Auto monitor 10 june 2013

Contd. on Pg 16

Contd. on Pg 10

Auto Monitorwww.amonline.in10 June 2013Vol. 13 No. 20 24 Pages `50

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

SIAM’s anti-counterfeiting group represented by auto-motive manufacturers observed World Anti-

Counterfeiting Day on June 8 to connect with customers to inform the damage caused to life and industry by use of spurious parts.

According to SIAM, the spuri-ous parts business is a massive illegal industry amounting to `11,550 crore or 35 percent of the `33,000 crore spare parts industry. A study carried out by the industry body reveal some alarming figures – counterfeit sales amount to a loss of employ-ment estimated at over 1.15 million, poor quality parts lead to losses of over 109 million litres of petrol and 8 million litres of die-sel per annum and has resulted in 25,400 deaths and 93,000 injuries in 2009.

Sanjoy Gupta, Chairman of SIAM Anti-Counterfeiting Group, VP Customer Care, M&M, and Rajesh Bagga, Co-Chairman of SIAM Anti-Counterfeiting Group, VP Legal, Tata Motors, spoke to Auto Monitor at the sidelines of

the event on the spurious parts menace plaguing the automo-tive industry. Excerpts from the interview:

What is your understanding

of the spurious parts business in India?

SG: What we call as spuri-ous in imitation and passed off as genuine do not meet the specifications of safety and envi-ronment. Moreover, their makers don’t pay local levies and taxes and more often than not these parts aid road accidents due to their failure. These parts are not sold through authorized OEM distribution channels. Also, their packaging is quite similar to orig-inal ones.

RB: In layman’s terms, I think for an ordinary consumer, it will be difficult to discern the ingenu-ity of a product. It requires closer scrutiny. These are imitations due to the developments in the printing industry. The packag-ing material made by an imitator could even look better than the original. And that’s why we come up with newer ways of educating consumers on ways to distin-guish between the two.

Are these spurious parts manufactured here or are they mainly imported?

SG: I think it is a combination. A number of overseas manu-facturers have set up shop in India. There is a huge group of vendors and alternate sources

already developed in those mar-kets. These are the sources from where some of the parts come in. And in India, ‘jugaad’ is a way of life. We aren’t far behind to find out ways to manufacture look-alikes. Some of it is due to poor regulations.

RB: For Indian brands, it is generally made in India. And there is no control at the border to disallow these counterfeits com-ing to India. It is a tedious process for a brand owner to stop...

Sen revealed that the upcoming compact SUV and MPV will definitely have diesel engines, but

for other upcoming cars the die-sel option will depend on market dynamics. Although over 75 per-cent of Amaze cars sold were diesel-powered, the gap between petrol and diesel prices is nar-rowing, and the trend may shift in favour of petrol. Excerpts:

Your market share is increas-ing. Can we consider this a new beginning for Honda Cars to get into number game?

As far as our plans for India are concerned, in September 2012, our president and CEO (of Honda Motor, Japan) announced that by 2016-17 we would like to sell about 6 million automobiles annually. That would be dou-ble of what we are selling. To

achieve those numbers, India has to play an important role as she is a growing market and – let’s not get disturbed by the current slowdown – in the long term will be one of the big markets in the world. If you look at the potential, the number of cars per person is very low and GDP is growing. So the car market will grow and we...

The counter fakers

“Price has nothing to do with premium imagery”

Anand Mohan Mumbai

Scan this code onyour smart phoneto visit www.amonline.in

Pg 12 Pg 16

Positive vibes BMW opens dealership in NoidaVivek Nayer, CMO, Automotive Division, M&M

INTERVIEW NEWS

The addition of a much-awaited diesel vehicle has helped Honda Cars India Ltd (HCIL) achieve its highest-ever monthly sales of 11,342 units in May 2013. The Honda Amaze alone contributed over 50 percent of the total sales in May. As the buzz about the dieselisation of the traditionally petrol-oriented Japanese automobile major gets louder, Nabeel A Khan gets candid with Janeshwar Sen, Sr. VP, (Marketing & Sales), HCIL, about their plans and strategies.

Rajesh Bagga, Co-chairman, SIAM Anti-Counterfeiting Group, VP Legal, Tata Motors and Sanjoy Gupta, Chairman of SIAM Anti-Counterfeiting Group, VP Customer Care, M&M.

June 8 was Anti-Counterfeit Day. A subject that anyone genuinely involved with the auto industry can speak volumes about.

Counterfeiting of auto parts and other vehicle is a rampant business in India. And this is not confined only to the small cities or rural areas. Especially in metros, chances are that any vehicle serviced at an unauthorised service station may end up with fake parts.

For quite a number of years, the official industry body for the automotive segment, SIAM, has been trying to vehemently tackle the issue of fake parts. It has roped in the country’s top OEMs and component manufacturers in a bid to stem the rot. While it has made inroads, the effort has not been largely successful.

Assocham concluded that counterfeiting cost India close to $900m in lost sales during the past fiscal year and called on the government to strengthen deterrents. As its stands Assocham believes punishments are insufficient to check the spread of counterfeit products.

It’s only in the last few years that OEMs have woken up to the fact that they need to come down more forcefully on those hell bent on ruining their business. While dealer checks and

stockyards are frequently checked for spurious parts, there are other methods adopted to curb this menace.

However, if you have read the story on Page 1 of this issue, you will realise that most OEMs are still coming to terms on ways to relating the same to consumers. What baffles them is the fact that while they can crackdown on dealers and spurious shops, consumers somehow don’t seem readily convinced to buy genuine products. A mere sales pitch by a dealer pitching spurious products on the ground that they are cheaper could mislead him into buying.

What will ever work?

Staying true to course

QUOTABLE QUOTESRC Bhargava, Chairman, Maruti Suzuki India Peter Gutzmer, Chief Technology Officer, Schaeffler

Group on declining importance of engineering and designing in Germany

Economists have been saying that we are near the bottom. But that doesn’t seem to be happening. Even interest rate cuts are not key to reviving the economy or sales in the industry

I definitely worry that we will have to look for talent in countries such as India or China because the engineering profession has lost some of its attractiveness in Germany.

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CORPORATEA fine balance 08Mahindra & Mahindra has entered the lucrative and immensely contested compact car segment with the Verito Vibe, derived from the Verito sedan based on Renault’s Logan platform

From strength to strength 08Ashok Piramal Group company PMP Components is evaluating plans to set up a new facility in North America to supply wiper systems in North and Latin American markets.

CONTENTS

Going international 14Comstar recently inaugurated a manufacturing facility in the US to align with global OEM expansion plans

BMW opens dealership in Noida 16BMW India has announced the opening of Deutsche Motoren, its new dealership facility, in the National Capital Region.

HCIL clocks highest-ever India sales this May 16Honda Cars recorded its highest-ever domestic monthly sales of 11,342 units in May 2013 as against 10,334 units in the corresponding month last year.

International ambitions 10Ashok Leyland is aiming for global presence in heavy trucks & bus segment and is also in the process of expanding its LCV range.

22THE OTHER SIDE

A Ramasubramanian, President, AMW Ramasubramanian has deep interest in Research & Development, and he has published several technical papers and holds several engineering patents. He has been with AMW since 2009.

Thinking Global 10Metalsa recently acquired ISE Automotive from Nordwind Capital to double its global footprint to 16 countries including China, Hungary, Germany, Turkey and South Africa.

08

08

Auto Monitor

N E W S810 JUNE 2013

Ma h i n d r a & Ma h i nd ra ha s entered the lucra-tive and immensely

contested compact car seg-ment. The Verito Vibe has been derived from the Verito sedan which is based on Renault’s Logan platform. It required an investment around `60 crore to develop and shares 80 per-cent of its parts with the Verito. It gets powered by Renault’s 1.5 litre dCI diesel engine which has an ARAI rated fuel efficiency of 20.8 kmpl. At its Nashik plant, the manufacturer has a capac-ity to produce 35,000 combined units of the passenger cars.

The Verito Vibe is being offered in three variants namely D2, D4 and D6 which are priced at `5.63 lakhs, `5.89 lakhs, and `6.49 lakhs respectively (ex-show-room Mumbai without Octroi). Offered in seven color options along with a three year/one lakh km warranty, the car comes with safety features like ABS with EBD,

Engine Immobilizer, side impact beams and adjustable head rest for all five seats. The Verito Vibe also gets the Driver Information Systems available on Mahindra’s other vehicles.

On the exterior it features front grille in carbon finish, black headlamps and foglamps, champagne colored alloy wheels, roof rails and a rear spoiler. The LED tail lamps mounted on the C pillar are a first in class feature giving the Verito Vibe a unique look. At the rear end, the ski racks merge into the tail lamps giving it a crossover appearance.

M&M is confident that Verito Vibe will stand out from other offerings in this segment. The Vento, Dzire and the Amaze are all derived from the hatch-back variants of Polo, Swift and Brio respectively. This makes it a constraint for the competitors to match up to the Verito Vibe. Mahindra claims that the com-pact car is bigger, tougher and safer than others in this space.

“When I say compact cars, I am talking about the hatch-backs as well as the compact sedans which are sub-4 metre. In majority of these cars three people cannot sit comfortably at the back. One also does not feel secure in such vehicles especially while travelling alongside bigger vehicles. The boot space is also an issue and these are some of the constraints that customers talk about. The reason is because most compact cars are derived from hatchbacks,” said Vivek Nayer, chief marketing officer, automotive division, Mahindra & Mahindra Ltd.

