remains strong in this sector.



LEADING COMPANIES

BP Plc

Table 6: BP Plc: key facts

Head office: 1 Street James's Square, London, SW1Y 4PD, GBR

Telephone: 44 20 7496 4000

Fax: 44 20 7496 4630

Website: www.bp.com

Financial year-end: December

Ticker: BP, BP

Stock exchange: London, New York

SOURCE: COMPANY WEBSITE M A R K E T L I N E

BP is one of the world's largest oil and gas companies. It has a presence in more than 80 countries. The company has

well established operations in Europe, the US, Canada, Russia, South America, Australasia, Asia, and parts of Africa.

BP operates through three reportable business segments: exploration and production; refining and marketing; and other

businesses and corporate functions.

The exploration and production segment is engaged in the following activities: oil and natural gas exploration, field

development and production; midstream transportation, storage and processing; the marketing and trading of natural

gas, including liquefied natural gas (LNG), together with power and natural gas liquids (NGLs).

During the fourth quarter of 2010, as part of the company's wider response to the Gulf of Mexico incident, BP decided to

reorganize its exploration and production segment to create three global functional divisions: exploration; developments ;

and production. These are integrated through a strategy and integration re -organization. This is designed to

fundamentally change the way the segment operates, with a particular focus on managing risk, delivering common

standards and processes, and building personnel and technological capabilities for the future.

The exploration division is accountable for renewing the company's resource base through access, exploration, and

appraisal activities. The developments division is accountable for the safe and compliant execution of wells (drilling and

completions) and major projects. The production division is accountable for safe and compliant operations, including

upstream production assets, midstream transportation and processing activities, and the developme nt of its resource

base.

The company's exploration and production segment includes upstream and midstream activities in 29 countries including

Angola, Azerbaijan, Canada, Egypt, Norway, Russia, Trinidad and Tobago (Trinidad), the UK, the US, and other

locations within Asia, Australasia, South America, North Africa, and the Middle East. BP's exploration and production

segment also includes gas marketing and trading activities, primarily in Canada, Europe, and the US. In Russia, the

company has an important associate through its 50% shareholding in TNK-BP, a major oil company with exploration

assets, refineries, and other downstream infrastructure.

The company's net proved hydrocarbon reserves, on an oil equivalent basis and excluding equity-accounted entities,

comprised 12,077 million barrels of oil equivalent (mmboe) as of FY2010. Its net proved hydrocarbon reserves, on an oil

equivalent basis for equity-accounted entities alone, comprised 5,994 mmboe as of FY2010. In FY2010, its total

hydrocarbon production averaged 2,492 thousand barrels of oil equivalent per day (mboe/d) for subsidiaries and 1,330

mboe/d for equity-accounted entities.



The total liquid production of BP as of FY2010 was 1,229 thousand barrels per day (mb/d), while liquids production on

equity-accounted entities alone, was 1,145 mb/d. For the same period, the total natural gas production of BP was 7,332

million cubic feet per day (mmcf/d), while natural gas production on equity-accounted entities alone was 1,069 mmcf/d.

The refining and marketing segment is engaged in the supply and trading, refining, manufacturing, marketing, and

transportation of crude oil, petroleum, and petrochemical products and related services. The segment comprises a

number of strategic performance units (SPUs), which are organized along either geographic or activity-related lines.

Each SPU is of a scale that allows for a close focus on performance delivery, starting with safety, and includes the

appropriate management of operating and financial parameters.

The refining and marketing segment markets its products in more than 70 countries, with a particularly strong presence

in Europe and North America. It also manufactures and markets its products across Australasia, Asia, Africa, and Central

and South America.

The refining and marketing segment consists of two main business groups: fuels value chains (FVCs), and international

businesses (IBs). In total, BP has interests in 16 refineries worldwide, including those partially owned. BP's crude

distillation capacity as of FY2010 was 2,667 mboe/d.

The FVCs integrate the activities of refining, logistics, marketing, supply, and trading on a regional basis. The IBs include

the manufacturing, supply, and marketing of lubricants, petrochemicals, liquefied petroleum gas (LPG), and aviation

fuels. The company has six integrated FVCs. They are organized regionally, covering the west coast and mid -west

regions of the US, the Rhine region, Southern Africa, Australasia (ANZ), and Iberia.

