Top Five Global Electric Vehicle Companies: Performance, Strategies and Competitive Analysis, December 2012
The global electric vehicle industry is estimated to reach $73.9 billion, with a CAGR of 8% during the next five years. Key industry players are planning to maximize market share in emerging markets by capitalizing on the strengths of new green technology and offering tailor-made products that are expected to attract customers.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on top five electric vehicle companies and presents its findings in Top Five Global Electric Vehicle Companies: Performance, Strategies and Competitive Analysis.
The report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and provides a SWOT analysis.
Lucintel’s report depicts the key challenges faced by the industry. There has been a decrease in the market share primarily due to lower production from the companies. The decline is also related to reduced participation in the low margin business due to the economic crisis. The maintenance costs of vehicles and fluctuating preferences of customers have affected the electric vehicle industry as well.
In addition to these challenges, the study focuses on the key drivers of the industry. Electric cars have advantage over traditional cars in terms of efficiency. The average efficiency is approximately 80%, which is far better than that of traditional gasoline-powered vehicles. Rising environmental awareness among consumers and high oil prices before and after the recession have prompted consumers to purchase hybrid and electric vehicles, or at least to consider buying in the future.
The report briefly describes the top five global electric vehicle companies:
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global electric vehicle companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on top five electric vehicle companies and presents its findings in Top Five Global Electric Vehicle Companies: Performance, Strategies and Competitive Analysis.
The report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and provides a SWOT analysis.
Lucintel’s report depicts the key challenges faced by the industry. There has been a decrease in the market share primarily due to lower production from the companies. The decline is also related to reduced participation in the low margin business due to the economic crisis. The maintenance costs of vehicles and fluctuating preferences of customers have affected the electric vehicle industry as well.
In addition to these challenges, the study focuses on the key drivers of the industry. Electric cars have advantage over traditional cars in terms of efficiency. The average efficiency is approximately 80%, which is far better than that of traditional gasoline-powered vehicles. Rising environmental awareness among consumers and high oil prices before and after the recession have prompted consumers to purchase hybrid and electric vehicles, or at least to consider buying in the future.
The report briefly describes the top five global electric vehicle companies:
- Daimler
- Ford
- General Motors
- Toyota
- Volkswagen
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global electric vehicle companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
1. EXECUTIVE SUMMARY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON DAIMLER
6. COMPANY PROFILE ON FORD
7. COMPANY PROFILE ON GENERAL MOTORS
8. COMPANY PROFILE ON TOYOTA
9. COMPANY PROFILE ON VOLKSWAGEN
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON DAIMLER
6. COMPANY PROFILE ON FORD
7. COMPANY PROFILE ON GENERAL MOTORS
8. COMPANY PROFILE ON TOYOTA
9. COMPANY PROFILE ON VOLKSWAGEN
LIST OF FIGURES AND CHARTS
CHAPTER 3. Market Opportunity
Figure 3.1: Supply chain for electric vehicle market
Figure 3.2: Global electric vehicle industry annual trend 2006-2011 (US $B)
Figure 3.3: Global electric vehicle industry regional trend 2006-2011 (US $B)
Figure 3.4: Global electric vehicle industry regional trend 2006-2011 (%)
Figure 3.5: Global electric vehicle industry segment trend 2006-2011 (US $B)
Figure 3.6: Global electric vehicle industry segment trend 2006-2011 (%)
Figure 3.7: Global electric vehicle industry opportunity by region
Figure 3.8: Global electric vehicle industry opportunity by segment
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: Top five electric vehicle companies – financial benchmarking
Figure 4.2: Global top five electric vehicle companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $M)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. Company Profile of Daimler
Figure 5.1: Daimler’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – Daimler
Figure 5.3: Financial benchmarking Daimler against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of Daimler against Top Five best
