Auto PB 072804 建议编写PPT时严重参考.ppt

?Accenture 2002 All Rights Reserved High Performing BusinessAutomotive Industry Discussion Document July 2004 Contents Contents Today’s automakers face a challenging environment as slow growth and product proliferation have driven excess supply. Automakers have responded by becoming larger but leaner, more operationally efficient but with broader product portfolios. However, the overall industry has achieved limited success in creating shareholder value. Sustaining shareholder performance has been difficult as turnarounds drive near-term bursts in shareholder value. Contents We have developed an approach to measuring high performance that emphasizes consistent shareholder value creation over the long term. Yet, despite a challenging environment, an identifiable set of automakers have been able to sustain high performance. These High Performers have succeeded by translating a focused corporate strategy into superior product innovation and operational excellence. Revenue growth focus allows High Performers to increase operating margins while other OEMs’ margins have significantly declined. High Performers consistently exploit very few brands globally while other automakers pursue less clear, more complex brand strategies. Automakers with more complex brand portfolios generally have several that underperform over time. This brand focus also allows High Performers to achieve “brand scale” through consolidating investments around their core brands. High Performers employ product development advantages to maintain fresher product portfolios than the industry. High Performers amplify the benefits of revenue growth with operational excellence. Contents Several growing trends will change the way automakers compete in the future. The next automotive era will be led by those OEMs that best translate market insight into successful brand and product strategies. Accelerating new product cycles creates a marketplace even more crowded with newer and fresher products. This intensif