At the end of FY2010, BP's worldwide network consisted of about 22,100 retail sites operated under the brands BP,

ARCO, and Aral. In FY2010, the company sold over 400 company-owned sites to Delek Europe, which will continue to

operate these sites under the BP brand.

At the end of FY2010, BP's retail network in the US comprised 11,300 branded retail sites, of which 1,100 were branded

ampm. In Europe, the retail network consisted of 8,400 branded retail sites. In addition, at the end of FY2010, the

company had approximately 2,400 branded retail sites outside Europe and the US in countries such as Australia, New

Zealand, and South Africa.

In June 2010, following the Gulf of Mexico incident, BP established the Gulf Coast Restoration Organization and

subsequently equipped it with dedicated resources and capabilities to manage all aspects of the company's response to

the accident.

BP's IB provides products and offers to customers in more than 70 countries worldwide, primarily in Europe, North

America, and Asia. Its products include aviation and marine fuels, lubricants, LPG, and a range of petrochemicals that

are sold for use in the manufacture of other products such as fabrics, fibers, and various plastics.

The company manufactures and markets lubricants and related products and services to the automotive, industria l,

marine, and energy markets across the world. It sells products directly to its customers in around 45 countries. BP

markets primarily through its major brands of Castrol, BP, and the Aral.

BP's marine lubricants business supplies its products to many types of vessels from deep-sea fleets to marine leisure-

craft. BP's industrial lubricants business is a supplier to those sectors of the market involved in the manufacture of

automobiles, trucks, machinery components, and steel. BP is also a supplier of lubricants for the offshore oil and aviation

industries.

BP's petrochemicals business is engaged in manufacturing and marketing of four main product lines: purified terephthalic

acid (PTA); paraxylene (PX); acetic acid; and olefins and derivatives (O&D). BP has a strong global market share in the

PTA and acetic markets with a major manufacturing presence in Asia, particularly China. In addition to these three main

products, BP produces several other specialty petrochemical products. In O&D, BP manufactures ethylene and

propylene from naphtha and also produces a number of downstream derivative products. BP operates 18 manufacturing

sites located in the UK, the US, Belgium, Germany, China, Indonesia, South Korea, Malaysia, and Taiwan, including its

joint ventures.



Air BP is one of the world's largest aviation fuels suppliers, serving all the major commercial airlines as well as the

general aviation and military sectors. BP's marine fuels business focuses on the distribution and sale of refined fuel oils

to the shipping industry. The LPG business of BP sells bulk, bottled, automotive, and wholesale LPG products to a wide

range of customers in 10 countries.

The other businesses and corporate functions segment comprises the alternative energy business, shipping, the gr oup's

aluminum business, treasury (which includes interest income on the group's cash and cash equivalents), and corporate

activities worldwide.

Under its alternative energy business, BP is engaged in the wind, solar, biofuels, hydrogen power, and carbon c apture

and storage (CCS) technology businesses. With respect to wind power, BP has a net wind generation capacity of 774

megawatts (MW). The company has wind farms in the US, the Netherlands, and in Maharashtra, India. BP Solar

operates a solar energy business, operating in the entire solar value chain, from the acquisition of silicon as a raw

material, the production of wafers and cells, to the creation of solar panels that are then sold and distributed as solar

systems on the roofs of residential homes, large commercial buildings, and on vacant land. BP’s main solar production

facilities are located in Xi'an (China) and Bangalore (India).

The blending and distribution of biofuels continues to be carried out by the company's refining and marketing segment, in

line with regulations. BP is one of the largest blenders and marketers of biofuels in the world. BP has embarked on a

focused program of biofuels development based around the transformation of sustainable and low -cost sugars into a

range of fuel molecules. The company continues to invest throughout the entire biofuels value chain, from sustainable

feedstocks which minimizes pressure on food supplies through to the development of the advantaged fuel molecule bio -

butanol. BP has production facilities operating, or in the planning and construction phases, in the US, Brazil, and the UK.