“With the Verito we were oper-ating in the super compact cars segment (as per SIAM definition) which has a market size of 2.3 lakh cars. With the Verito Vibe, we are expanding the pond that we are operating in by five times. The new segment we now target is the compact car segment that includes the hatchbacks and the sub-4 metre sedans is eight lakh

units. So totally we are talking about a market size of one mil-lion cars,” added Nayar.

Mahindra is confident that the space offered by the Verito Vibe will be a game changer. Their selling point is that inte-rior space is identical to a sedan with a 300 litre boot space. It also sports a 172mm ground clear-

ance. Its price tag is `40,000 lower than the Maruti Suzuki Swift and `1.5 lakh lower than Honda’s Amaze.

The Verito Vibe does stand out as a value-for-money product proposition. But it remains to be seen whether the hatchback or compact car seeking consumers echo the same sentiment.

The Verito Vibe marks Mahindra’s foray into the lucrative compact car segment.

A fine balance

Dr. Pawan Goenka, President, Automotive & Farm Equipment Sectors, Mahindra & Mahindra Ltd. launched the Verito Vibe

PMP Components is looking to set up a wiper systems manufacturing facility to cater to the North and Latin American markets. The facility will have a capac-

ity of one million wiper systems per annum that can be scaled as per requirement.

The company is also looking for a larger pres-ence in products such as alternators and starter motors, and is in talks with a European compa-ny for a manufacturing agreement or tie-up that would be mutually beneficial in terms of provid-ing a low-cost supply base and a technology base to both partners.

“We are evaluating opportunities in terms of acquisitions or technical tie-up and will take a decision soon. Our priority is to enhance our presence in the wiper systems segment and identify new growth areas,” said SN Somani, Executive Director and CEO, PMP Components.

Over last five years, PMP made a transition from an automotive washer systems supplier to a wiper systems supplier and an increasing share of business in the European market. On a consolidated basis, the company draws 60 per-cent of its revenue from Europe. It is looking to increase its focus on high value wiper systems, and is unlikely to make major investments in the wiper blades or washer systems business given the strong competition.

“We have managed to operate with close cooperation with our unit in the Czech Republic. We have worked hard at getting operational syn-ergies post our acquisition four years back, and are seeing the results,” said Somani. It has been able to manage costs at its European facility through a combination of sourcing from China, efficiency improvements and market expansion.

Although sourcing from India remains an attractive proposition for many global automo-tive systems suppliers, it is getting increasingly difficult to establish a reliable supplier base in India for critical and not-so-critical automotive systems and components.

PMP acquired Czech-based Pal International with operations in the Czech Republic and Hungary, and acquired a prominent customer base including Volkswagen, John Deere and Fiat, among others.

It aspires to a five percent share of the global wiper systems market from the current 2-3 per-cent. It currently has a seven percent market share in Europe.

From strength to strength Abhishek Parekh

Mumbai

Auto Monitor

N E W S1010 JUNE 2013

Metalsa, an interna-tional structural components man-ufacturer for the

commercial vehicle market recently acquired ISE Automotive from Nordwind Capital. The acquisition doubles Metalsa’s global footprint to 16 coun-tries, and opens up businesses in new regions including China, Hungary, Germany, Turkey and South Africa.

ISE manufactures body and chassis structures and mod-ules, hinges and transmission components, and safety rollo-ver protection structure (ROPS) systems. ISE’s portfolio comple-ments Metalsa’s business with automotive and commercial vehicle manufacturers.

In India, the company has an R&D centre in Pune and a manu-facturing facility in Jamshedpur. For its Indian operations, Metalsa says that the ISE acqui-sition isn’t directly beneficial in the short term, “but indirectly on medium-long term, for custom-ers who are looking for global support on global vehicles archi-tectures, the presence in other regions will open up new oppor-tunities: like Volvo for example,” said a Metalsa spokesperson. “Also, [the ISE acquisition brings]

new technological knowhow with light weight concepts”, the spokesperson added.

The Indian operation has the capacity to support 60,000 trucks per year and Metalsa says that there is flexibility at the plant to grow. The focus is on M&HCVs only at the moment. At the moment, they have no participation in the LCV segment in India. Tata Motors is the company’s largest customer and Volvo and Mahindra are part of the portfolio.

Globally, Metalsa has two ver-ticals – one for light vehicles and one for commercial vehicles. The light vehicles portfolio includes light duty frames, space frames, safety systems, body structures, suspension structures, fuel tanks, hinge systems and trans-mission modules.

For commercial vehicles, Metalsa manufactures side rails and cross members, bus frames, heavy truck frames, fuel tanks and cabin stamping. Despite the large light vehicle portfolio, the company has stayed away from this segment till now. Metalsa has a strong presence in this segment in Europe but in India, and to an extent Asia, the focus is on commercial vehicles. The company spokesperson says, “We are analyzing how to sup-port LCV segment. LVs will be analyzed at customers’ request” he concluded.

Contd. from Pg 1

Global ambitions Metalsa expanding reach Anand Mohan

Mumbai

...will grow along with it. We have aggressive plans. We have just launched our first diesel car and are planning new cars in the next three years.

What kind of product strat-egy will you adopt?

The strategy is that next year we will launch the next generation Jazz. Since the diesel engine is now available, whether to use diesel or no will depend on market dynam-ics. As we understand from the media, the market is shifting back to petrol because of the reduction in the price gap. Earlier the price dif-ference was over `25, but it is down to almost `15 now. So the market is shifting back to petrol, and we have the choice. We are looking closely at two models: one is a seven-seat-er MPV and the other is a compact SUV, which will be launched within the next three years.

The compact SUV and MPV segment is at its peak right now and OEMs are flooding the mar-ket with products. Don’t you think it’s a late entry for you?

It’s not a question of whether we are first, second or third. Our endeavour has always been to set benchmarks. So irrespective of the “flooding” we are sure that if we are able set a new benchmark then we will be successful. Since the market is going to grow, eve-rybody has space. It’s not critical that the competition has products or no.

Do you think that the shrinking price gap between pet-rol and diesel alone will impact your decision ... because diesel also gives better fuel efficiency?

You are right. Diesel cars are more fuel-efficient and at the same time a diesel car is more expensive

since you pay a higher road tax and registration charges, apart from the higher ex-showroom price. The customer needs to calculate whether he or she needs diesel or petrol. Bringing more diesel cars will depend on the market dynam-ics. We are prepared to offer a diesel on several products. For example, if I go back to the seven-seater MPV – that is a diesel-dominated seg-ment. In that segment we will have a diesel version irrespective of the fuel pricing.

Will you be using the same 1.5L diesel engine or a new one?

We are still looking at engine options for the new models. It would be premature to talk about it. We have already shared that this 1.5L is a very versatile engine, and it can be fitted into many other products.

Will this 1.5L diesel be in the next generation Jazz?

Of course we can fit this diesel engine into the new generation Jazz, that is not the issue. The issue is, what kind of demand will there be for a diesel hatchback?

How are you working on maintaining a healthy level of profitability?

That is one huge focus area: how to increase profitability? We were hit by the weak Rupee and strong Yen. So in 2009 we set up an R&D centre in HCIL and there the top priority was localisation. Localisation is going to help us in a big way in increasing profit margins. Amaze and Brio already have 90 percent localisation.

Will the same level of locali-sation continue in the upcoming models?

As I said, it’s still premature

to talk about the new products in terms of localisation because we are still contemplating. We will try to have the maximum, but if you are asking for a number I don’t have anything to share.

Do you plan to opt for vol-ume production and export to counter dipping profit margins?

In fact, we have already started exports. Of course, the numbers are not great. Traditionally we have been exporting to our neighbour-ing countries – Nepal, Bhutan and Sri Lanka, but in small numbers. It used to be just a few hundred units. But last year we started exporting the Brio to South Africa and neighbouring countries and we exported over 2,600 cars.

The Amaze is a running model and our first priority is to fulfil domestic demand, then consider export. We have no plans to export this vehicle yet. Currently, on the Amaze we have a waiting period of around five months which we want to bring down.

What kind of investment are

you planning to put in the new models?

In terms of infrastructure, we have shared that we are invest-ing `2,500 crore. As far as product development is concerned, we don’t share that information.

Are you planning to get into entry-level hatchbacks to drive higher volumes?

Every manufacturer looks at emerging opportunities and we are no different. However, today we don’t have any such plans.

Premium SUVs are facing stiff competition from cost-com-petitive products being offered by luxury manufacturers such as Mercedes Benz and BMW. What future do you see for the CR-V?

We launched a new CR-V in February 2013 and got an excel-lent response. That is happening

for two reasons. One is, it’s an excellent product and is priced well. The CR-V doesn’t have a diesel variant, yet it has good demand because of the gap in price compared to the luxury manufacturers.

The price of the Amaze top-end variant is closer to Honda City. Do you see any kind of can-nibalisation happening?

If you look at past experience, there has hardly been any can-nibalisation between City and Amaze. In fact, the Amaze is help-ing other models also because what is happening is that the Amaze is pulling people to our showrooms, and once they are there they look at other models. In May, we sold over 3,000 Citys.

With the addition of UVs, how do you see your market share transforming?

If you can share the year-wise market volume, I can calculate and tell you. Market share is a derived figure where the numera-tor is our sales and denominator is the industry volume. I have no control over the industry vol-ume, so market share is like a by-product.

We are not at a stage where we can share what kind of product it will be or the pricing it will be at.

Do you think Amaze’s price point will impact the premium image of Honda cars?

Frankly, price has nothing to do with premium imagery. Premiumness is in the mind of the customer and how you create the image is a function of various things. One is the product itself, second is the kind of position-ing or communication that we do with the product, and third is the experience that we are able to give to customers. A car is one catego-ry where the experience is regular with the dealership, whether it’s at the time of purchase or service.

