Fabia poslije duge analize ustanovili smo da patis od forumo-dugacki postovi-fobije koja je izazvana najnovijim desavanjima u aziji i katastrofalnim cunamijem, a i jetleg ima svog uticaja u svemu
Dok njemački i talijanski automobilski giganti proživljavaju teške dane, gubitke i pad prodaje, japanci i korejci polako ali sigurno osvajaju i europsko tržište
Njemačka je najveći proizvodač automobila ali u prvoj polovini prošle godine kosooki su bilježili veliki porast prodaje, Daewoo 71,9%, Toyota 22, 4%, Hyundai 13,5 %, Mazda 11,8%...
Sa druge strane njemcima nije lako, VW bilježi pad od 9,4%, Audi 7,0%, Opel 4,5% a Mercedes 4,0%. Osim toga, glavari svaki dan se svađaju! Najbolje ide Toyoti koja u proljeće 2004 postala br. 2 i srušila stari Big Three a svi su sigurno da do 2010 postaje br. 1! Toyota u Deutcheland godišnje prodaje 110 000 automobila. A zašto?
[size=6]Tabela:[/size]
Daihatsu:
Sjedište: Osaka, Japan
Utemeljena: 1907
Predsjednik: Takaya Yamada
Broj zaposlenih: 10 725
Promet 2003: 7,6 milijardi eura
Proizvodnja 2003: 722 956 vozila, 6 fabrika
Ocjena: 3
Honda:
Sjedište: Tokio, Japan
Utemeljena: 1948
Predsjednik: Takeo Fukui
Broj zaposlenih: 131 900
Promet 2003: 61,4 milijarde eura
Proizvodnja 2003: 2,968 miliona vozila, 40 fabrika!!!!!!
Ocjena: 5
Mazda:
Sjedište: Hiroshima, japan
Utemeljena: 1920
Predsjednik: Hisakazu Imaki
Broj zaposlenih: 36 000
Promet 2003: 20,82 milijarde eura
Proizvodnja 2003: 1,19 miliona vozila, 5 fabrika
Ocjena: 5
Mitsubishi:
Sjedište: Toki, Japan
Utemeljena: 1970
Predsjednik: Yoichiro Okazaki
Broj zaposlenih: 18 000
Promet 2003: 19 milijardi eura
Proizvodnja 2003: 1,563 miliona vozila, 8 fabrika
Ocjena: 1
Nissan:
Sjedište: Tokio, Japan
Utemeljena: 1933
Predsjednik: Carlos Ghosn
Broj zaposlenih: 123 798
Promet 2003: 56,6 milijardi eura
Proizvodnja 2003: 2,88 miliona vozila, 25 fabrika
Ocjena: 5
Subaru:
Sjedište: Tokio, Japan
Utemeljena: 1954
Predsjednik: Takeshi Tanaka
Broj zaposlenih: 15 000
Promet 2003: 10,252 milijardi eura
Proizvodnja 2003: 542 000 vozila, 6 fabrika
Ocjena: 3
Suzuki:
Sjedište: Hamamatsu
Utemeljena: 1920
Predsjednik: Osamu Suzuki
Broj zaposlenih: 13 700
Promet 2003: 17 milijardi eura
Proizvodnja 2003: N/A
Ocjena: 4
Toyota:
Sjedište: Toyota City, Japan
Utemeljena: 1937
Predsjednik: Fujio Cho
Broj zaposlenih: 264 000
Promet 2003: 136,21 milijardu eura
Proizvodnja 2003: 6,82 miliona vozila, 84 fabrike!!!!!!!!!!!!!!!!!!!!!!!!!!
Ocjena: 5
Daewoo:
Sjedište: Incheon, Korea
Utemeljena: 1972
Predsjednik: Nick Reilly
Broj zaposlenih: 15 000
Promet 2003: N/A
Proizvodnja 2003: 570 000 vozila, 4 fabrike
Ocjena: 3
Hyundai:
Sjedište: Seoul, Korea
Utemeljena: 1968
Predsjednik: Chung Mong-Koo
Broj zaposlenih: 53 003
Promet 2003: 16,81 milijardu eura
Proizvodnja 2003: 1,99 miliona vozila, 6 fabrika
Ocjena: 4
KIA:
Sjedište: Seuol, Korea
Utemeljena: 1944
Predsjednik: Chung Mong-Koo
Broj zaposlenih: 30 000
Promet 2003: 8,6 milijardi eura
Proizvodnja 2003: 1,2 miliona vozila, 4 fabrike
Ocjena: 4
F.I.A.T:
Sjedište: Torino, Italia
Utemeljena: 1898
Predsjednik: Herbert Demel
Broj zaposlenih: 44 500
Promet 2003: 47,3 milijarde eura
Proizvodnja 2003: 1,875 miliona vozila (Fiat, Alfa Romeo i Lancia), 12 fabrika
Ocjena: 2
Jaguar:
Sjedište: Coventry, Velika Britanija
Utemeljena: 1928
Predsjednik: Joe Greenwell
Broj zaposlenih: 10 000
Promet 2003: Zajedno sa Fordom...