Through its shipping business, BP transports its products across oceans, around coastlines, and along waterways, using

a combination of BP-operated, time-chartered, and spot-chartered vessels. At the end of FY2010, BP had an

international fleet of 54 vessels (37 medium-size crude and product carriers, four very large crude carriers, one North

Sea shuttle tanker, eight LNG carriers, and four LPG carriers). All these ships are double-hulled. Of the eight LNG

carriers, BP manages one on behalf of a joint venture in which it is a participant and operates seven LNG carriers. At the

end of FY2010, BP had 84 hydrocarbon-carrying vessels above 600 deadweight tons on time-charter, all of which are

double-hulled. BP spot-charters vessels, typically for single voyages.

The aluminum business of BP is a non-integrated producer and marketer of rolled aluminum products. Production

facilities are located in Logan County, Kentucky, and are jointly owned with Novelis. The primary activity of the aluminum

business is the supply of aluminum coil to the beverage cans business, which it manufactures primarily from recycled

aluminum.

Treasury operations of the other businesses and corporate functions segment of BP co-ordinates the management of the

company's major financial assets and liabilities. From locations in the UK, the US, and the Asia Pacific region, it provides

the link between BP and the international financial markets and makes available a ra nge of financial services to the

company, including supporting the financing of BP's projects round the world.

Key Metrics

The company recorded revenues of $375,517 million in the fiscal year ending December 2011, an increase of 26.4%

compared to fiscal 2010. Its net income was $25,700 million in fiscal 2011, compared to a net loss of $3,719 million in

the preceding year.



Table 7: BP Plc: key financials ($)

$ million 2007 2008 2009 2010 2011

Revenues 284,365.0 361,143.0 239,272.0 297,107.0 375,517.0

Net income (loss) 20,845.0 21,157.0 16,578.0 (3,719.0) 25,700.0

Total assets 236,076.0 228,238.0 235,968.0 272,262.0 293,068.0

Total liabilities 142,386.0 136,935.0 134,355.0 176,371.0 180,586.0

Employees 97,600 92,000 80,300 79,700 83,400

SOURCE: COMPANY FILINGS M A R K E T L I N E

Table 8: BP Plc: key financial ratios

Ratio 2007 2008 2009 2010 2011

Profit margin 7.3% 5.9% 6.9% (1.3%) 6.8%

Revenue growth 6.9% 27.0% (33.7%) 24.2% 26.4%

Asset growth 8.5% (3.3%) 3.4% 15.4% 7.6%

Liabilities growth 7.1% (3.8%) (1.9%) 31.3% 2.4%

Debt/asset ratio 60.3% 60.0% 56.9% 64.8% 61.6%

Return on assets 9.2% 9.1% 7.1% (1.5%) 9.1%

Revenue per employee $2,913,576 $3,925,467 $2,979,726 $3,727,817 $4,502,602

Profit per employee $213,576 $229,967 $206,451 ($46,662) $308,153


Figure 12: BP Plc: revenues & profi tability




Figure 13: BP Plc: assets & liabilities




Royal Dutch Shell plc

Table 9: Royal Dutch Shell plc: key facts

Head office: Carel van Bylandtlaan 30, 2596 HR, The Hague, NLD

Telephone: 31 70 377 9111

Fax: 31 70 377 3115

Website: www.shell.com


Ticker: RDSA, RDSA, RDSA

Stock exchange: NY, Amsterdam, London


Royal Dutch Shell (Shell) is engaged in all the aspects of the oil and natural gas industry worldwide. It is a holding

company which owns direct and indirect investments in a number of companies comprising the group. Shell also has

interests in chemicals, power generation, and renewable energy. The company has extensive operations in more than 90

countries around the world.

Shell operates through two business segments: upstream and downstream.

The upstream segment explores for and recovers crude oil and natural gas around the world, along with joint venture

partners. The segment is also engaged in the liquefying of natural gas by cooling and transports it to customers. It also

converts natural gas to liquids (GTL) to provide cleaner burning fuels. The business also markets and trades natural gas

and power in support of Shell's businesses. It extracts bitumen from mined oil sands and converts it to synthetic crude

oil. Moreover, the segment also develops wind power as a means to generate electricity.

The upstream segment consists of the Upstream International and Upstream Americas businesses. Upstream

International manages the upstream business outside the Americas. It also manages the global liquefied natural gas

(LNG) business and the wind business in Europe. The upstream Americas business manages the upstream business in

North and South America. It also extracts bitumen from oil sands that is converted into synthetic crude oil. Additionally, it

manages the US based wind business.

