96 CHAPTER 5 MARKETING STRATEGY IN COMPETETIVE SCENERIO 5.1 ELEMENTS OF AUTOMOBILE INDUSTRY STRUCTURE IN UAE Porter suggested that the nature and intensity of competition within any industry is determined by the interaction of five key forces: a) The threat of new entrants b) The power of buyers c) The threat of substitutes d) The extent of competitive rivalry e) The power of suppliers. Figure 5.1 Elements of Industry Structure Source: Michael Porter, Competitive Advantage.
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CHAPTER 5
MARKETING STRATEGY IN COMPETETIVE SCENERIO
5.1 ELEMENTS OF AUTOMOBILE INDUSTRY STRUCTURE IN UAE
Porter suggested that the nature and intensity of competition within any industry is
determined by the interaction of five key forces:
a) The threat of new entrants
b) The power of buyers
c) The threat of substitutes
d) The extent of competitive rivalry
e) The power of suppliers.
Figure 5.1
Elements of Industry Structure
Source: Michael Porter, Competitive Advantage.
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The automobile industry in UAE is highly competitive. The Automobile industry
structure in UAE can be analysed as below in terms of the above mentioned features
a) The Threat of New Entrants
As we have seen earlier that the changes ahead can bring the shift in the nature of
automobile market in UAE to low cost and fuel efficient products. This can fuel the entry
of new brands from China and Malaysia. The entry of new brands will fuel further the
competitive nature of the automobile industry in UAE. Also as the business environment
becomes more conducive and attractive for setting up production base, several
manufacturers may start considering this as a lucrative option, thereby adding to the nature
of competition in the region.
b) The Bargaining Power of Buyers
Virtually every brand is available in the UAE market though it is just 0.5% of the total
world market. This situation gives lot of leverage to the buyers and adds to the competitive
nature of the industry. The recent recessionary trends have also resulted in lots of expats
leaving the country, thereby reducing the concentration of buyers in the country. This
coupled with the high stock levels with the distributors has resulted in increasing the
bargaining power of buyers and putting pressures on the margin and profitability front.
c) The Threat of Substitutes
The increasing options for the public transport, particularly the Dubai Metro, are a major
substitute threat to this industry. Authorities hope that 30% of the population will be using
the metro by 2020. The northern emirates have also embarked on a major plan to improve
local bus network as a means of public transport.
d) The Extent of Competitive Rivalry
The industry growth in UAE is still being restricted due to the economic downtrends and
exit barriers for the dealers/automotive firms are high. These factors result in high
competitive rivalry amongst the firms to gain a minimal level of volume and share of
market.
e) The Power of Suppliers
In the current automobile industry structure in UAE, the suppliers enjoy considerable
power since it is not easy for the automobile firms to switch to other brands due to the
prevailing agency laws in UAE. But at the same time, the supplier or the principals also
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cannot have any number of franchises in the country (maximum of 2) which also puts
pressure on them to appropriately support their dealers/franchises so that they can be
competitive in the market.
5.2 COMPETITOR ANALYSIS
To be successful, the company must do a better job than its competitors of
satisfying target consumers. The design of competitive marketing strategies begins with
competitor analysis. The company constantly compares the value and customer satisfaction
delivered by its products, prices, channels and promotion with those of its close
competitors. In this way it can discern areas of potential advantage and disadvantage. The
company must formally or informally monitor the competitive environment to answer
these and other important questions:
Who are our competitors?
What are their objectives and strategies?
What are their strengths and weaknesses?
How will they react to different competitive strategies we might use?