Proizvodnja 2003: 121 000 vozila, tri fabrike
Ocjena: 1
Volvo:
Sjedište: Goteborg, Švedska
Utemeljena: 1927
Predsjednik: Hans-Olov Olsson
Broj zaposlenih: 27 990
Promet 2003: Zajedno sa Fordom...
Proizvodnja 2003: 420 000 vozila, 3 fabrike
Ocjena: 4
Citroen:
Sjedište: Pariz, Francuska
Utemeljena: 1919
Predsjednik: Claude Statinet
Broj zaposlenih: Komplet PSA 200 000
Promet 2003: Komplet PSA 54,2 milijarde eura
Proizvodnja 2003: 1,372 miliona vozila, 11 fabrika
Ocjena: 4
Peugeot:
Sjedište: Pariz, Francuska
Utemeljena: 1890
Predsjednik: Jean-Martin Folz
Broj zaposlenih: Komplet PSA 200 000
Promet 2003: 54,2 milijarde eura (PSA)
Proizvodnja 2003: 1,9 miliona vozila, 14 fabrika
Ocjena: 5
Renault:
Sjedište: Pariz, Francuska
Utemeljena: 1898
Predsjednik: Louis Schweitzer
Broj zaposlenih: 130 340
Promet 2003: 37,525 miljarde eura
Proizvodnja 2003: 2,46 miliona vozila, 32 fabrike
Ocjena: 4
MG Rover:
Sjedište: Longbridge, Velika Britanija
Utemeljena: 2000
Predsjednik: Kevin howe
Broj zaposlenih: 6300
Promet 2003: N/A
Proizvodnja 2003: 138 000 vozila, 1 fabrika
Ocjena: 1
Saab:
Sjedište: Trollhattan, Švedska
Utemeljena: 1937
Predsjednik: Peter Augustsson
Broj zaposlenih: 6400
Promet 2003: 2,5 milijarde eura
Proizvodnja 2003: 131 000 vozila, 3 fabrike
Ocjena: 1
Seat:
Sjedište: Barcelona, Španija
Utemeljena: 1950
Predsjednik: Andreas Schleef
Broj zaposlenih: 13 000
Promet 2003: 5,52 milijarde eura
Proizvodnja 2003: 460 040 vozila, 3 fabrike
Ocjena: 3
Škoda:
Sjedište: Mlada Boleslava, Češka
Utemeljena: 1895
Predsjednik: Detlef Witting
Broj zaposlenih: 20 490
Promet 2003: 4,85 milijardi
Proizvodnja 2003: 437 554 vozila, 3 fabrike
Ocjena: 5
Audi:
Sjedište: Ignoštadt, Njemačka
Utemeljena: 1910
Predsjednik: Martin Winterkorn
Broj zaposlenih: 53 021
Promet 2003: 23, 4 miljarde eura
Proizvodnja 2003: 761 582 vozila, 5 fabrika
Ocjena: 5
VW:
Sjedište: Wolfsburg, Njemačka
Utemeljena: 1938
Predsjednik: Bernd Pischestrieder
Broj zaposlenih: 341 000
Promet 2003: 31,6 milijardi eura
Proizvodnja 2003: 3,06 miliona vozila, 16 fabrika
Ocjena: 3
BMW:
Sjedište: Munchen, Njemčka
Utemeljena: 1916
Predsjednik: Helmut Panke
Broj zaposlenih: 105 338
Promet 2003: 41,5 milijardi eura
Proizvodnja 2003: 1,12 miliona vozila (Mini i RR), 24 fabrike
Ocjena: 5
Mercedes:
Sjedište: Stuttgart
Utemeljena: 1926
Predsjednik: Eckhard Cordes, zamenik Brabus
Broj zaposlenih: 362 063
Promet 2003: 136,4 milijarde eura
Proizvodnja 2003: 1,085 miliona vozila, 6 fabrika
Ocjena: 4
Smart:
Sjedište: Boblingen, Njemačka
Utemeljena: 1994
Predsjednik: Ulrich Walker
Broj zaposlenih: 2200
Promet 2003: 1,35 milijarde eura