In FY2010, the company's total hydrocarbon production totaled 3,314 thousand barrels of oil equival ent (boe) per day.

During the year, the company participated in 403 successful exploratory wells drilled outside proved areas. Shell added

acreage to its exploration portfolio mainly from new licenses in Canada, China, Egypt, Greenland, Iraq, Qatar, Russia ,

Tunisia, and the US.

In FY2010, Shell added 1,370 million boe of proved oil and gas reserves before accounting for production, of which

1,197 million boe was from its subsidiaries and 173 million boe was associated with Shell's share of equity-accounted

investments. During the year, Shell participated in nine exploration discoveries and six successful appraisals, in

Australia, Brazil, Brunei, Oman, the US Gulf of Mexico, and North America onshore. In total, Shell participated in 403

successful wells drilled outside proved areas. These comprised 45 conventional oil and gas exploration wells and 94

unconventional gas exploration and appraisal wells, as well as 264 additional appraisal wells intended to extend proved

areas near existing assets.

The exploration and production business is supported by the exploration and production research and development

(R&D) directorate which is engaged in the application of technology to enhance the cost-efficiency and performance of

the company's exploration and production activities. The directorate has two main research and development

laboratories, one in the Netherlands and another in the US. Additional technology facilities are in Oman, Qatar, Norway,

Canada, Germany, the UK, and India.



The downstream segment manages Shell's manufacturing, distribution, and marketing activities for oil products and

chemicals. The segment comprises the downstream businesses of manufacturing which includes the following: refining,

supply and distribution; marketing which includes retail, business to business (B2B), lubricants, and the alternative

energies and carbon dioxide (CO2) business; Shell Trading; and Shell Global Solutions. The segment sells a range of

products including fuels, lubricants, bitumen, and liquefied petroleum gas (LPG) for home, transport, and industrial use.

The chemicals business produces and markets petrochemicals for industrial customers. The downstream segment also

trades Shell's flow of hydrocarbons and other energy related products, supplies the downstream businesses, markets

gas and power, and provides shipping services. The segment also oversees Shell's interests in alternative energy

(excluding wind) and CO2 management.

The manufacturing portfolio of Shell includes interests in over 30 refineries, with a capaci ty of approximately four million

barrels of crude oil per day. The distribution network includes about 250 distribution facilities, 2,500 storage tanks, and

9,000 kilometers of pipeline in about 60 countries.

Shell is one of the largest single branded retailers with about 43,000 service stations spanning more than 80 countries

and selling more than 145 billion liters of fuel per year. Shell Lubricants sells lubricant products to customers across the

transport sector for passenger cars, trucks, and coaches, as well as in manufacturing, mining, power generation, and the

agriculture and construction industries in around 100 countries.

The B2B business of Shell sells fuels and special products and services to a broad range of commercial clients through

five separate businesses: Shell Aviation, Shell Marine Products, Shell Gas (LPG), Shell Commercial Fuels, and Shell

Specialties. The alternative energies and CO2 business manages the company's emerging businesses or functions to

support the development of new transport fuels until the business is integrated into Shell's mainstream businesses.

These include GTL products, biofuels, and hydrogen. Alternative energies and CO2 is also responsible for leading

energy conservation and CO2 management activities across Shell.

The chemicals business, a part of the company's downstream business, produces and sells petrochemicals to industrial

customers worldwide. These products are used in manufacturing plastics, coatings, and detergents; which in turn are

used in items such as fibers and textiles, thermal and electrical insulation, medical equipment and sterile supplies,

computers, vehicles, paints, and biodegradable detergents.

The segment produces base chemicals such as ethylene, propylene, and aromatics; and intermediates chemicals such

as styrene monomer, propylene oxide, solvents, detergent alcohols, ethylene oxide, and ethylene glycol.

Shell also reports a non-operating segment, corporate, which represents the functional activities supporting the whole

group. This segment consists of the following functional activities: holdings and treasury, headquarters and central

functions, and Shell insurance operations.

The corporate segment also includes insurance underwriting results and the functional and service -center costs that

have not been allocated to the other segments. In addition, it accounts for the interest and other income of a non -

operational nature, interest expense, non-trading currency exchange effects, and tax on these items.

Key Metrics


compared to fiscal 2010. Its net income was $30,918 million in fiscal 2011, compared to a net income of $20,127 million

in the preceding year.