So the price point or segment that we are present in has nothing to do with imagery and we are sure that we will continue to enjoy our aspirational image. Styling is one of the biggest elements that create image, then there’s the fun-to-drive element.

You now have volume prod-ucts. How do you plan to expand the dealer network?

We have 150 facilities across 97 cities and we will expand rap-idly. One thing is, at the moment we have a presence in 90 cities. With the current network that we have, if I am going to look at it from the sales and service prospective, the current network can support the kind of volumes we have right now. And by having 150 dealer-ships in 97 cities we can virtually cover all the tier-1 and tier-2 cities. We are also present in over 50 or 60 tier-3 towns and at these towns we are also doing service camps.

How much do the smaller cities contribute to Honda sales?

Tier-3, after the launch of Amaze, contributed about 25 percent. The metros are bigger contributors. But in the case of Amaze, close to 30 percent sales came from smaller cities.

Why did Jazz fail despite the price cut?

When we launched the new Jazz in August 2011, we got a phenomenal response. But unfortunately we could not sup-ply for a few months because of the Thailand flood. Even after the Thai flood was over and we resumed production, we had to prioritise certain models and Brio was our new baby at that time so we had to establish Brio as a new brand. There were constraints related to production even after we resumed. While the demand for the Jazz continued, we could not match up to the demand for a long time.

Ashok Leyland aiming for global presence in heavy trucks & bus segment; will expand LCV range.

Ashok Leyland is looking to expand its presence in the LCV segment with new launches and

an expansion of its distribution network. The company is set to launch a CNG version of its LCV ‘Dost’ in addition to new LCVs ‘Stile’ and ‘Partner’, a special application cold storage vehicle for inter- and intra-city deliv-ery. The initiatives are aimed at placing the company among the top 10 truck, and top five bus manufacturers globally.

In a presentation to analysts, top company officials said the company expects volumes in the medium and heavy truck busi-ness to remain under pressure in Q1 of this fiscal; but volumes in LCVs are expected to grow in double digits in the current fiscal.

The company notched up sales of 70,917 vehicles in the domestic market to gain a market share of 26.5 percent, compared to 81,545 vehicles in the previ-ous fiscal. Although the domestic M&HCV volumes fell around 25 percent, the company claims to have grown its market share by

around three per-cent last fiscal. ALL has grown its dis-tribution network by 26 percent over the last two fiscals and has 450 service centres across the country.

Revenues from spares grew some 31 percent last fiscal to touch `1,116 crore in 2012-13. It is looking to grow its spare parts rev-enues further by increasing the strength of its Leyparts shoppe, its parts distribution business, to 200 stores from 49.

Ashok Leyland has made a significant impact in LCVs with ‘Dost’, a product launched in part-nership with Nissan, by notching up sales of around 35,000 units to gain a 19 percent market share in the segment. “The company has made notable progress in the bus segment over the last cou-ple of years but is likely to face tough times as sales scenario in the M&HCV could worsen,” said

a Mumbai-based analyst. The power solutions or genset

business grew around 35 percent to touch 22,148 units in 2012-13. A company official pointed out that the growth in the genset business came from increased deliveries to the power genera-tion sector even as sales in the telecom sector remained muted. The company also launched a harvester engine in the last fis-cal and is hoping to see volumes.

The company has seven man-ufacturing facilities including Chennai, Hosur (three plants), Alwar, Bhandara and Pantnagar (Uttarakhand), with a combined capacity of 150,000 vehicles. It has associate companies in the Czech Republic and the UAE and a joint venture in Sri Lanka, besides exports to over 30 coun-tries worldwide.

Abhishek Parekh Mumbai

“Price has nothing...

Auto Monitor

N E W S1210 JUNE 2013

What is your mar-keting strateg y for Verito Vibe?

The marketing strate-gy starts from the name itself. We named it Vibe because our target audi-ence is the youth for this car. The name also lends vibrancy to the brand. It fits in with the sporty styling and the char-acter of the car, not to mention with our exist-ing sedan.

The Verito Vibe is a compact car with a three-box design with a proper boot. Unlike other compact cars in the market, the Verito Vibe has plenty of fea-tures on offer. Besides a distinctive styling, it offers superior cabin space. The other fea-ture is an adequate boot space. It is also pow-ered by a reliable and fuel-efficient Renault’s 1.5 litre DCI diesel engine. A standout pointer is its ride quality, akin to the Verito, that has received praises from the auto journal-ism community.

The ride quality can tackle rough roads and potholes. One feels secure in this car owing to safety features like ABS with EBD, crossbar in the boot, and has the Mahindra DNA above all. We are going to leverage all these benefits and communicate

it to the customer. The pricing is a value proposition. Our television advertisements highlight how the owner of this car is a sport.

At the dealership level,

what is your strategy to lure customers considering this is your foray into the compact car segment?

We have imparted adequate sales training to our dealers about the target audience and our mar-keting strategy. Now we need to

take this to the customers. We need to let customers experience the benefits of the Verito Vibe.

There are plenty of established players in this segment. How do you intend to compete with them?

We don’t think that Mahindra is a late entrant to the compact car segment. We are offering a distinct prod-uct. The Verito Vibe is a compact car which is born out of a sedan. This brings its own inherent strengths and benefits. Not only is the product different from competi-tors, our positioning is also different. We will be able to stand apart from the clutter with the Verito Vibe. I can only say that the reactions we have got so far have been

very positive. The rest of the story will unfold with time.

How does the Verito Vibe imbibe the Mahindra DNA of a being strong, robust vehicle?

The Mahindra DNA has already been incorporated as seen from the tough build quality of the car. The ground clearance is good along with the ski racks which give it a sporty crossover look. It also sports sig-nature LED tail lamps.

Honda Cars India Ltd. (HCIL) recorded its highest-ever domes-tic monthly sales

of 11,342 units in May 2013 as against 10,334 units in the cor-responding month last year, registering a growth of 9.8 per-cent. HCIL also exported a total volume of 738 units during May 2013.

The May ‘13 sales figures reflect an upward trend over the past few months attribut-able to the enormous consumer response to the newly launched Honda Amaze and the recent-ly revamped Brio. Jnaneswar Sen, Sr. VP – Marketing & Sales, HCIL, said, “Our success can be attributed to our attractive product portfolio and the Honda brand promise of technology, performance and efficiency. We expanded our operating uni-verse with the new Honda Amaze which continues to receive great response.”

Another company, Audi AG enjoyed continued sales growth

in May 2013, handing over some 137,200 cars to customers, rep-resenting an increase of 6.4 percent compared with the pri-or-year month. “Despite ongoing challenges in the European mar-ket, Audi increased global sales in May. Double-digit rates of growth in Asia and the Americas played a crucial role,” says Luca de Meo, Member of the Board of Management for Sales at Audi AG. Sales in May rose considerably in the Americas region as a whole. Some 18,000 deliveries amounted to an increase of 17.9 percent.

Few car makers have been having a jolly good run in May.

Positive vibes Clocking high runsVerito Vibe marks Mahindra’s foray into the highly competitive and volume oriented compact car segment. On the sidelines of the launch, Pradeb Biswas spoke to Vivek Nayer, Chief Marketing Officer, Automotive Division, Mahindra & Mahindra, to understand the company’s plans for the new car.

Model-wise Sales Breakup May 2013

Brio 2,012

Amaze 6,036

City 3,202

Accord 24

CRV 68

Domestic Total 11,342

Exports 738

Grand Total 12,080

Auto Monitor

C O L U M N1410 JUNE 2013

Indian vehicle starting and charging systems manu-facturer Comstar recently inaugurated a manufactur-

ing facility in the US. Comstar says it is the first of a series of expansions planned as part of its global strategy to align with global OEM expansion plans. Comstar is a supplier to Ford and Volvo globally and this move is seen as the next step in consoli-dating that relationship.

In late 2012 Comstar was offered a business opportunity by Ford North America for a 6.7L diesel starter motor, involving a

built-to-print design using Ford equipment. Comstar jumped at the chance. “It meant that we could begin the journey of global footprint expansion immediately, though it was fraught with chal-lenges and risks. This is defying the common wisdom of high labour costs, saturated markets and the uncertainty of the US economy,” says President and CEO of Comstar Automotive USA LLC, Sat Mohan Gupta.

A number of factors were involved in the choice of the US as the site for the plant. It would allow Comstar to be close to the customer: the starter motors

were meant for Ford’s high-sell-ing heavy duty trucks built at the Kentucky assembly plant in Louisville. Next, time was short: the transfer of the Ford business and the launch had to happen in a window of 9 weeks. Any move-ment of equipment across the world was a no-no, and finally, it was a chance to grow Comstar’s manufacturing footprint, some-thing that went with Comstar’s growth plan of building satellite assembly plants in key growth markets.

Ford has great products on offer and a strong presence in the high volume North American vehicle market. Despite concerns about the economy and the high

level of joblessness, vehicle sales have started to pick up since last year. Heavy duty trucks are a high margin business and Ford enjoys a good share of it. The 6.7L diesel engine is the backbone of super duty trucks such as the F250, 350, 450, Expedition and Navigators. “This business guarantees steady volume with good possi-bility of growth,” avers Praveen Chakrapani Rao, Associate Vice President, CBG.

The plant has been set up in Tecumseh, Michigan, with a built-up area of 12,500 sq. ft. Comstar

picked the facility after scouting several locations in Michigan and Ohio. “The local city council offi-cials were very enthusiastic and offered a warm welcome. The city offered all the support in setting up our business. In fact we found that getting the business license, fire and safety approval were very smooth,” Mr. Gupta said. The company has committed more than `50 million through internal generation for setting up the plant. It has a production capacity of 500,000 starter motors per year.