The study of strategic postures which require the study of 7 P‘s (Marketing Mix) namely -
Product, Price, Promotion, Place, People, Physical Evidence, and Process Management can
also be undertaken. Although it is not possible to develop an exhaustive list of headings
under which competitive information should be collected, these are the principal areas to
which the strategist should pay attention on a regular basis:
1. Sales
Number of units sold
Sales trends
Market shares
Share trends
2. Customers
Customer profiles
Buying motives
Patterns of usage
Identity and image among buyers
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3. Products
Breadth and depth of the product range
Comparative product performance levels
New product policies
New product introduction
4. Advertising and promotion
Expenditure levels and patterns
Product literature
Sales promotions
5. Distribution and sales force
Types of distribution network used
Dealer objectives
Size, calibre and experience of the sales force
Sales force customer coverage
Stock levels
After-sales service capabilities
Customer service philosophy
6. Price
List prices and discounts by product and customer type
Special terms
7. Finance
Depth of financial resources
Patterns of ownership and financial flexibility
8. Management
Objectives (short and long term)
Identity of key executives
Competitive strategies
Organizational structures
Investment plans
Key success factors
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For each of the key automobile brand in UAE, the competitive information is as given
below:
1. Sales
Toyota significantly strengthened its market leading position in 2010 by achieving
highest ever market share of 36 per cent. The 2010 total year sales increased 33 per cent
against 2009. Toyota enjoyed considerably healthy sales during the first half of the year
despite the Japan calamity. Sales were up by 15 per cent during the year 2011 ending the
year with a total of nearly 80,000 units.
2. Customers
Customer profiles: Corporate customers, individuals in all the age range and income
levels.
Buying motives: Comfort, performance and reasonable maintenance costs.
Patterns of usage: Personal vehicle, commercial vehicle, lease and rental vehicle and off
road drives.
Identity and image among buyers: Reliable and durable.
3. Products
Breadth and depth of the product range: Wide range of customers from small car to large
4 –wheel drive, pick up trucks, vans and mini buses.
Comparative product performance levels: Very high.
New product policies: Environmental friendly, safe and convenient.
New product introduction: Toyota Zelas (2.5 L Engine).
4. Advertising and promotion
Expenditure levels and patterns: Advertising focus on BTL activities.
Product literature: Leaflets and product catalogues are available.
Sales promotions: Wide range of promotions under ―Toyota Choices‖.
5. Distribution and sales force
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Types of distribution network used: 9 sales showrooms available all across UAE.
Dealer objectives: To consolidate its position as the number one distributor in the UAE
by achieving new standards in customer satisfaction.
Size, calibre and experience of the sales force: Experienced and qualified sales staff
available.
Sales force customer coverage: Separate outdoor coverage teams.
Stock levels: Usually 2 month inventory levels are maintained.
After-sales service capabilities: 12 full-fledged service centres in UAE with further plans
to increase the service network in Abudhabi and Dubai.
Customer service philosophy: We care and it shows.
6. Price
List prices and discounts by product and customer type: Prices vary for fleet customers,
export customers and showroom walk-ins.
7. Finance
Depth of financial resources: The Al-Futtaim motors is the Toyota distributor in UAE. It
is a part of Al- Futtaim group. The Al-Futtaim Group, founded over 70 years ago, is one
of the most respected corporations in the lower Gulf Region. It operates collectively over
40 companies bearing the Al-Futtaim name and dominates many market segments in the
UAE.
Patterns of ownership and financial flexibility: Private ownership.
8. Management
Objectives (short and long term):
a) to consolidate their position as the number one distributor in the UAE by achieving
new standards in customer satisfaction.
b) to enhance service levels right across the company, from showroom to workshop.
c) to continue to foster Customer relationships.
Identity of key executives: Simon Frith, Managing Director.
Hugh Dickerson, Senior General Manager.
Competitive strategies: To Maintain and further increase the market share position.
Organizational structure: Each of the functional department (e.g. sale, service, parts) is
headed by a person who in turn reports to the Managing Director.
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Investment plans: Al-Futtaim Motors, the exclusive distributor for Toyota in the UAE,
has opened a new Toyota sales and service facility in Mussafah, Abu Dhabi. The launch
marks the beginning of an extensive investment in the expansion and renewal of the
market-leading brand's retail and service facilities in the emirates. The expansion is
scheduled to continue into 2011 with the launch of a flagship showroom in Aldar's Motor
World in Abu Dhabi and a further four facilities in Dubai.
Key success factors: Width of product range, excellent sales and service network and
strong management.