Proizvodnja 2003: 124 700 vozila, 1 fabrika
Ocjena: 4
Porsche:
Sjedište: Štutgart, Njemačka
Utemeljena: 1948
Predsjednik: Wendelin Wiedeking
Broj zaposlenih: 10 699
Promet 2003: 5,58 milijardi eura
Proizvodnja 2003: 73 284 vozila, 3 fabrike
Ocjena: 5
Ford:
Sjedište: Koln, Njemačka
Utemeljena: 1925
Predsjednik: Berhard Mattes
Broj zaposlenih: 340 000 vozila
Promet 2003: 164 milijarde eura
Proizvodnja 2003: 6,7 miliona vozila, 111 fabrika
Ocjena: 3
Opel:
Sjedište: Russelsheim, Njemačka
Utemeljena: 1899
Predsjednik: Hans Demant
Broj zaposlenih: 31 630
Promet 2003: 13,9 milijardi eura
Proizvodnja 2003: 1,66 miliona vozila, 9 fabrika
Ocjena: 2
MARKE KOJE PUCAJU OD ZDRAVLJA:
AUDI
ŠKODA
PEUGEOT
RENAULT
CITROEN
NISSAN
TOYOTA
BMW
MARKE KOJE NEMAJU RAZLOGA ZA PLAKANJE:
FORD
HONDA
MERCEDES
MAZDA
SMART
VOLVO
MARKE KOJE SU NA DOBROM PUTU:
DAEWOO
KIA
HYUNDAI
SUZUKI
SEAT
ALFA ROMEO
MARKE KOJE SE NALAZE U KRIZI:
DAIHATSU
SUBARU
OPEL
VW
FIAT
KRONIČNI BOLESNICI:
LANCIA
MITSUBISHI
JAGUAR
ROVER
SAAB
TAKUMI
Fabia poslije duge analize ustanovili smo da patis od forumo-dugacki postovi-fobije koja je izazvana najnovijim desavanjima u aziji i katastrofalnim cunamijem, a i jetleg ima svog uticaja u svemu
Loše stvari dolaze u paketu, za dobre stvari treba vremena.
Predsjednik: Eckhard Cordes, zamenik Brabus
Hahahaha.....dobro si me nasmejao
lud si 100%
Kako Opel 2-ka qmim te bogom!? A ubija sa prodajom Astre!!
Prodaje se Astra i novi Punto.
U HR Astra/Opel su prvi po prodaji.
Mislim da u EU Astra se prodaje bolje od Gnojfa.
TAKUMI
sve je crno na bijelo
ford ,mercedes,toyota i honda se odvajaju od ostalih,francuzi me iznenadjuju prijatno
Meni se cini da je ovo za 2003god?
Najace je sto Tojota sa 6 puta vise proizvedenih automobila ima promet u novcu kao Mercedes. Mogu misliti tek koliko je razlika u cistom profitu.
Vjestacka inteligencija se ne moze suprostaviti prirodnoj gluposti.
Toyota ima veci profit od cijele njemacke autoindustrije. 9 miliona je to.
A sto se tice prometa, Mercedes je luksuzna marka i proizvodi skupe kante, recimo Mercedes prodaje jednu C klasu 40 000 eura a Toyota 4 Yarisa za istu sumu novca. Tu Toyota zaradjuje 8 soma eura a Mercedes 4.
TAKUMI
Mislis li da isto kosta da se napravi jedan Mercedes C klase kao cetiri Yarisa. Prije ce biti da kosta kao 1,5 Yarisa a da ostalo ide mercedesu u dzep. Patosnice za mercedes (gumene) su preko 100 eura, cijenim da im je proizvodjacka cijena izmedju 1 i 1,5 eura.
Po tvome ispade da se Mercedes ugradjuje u cijenu 10% a Tojota 20%. Sigurno Tojota ide na duplo veci profit od Mercedesa jer prodaje svoje aristokratsko ime.