Figure 5.5: Global industry revenue trend Vs Daimler (2007-2011) in US $B
Figure 5.6: Global market share trend for Daimler (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Daimler 2007-2011 in (%)
Figure 5.12: European market share trend Vs Daimler 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Daimler 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Daimler 2007-2011 in (%)
Figure 5.15: Daimler trend in R&D expenses 2007-2011 in US $B
Figure 5.16: Daimler trend in R&D expenses Percentage of total revenue
Figure 5.17: Comparison of Daimler SE R&D expenditure vs top three & top five players average 2011
Figure 5.18: Daimler productivity 2007-2011 (US $M)
Figure 5.19: Daimler capital investment value 2007-2011 (US $M)
Figure 5.20: Strategic execution
CHAPTER 6. Company Profile of Ford
Figure 6.1: Ford revenue by business structure 2011
Figure 6.2: Lucintel triad - Ford
Figure 6.3: Financial benchmarking of Ford against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Ford against Top five best
Figure 6.5: Global industry revenue trend Vs Ford (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Ford (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Ford 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Ford 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Ford 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Ford 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Ford 2007-2011 in (%)
Figure 6.12: European market share trend Vs Ford 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Ford trend in R&D expenses 2007-2011 in US $B
Figure 6.16: Ford trend in R&D expenses Percentage of total revenue
Figure 6.17: Comparison of Ford SE R&D expenditure Vs top three & top five players average 2011
Figure 6.18: Ford productivity: 2007-2011 in (US $M)
Figure 6.19: Ford capital investment value: 2007-2011 in (US $M)
Figure 6.20: Strategic execution
CHAPTER 7. Company Profile of General Motors
Figure 7.1: General Motors revenue by business structure 2011
Figure 7.2: Lucintel triad – General Motors
Figure 7.3: Financial benchmarking of General Motors against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of General Motors against Top five best
Figure 7.5: Global industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.6: Global market share trend for General Motors (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs General Motors l (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs General Motors (2007-2011) in (%)
Figure 7.12: European market share trend Vs General Motors l (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs General Motors (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs General Motors (2007-2011) in (%)
Figure 7.15: General Motors trend in R&D expenses 2007-2011 in US $B
Figure 7.16: General Motors trend in R&D expenses Percentage of total revenue
Figure 7.17: Comparison of General Motors R&D expenditure Vs top three & top five players average 2011
Figure 7.18: General Motors productivity: 2007-2011 in (US $M)
Figure 7.19: General Motors capital investment value 2007-2011 in (US $M)
Figure 7.20: Strategic execution
CHAPTER 8. Company Profile of Toyota
Figure 8.1: Toyota revenue by business structure 2011
Figure 8.2: Lucintel triad – Toyota
Figure 8.3: Financial benchmarking of Toyota against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Toyota against Top five best
Figure 8.5: Global industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Toyota (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Toyota (2007-2011) in (%)
Figure 8.12: European market share trend Vs Toyota (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Toyota (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Toyota (2007-2011) in (%)
Figure 8.15: Toyota trend in R&D expenses 2007-2011 in US $B
Figure 8.16: Toyota trend in R&D expenses Percentage of total revenue
Figure 8.17: Comparison of Toyota R&D expenditure Vs top three & top five players average 2011
Figure 8.18: Toyota productivity: 2007-2011 in (US $M)
Figure 8.19: Toyota capital investment value: 2007-2011 in (US $M)
Figure 8.20: Strategic execution
CHAPTER 9. Company Profile of Volkswagen
Figure 9.1: Volkswagen revenue by business structure 2011
Figure 9.2: Lucintel triad – Volkswagen
Figure 9.3: Financial benchmarking of Volkswagen against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Volkswagen against Top five best
Figure 9.5: Global industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Volkswagen (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.12: European market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.15: Volkswagen trend in R&D expenses 2007-2011 in US $B
Figure 9.16: Volkswagen trend in R&D expenses Percentage of total revenue