1. Sales
UAE sales posted a 35 per cent growth in the year 2011 for Ford. Sales in the country
crossed the 9,000-vehicle for the first time. In 2010, the Ford market share in UAE grew
to 5% with Ford Explorer as the best-selling car.
2. Customers
Customer profiles: Individuals with middle income group and preference for American
brand.
Buying motives: Safety features are preferred more.
Patterns of usage: Mainly personal usage.
Identity and image among buyers: Perceived to be having high safety features.
3. Products
Breadth and depth of the product range: saloon cars and four wheel drive vehicles in the
mid and higher price range
Comparative product performance levels: medium performance.
New product policies: Style, comfort and safety to be the main focus.
New product introduction: Ford Figo (1.4L engine)
4. Advertising and promotion
Expenditure levels and patterns: Active in summer campaigns and DSF promotions.
Product literature: Leaflets, Product catalogues and e- catalogues are available.
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Sales promotions: Quarterly sales promotion schemes are worked.
5. Distribution and sales force
Types of distribution network used: 8 showrooms available in various emirates.
Dealer objectives: Ford Motor Company recently recognized Al Tayer Motors as the
world's 10th largest Ford brand dealer. Their objective is to maintain higher standards of
customer service so as to retain this dominant position.
Size, calibre and experience of the sales force: Experienced sales force with separate
focus on corporate, retail and re-export customers.
Sales force customer coverage: Customer coverage is good.
Stock levels: Average inventory levels are at 2 month levels.
After-sales service capabilities: 8 service centres are there all across the emirates.
Customer service philosophy: The Service Excellence programme is a step-by-step
procedure designed to maximise convenience, productivity, flexibility, and customer
care.
6. Price
List prices and discounts by product and customer type: Separate price lists for
showroom and fleet customers.
7. Finance
Depth of financial resources: Al Tayer Group has investments in commercial real estate,
contracting, supply chain management, precision tools manufacturing and travel agency
services. Al Tayer Group operates leading, quality-focused businesses in automobile
sales and service, luxury and lifestyle retail, perfumes and cosmetics distribution,
engineering as well as interiors contracting. The Group‘s portfolio includes several of
the world‘s leading brands such as Armani, Bvlgari, Banana Republic, Ford, Ferrari,
Gucci, Gap, Harvey Nichols and Maserati. The Group operates over 180 stores across
multiple markets in the Middle East. Hence it is a financially strong group.
Patterns of ownership and financial flexibility: Established in 1979, Al Tayer Group is a
privately-held, diversified company with operations in 12 countries in the Middle East
and beyond. With over 7,800 employees from 95 different nationalities, the Group has
its headquarters in Dubai, UAE.
8. Management
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Objectives (short and long term): ―To make Passion our Currency, Relationships our
Bottom-line and Trust our Trademark‖ is the mission statement of Al Tayer Motors.
Philosophy and culture: The business group is known for its progressive work culture.
The philosophy of the group is – ―Success is more than mere statistics. It is steered by
our passion for excellence. Through each of our companies, we set out to define the
region‘s industry practices and create market benchmarks of international standards. We
believe in long term business relationships that are based on mutual goals, ethical
business practices and the single minded pursuit of delivering the extraordinary‖.
Identity of key executives: Saeed Al Tayer, Managing Director.
Ashok Khanna, CEO.
Competitive strategies: market penetration through network expansion
Organizational structures: A product structure is followed in Al Tayer Motors. They have
centralized the support function e.g. Finance. So one set of support functions services all
the product divisions. This design increases the horizontal differentiation within the
organization. Each division is headed by a General Manager and has its own hierarchy.
Investment plans: Al Tayer Motors has expanded its network with a new showroom and
after-sales facility in Fujairah, the largest in its network. The 120,400-square- foot facility
will represent Ford, Lincoln, Jaguar, Land Rover and Range Rover brands in the eastern
emirate. The showroom has a substantive spare parts department, a workshop, an
interactive area for customers and a dedicated area for approved pre-owned cars.
Key success factors: Strong management and focused marketing strategies.
1. Sales
Hyundai maintained 10 percent growth in the year 2010. In the year 2011 it witnessed a
40 per cent growth in sales in 2011 for the first seven months of the year compared with
the same period last year. For Hyundai, the strong sales came from the new models that
were introduced.