Table 10: Royal Dutch Shell plc: key financials ($)

$ million 2007 2008 2009 2010 2011

Revenues 355,782.0 458,361.0 278,188.0 368,056.0 470,171.0

Net income (loss) 31,331.0 26,277.0 12,518.0 20,127.0 30,918.0

Total assets 269,470.0 282,401.0 292,181.0 322,560.0 345,257.0


Employees 104,000 102,000 102,000 97,000 90,000


Table 11: Royal Dutch Shell plc: key financial ratios

Ratio 2007 2008 2009 2010 2011

Profit margin 8.8% 5.7% 4.5% 5.5% 6.6%

Revenue growth 11.6% 28.8% (39.3%) 32.3% 27.7%

Asset growth 14.5% 4.8% 3.5% 10.4% 7.0%

Liabilities growth 12.3% 6.6% (0.7%) 12.2% 0.9%

Debt/asset ratio 54.0% 54.9% 52.7% 53.6% 50.5%

Return on assets 12.4% 9.5% 4.4% 6.5% 9.3%


Profit per employee $301,260 $257,618 $122,725 $207,495 $343,533


Figure 14: Royal Dutch Shell plc: revenues & profitability




Figure 15: Royal Dutch Shell plc: assets & liabilities




Total SA

Table 12: Total SA: key facts

Head office: 2 place Jean Millier, La Defense 6, Courbevoie 92400, FRA

Telephone: 33 147 444546

Fax: 33 147 444944

Website: www.total.com


Ticker: TOT, FP

Stock exchange: New York, Paris


TOTAL is engaged in the exploration and production of oil and gas, including transportation, refining, petroleum product

marketing, and international crude oil and product trading. The company operates in more than 130 countries.

TOTAL operates through three business segments: upstream; downstream; and chemicals.

The upstream segment includes the company's exploration, development, and production activities, and also its gas and

power operations. TOTAL has exploration and production activities in over 40 countries and produces oil or gas in 30

countries. TOTAL's gas and power division conducts activities downstream from production related to natural gas,

liquefied natural gas (LNG), and liquefied petroleum gas (LPG), as well as power generation and trading amongst other

activities.

The company's consolidated exploration and production subsidiaries' development expenditures totaled E8 billion

(approximately $11.1 billion) in FY2010. The investments were made primarily in Angola, Nigeria, Kazakhstan, Norway,

Indonesia, the Republic of Congo, the UK, the US, Canada, Thailand, Gabon, and Australia. In FY2010, the exploration

investments of consolidated subsidiaries amounted to E1,472 million ($2,047.9 mill ion). The main exploration

investments were made in Angola, Norway, Brazil, the UK, the US, Indonesia, Nigeria, and Brunei.

In FY2010, TOTAL's combined proved reserves of crude oil and natural gas were 10,695 million barrels of oil equivalent

(Mboe), 53% of which were proved developed reserves. Liquids represented approximately 56% of these reserves and

natural gas the remaining 44%. These reserves were located in Europe (mainly in Norway and the UK), in Africa (mainly

in Angola, Gabon, Libya, Nigeria, and the Republic of Congo), in the Americas (mainly in Canada, the US, Argentina,

and Venezuela), in the Middle East (mainly in Qatar, the UAE, and Yemen), and in Asia (mainly in Indonesia and

Kazakhstan).

For FY2010, the company's average daily oil and gas production was 2,378 thousand barrels of oil equivalent per day

(kboe/d) compared with 2,281 kboe/d in FY2009. Liquids accounted for approximately 56% and natural gas accounted

for approximately 44% of TOTAL's combined liquids and natural gas production in FY2010.

The upstream business segment also includes the gas and power division which encompasses the marketing, trading,

and transport of natural gas and LNG, LNG re-gasification and natural gas storage, and LPG shipping and trading. It also

includes power generation from gas-fired combined-cycle plants and renewable energies; the trading and marketing of

electricity; and the production, marketing, and trading of coal and solar power systems (through its subsidiaries Tenesol

and Photovoltech). In FY2010, TOTAL traded and sold approximately 4.5 million metric ton (Mt) of LPG (butane and

propane) worldwide.