Increasing levels of CO2 in the atmosphere and rising consumption of energy is a cause for concern. The big

challenge for us now, to ensure a sustainable future, is to save ener-gy while reducing CO2 emissions. While there are several contribu-tors to the situation, let’s consider vehicles alone. In 2010, CO2 emis-sions from road transport alone in India was 204 million tons (MT). This is expected to reach 500 MT by 2020. On-road vehi-cle population in 2010 was about 100 million vehicles, which is expected to reach 300 million by 2020. This is a very different pic-ture from what we had even three decades ago.

While customers are choosy in terms of the number of features in their vehicles, the government is formulating stringent norms for cutting carbon emissions. Going by numbers, Indian roads will have approximately 20 million electric and hybrid vehicles by 2020. Most of these targets will be achieved through the National Electric Mobility Mission Plan (NEMMP) that aims at increasing green mobility. The introduction of cheaper alternatives will also increase their acceptability.

Simultaneously, the govern-ment has been seeking to make it mandatory for car makers to improve per kilometre mileage by at least 20 percent by 2020

from the current average of 16.6 km per litre of fuel. The govern-ment wants to increase it to 18.1 km/litre by 2015 and 20.79 km/litre by 2020. Fuel efficiency standards, framed by the Bureau of Energy Efficiency (BEE), will be measured in terms of CO2 emissions. On the basis of fuel efficiency, BEE, which comes under the power ministry, will give a one star rating for the least fuel efficient vehicles and five stars for the most efficient in their respective weight class. The deadline for reducing CO2 emis-sions by 2015 may be extended due to a lack of preparedness by the industry.

A mega-trend globally, in this direction, is toward lightweight-ing components. Heavy metals are being replaced with lighter substitutes such as engineering plastics and aluminum for petrol and diesel vehicles. At the same time newer fuel options such as hydrogen and ethanol are being adopted. Nonetheless, the most popular adaptation for reduc-ing carbon footprint continues to be hybrid and electric vehicles (EV), which are costly and which India is still unprepared for. Yet micro-hybrid technology and innovations such as start-stop option, advanced fuel injection, downsizing and turbocharging, automated manual transmission, selective catalytic reduction,

variable valve control cylinder deactivation, engine friction reduction, tire resistance reduc-tion, etc. can greatly help.

According to an Automotive Component Manufacturers Association of India (ACMA) report, 30-40 percent of engines in India are less than 1200cc. This means technologies to fur-ther downsize engines, along with suitable turbocharging, will be needed to drive fuel efficiency. Manufacturers and value engi-neering could drive down the cost of green technology. Technology and components where this will be crucial include electronic con-trol units (ECUs) and actuators in automated manual trans-mission systems, small petrol and advanced diesel (VGT and variable-nozzle turbines) turbo-charging, high pressure direct injection systems, small electric parts, and lithium-ion batter-ies. While internal combustion engines and components are becoming more efficient and will remain a part of automobiles over the next eight to ten years, newer technologies hold the potential to cut down CO2 emissions by 5-10 percent.

On the components side, the response to EVs and hybrid technology has been cold. They see a bleak future in terms of demand and lack of infrastruc-ture to go to the next level. The

biggest challenge for the indus-try in achieving this could be the cost factor. It is imperative that the government offer incen-tives to customers and auto industry players that will enable them to reduce net cost of vehi-cles. Capability gaps also need to be addressed to develop and implement certain technologies. Although this will require sub-stantial investment, revenues in the components industry could touch $15-17 billion by 2020. The government needs to create a conducive environment that will allow for localised manufactur-ing of green vehicle technologies that can substantially lower costs. The government must extend support in terms of R&D. It should also consider fixing an age limit up to which a vehicle can ply on roads.

CO2 emissions come from vehicles and also from manufac-turing processes. Manufacturing units can help a lot by reduc-ing their energy and pollution footprint.

I hope this Environment Day has made us pause and consider again how important green tech-nologies are to the continued survival of life, and of the auto-mobile industry!

The author can be reached at nabeel.khan@network18publish-

ing.com

Nabeel A. Khan New Delhi

Comstar was offered a business

opportunity by Ford North America for a 6.7L diesel starter motor, involving a

built-to-print design using Ford equipment. Comstar jumped at the

chance.

The Indian automotive industry needs to get past its ‘nascent stage’ tag. It needs to work at technological innovations that will improve efficiency, and venture into alternate engine options to sustain future growth: my thoughts on this Environment Day.

Here we come, America!

Future Perfect!

Tape cutting by Chuck DeBiasi of Ford, the Tecumseh Mayor, and the MEDC director.

View of the assembly line.

Auto Monitor

N E W S1610 JUNE 2013

BM W Ind ia has announced the opening of Deutsche Motoren, its new dealership facility,

in the National Capital Region. The new Deutsche Motoren dealership is located at H-8, Sector-63, Noida and is headed by Mr. Yadur Kapur, Managing Director, Deutsche Motoren.

Mr. Philipp von Sahr, President, BMW Group India said, “Following a vision of sus-tainable growth, BMW India is committed to exceed customer expectations and create custom-er delight. The development of a BMW dealer network of interna-tional standards at all important commercial centers across the country definitely plays a key role in achieving our vision. With the launch of Deutsche Motoren Noida, we will continue to set new standards in the pre-mium car market in the National

Capital Region and provide high quality services to our custom-ers and prospects.

“Since the beginning, BMW India has set a decisive course with the introduction of world-class premium dealerships that presented an unparalleled experience to the premium cli-entele and changed the face of the Indian luxury car segment. By end of 2014, BMW India will aggressively expand its dealer network by increasing the num-ber of sales outlets to 50 across major metropolitan centers and emerging markets in India.”

Spread over 90,611 sq ft, the new dealership has an ultra-modern showroom integrated with an after-sales service facil-ity featuring service bays and a spare parts inventory. While the design of the showroom is based on the Urban Street Display con-cept which is a signature BMW

layout, the design of the work-shop is based upon Reception at the Car (RATC) with a consul-tation and service lounge in the after sales area. The showroom can display up to 9 cars and the workshop is equipped with 33 service bays that can service up to 130 cars per day.

Mr. Yadur Kapur, Managing Director, Deutsche Motoren said, “Deutsche Motoren’s asso-ciation with BMW India dates back to 2007. We believe that the foundation of this association is based on bringing extremely high standards in sales and ser-vice of premium automobiles to

India. Deutsche Motoren recent-ly opened India’s biggest BMW dealership in Faridabad. With the launch of a new dealership in Noida, Deutsche Motoren will get the opportunity to reach out to more of our valued customers in the National Capital Region. We are very proud of the growth that we have experienced with BMW India and will always be committed to delivering the best to our premium clientele in every possible way.”

Deutsche Motoren represents BMW with five outlets in the National Capital Region: BMW Studio (New Delhi), Deutsche

Motoren (Mathura Road, New Delhi), Deutsche Motoren (West Delhi), Deutsche Motoren (Faridabad) and Deutsche Motoren (Noida). Deutsche Motoren currently has a sales and service staff of around 100 people. As with every BMW dealership, Deutsche Motoren has provided its staff intense training to ensure customers receive best-in-class pre- and post sales ownership expe-rience. A team of sales and service engineers have also been trained at BMW’s training centers in Singapore, Malaysia and Germany.

...these counterfeits from com-ing through Customs.

Is there an understanding on where these products are coming from?

SG: In India, Delhi is a big market. Being in the business and interacting with a lot of peo-ple, we have understood that. We have conducted some raids on people who manufacture spuri-ous parts. Delhi, I think, is the biggest and going up north, I think Punjab and some parts of Maharashtra are the bigger mar-kets for spurious parts.

What is the biggest concern with spurious parts?

SG: If we do not look at it from an OEM’s point of view, the biggest concern is the huge tax revenue the government is los-ing. The estimates are around `2,500 crore every year. And this is not a recent figure. It will be much higher now. There is also the concern of road safety. A vehicle that fails because of a component that was a fake has huge consequences. Awareness is the fundamental plank on which we will have to work on. Government legislations and enforcements will also bring some order to the situation we are facing now.

How deep does the spuri-ous parts business run? How organized is it?

SG: I wouldn’t say well organ-ized because these are cottage industries but since these are packed in attractive cartons, they look like original parts. If today, we serve them a notice, they will start manufacturing from another location. They are flexible and in the interiors of India where awareness is much lower than what it is in cities, it is easy to pass them off as original.

RB: Although the manu-facturing is unorganized, the supply chain is very organized because of the huge margins. A brand owner will spend a huge sum of money in R&D, patent-ing, getting that part made in the right material, etc. These spurious parts manufacturers don’t have to do any such thing. Because of this and the taxes they avoid, the supply chain is well organized and therefore you have a situation where nearly 40 percent of the spare parts avail-able in this country are actually of suspect quality.

Can you elaborate on the supply chain?

RB: The dealership or the mechanic makes a huge incen-tive because when he sells a spurious part, he buys it at a lower cost and the manufactur-er also gives him a commission in addition to what the differ-ential in price is. People who handle the supply chain are generally linked to organized

crime. People who deal with these parts are based in areas that are inaccessible to a nor-mal citizen. These are hubs of illegal activities and that is also the concern – is this money also funding anti-social elements? You can see OECD reports and ICC BASCAP reports, interna-tionally they have had a clear link to anti-social elements and illegal trade.

Retailers are at fault too buying spurious parts knowingly.