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2. Customers
Customer profiles: Lower to middle income group customers
Buying motives: Customers looking for lower budget vehicles or more features at lesser
price.
Patterns of usage: Within city drive vehicles.
Identity and image among buyers: Budget cars.
3. Products
Breadth and depth of the product range: Available in lower and medium price levels in
saloon cars and Four wheel Drives.
Comparative product performance levels: Considered as medium performing cars.
New product policies: Trendy and stylish design as well as vastly improved features, to
attract and satisfy youthful consumers.
New product introduction: Hyundai Veracruz (3.8 L engine, crossover utility vehicle).
4. Advertising and promotion
Expenditure level and patterns: Juma Al Majid Establishment, the exclusive distributor
of Hyundai Motors in the UAE and Hyundai Motor Company, the official auto sponsor
for football's governing body, FIFA, teamed up for the launch of the ‗2010 FIFA World
Cup South Africa' campaign. Customers who purchased any Hyundai car between April
6 and May 25 in 2010 got a chance to win a travel package to the 2010 FIFA World Cup
in South Africa. The company expected to boost its brand image and sales through this
promotion.
Product literature: Available leaflets.
Sales promotions: Sales promotions are focused on providing easy affordability means to
the buyers like low installment finance plans.
5. Distribution and sales force
Types of distribution network used: 7 showrooms all across UAE
Dealer objectives: The company is pressing ahead to achieve its goal of becoming top
five automotive brands in UAE through aggressive marketing strategies.
Size, calibre and experience of the sales force: Experienced and dedicated staff for
showroom and fleet sales is available.
Stock levels: Average 2 months.
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After-sales service capabilities: 10 service outlets are available all over UAE
Customer service philosophy: Quality service treated with utmost care.
6. Price
List prices and discounts by product and customer type: Separate prices for showroom
and fleet customers.
7. Finance
Depth of financial resources: The Juma Al Majid group of companies had a modest start
in the year 1950. Juma Al Majid partnership ventures operate in the fields of shipping,
construction, food-Imports, general trading, travel and other industries. The group is also
active in financial investments and portfolio management across the region and globally.
8. Management
Objectives (short and long term): To diversify into other areas of commercial activity to
contribute to the fledging nation's economy.
Philosophy and culture: Simple and highly effective philosophy of satisfying customers,
small or big, through a mix of honesty, integrity and social awareness has become
ingrained in all aspects of the business and is truly responsible for the group's unrivaled
success.
Identity of key executives: Isam Abu Nabah, President.
Competitive strategies: Focus on providing after sales service and improve perception of
product quality.
Investment plans: With the growth of Dubai as the commercial hub of the region, the
group has emerged a strong leader in all fields of its endeavor and is poised for even
greater challenges and achievements that await it in the future.
1. Sales
Arabian Automobiles, the distributor of Nissan, Renault and Infinity in Dubai and
Northern Emirates and the flagship company of UAE based conglomerate AW
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Rostamani Group sold 25,204 units, up 18% y-o-y, which generated record turnover of
AED2.5bn (US$ 6S.06mn) in 2009. In 2010, the distributor achieved a sales growth of
20% over 2009. Arabian Automobiles recorded an 18 per cent growth in sales during the
year 2011 compared to the last year, according to a spokesperson for the company.
Meanwhile, Al Masood Automobile, the exclusive dealer for Nissan Motor in Abu
Dhabi, returned to positive sales growth in 2010, after a 25% y-0-y decline in 2009. The
company‘s sales growth for 2011 was also in line with outlook for the industry as a
whole, a growth of 8.-10%. The company is expecting a positive reception for its new
model launches, spearheaded by the new Nissan Patrol SUV, which has accounted for
25% of its revenues over the last five years.
2. Customers
Customer profile varies from low income and middle income group customers.