TOTAL is also engaged in renewable energies, with a particular focus on solar-photovoltaic power. In solar-photovoltaic

power (based on silicon-crystal technology), TOTAL is involved in upstream activities, with the manufacturing of

photovoltaic cells, and, in downstream activities, with the marketing of solar modules and systems. In partnership with

GDF Suez and IMEC (Interuniversity MicroElectronics Centre), TOTAL owns 50% of Photovoltech, a company

specializing in manufacturing photovoltaic cells. In addition, TOTAL holds a 50% interest in Tenesol, in partnership with

Electricite de France (EDF). Tenesol designs, manufactures, markets, and operates solar-photovoltaic power systems.

TOTAL also operates a wind farm in Mardyck (near its Flanders refinery, located in Dunkirk, France) and has a capacity

of 12 MW. In marine energy, TOTAL holds a 16% interest in Scottish renewable company Marine Power, located in the

Orkney Islands in Scotland. TOTAL is also exploring a number of avenues for developing biomass. In relation to this, the

company entered into a strategic partnership with Amyris, a US-based start-up specializing in biotechnologies. The

company has acquired a 22% interest in Amyris.

TOTAL also exports steam coal from its mines located in South Africa, primarily to Europe and Asia. The company,

through its subsidiary TOTAL Coal South Africa (TCSA), owns and operates four mines in South Africa with a fifth mine

under development in Dorstfontein. TOTAL also trades and markets steam coal through its subsidiaries TOTAL Gas &

Power, TOTAL Energy Resources (Pacific Basin), and CDF Energie (France). TOTAL sold approximately 7.3 Mt of coal

worldwide in FY2010.

The downstream segment is engaged in refining, marketing, trading, and shipping activities. TOTAL are the largest

refiner/marketer in Western Europe, and the largest marketer in Africa, with a market share of 10%.

TOTAL's refining business has interests in 24 refineries and it directly operates 10 of these refineries. These refineries

are located in Europe, the US, the French West Indies, Africa, and China. The company's refineries produce a broad

range of specialty products, such as lubricants, LPG, jet fuel, special fluids, bitumen, and petrochemical feedstock. As of

December 31, 2010, TOTAL's worldwide refining capacity was 2,363 thousand barrels per day (kb/d) and its refined

products sales worldwide were 3,776 kb/d (including trading activities).

The company markets a wide range of specialty products, produced from refined oil at its refineries and other facilities.

TOTAL is among the leading companies in the specialty products market, in particular for bitumen, jet fuel, LPG,

lubricants, marine fuels, and special fluids. The company markets its specialty products in approximately 150 countries.

As of December 31, 2010, TOTAL's worldwide marketing network comprised 17,490 retail stations, with more than 50%

owned by the company.

TOTAL is also active in the biodiesel and biogasoline biofuel sectors. In FY2010, TOTAL produced and blended 549

kilotons (kt) of ethanol in gasoline at its European refineries and 2,023 kt of vegetable -oil-methyl-ester (VOME) in diesel

at its European refineries and several oil depots . TOTAL, in partnership with the companies in this area, is developing

second generation biofuels derived from biomass. The company is also participating in French, European, and

international bioenergy development programs.

The trading and shipping division of the downstream segment of TOTAL sells and markets the company's crude oil

production; and provides a supply of crude oil for the company's refineries. It also imports and exports the appropriate

petroleum products for TOTAL, charters appropriate ships for these activities, and undertakes trading on various

derivatives markets.

In FY2010, the shipping division of the company chartered approximately 2,900 voyages to transport approximately 119

Mt of oil. As of December 31, 2010, TOTAL employed a fleet o f 47 vessels chartered under long-term or medium-term

agreements (including four LPG carriers). The fleet, consisting entirely of double -hulled vessels, has an average age of

approximately four years.

The chemicals segment is organized into base chemicals (petrochemicals and fertilizers) and specialty chemicals

(including rubber processing, resins, adhesives, and electroplating activities). TOTAL is one of the world's largest

integrated chemical producers.



The base chemicals division comprises TOTAL's petrochemical and fertilizer businesses. TOTAL's petrochemical

activities include base petrochemicals (olefins and aromatics) and their polymer derivatives (polyethylene, polypropylene,

and styrenics). TOTAL's main petrochemical sites are located in Belgium, France, the US, Singapore, and China. TOTAL

holds a 50% interest in an integrated petrochemicals site located in Daesan, South Korea, in partnership with Samsung.

