Profile of India’s Automobile Industry

Tiwari, Rajnish; Herstatt, Cornelius

doi:10.1007/978-3-319-02066-2_7

Cited by 3 publications

(2 citation statements)

References 26 publications

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“…There is huge growth in all segments of the automobile industry. The CAGR during last 15 years in passenger vehicles segment is 8.9 per cent (Tiwari and Herstatt, 2014). Though there has been downward trend in the last couple of years, the current political and socio-economic condition indicates that the trend will be reversed.…”

Section: Strategic Collaboration Managementmentioning

confidence: 98%

“…The automobile sector in India is growing steadily. During the last decade the sector has grown at a compounded annual growth rate (CAGR) of nearly 10 per cent (Tiwari and Herstatt, 2014). According to Boston Consultancy Group (BCG, 2013), while the current economic conditions have challenged the short term growth scenario of the sector, the long term prospects are expected to remain robust owing to strong fundamental demand and supply factors.…”

Section: Introductionmentioning

confidence: 99%

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Strategic collaboration management between Indian oil marketing and auto-service companies

Bhattacharjee

Prakash

Mohanty

2015

Journal of Strategy and Mgt

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Purpose – The downstream oil marketing companies (OMCs) have an opportunity to compensate their huge under-recovery by increasing non-fuel revenues through strategic planning for collaboration with organized companies (OCs) of auto-servicing sector, who are experiencing a surge in the demand for auto-servicing. The purpose of this paper is to explore the business need for strategic collaboration and empirically validate the building mechanism for collaborative capacities between the two sectors (OMCs and OCs). Design/methodology/approach – The paper is designed to explore the implementation of collaboration using needs analysis, exploratory factor analysis and structural equation modelling process for building collaborative capacities between the two sectors. Findings – Although alignment is a necessary condition before allowing for a valid collaboration between the two sectors, the external alignment process is highly significant for implementing collaboration unlike the internal alignment process. Research limitations/implications – Methodological limitations include the use of convenience sampling and anonymous survey-based research. Practical implications – Selecting the “right” identified factors for collaboration is unquestionably one of the most important topics in the collaboration literature, which holds vast practical implications. Originality/value – This study provides practical and theoretical insights for implementing collaboration based on empirical results.

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Section: Strategic Collaboration Managementmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%