3. Products
New product policies: Nissan Power 88 reflects Nissan‘s clear, global vision and
strategic direction through fiscal 2016: Nissan‘s extended new product plan will deliver,
on average, an all-new vehicle every six weeks for six years. The company‘s global
portfolio will have 66 vehicles and will cover 92% of all markets and segments. The
emphasis on sustainable mobility will continue, encompassing zero-emission vehicles
and low-emission technologies that support PURE DRIVE. Cumulative electric vehicle
sales for the Renault-Nissan Alliance will reach 1.5 million units.
New product introduction: Nissan Middle East F.Z.E. introduced Nissan 370Z Coupe, a
vehicle that reset the bar for affordable sports car design and performance.
4. Advertising and promotion
Product literature: Leaflets, catalogues and e- catalogues are available.
Sales promotions: Recently launched ―Nissan Freedom‖ campaign aimed at providing
convenience for buying.
5. Distribution and sales force
Types of distribution network used: 9 showrooms for new car sales and 2 showrooms for
used car sales are there.
Dealer objectives:
a) Be a preferred partner of our Principals.
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b) Develop win-win relationships with our customers.
c) Have modern and convenient infrastructure.
d) Be among the leaders in each of our business.
Size, calibre and experience of the sales force: Experienced sales staff is available.
Sales force customer coverage: Separate teams for showroom, corporate and re-export
sales.
Stock levels: Average 2 months inventory is maintained.
After-sales service capabilities: The nationwide network of 9 mechanical repair
workshops and 5 bodyshops are spread across all over Dubai & Northern Emirates to
ensure that customer gets the best service at his most convenient location.
Customer service philosophy: Strive to exceed Customer Requirements by delivering
high quality products and services. This is measured by conducting regular Customer
Satisfaction Surveys. The five promises are Convenience, Comfort, Punctuality, Value
and Quality Promises.
6. Price
List prices and discounts by product and customer type: prices are prominently displayed
in the showrooms with separate pricing for fleet customers.
7. Finance
Depth of financial resources: Arabian Automobiles Company (AAC) was established in
the year 1968, as part of the AW Rostamani business conglomerate, and the sole
distributor of Nissan Cars and Genuine Nissan Parts in Dubai and the Northern Emirates.
Over the years, AAC has emerged to be among the top players in the Automobile sector
with market leadership in certain pivotal segments of the vehicle market.
The Company has its head quarters in Dubai and markets passenger cars, 4 Wheel Drive
cars and commercial vehicles
Patterns of ownership and financial flexibility: Private ownership.
8. Management
Objectives (short and long term): The vision and mission of AAC is clearly stated as
below
Mission: 2009-2012 (The reason for our existence)
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―Our Mission is to enrich the lives of our customers through our people, products and
services by setting best practices in everything we do‖.
Vision: (Where we want to go)
―To be a world class organization by 2012‖.
―To be a USD 2 billion organization by 2012‖.
Philosophy and Culture:
1. AAC is committed to build a World Class Organization by adopting best practices,
promoting innovation and drive towards
2. To develop employee skills through training, motivation and empowerment. The
company works towards achieving Improving Employee Satisfaction.
3. AAC is committed to be a Responsible Corporate Citizen by sponsoring social
events, contributing to cultural activities, charity organizations and promoting
sports activities.
4. AAC is committed to the principles of Total Quality Management and continual
improvement. The effectiveness of this is measured by conducting regular Internal
Audits and in Monthly and Quarterly Performance Reviews. Specific Quality Objectives
set by the company are regularly monitored and reviewed in these meetings.
Identity of key executives: Mr. Michel I. Ayat, CEO
Mr. Sampath Kumar, Director – Finance & Accounts
Mr. Felix N.D. Welch, Director – Sales & Marketing
Mr. M.K.Rajkumar, Director – After sales & Trading
Competitive strategies: Provide excellent after sales service and build customer
relationship
Organizational structures: Clear hierarchy structure with each function having separate
head and all the functional heads reporting to CEO.
Investment plans: Al Rostamani started the expanded service centre. This marks the first
time a UAE distributor will launch a 24/7 servicing facility and the expansion has
necessitated an increase to a total of 60 service bays with vehicle lifts, as well as 123
body shop repair bays. At full capacity the facility will be able to process 300 car
services per day. The physical site infrastructure now covers some 350,000 square feet
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and is believed to be the largest single site vehicle service and body repair facility
currently operating for Nissan vehicles in the Middle East.