Figure 9.17: Comparison of Volkswagen R&D expenditure Vs top three & top five players average 2011
Figure 9.18: Volkswagen productivity: 2007-2011 in (US $M)
Figure 9.19: Volkswagen capital investment value: 2007-2011 in (US $M)
Figure 9.20: Strategic execution
CHAPTER 3. Market Opportunity
Figure 3.1: Supply chain for electric vehicle market
Figure 3.2: Global electric vehicle industry annual trend 2006-2011 (US $B)
Figure 3.3: Global electric vehicle industry regional trend 2006-2011 (US $B)
Figure 3.4: Global electric vehicle industry regional trend 2006-2011 (%)
Figure 3.5: Global electric vehicle industry segment trend 2006-2011 (US $B)
Figure 3.6: Global electric vehicle industry segment trend 2006-2011 (%)
Figure 3.7: Global electric vehicle industry opportunity by region
Figure 3.8: Global electric vehicle industry opportunity by segment
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: Top five electric vehicle companies – financial benchmarking
Figure 4.2: Global top five electric vehicle companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $M)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. Company Profile of Daimler
Figure 5.1: Daimler’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – Daimler
Figure 5.3: Financial benchmarking Daimler against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of Daimler against Top Five best
Figure 5.5: Global industry revenue trend Vs Daimler (2007-2011) in US $B
Figure 5.6: Global market share trend for Daimler (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Daimler 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Daimler 2007-2011 in (%)
Figure 5.12: European market share trend Vs Daimler 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Daimler 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Daimler 2007-2011 in (%)
Figure 5.15: Daimler trend in R&D expenses 2007-2011 in US $B
Figure 5.16: Daimler trend in R&D expenses Percentage of total revenue
Figure 5.17: Comparison of Daimler SE R&D expenditure vs top three & top five players average 2011
Figure 5.18: Daimler productivity 2007-2011 (US $M)
Figure 5.19: Daimler capital investment value 2007-2011 (US $M)
Figure 5.20: Strategic execution
CHAPTER 6. Company Profile of Ford
Figure 6.1: Ford revenue by business structure 2011
Figure 6.2: Lucintel triad - Ford
Figure 6.3: Financial benchmarking of Ford against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Ford against Top five best
Figure 6.5: Global industry revenue trend Vs Ford (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Ford (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Ford 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Ford 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Ford 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Ford 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Ford 2007-2011 in (%)
Figure 6.12: European market share trend Vs Ford 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Ford trend in R&D expenses 2007-2011 in US $B
Figure 6.16: Ford trend in R&D expenses Percentage of total revenue
Figure 6.17: Comparison of Ford SE R&D expenditure Vs top three & top five players average 2011
Figure 6.18: Ford productivity: 2007-2011 in (US $M)
Figure 6.19: Ford capital investment value: 2007-2011 in (US $M)
Figure 6.20: Strategic execution
CHAPTER 7. Company Profile of General Motors
Figure 7.1: General Motors revenue by business structure 2011
Figure 7.2: Lucintel triad – General Motors
Figure 7.3: Financial benchmarking of General Motors against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of General Motors against Top five best
Figure 7.5: Global industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.6: Global market share trend for General Motors (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs General Motors l (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs General Motors (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs General Motors (2007-2011) in (%)
Figure 7.12: European market share trend Vs General Motors l (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs General Motors (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs General Motors (2007-2011) in (%)
Figure 7.15: General Motors trend in R&D expenses 2007-2011 in US $B
Figure 7.16: General Motors trend in R&D expenses Percentage of total revenue
Figure 7.17: Comparison of General Motors R&D expenditure Vs top three & top five players average 2011
Figure 7.18: General Motors productivity: 2007-2011 in (US $M)
Figure 7.19: General Motors capital investment value 2007-2011 in (US $M)
Figure 7.20: Strategic execution
CHAPTER 8. Company Profile of Toyota
Figure 8.1: Toyota revenue by business structure 2011
Figure 8.2: Lucintel triad – Toyota