SG: There are two types are retailers. One is the type associ-ated with the OEM’s authorized distribution network. The other is the lakhs of small retailers who will store any part. Their front window will show origi-nal parts but what they stock are dubious. To a customer, they offer both saying the original will cost more while the other one will have a shorter life but is considerably cheaper. Many fall for it.

RB: The crux of the problem is the enforcement. The availa-bility of police is a huge question mark. This is an area they find uncomfortable because there are trademark and copyright laws involved, and he doesn’t understand it because it is tech-nical. So one of the areas our group in SIAM has recognized is to build awareness in the law enforcement agency where we encourage them to make special wings to deal with such kind of crimes. We propose to train them and give them the infor-

mation and equip them with the knowledge to distinguish between spurious and genuine parts.

SG: There is one more funny aspect. If you have been able to identify a large amount of coun-terfeits, you inform the local body about it. The process takes six to nine months. During this period, it is the informant’s liability to find a godown for the parts, till the legal process begins. This could take ten more years. Where will an informant find a godown to stock the parts and pay the rent?

I can say that in Mahindra itself, there are at least 20,000 vehicles in the personal segment itself coming to our outlets daily. If we can educate them, similar-ly at every other manufacturer’s dealerships and workshops, a large volume of customers will at least be aware of this men-ace. Also, the technicians need to know. The challenge is ways to continue to keep this subject alive in the minds of consumers.

Have you seen counterfeit prod-ucts sold through company workshops or franchisees or authorized workshops?

RB: At our workshop, we did find one. We immediately termi-nated the contract. While he may have been lured by margins, it was tarnishing our brand. So we have frequent checks and balanc-es carried out on the inventory.

Is there a quick-fix to stop or reduce counterfeiting?

RB: Consumer awareness is

the only quick fix. SG: We have realized that

we cannot keep on filing legal cases and complaints because it is expensive. And also because how many of our officers can go personally to courts?

Lastly, what would be your recommendations to the gov-ernment, regulatory and law implementing authorities on this subject?

RB: The key is enforcement. Even if laws are enforced, it will offer a huge boost to the genuine movement. Unfortunately, they are not keen to do that. So it will be our endeavour to build con-sensus among consumers who demand these kind of services and also ask the law enforcing agencies to equip themselves to deal with this issue.

SG: To add to this point, I think it’s time for the government to define the end of life period of a vehicle. Where will you put these counterfeit parts if these vehi-cles are not on the road? Vehicles above 12 to 15 years for exam-ple. Vehicles older than five years migrate outside the OEM net-work. It is hard to keep track of them. Then there are also vehi-cles on the field like tractors. Once they go on the field, they never leave it. How are they run-ning? If you use spurious parts, it affects fuel consumption among other things. The additional consumption due to counterfeit parts is 109 million litres of petrol and eight million litres of diesel per annum according to a study conducted by SIAM in 2011.

Contd. from Pg 1

BMW opens dealership in Noida

The fakes menace...

Auto Monitor

N O R T H A M E R I C A N A S S E M B LY1810 JUNE 2013

North American actual assembly history 4-2013 (by Brand & Nameplate)AUTOFACTS Global Automotive Outlook

PricewaterhouseCoopers LLP

April 2013 Last 3 Months Year to Date

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

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

AutoAlliance International (USA) - -100.0% - (-1.1) - -100.0% - (-1.1) - -100.0% - (-1.0)

Ford Mustang - -100.0% - (-0.8) - -100.0% - (-0.7) - -100.0% - (-0.6)

Mazda Mazda6 - -100.0% - (-0.3) - -100.0% - (-0.4) - -100.0% - (-0.4)

BMW (Germany) 29,611 12.1% 2.0% (-0.1) 87,107 5.3% 2.1% 0 1,16,442 9.0% 2.1% 0.1

BMW X3 13,833 6.8% 1.0% (-0.1) 40,744 3.4% 1.0% (-0.0) 54,474 7.1% 1.0% 0

BMW X5 12,945 31.8% 0.9% 0.1 37,952 22.2% 0.9% 0.1 50,711 26.9% 0.9% 0.2

BMW X6 2,833 -21.9% 0.2% (-0.1) 8,411 -31.3% 0.2% (-0.1) 11,257 -29.7% 0.2% (-0.1)

Chrysler Group LLC (USA) 2,16,758 12.7% 15.0% (-0.4) 6,12,732 0.4% 14.7% (-0.6) 7,85,663 -1.2% 14.4% (-0.8)

Chrysler 200 13,449 4.0% 0.9% (-0.1) 38,036 3.6% 0.9% (-0.0) 49,470 8.9% 0.9% 0

Chrysler 300 5,293 -42.0% 0.4% (-0.4) 15,068 -38.9% 0.4% (-0.3) 21,633 -31.1% 0.4% (-0.2)

Chrysler Town & Country 12,471 13.2% 0.9% (-0.0) 34,562 15.9% 0.8% 0.1 39,835 6.7% 0.7% 0

Dodge Avenger 10,167 -5.9% 0.7% (-0.2) 33,597 18.7% 0.8% 0.1 45,746 31.9% 0.8% 0.2

Dodge Caravan 17,035 2.0% 1.2% (-0.2) 46,722 -8.7% 1.1% (-0.2) 53,212 -18.4% 1.0% (-0.3)

Dodge Challenger 4,847 11.2% 0.3% (-0.0) 15,415 19.7% 0.4% 0 19,956 21.8% 0.4% 0.1

Dodge Charger 8,720 36.6% 0.6% 0.1 29,590 27.7% 0.7% 0.1 38,639 23.4% 0.7% 0.1

Dodge Dart 10,380 - 0.7% 0.7 28,482 - 0.7% 0.7 35,528 - 0.6% 0.6

Dodge Durango 5,514 28.0% 0.4% 0 17,733 41.9% 0.4% 0.1 21,271 40.7% 0.4% 0.1

Dodge Journey 14,203 54.6% 1.0% 0.2 37,251 16.2% 0.9% 0.1 48,716 13.8% 0.9% 0.1

Fiat 500 5,693 -14.5% 0.4% (-0.1) 16,487 -16.4% 0.4% (-0.1) 20,103 -22.4% 0.4% (-0.1)

Fiat Freemont 1,944 -51.3% 0.1% (-0.2) 7,219 -44.5% 0.2% (-0.2) 11,308 -41.3% 0.2% (-0.2)

Jeep Compass 12,342 21.4% 0.9% 0 32,239 -8.7% 0.8% (-0.1) 43,620 -3.7% 0.8% (-0.1)

Jeep Grand Cherokee 22,676 20.2% 1.6% 0.1 63,501 5.0% 1.5% 0 78,117 -4.1% 1.4% (-0.1)

Jeep Liberty - -100.0% - (-0.9) - -100.0% - (-0.8) - -100.0% - (-0.8)

Jeep Patriot 7,123 -6.9% 0.5% (-0.1) 22,572 -31.2% 0.5% (-0.3) 32,313 -25.5% 0.6% (-0.2)

Jeep Wrangler 6,817 11.5% 0.5% (-0.0) 18,627 -6.9% 0.4% (-0.1) 24,425 -6.3% 0.4% (-0.1)

Jeep Wrangler Unlimited 13,360 37.3% 0.9% 0.1 35,445 14.3% 0.9% 0.1 47,943 17.3% 0.9% 0.1

Lancia Flavia 173 -71.8% 0.0% (-0.0) 353 -60.6% 0.0% (-0.0) 542 -39.4% 0.0% (-0.0)

Lancia Grand Voyager 274 -61.0% 0.0% (-0.0) 1,420 -33.8% 0.0% (-0.0) 1,901 -26.9% 0.0% (-0.0)

Lancia Thema 382 38100.0% 0.0% 0 1,019 506.5% 0.0% 0 1,260 37.6% 0.0% 0

Ram Cargo Van 902 25.3% 0.1% 0 2,330 -16.0% 0.1% (-0.0) 2,812 -24.3% 0.1% (-0.0)

Ram Pickup 42,901 38.8% 3.0% 0.5 1,14,795 8.8% 2.8% 0.1 1,47,035 5.4% 2.7% 0

SRT Viper 92 - 0.0% 0 269 - 0.0% 0 278 - 0.0% 0

Chrysler Group LLC (USA) 2,16,758 12.7% 15.0% (-0.4) 6,12,732 0.4% 14.7% (-0.6) 7,85,663 -1.2% 14.4% (-0.8)

Volkswagen Routan - -100.0% - (-0.0) - -100.0% - (-0.1) - -100.0% - (-0.1)

Daimler AG (Germany) 17,411 14.7% 1.2% (-0.0) 50,418 5.5% 1.2% 0 68,967 8.9% 1.3% 0.1

Freightliner Sprinter 192 -75.2% 0.0% (-0.0) 540 -77.8% 0.0% (-0.0) 718 -77.5% 0.0% (-0.0)

Mercedes-Benz GL-Class 3,779 18.1% 0.3% 0 14,784 46.7% 0.4% 0.1 21,136 57.3% 0.4% 0.1

Mercedes-Benz GL-Class AMG 19 - 0.0% 0 75 - 0.0% 0 107 - 0.0% 0

Mercedes-Benz M-Class 11,166 16.9% 0.8% 0 29,953 -0.5% 0.7% (-0.0) 40,156 0.1% 0.7% (-0.0)

Mercedes-Benz M-Class AMG 56 16.7% 0.0% 0 150 -0.7% 0.0% (-0.0) 201 - 0.0% (-0.0)

Mercedes-Benz R-Class 1,487 -7.1% 0.1% (-0.0) 2,230 -55.8% 0.1% (-0.1) 2,534 -60.3% 0.0% (-0.1)