Vjestacka inteligencija se ne moze suprostaviti prirodnoj gluposti.
Mercedes u C klasu stavlja jednu od najboljih plastika e Toyota u Yaris ne. Mercedes u C stavlja puno elektronike i znas li sto je C klasa za jedan Yaris?
Za Proizvodnju Yarisa Toyota koristi robot koji je kupjen jednom za 20 godina a Mercedes se sklapa kao prije 50 godina, znaci manufaktur a tu svaki radnik prima gomilu novca. Plus tu su ti opozivi, recimo prosle godine Mercedes je opozvao 1 300 000 automobila zbog kocnica, svima su stavili nove kocnice, znas koliko to kosta?
Toyota radi po planu Joint Venture a Mercedes ne i td.
TAKUMI
jel to bila ona frka sa S-klassom ?Originally Posted by Fabia_Elegance!
~
Any experiment of interest in life will be carried out at your own expense. Mark it well.
Mercedesi se rucno sklapaju kao prije 50 godina.
Preporucio bih ti da manje koristis opijate, nepovoljno uticu na tebe.
Vjestacka inteligencija se ne moze suprostaviti prirodnoj gluposti.
S, E, SL, CL.Originally Posted by mc_esseny
A nova S klasa je imao problema s Distronic Plus-om.
Milos, nisi me shvatio. Mercedesovi modeli se sklapaju rucno, od Maybacha do A klase. To je zbog kvalitete i preciznosti.
Last edited by Fabia_Elegance!; 11-04-06 at 19:04.
TAKUMI
:lolblue: :lolblue:Originally Posted by Milos
:lolblue: :lolblue:
~
Any experiment of interest in life will be carried out at your own expense. Mark it well.
Valjda nijesam pogrijesio topik...
MAN trap
Scania, a Swedish truckmaker, rejected a euro9.6 billion ($12.2 billion) takeover bid from MAN, a German rival. Scania's two leading shareholders, Volkswagen and the investment arm of Sweden's Wallenberg family, believe the offer undervalues the company. But a battle for control seemed certain after MAN received the support of Renault, which holds a 5% voting stake in Scania.
Will MAN take over Scania?
“WE WANTED the main shareholders' support for our bid,” says Hakan Samuelsson, the Swedish boss of MAN, a German truckmaker. He says his company has been talking to the biggest shareholders of Scania, its Swedish rival, for a couple of months about a friendly takeover of the company that employed him for 23 years before he joined MAN six years ago. But a leak to a press agency obliged him, he says, to choose between abandoning his plan and going ahead without the backing of Scania's main owners.
Mr Samuelsson's hostile move caused consternation at Scania. Over the weekend its nine-member board unanimously rejected his takeover proposal. Three members are representatives of Volkswagen (VW), a German carmaker and Scania's biggest shareholder with 18.7% of the capital and 34% of the votes. Two speak for Investor, a Swedish investment company controlled by the Wallenberg family, which controls 29% of the votes. On September 18th, when Mr Samuelsson launched a €9.6 billion ($12.2 billion) cash-and shares bid anyway, VW and Investor issued statements within hours to turn down MAN's offer.
MAN and Scania are a good match. Scania's strong brand, juicy margins and engine know-how make it one of the most attractive companies in the industry. The two firms have talked about co-operating in the development of gearboxes and axles, though the discussion ended acrimoniously. Scania's focus on heavy trucks would complement MAN's on lighter vehicles. Mr Samuelsson and several other former Scania managers who recently defected to MAN know Scania well. The combination would create the market leader in Europe, a strong firm in emerging markets and the global number three by sales.
Analysts have been predicting consolidation in the European market since the start of the year. Bigger is better: DaimlerChrysler Truck Group, the market leader by a large margin, and Volvo Trucks, the number two, are reaping the benefits of economies of scale in research and development (R&D), sourcing of components, marketing and distribution. This puts both in a strong position to weather a coming storm. The truck business is booming in most countries, but new carbon-emission standards in the North American Free Trade Area and stronger competition from Asian and Eastern European producers are likely to hit sales next year.
Mr Samuelsson is undeterred by the big shareholders' rejection. He is betting on winning over Investor with a better price and VW with a bigger stake in the merged company. Investor is unlikely to be keen on becoming a minority shareholder without multiple-voting rights in a Societas Europaea (SE), the European Union's newish form of company that Mr Samuelsson wants the merged firm to assume. Dual-class shares are common in Swedish companies, but do not exist in SEs. VW, meanwhile, could be tempted by an offer to incorporate its undersized truck business in Brazil, which would increase its stake in the new company.