Key success factors: The strength of the product and the management.
1. Sales
Kia currently has 5.8% market share in the UAE. Kia's sales in the UAE fell by 35% y-o-
y to around 8,000 cars in 2009, taking its revenues down by 40% y-o-y. Kia Motors
launched four new models in 2010, which is really exceptional in global auto industry.
All these new models were applauded with great appreciation by the market, for its
design, and advanced technology. Kia motors closed the year 2010 with a growth of 26
per cent. Earlier in the year 2010 it rolled out the new Sorento SUV and in March it
launched the higher end Cadenza sedan. Both are aimed at particularly strong vehicle
segments for the UAE, as the SUV and premium markets are traditionally strong and
usually avoid the issue of credit by targeting more affluent consumers. Sales across the
UAE of Kia cars for the first seven months of the year 2011 increased 20 per cent in the
UAE, compared with the same period last year, taking market share from industry
heavyweights Toyota and Nissan
2. Customers
Customer profiles: Low and medium income group
3. Products
Breadth and depth of the product range: Low cost saloon cars starting from 1.1 litre
engine Kia Piccanto to the Kia Cadenza which is 3.5 litre engine. It has SUV‘s like Kia
Sportage starting from 2.0 litre engine and MPV‘s like Kia Carens.
New product policies: Great focus on design and styling.
New product introduction: KIA Cadenza.
4. Advertising and promotion
Sales promotions: Mainly focus on value added packages in the form of free services etc.
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5. Distribution and sales force
Types of distribution network used: 10 showrooms are available in all the emirates of
UAE.
Dealer objectives: Retaining customers by providing them high quality vehicles at
excellent value and backing this effort with a strong after sales support has been the main
objective of the company.
Size, calibre and experience of the sales force: Separate sales staff for showroom, fleet
and re-export sales is available.
Stock levels: Average inventory levels of 2 months.
After-sales service capabilities: 12 service facilities are there all across UAE.
6. Price
List prices and discounts by product and customer type: Prices and e-catalogues are
available.
7. Finance
Depth of financial resources: Al Majid Motors is a part of Juma Al Majid group and is
financially very strong.
8. Management
Philosophy and culture: Retaining customers by providing them high quality vehicles at
excellent value and backing this effort with a strong after sales support has been the
hallmark of the company.
Identity of key executives: Mohammad Khader, General Manager.
Competitive strategies: Aggressive on youthful, sporty yet cost conscious segment of
customers.
Investment plans: Al Majid Motors will invest almost Dh150 million in new showrooms
to expand in the country and increase customer base. A sales, service, spare parts and
storage centre in Abu Dhabi's Musaffah area will be opened. With an investment of
Dh110 million, the facility will accommodate almost 2,700 vehicles. Additionally, its
showroom in Dubai will be expanded by the end of May with an investment of Dh6
million. Another major investment will be made in Ras Al Khaimah, where a new Dh29
million sales, service, spare part and storage centre will be set up. Key success factors:
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Al Majid Motors has always laid stress on first grade customer service and this has been
the true reason behind the company's success.
1. Sales
Sales in the UAE fell from 13,915 units in 2009 to 11,156 in 2010. But the majority of
this fall was attributed to the discontinuation of the Hummer brand, which was very
popular in the UAE. In the UAE, General Motors has three dealers, Bin Hamoodah in
Abu Dhabi, Al Ghandi Auto and Liberty Automobiles in Dubai. Top selling models in
the UAE are the Chevrolet Tahoe, followed by the GMC Yukon, the Chevrolet Caprice,
GMC Sierra and Chevrolet Cruze. After posting the best sales month of the year in
December, GM‘s dealers in the Middle East reported total sales of 139,431 vehicles for
2011 - up 13 percent compared to 2010.
2. Customers
Customer profiles: GMC products are mainly bought by medium and high income group
customers whereas Chevrolet saloon cars are preferred by low and medium income
young buyers.