Mercedes-Benz Sprinter 712 - 0.0% 0 2,686 - 0.1% 0.1 4,115 - 0.1% 0.1

Ford Motor Company (USA) 2,78,170 24.7% 19.2% 1.4 7,97,729 18.5% 19.2% 2.3 10,58,565 21.2% 19.4% 2.7

Ford C-MAX 4,782 6030.8% 0.3% 0.3 13,944 11236.6% 0.3% 0.3 18,118 14394.4% 0.3% 0.3

Ford Edge 17,279 15.6% 1.2% 0 49,873 18.4% 1.2% 0.1 67,083 16.6% 1.2% 0.1

Ford Escape 33,962 10.8% 2.3% (-0.1) 1,00,470 11.3% 2.4% 0.1 1,32,218 12.1% 2.4% 0.2

Ford E-Series 16,214 14.6% 1.1% (-0.0) 40,365 -7.2% 1.0% (-0.1) 49,848 -3.5% 0.9% (-0.1)

Ford Expedition 5,989 9.3% 0.4% (-0.0) 17,869 3.2% 0.4% (-0.0) 24,137 7.4% 0.4% 0

Ford Explorer 19,664 20.1% 1.4% 0.1 58,734 18.3% 1.4% 0.2 78,820 21.7% 1.4% 0.2

Ford Fiesta 12,286 12.3% 0.8% (-0.0) 35,561 7.1% 0.9% 0 48,742 6.9% 0.9% 0

Ford Flex 3,037 -7.3% 0.2% (-0.1) 8,824 7.5% 0.2% 0 11,908 4.0% 0.2% (-0.0)

Ford Focus 26,642 11.2% 1.8% (-0.1) 77,190 18.5% 1.9% 0.2 1,03,329 22.2% 1.9% 0.3

Ford F-Series 81,620 29.2% 5.6% 0.6 2,33,980 19.0% 5.6% 0.7 3,13,227 20.7% 5.7% 0.8

Ford Fusion 29,207 22.7% 2.0% 0.1 81,163 2.4% 1.9% (-0.0) 1,07,915 13.3% 2.0% 0.2

Ford Mustang 10,386 - 0.7% 0.7 29,391 - 0.7% 0.7 35,332 - 0.6% 0.6

Ford Taurus 8,196 -9.2% 0.6% (-0.2) 24,909 6.5% 0.6% 0 32,984 6.8% 0.6% 0

Lincoln Mark LT 92 475.0% 0.0% 0 175 218.2% 0.0% 0 219 173.8% 0.0% 0

Lincoln MKS 1,058 -22.7% 0.1% (-0.0) 2,771 -30.8% 0.1% (-0.0) 3,699 -29.0% 0.1% (-0.0)

Lincoln MKT 478 -41.7% 0.0% (-0.0) 1,487 -37.9% 0.0% (-0.0) 2,151 -27.9% 0.0% (-0.0)

Lincoln MKX 1,412 -36.8% 0.1% (-0.1) 4,345 -37.9% 0.1% (-0.1) 7,266 -25.7% 0.1% (-0.1)

Lincoln MKZ 4,686 120.7% 0.3% 0.2 14,099 63.1% 0.3% 0.1 18,134 67.7% 0.3% 0.1

Lincoln Navigator 1,180 85.0% 0.1% 0 2,579 17.9% 0.1% 0 3,435 14.4% 0.1% 0

Fuji Heavy Industries (Japan) 24,588 9.1% 1.7% (-0.1) 72,939 -4.3% 1.8% (-0.2) 98,161 -4.3% 1.8% (-0.2)

Subaru Legacy 4,457 24.7% 0.3% 0 12,527 -11.2% 0.3% (-0.1) 17,184 -10.0% 0.3% (-0.1)

Subaru Outback 11,469 5.0% 0.8% (-0.1) 35,509 0.8% 0.9% (-0.0) 47,392 0.2% 0.9% (-0.0)

Fuji Heavy Industries (Japan) 24,588 9.1% 1.7% (-0.1) 72,939 -4.3% 1.8% (-0.2) 98,161 -4.3% 1.8% (-0.2)

Subaru Tribeca 318 -15.9% 0.0% (-0.0) 821 -26.6% 0.0% (-0.0) 1,039 -32.2% 0.0% (-0.0)

Toyota Camry 8,344 8.8% 0.6% (-0.0) 24,082 -6.5% 0.6% (-0.1) 32,546 -5.9% 0.6% (-0.1)

General Motors Company (USA) 2,70,096 2.6% 18.7% (-2.3) 8,17,947 -6.2% 19.6% (-2.2) 10,77,989 -4.2% 19.7% (-1.8)

Buick Enclave 6,811 20.3% 0.5% 0 16,979 -5.1% 0.4% (-0.0) 22,110 -4.5% 0.4% (-0.0)

Buick LaCrosse 4,701 -17.3% 0.3% (-0.1) 10,611 -33.5% 0.3% (-0.1) 16,037 -17.5% 0.3% (-0.1)

Buick Regal 1,257 -30.0% 0.1% (-0.1) 4,704 10.3% 0.1% 0 6,254 -5.1% 0.1% (-0.0)

Buick Verano 4,830 -2.3% 0.3% (-0.1) 13,768 -7.4% 0.3% (-0.0) 18,150 -4.4% 0.3% (-0.0)

Cadillac ATS 2,651 - 0.2% 0.2 8,778 - 0.2% 0.2 12,242 - 0.2% 0.2

Cadillac CTS 2,053 -55.7% 0.1% (-0.2) 7,823 -48.2% 0.2% (-0.2) 9,295 -52.1% 0.2% (-0.2)

Cadillac Escalade 1,119 -9.5% 0.1% (-0.0) 3,812 6.7% 0.1% 0 3,990 -19.5% 0.1% (-0.0)

Cadillac Escalade ESV 798 1.1% 0.1% (-0.0) 2,484 23.4% 0.1% 0 2,559 -3.2% 0.0% (-0.0)

Cadillac Escalade EXT 1 -99.3% 0.0% (-0.0) 835 30.7% 0.0% 0 1,168 51.3% 0.0% 0

Cadillac SRX 7,127 -3.0% 0.5% (-0.1) 20,120 -10.1% 0.5% (-0.1) 24,971 -17.6% 0.5% (-0.1)

Cadillac XTS 1,592 - 0.1% 0.1 8,818 - 0.2% 0.2 11,471 - 0.2% 0.2

Chevrolet Avalanche 814 -23.2% 0.1% (-0.0) 7,229 26.7% 0.2% 0 11,089 48.8% 0.2% 0.1

Chevrolet Aveo 8,446 37.6% 0.6% 0.1 20,939 3.4% 0.5% (-0.0) 28,242 4.4% 0.5% (-0.0)

Chevrolet Camaro 6,171 -34.7% 0.4% (-0.3) 18,379 -21.4% 0.4% (-0.1) 26,282 -22.9% 0.5% (-0.2)

Chevrolet Captiva 6,372 14.7% 0.4% (-0.0) 16,254 5.9% 0.4% 0 21,091 7.5% 0.4% 0

Chevrolet Colorado - -100.0% - (-0.3) - -100.0% - (-0.3) - -100.0% - (-0.3)

Auto Monitor

N O R T H A M E R I C A N A S S E M B LY 1910 JUNE 2013

Chevrolet Corvette - -100.0% - (-0.1) 1,438 -61.8% 0.0% (-0.1) 3,155 -30.7% 0.1% (-0.0)

Chevrolet Cruze 25,696 3.7% 1.8% (-0.2) 75,105 -2.9% 1.8% (-0.1) 96,379 -4.5% 1.8% (-0.2)

Chevrolet Equinox 23,426 13.0% 1.6% (-0.0) 68,037 1.0% 1.6% (-0.1) 91,427 3.1% 1.7% (-0.0)

Chevrolet Express 8,903 10.3% 0.6% (-0.0) 24,763 4.1% 0.6% (-0.0) 27,144 -5.5% 0.5% (-0.1)

Chevrolet Impala 16,733 7.3% 1.2% (-0.1) 44,963 -9.3% 1.1% (-0.2) 58,981 -10.3% 1.1% (-0.2)

Chevrolet Malibu 13,013 -34.8% 0.9% (-0.7) 36,151 -43.8% 0.9% (-0.7) 55,800 -35.0% 1.0% (-0.6)

Chevrolet Silverado 38,278 10.0% 2.6% (-0.1) 1,34,244 -6.4% 3.2% (-0.4) 1,86,602 2.4% 3.4% (-0.1)

Chevrolet Sonic 12,747 43.4% 0.9% 0.2 35,886 32.7% 0.9% 0.2 49,065 41.2% 0.9% 0.2

Chevrolet Suburban 5,261 15.9% 0.4% 0 13,888 -13.7% 0.3% (-0.1) 14,274 -29.9% 0.3% (-0.1)

Chevrolet Tahoe 11,325 16.3% 0.8% 0 31,206 -2.2% 0.7% (-0.1) 32,203 -20.2% 0.6% (-0.2)

Chevrolet Traverse 9,612 15.5% 0.7% 0 25,931 0.0% 0.6% (-0.0) 33,585 4.3% 0.6% (-0.0)

Chevrolet Trax 1,251 - 0.1% 0.1 8,411 - 0.2% 0.2 12,645 - 0.2% 0.2

Chevrolet Volt 2,740 75.4% 0.2% 0.1 8,749 71.7% 0.2% 0.1 11,664 128.9% 0.2% 0.1

General Motors Company (USA) 2,70,096 2.6% 18.7% (-2.3) 8,17,947 -6.2% 19.6% (-2.2) 10,77,989 -4.2% 19.7% (-1.8)