Much depends on how he sweetens his offer, but Mr Samuelsson's strategy may well succeed unless an attractive rival bid emerges. Analysts at JPMorgan, an American investment bank, say that PACCAR, an American truckmaker, could afford a counterbid for Scania and might reap greater synergies than MAN. MAN says it will be saving some €500m a year, mainly in component sourcing, administration and R&D within the next three years. Even so, say JPMorgan's analysts, PACCAR will probably shy away from a bidding war.
Could Scania turn the tables and bid for MAN? The “Pac-Man” defence remains an option for Leif Ostling, Scania's boss for 17 years. Yet Mr Ostling is opposed not only to this merger but to any. He thinks Scania is better off on its own. Its smaller size, European focus and emphasis on heavy trucks have made it the most profitable company in its peer group with average margins of 9.4% over the past 15 years. In 1999 Mr Ostling fought hard against a hostile bid by Volvo, a Swedish carmaker, and won when the deal was blocked by the EU's antitrust watchdog. Three years ago he rejected a previous advance by MAN. This could be the trickiest—and possibly the last—battle of his time at Scania.
Ford said it had employed the services of Sir John Bond, Vodafone's chairman and a former chairman of HSBC, as a part-time financial consultant to Bill Ford, the carmaker's chairman. Last week investors showed little enthusiasm when Mr Ford unveiled plans for 10,000 more white-collar job cuts and two additional plant closures.
Detroit's woes continued as DaimlerChrysler's boss, Dieter Zetsche, predicted that Chrysler would make a loss for the year, rather than a previously forecast profit. As it continues to lose market share in North America, the carmaker is making additional cuts to vehicle production this year.
Chrysler joins General Motors and Ford in deep trouble
Reuters
Fired, sort of
NOT even appearing in adverts on American television as the jocular Dr Z, a mustachioed caricature of himself, enabled Dieter Zetsche to boost sales of Chrysler vehicles. The boss of DaimlerChrysler was forced to admit on September 19th that his efforts to turn the American carmaker around had stalled. Its mounting losses could cut the group's operating profits by €1 billion ($1.3 billion) this year.
America's third-biggest carmaker had started to convince people that it had turned the corner. After all, it was growing while its Detroit neighbours, General Motors (GM) and Ford, were having to close plants and lay off thousands of workers. (This week Ford said it would suspend its quarterly dividend and cut 14,000 salaried workers, rather than the 4,000 originally planned; it also emerged that Ford and GM even briefly considered an alliance.)
But earlier this year some in Motown began to suspect something was wrong: thousands of new, unsold Chrysler vehicles began to fill up car parks at the airport and other locations around the city. As fuel prices soared, unwanted people-carriers, pick-up trucks and sport-utility vehicles were piling up on dealers' forecourts. Such vehicles account for around 70% of Chrysler's sales, but consumers were suddenly reluctant to buy them because of their high fuel-consumption.
Chrysler's executives hoped that a big marketing push would clear the glut. Hence the $100m “Dr Z” campaign. But it didn't work, because GM and Ford also had vast numbers of similar unsold vehicles—and, being more desperate, offered bigger discounts. “Hope may not be the best basis for a management decision,” Mr Zetsche conceded this week. Chrysler is now cutting production by almost a quarter and readying new, more fuel-efficient vehicles for market. Fuel prices are now falling, but experts predict consumers will continue to be wary of big gas-guzzlers.
Mr Zetsche is a popular figure in Detroit, where he arrived in 2000 to sort out Chrysler, which had merged with Germany's Daimler-Benz in 1998. He undertook a huge restructuring, much like those now under way at GM and Ford. His success helped him win DaimlerChrysler's top job in July 2005.
With hindsight, Mr Zetsche's decision to appear in his firm's advertisements was itself a bad omen. Lee Iacocca, Jacques Nasser and Bill Ford all tried it too. While it is not unusual for American bosses to pitch their own products, it smacks of desperation. Yet Mr Zetsche, rather cleverly, did not really appear as himself—so he could sack his alter ego with impunity.
Last edited by hercules; 22-09-06 at 00:04.
Loše stvari dolaze u paketu, za dobre stvari treba vremena.
sta je ovo brate mili,roman,roman abramovic
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