Figure 8.3: Financial benchmarking of Toyota against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Toyota against Top five best
Figure 8.5: Global industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Toyota (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Toyota (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Toyota (2007-2011) in (%)
Figure 8.12: European market share trend Vs Toyota (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Toyota (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Toyota (2007-2011) in (%)
Figure 8.15: Toyota trend in R&D expenses 2007-2011 in US $B
Figure 8.16: Toyota trend in R&D expenses Percentage of total revenue
Figure 8.17: Comparison of Toyota R&D expenditure Vs top three & top five players average 2011
Figure 8.18: Toyota productivity: 2007-2011 in (US $M)
Figure 8.19: Toyota capital investment value: 2007-2011 in (US $M)
Figure 8.20: Strategic execution
CHAPTER 9. Company Profile of Volkswagen
Figure 9.1: Volkswagen revenue by business structure 2011
Figure 9.2: Lucintel triad – Volkswagen
Figure 9.3: Financial benchmarking of Volkswagen against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Volkswagen against Top five best
Figure 9.5: Global industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Volkswagen (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Volkswagen (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.12: European market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Volkswagen (2007-2011) in (%)
Figure 9.15: Volkswagen trend in R&D expenses 2007-2011 in US $B
Figure 9.16: Volkswagen trend in R&D expenses Percentage of total revenue
Figure 9.17: Comparison of Volkswagen R&D expenditure Vs top three & top five players average 2011
Figure 9.18: Volkswagen productivity: 2007-2011 in (US $M)
Figure 9.19: Volkswagen capital investment value: 2007-2011 in (US $M)
Figure 9.20: Strategic execution
LIST OF TABLES
CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global electric vehicle industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global electric vehicle companies
Table 4.2: Key financial parameters for top five electric vehicle companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
CHAPTER 5. Company Profile of Daimler
Table 5.1: Market served: Daimler
Table 5.2: Lucintel triad – Daimler
Table 5.3: Financial Benchmarking of Daimler against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
CHAPTER 6. Company Profile of Ford
Table 6.1: Market served – Ford
Table 6.2: Lucintel triad – Ford
Table 6.3: Financial benchmarking of Ford against best and against Top three and Top five industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
CHAPTER 7. Company Profile of General Motors
Table 7.1: Market served – General Motors
Table 7.2: Lucintel triad – General Motors
Table 7.3: Financial benchmarking of General Motors against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
CHAPTER 8. Company Profile of Toyota
Table 8.1: Market served – Toyota
Table 8.2: Lucintel triad – Toyota
Table 8.3: Financial Benchmarking of Toyota against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
CHAPTER 9. Company Profile of Volkswagen
Table 9.1: Markets Served – Volkswagen
Table 9.2: Lucintel triad – Volkswagen
Table 9.3: Financial Benchmarking of Volkswagen against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global electric vehicle industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global electric vehicle companies
Table 4.2: Key financial parameters for top five electric vehicle companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
CHAPTER 5. Company Profile of Daimler
Table 5.1: Market served: Daimler
Table 5.2: Lucintel triad – Daimler
Table 5.3: Financial Benchmarking of Daimler against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
CHAPTER 6. Company Profile of Ford
Table 6.1: Market served – Ford
Table 6.2: Lucintel triad – Ford
Table 6.3: Financial benchmarking of Ford against best and against Top three and Top five industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
CHAPTER 7. Company Profile of General Motors
Table 7.1: Market served – General Motors
Table 7.2: Lucintel triad – General Motors
Table 7.3: Financial benchmarking of General Motors against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
CHAPTER 8. Company Profile of Toyota
Table 8.1: Market served – Toyota
Table 8.2: Lucintel triad – Toyota
Table 8.3: Financial Benchmarking of Toyota against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
CHAPTER 9. Company Profile of Volkswagen
Table 9.1: Markets Served – Volkswagen
Table 9.2: Lucintel triad – Volkswagen
Table 9.3: Financial Benchmarking of Volkswagen against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