The company also holds interest in a site with a steam cracker and two polyethylene units in Me saieed, Qatar. Through

its subsidiary GPN, TOTAL manufactures and markets nitrogen fertilizers made from natural gas.

TOTAL's specialties chemicals division includes its business in rubber processing, resins, adhesives, and electroplating.

Hutchinson manufactures and markets products derived from rubber processing for the automotive, aerospace, and

defense industries. The consumer products business offers baby care products and household specialties. TOTAL

produces and markets resins for adhesives, inks, paints, coatings and structural materials through three subsidiaries:

Cray Valley, Sartomer, and Cook Composites & Polymers. TOTAL, through its subsidiary Bostik, is engaged in

manufacturing adhesives for the industrial, hygiene, construction, and consumer and professional distribution markets.

Atotech, which encompasses TOTAL's electroplating activities, is the second largest company in this sector, based on

worldwide sales. It is engaged in both the electronics and general metal finishing markets.

Key Metrics




Table 13: Total SA: key financials ($)

$ million 2007 2008 2009 2010 2011

Revenues 190,350.6 223,053.7 156,028.1 195,431.3 231,705.6

Net income (loss) 18,337.5 14,732.9 11,751.5 14,706.5 17,078.5

Total assets 157,959.1 164,593.8 177,730.9 199,941.6 228,226.2


Employees 96,442 96,959 96,959 96,387 93,000


Table 14: Total SA: key financials (€)

€ million 2007 2008 2009 2010 2011

Revenues 136,824.0 160,331.0 112,153.0 140,476.0 166,550.0

Net income (loss) 13,181.0 10,590.0 8,447.0 10,571.0 12,276.0

Total assets 113,541.0 118,310.0 127,753.0 143,718.0 164,049.0





Table 15: Total SA: key financial ratios

Ratio 2007 2008 2009 2010 2011

Profit margin 9.6% 6.6% 7.5% 7.5% 7.4%

Revenue growth 3.1% 17.2% (30.0%) 25.3% 18.6%

Asset growth 7.9% 4.2% 8.0% 12.5% 14.1%

Liabilities growth 5.8% 0.9% 8.5% 9.6% 14.8%

Debt/asset ratio 60.5% 58.6% 58.9% 57.4% 57.7%

Return on assets 12.1% 9.1% 6.9% 7.8% 8.0%




Figure 16: Total SA: revenues & profitability




Figure 17: Total SA: assets & liabilities




Exxon Mobil Corporation

Table 16: Exxon Mobil Corporation: key facts

Head office: 5959 Las Colinas Boulevard, Irving, Texas 75039 2298, USA

Telephone: 1 972 444 1000

Fax: 1 972 444 1348

Website: www.exxonmobil.com


Ticker: XOM

Stock exchange: New York


The Exxon Mobil Corporation (Exxon Mobil) is an integrated oil and gas company engaged in the exploration and

production, refining, and marketing of oil and natural gas. The company is also a major manufacturer and marketer of

commodity petrochemicals, including olefins, aromatics, polyethylene, and polypropylene plastics, and a wide variety of

specialty products. It also has interests in electric power generation facilities. The company conducts its business

activities across the globe.

Exxon Mobil operates through three segments: upstream; downstream; and chemica ls.

The upstream segment explores and produces crude oil and natural gas. The company's upstream business has

operations in 36 countries and includes five global companies. These companies are responsible for the corporation's

exploration, development, production, gas and power marketing, and upstream -research activities. The company's

upstream portfolio includes operations in the US, Canada, South America, Europe, the Asia -Pacific, Australia, the Middle

East, Russia, the Caspian region, and Africa.

As of FY2010, the company had liquid proved reserves of 11,673 million barrels and 78,815 billion cubic feet of natural

gas. The company had 19,999 of crude oil and 25,500 of natural gas net production wells as of FY2010. Further, the

company's net production of liquids, which include crude oil, natural gas liquids, synthetic oil, and bitumen, for FY2010

was 2.2 million barrels/day. The company's production of natural gas and oil -equivalent for FY2010 was 12,148 million

cubic feet and 4.4 million barrels/day, respectively.