GMC Acadia 9,135 24.3% 0.6% 0 29,667 27.7% 0.7% 0.1 40,172 35.6% 0.7% 0.2

GMC Canyon - -100.0% - (-0.1) - -100.0% - (-0.1) - -100.0% - (-0.1)

GMC Savana 3,065 -26.1% 0.2% (-0.1) 7,476 -32.5% 0.2% (-0.1) 7,881 -40.4% 0.1% (-0.1)

GMC Sierra 2 - 0.0% 0 2 - 0.0% 0 2 - 0.0% 0

GMC Sierra Pickups 14,340 -15.6% 1.0% (-0.4) 56,335 -13.2% 1.4% (-0.3) 77,732 -2.9% 1.4% (-0.1)

GMC Terrain 11,075 9.6% 0.8% (-0.0) 31,407 -5.3% 0.8% (-0.1) 40,693 -7.5% 0.7% (-0.1)

GMC Yukon 4,814 22.6% 0.3% 0 13,015 -10.1% 0.3% (-0.1) 13,460 -27.8% 0.2% (-0.1)

GMC Yukon XL 3,721 41.3% 0.3% 0 9,300 2.7% 0.2% (-0.0) 9,658 -18.9% 0.2% (-0.1)

Holden Volt 28 - 0.0% 0 89 - 0.0% 0 123 - 0.0% 0

Opel-Vauxhall Ampera 188 -66.2% 0.0% (-0.0) 351 -89.6% 0.0% (-0.1) 393 -88.4% 0.0% (-0.1)

Honda Motor Company (Japan) 1,60,764 17.3% 11.1% 0.2 4,66,422 4.2% 11.2% (-0.0) 6,17,088 3.3% 11.3% (-0.1)

Acura ILX 120 -84.1% 0.0% (-0.1) 1,408 86.7% 0.0% 0 1,833 143.1% 0.0% 0

Acura MDX - -100.0% - (-0.5) 4,622 -76.7% 0.1% (-0.4) 6,482 -75.4% 0.1% (-0.4)

Acura RDX 5,099 29.0% 0.4% 0 15,899 167.5% 0.4% 0.2 20,946 251.7% 0.4% 0.3

Acura TL 584 -84.0% 0.0% (-0.3) 9,967 -12.5% 0.2% (-0.0) 13,029 -23.8% 0.2% (-0.1)

Acura ZDX - -100.0% - (-0.0) 181 -68.4% 0.0% (-0.0) 181 -68.4% 0.0% (-0.0)

Honda Accord 43,007 38.7% 3.0% 0.5 1,19,957 13.3% 2.9% 0.2 1,57,496 11.5% 2.9% 0.2

Honda Civic 42,386 34.3% 2.9% 0.4 1,23,473 7.5% 3.0% 0.1 1,65,780 4.1% 3.0% (-0.0)

Honda Crosstour 3,538 -13.3% 0.2% (-0.1) 5,277 -46.0% 0.1% (-0.1) 7,444 -36.8% 0.1% (-0.1)

Honda CR-V 36,344 34.5% 2.5% 0.4 1,00,394 12.4% 2.4% 0.2 1,31,794 13.1% 2.4% 0.2

Honda Odyssey 12,815 -7.9% 0.9% (-0.2) 35,829 -18.1% 0.9% (-0.2) 46,219 -21.1% 0.8% (-0.3)

Honda Pilot 15,309 17.9% 1.1% 0 43,052 3.0% 1.0% (-0.0) 57,399 7.3% 1.0% 0

Honda Ridgeline 1,562 -1.8% 0.1% (-0.0) 6,363 72.4% 0.2% 0.1 8,485 47.2% 0.2% 0

Hyundai Motor Company (South Korea) 71,273 19.3% 4.9% 0.2 2,01,115 15.1% 4.8% 0.4 2,65,925 15.2% 4.9% 0.5

Hyundai Elantra/i30 18,596 72.6% 1.3% 0.4 51,922 66.6% 1.2% 0.5 66,995 65.1% 1.2% 0.4

Hyundai Santa Fe - -100.0% - (-0.8) - -100.0% - (-0.7) - -100.0% - (-0.7)

Hyundai Santa Fe/ix45 9,600 - 0.7% 0.7 25,452 - 0.6% 0.6 35,164 - 0.6% 0.6

Hyundai Sonata/i40 18,776 7.7% 1.3% (-0.1) 52,810 -5.1% 1.3% (-0.1) 71,837 -4.8% 1.3% (-0.1)

Kia Optima 11,300 6.1% 0.8% (-0.1) 33,572 7.5% 0.8% 0 46,690 17.6% 0.9% 0.1

Kia Sorento 13,001 20.0% 0.9% 0 37,359 24.1% 0.9% 0.1 45,239 11.8% 0.8% 0.1

Mitsubishi Motors Corp (Japan) 4,784 105.1% 0.3% 0.1 15,336 137.5% 0.4% 0.2 21,520 162.2% 0.4% 0.2

Mitsubishi Galant - -100.0% - (-0.2) - -100.0% - (-0.2) - -100.0% - (-0.2)

Mitsubishi Motors Corp (Japan) 4,784 105.1% 0.3% 0.1 15,336 137.5% 0.4% 0.2 21,520 162.2% 0.4% 0.2

Mitsubishi Outlander Sport 4,784 - 0.3% 0.3 15,336 - 0.4% 0.4 21,520 - 0.4% 0.4

Nissan Motor (Japan) 1,33,924 42.5% 9.3% 1.8 3,79,330 16.8% 9.1% 1.0 4,98,681 13.8% 9.1% 0.7

Infiniti JX Series 3,483 6.6% 0.2% (-0.0) 11,248 72.1% 0.3% 0.1 15,134 130.2% 0.3% 0.2

Nissan Altima 33,901 27.9% 2.3% 0.2 1,03,780 18.8% 2.5% 0.3 1,34,275 15.3% 2.5% 0.2

Nissan Armada 1,497 -2.2% 0.1% (-0.0) 2,654 -54.1% 0.1% (-0.1) 3,368 -57.2% 0.1% (-0.1)

Nissan Frontier 11,728 46.8% 0.8% 0.2 26,500 13.1% 0.6% 0 31,425 5.9% 0.6% 0

Nissan Leaf 1,798 - 0.1% 0.1 6,578 - 0.2% 0.2 8,622 - 0.2% 0.2

Nissan March 3,182 -34.2% 0.2% (-0.2) 11,806 -36.4% 0.3% (-0.2) 13,701 -48.8% 0.3% (-0.3)

Nissan Maxima 2,622 -57.1% 0.2% (-0.3) 10,019 -48.8% 0.2% (-0.3) 14,365 -46.1% 0.3% (-0.2)

Nissan NV200 309 - 0.0% 0 1,712 - 0.0% 0 1,800 - 0.0% 0

Nissan NV-Series 1,266 131.4% 0.1% 0 3,225 79.8% 0.1% 0 4,029 48.1% 0.1% 0

Nissan Pathfinder 10,106 182.5% 0.7% 0.4 33,669 304.5% 0.8% 0.6 41,831 271.2% 0.8% 0.5

Nissan Pickup 11,463 87.3% 0.8% 0.3 29,682 46.5% 0.7% 0.2 38,361 50.0% 0.7% 0.2

Nissan Sentra 18,878 68.9% 1.3% 0.4 47,989 34.0% 1.2% 0.3 67,236 38.3% 1.2% 0.3

Nissan Tiida 5,115 38.1% 0.4% 0.1 12,531 -62.8% 0.3% (-0.5) 18,110 -63.6% 0.3% (-0.6)

Nissan Titan 1,549 -44.3% 0.1% (-0.1) 2,961 -61.7% 0.1% (-0.1) 3,221 -68.2% 0.1% (-0.1)

Nissan Tsuru 5,533 551.7% 0.4% 0.3 14,198 48.3% 0.3% 0.1 19,859 39.8% 0.4% 0.1

Nissan Versa 19,937 58.7% 1.4% 0.4 56,857 39.3% 1.4% 0.3 78,304 44.9% 1.4% 0.4

Nissan Xterra 1,557 -30.5% 0.1% (-0.1) 3,921 -21.8% 0.1% (-0.0) 5,040 -32.9% 0.1% (-0.1)

Suzuki Equator - -100.0% - (-0.0) - -100.0% - (-0.0) - -100.0% - (-0.0)

Tesla Motors (USA) 1,493 - 0.1% 0.1 4,704 - 0.1% 0.1 6,384 - 0.1% 0.1

Tesla Model S 1,493 - 0.1% 0.1 4,704 - 0.1% 0.1 6,384 - 0.1% 0.1

Toyota Motor Corporation (Japan) 1,64,993 13.8% 11.4% (-0.2) 4,55,839 3.0% 10.9% (-0.2) 6,01,642 2.9% 11.0% (-0.2)

Lexus RX Series 8,011 10.5% 0.6% (-0.0) 22,013 -1.5% 0.5% (-0.0) 29,638 -0.8% 0.5% (-0.0)

Toyota Avalon 10,357 180.6% 0.7% 0.4 28,610 178.3% 0.7% 0.4 37,679 177.7% 0.7% 0.4

Toyota Camry 33,601 2.4% 2.3% (-0.3) 96,680 -3.7% 2.3% (-0.2) 1,28,037 -5.7% 2.3% (-0.3)

Toyota Corolla 32,388 -0.5% 2.2% (-0.4) 83,724 -9.0% 2.0% (-0.3) 1,12,875 -2.7% 2.1% (-0.2)

Toyota Highlander 12,555 13.3% 0.9% (-0.0) 35,803 3.5% 0.9% (-0.0) 48,562 6.4% 0.9% 0

Toyota Matrix 990 -44.1% 0.1% (-0.1) 4,198 -32.2% 0.1% (-0.1) 5,510 -33.4% 0.1% (-0.1)

Toyota RAV4 20,089 27.0% 1.4% 0.1 54,375 15.2% 1.3% 0.1 62,367 0.6% 1.1% (-0.0)

Toyota Sequoia 2,375 21.3% 0.2% 0 6,770 11.3% 0.2% 0 9,187 14.1% 0.2% 0

Toyota Sienna 12,646 11.4% 0.9% (-0.0) 36,087 -0.3% 0.9% (-0.0) 49,028 -0.3% 0.9% (-0.0)

Toyota Motor Corporation (Japan) 1,64,993 13.8% 11.4% (-0.2) 4,55,839 3.0% 10.9% (-0.2) 6,01,642 2.9% 11.0% (-0.2)

Toyota Tacoma 16,307 24.7% 1.1% 0.1 44,356 12.1% 1.1% 0.1 59,551 15.2% 1.1% 0.1

Toyota Tundra 10,886 15.3% 0.8% (-0.0) 29,447 -5.3% 0.7% (-0.1) 39,793 -6.1% 0.7% (-0.1)

Toyota Venza 4,788 13.4% 0.3% (-0.0) 13,776 -17.4% 0.3% (-0.1) 19,415 -13.1% 0.4% (-0.1)

Volkswagen (Germany) 73,265 23.9% 5.1% 0.3 2,02,366 9.2% 4.9% 0.2 2,52,825 0.6% 4.6% (-0.2)

Volkswagen Beetle 13,445 66.7% 0.9% 0.3 36,621 43.8% 0.9% 0.2 43,222 24.2% 0.8% 0.1

Volkswagen Golf/Jetta Variant 8,231 -31.2% 0.6% (-0.4) 28,056 -25.8% 0.7% (-0.3) 36,950 -28.5% 0.7% (-0.3)

Volkswagen Jetta 32,407 16.1% 2.2% 0 88,110 - 2.1% (-0.1) 1,08,859 -9.6% 2.0% (-0.3)

Volkswagen Passat 19,182 71.3% 1.3% 0.4 49,579 45.9% 1.2% 0.3 63,794 43.3% 1.2% 0.3

Total Light Vehicle 14,47,130 15.5% 100.0% - 41,63,984 4.5% 100.0% - 54,69,852 4.5% 100.0% -

April 2013 Last 3 Months Year to Date

Ownership Org/ YOY Assembly YOY YOY Assembly YOY YOY Assembly YOY Brand & Nameplate Volume % Chg Share % Share Chg Volume % Chg Share % Share Chg Volume % Chg Share % Share Chg

Auto Monitor

G L O B A L W A T C H2010 JUNE 2013

Volkswagen’s TSI technology wins Engine Of The Year award

Two-thirds of UK drivers would be dev-astated if they lost their car, according to figures published as Road Safety Minister Stephen Hammond launched

a new THINK! drink-drive campaign to raise awareness of the consequences of a conviction.

The survey, commissioned by the AA and conducted by Populus, also shows that:

31% of motorists are at their happiest behind the wheel.

32% say they rely on their car to maintain friendships.

Without a car 76% of 18-24 year olds would find it difficult to see friends and do the things they love - 88% would be devastated if they could not drive.

16% rate having a car as the best thing in their lives with the figure rising to 27% among 18-24 year olds.

The latest campaign will see radio adverts, pub posters and an eye-catching short online film drilling the message home that motorists face heavy costs if they drink and drive. Stephen Hammond said, “Drink driving is a menace and drivers should be clear that if you get behind the wheel over the limit this summer, you will lose your licence, get a criminal record, and face a fine – you could even end up in jail.

“The findings of this poll are clear; drivers love their cars and a drink driving conviction would not only leave a massive hole in their pockets, it would leave a massive hole in their lives. Nobody wants to spend their summer in a prison cell so whether you are drinking in the pub or at a friend’s barbeque, make sure you do not drink and drive – it could have devastating consequences for you and for others.”

The £740,000 THINK! campaign is being launched alongside plans by the Association of Chief Police Officers (ACPO) to carry out extra checks on motorists over the summer. ACPO lead for roads policing, Chief Constable Suzette Davenport, said, “Police take this offence very seriously and experience shows us that courts take a very dim view of anyone who is caught. It is appalling that in 2013 we still have to remind people not to drink or take drugs and drive. To combat this we will be stopping and testing thousands more drivers throughout the month of June.

The Institute of Advanced Motorists calcu-lated that the cost of a conviction could be up to £50,000 – this is based on someone losing their job as a result of their conviction, receiving the maximum fine, the average cost of legal fees and increased insurance premiums.

Drink-drive and lose your car

The 1.4-litre TSI pet-rol eng ine f rom Volkswagen has won the “Engine of the Year

Award” for the seventh consec-utive time in the 1.0 to 1.4 litre displacement category. This makes the 1.4-litre TSI the most successful engine in the 15-year history of this international engine technology competition. In addition, Volkswagen received the coveted “Best New Engine Award” for its TSI technology in combination with automat-ic cylinder deactivation (ACT). This award recognises the best engine development of the past 12 months.

Since 2006, Volkswagen has received a total of 12 trophies from the “Engine of the Year” jury for the constantly enhanced 1.4-litre TSI engine with the internal designation EA 211 – seven class victories, two overall victories, two “Best New Engine”

awards and one “Green Engine of the Year” award. The com-mittee, which is made up of 87 international trade jour-nalists, has given the TSI technology an historic string of victories. At the same time, Volkswagen is launching into a new era of engine production with its latest innovation - the TSI with ACT cylin-der deactivation.

The Wolfsburg-based company was the world’s first manufacturer to introduce active cylinder management (ACT) in the TSI four-cylinder last year – a technology that until then had been more familiar in large eight- or twelve-cylinder engines. Active cylinder man-agement made its debut in the Polo and Golf 103 kW / 140 PS 1.4 TSI. Temporary shutoff of the second and third cylinders – in conjunction with an eco-

nomical style of driving – reduces fuel con-sumption by over 0.5 litres per 100 kilometres.

Even with two cylinders the excellently balanced 1.4 TSI runs just as quietly and with

low vibration as with four active combustion

chambers. All mechani-cal switchover processes

take place within one cam-shaft rotation; depending

on engine speed this takes just 13 to 36 milliseconds. Accompanying interven-tions in ignition and throttle valve processes smooth the transitions.

Altogether, the components of active cylinder management

weigh just 3 kg. Their actuators, the camshafts and their bear-ing frames are integrated in the cylinder head; two low-friction bearings reduce shaft friction. Important to know: only with the TSI concept – petrol direct injection plus turbocharging – is cylinder deactivation even conceivable in the form being implemented today.

Compared to its predecessor, fuel consumption and CO2 emis-

sion values of the TSI engines were reduced to 9 per cent in part also by such measures as reducing internal friction, low-ering weight and optimising thermal management. The sav-ings potential is as much as 15 per cent in conjunction with the innovative active cylinder man-agement (ACT) feature.

Volkswagen is the global leader in charging strategies for engines with direct fuel injec-tion, and to date it has produced over 3.8 million TSI engines at five production sites worldwide. The 140 PS TSI with automat-ic cylinder deactivation (ACT) is currently available in the Polo and Golf. The two awards were accepted by Dr. Rüdiger Szengel, Head of Volkswagen Petrol Engine Development, and Hermann Middendorf, Head of Basic Development for the EA 211 in Volkswagen Petrol Engine Development.

Auto Monitor

2110 JUNE 2013

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T H E O T H E R S I D E2210 JUNE 2013

In Real Life A Ramasubramanian started his career in 1975 with TELCO. That stint fuelled his interest in R&D, and he has since published several technical papers and holds several engineering patents. Subsequently he has worked with Axles India and Eicher. He joined AMW in 2009.

He is holds a degree in mechanical engineering from Pune University, and is a qualified chartered financial analyst (CFA).

Illustration: Sachin PanditCompiled by: Pradeb Biswas

Getting Personalwith A Ramasubramanian, President, Asia Motor Works

If not in auto industry, where would you be?I would have been teaching and playing cricket.

What car do you drive? What do you dream of driving?I own a BMW 5 series, Mercedes C-20 and a Honda Accord.

Your most recent indulgence?My family took me to a local restaurant for lunch on Sunday.

What are you currently reading?I recently finished reading Comrade Kirillov by Raja Rao. I am trying to locate some old reading material from my attic: possibly Jean Paul Sartre or Carlos Castaneda.

What do you do when not talking auto?I talk “trucks”. I love cricket and talk and write about it. However, the recent events in cricket have disillusioned me, so I am put off.

An activity you would miss office for?There are few activities I would miss office for.

Where did you go for your last holiday?Mauritius, with my family in 2009.

You get angry when…. Seldom. I cannot stand pseudo-intellectuals. I also get impatient with people who cannot work with others.

What is the one thing you would like to change about yourself?Give more time to other things. Say a holiday with family. Let my hair down sometimes. That seems tough.

The best thing to have happened to you?Each day and year has been a new discovery.

An experience you won’t forget?A close encounter in 1978 with the Kanchi Seer performing chatur masya in Satara.

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Regn. No. MH/MR/WEST/20/2012-2014. RNI No. MAHENG/2000/11414 Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001.Date Of Mailing: 1st & 2nd Fortnightly Issue. Date Of Publication: 28th of Every Month

Auto monitor 10 june 2013

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