Moreover, for FY2010, Exxon Mobil's net exploration acreage totaled 62.1 million acres in 33 countries. During the same

year, approximately 7.7 billion oil-equivalent barrels (GOEB) of ExxonMobil's proved reserves were classified as proved

undeveloped. Additionally, ExxonMobil completed development work in over 80 fields and participated in major project

start-ups that resulted in the transfer of approximately 1.4 GOEB from proved undeveloped to proved developed

reserves by year-end. This represented the movement of 18% of the proved undeveloped reserves into the proved

developed category.

The company is also engaged in power generation. ExxonMobil has interests in approximately 16 gigawatts of power

generation capacity worldwide. This includes a m ajority interest in the Castle Peak Power Company that generates

electricity for consumers in Hong Kong and mainland China.



The company's downstream activities include refining, supply, and fuels marketing. The company's refining and supply

business focuses on providing fuel products and feedstock. Exxon Mobil manufactures clean fuels, lubes, and other

high-valued products. The refining and supply operations encompass a global network of manufacturing plants,

transportation systems, and distribution centers that provide a range of fuels, lubricants, and feedstocks, amongst other

products, to its customers around the world. As of FY2010, the company had interests in 36 refineries across 21

countries, with a distillation capacity of 6.3 million barrels per day and a lubricant base stock manufacturing capacity of

131 thousand barrels per day. In FY2010, Exxon Mobil's refinery throughput was 5.3 million barrels per day.

The fuels marketing business operates throughout the world. The Exxon, Mobil, and Esso brands serve motorists at

26,278 service stations and provide over one million industrial and wholesale customers with fuel products. The

company supplies lube base stocks and markets finished lubricants and specialty products.

The chemicals segment manufactures and sells petrochemicals. Exxon Mobil Chemical is an integrated manufacturer

and global marketer of olefins, aromatics, fluids, synthetic rubber, polyethylene, polypropylene, oriented polypropylene

packaging films, plasticizers, synthetic lubricant base stocks, additives for fuels and lubricants, zeolite catalysts, and

other petrochemical products.

Key Metrics




Table 17: Exxon Mobil Corporation: key financials ($)

$ million 2007 2008 2009 2010 2011

Revenues 404,552.0 477,359.0 310,586.0 383,221.0 486,429.0

Net income (loss) 40,610.0 45,220.0 19,280.0 30,460.0 41,060.0

Total assets 242,082.0 228,052.0 233,323.0 302,510.0 331,052.0


Employees 80,800 79,900 80,700 83,600 82,100




Table 18: Exxon Mobil Corporation: key financial ratios

Ratio 2007 2008 2009 2010 2011

Profit margin 10.0% 9.5% 6.2% 7.9% 8.4%

Revenue growth 10.7% 18.0% (34.9%) 23.4% 26.9%

Asset growth 10.5% (5.8%) 2.3% 29.7% 9.4%

Liabilities growth 10.3% (4.7%) 6.7% 27.0% 13.7%

Debt/asset ratio 47.9% 48.5% 50.5% 49.5% 51.4%

Return on assets 17.6% 19.2% 8.4% 11.4% 13.0%




Figure 18: Exxon Mobil Corporation: revenues & profitability




Figure 19: Exxon Mobil Corporation: assets & liabilities




APPENDIX

Methodology MarketLine Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed , cross-

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market and our clients

Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and

trends

MarketLine aggregates and analyzes a number of secondary information sources, including:

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- Company Annual Reports

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be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can

then be refined according to specific competitive, regulatory and demand-related factors

Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date



Industry associations

International Organization of Motor Vehicle Manufacturers

4, Rue de Berri, 75008 Paris, FRA

Tel.: 33 1 4359 0013

Fax: 33 1 4563 8441

www.oica.net

Automotive Aftermarket Industry Association (AAIA) 4600 East-West Highway, Suite 300, Bethesda, MD 20814-3415, USA

Tel.: 1 301 654 6664

Fax: 1 301 654 3299

www.aftermarket.org

American International Automobile Dealers Association 211 North Union Street, Suite 300, Alexandria, VA 22314, USA

Tel.: 1 703 519 7800

Fax: 1 703 519 7810

www.aiada.org

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Industry Profile

Global Auto Components

Global Motorcycle Manufacturing

Global Automotive Manufacturing

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