3. Products
Breadth and depth of the product range: Both GMC and Chevrolet have SUV‘s.
Chevrolet‘s SUV‘s start from 2.4 L engine Captiva and range goes upto 5.3 L engine
Suburban. Chevrolet also has saloon cars ranging from Chevrolet Spark to Chevrolet
Caprice. GMC has only SUV‘s ranging from GMC Terrain to GMC Yukon.
New product introduction: The GMC Acadia Denali, Chevrolet Captiva.
4. Advertising and promotion
Product literature: E-catalogues are available for the entire product range.
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Sales promotions: Focus on short term sales promotions like installment holiday for 3
months.
5. Distribution and sales force
Size, calibre and experience of the sales force: Sales staff is experienced.
6. Price
List prices and discounts by product and customer type
7. Finance
Depth of financial resources: All the three groups are financially strong.
8. Management
Al Ghandi Auto
Al Ghandi Auto emerged with the vision of the United Arab Emirates to provide a
constantly evolving market with world class automotive products and services. Al Ghandi
Auto has grown to become one of largest automotive industry organizations in the Middle
East region comprising of 5 divisions, offering Automotive, Industrial machinery and
equipment, car rental & leasing services, and vehicle testing facilities. They employ over
800 highly trained personnel, in 6 locations across the UAE.
Liberty Automobiles
One of the largest GM dealerships in the UAE, Liberty Automobiles Co. was
established in 1976, as an authorized General Motors dealer for Cadillac, Chevrolet and
AC Delco. Over the years, Liberty Automobiles Co. has played an integral part in the
growth of General Motors, and emerged as one of the leading distributors in the entire
region. In February 2002, Liberty was appointed by General Motors as authorized
distributor for Opel in Dubai, Sharjah and the Northern Emirates. The Liberty dealership in
Sharjah built the world‘s largest GM showroom in 2004. Liberty Automobiles Company
was appointed the authorized distributor for the prestigious Hummer brand in November
2005. Liberty Abu Dhabi Automobiles Co. – the partner company of Liberty Automobiles
Co., was established in Abu Dhabi in November 2005 as the authorized dealer of Cadillac
and Hummer brands in Abu Dhabi and Al Ain, where the two brands are supported by
large Showrooms, Service and Parts facilities.
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Bin Hamoodah
Bin Hamoodah Trading, part of the Bin Hamoodah Group of Companies, was
established in Abu Dhabi in 1967 and has grown into one of the most advanced and
respected business groups in UAE, representing a number of international agencies and
joint ventures both within UAE and abroad. Bin Hamoodah Automotive offers a wealth of
variety to the automotive consumer in UAE. At the commencement of new millennium,
BHA acquired a new brand of General Motors ‗Chevrolet‘ to widen the customer choice
catering for potential customers providing satisfaction to everyone‘s taste and purchasing
power. Bin Hamoodah Automotive‘s staffs are multi-cultural, experienced, professional
and creative. The company is headed by a highly experienced General Manager who
always works towards sustaining and surpassing work performance levels. The
professional management team of departmental managers is enthusiastic, positive in their
attitude and develops a co-operative and healthy working environment in which staff work
together to achieve company goals and objectives.
1. Sales
Gargash Enterprises, the official distributor of Mercedes-Benz in Dubai and
Northern Emirates region, revealed a 10 percent increase in new car sales for the year 2010
compared with 2009. This rise was spurred on primarily by sales of the new E-Class and
face lifted S-Class. The exclusive distributor for Mercedes-Benz in Abu Dhabi and Al Ain,
Emirates Motor Company is one of the Middle East's leading distributors for Mercedes-
Benz and owns the largest Mercedes-Benz facility in the world. Mercedes‘ sales for the
year 2011 were almost as impressive as the sales for 2008, the best year yet. In 2011,
nearly 17,000 units were sold overall in the region. Dubai and Abu Dhabi retained their
market position accounting for 39% of Middle East sales overall.
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2. Customers
Customer profiles: High income customers buying for the esteem value of product.
3. Products
Breadth and depth of the product range: Product range varies across Bus, trucks, vans,
SUV‘s and saloon cars.
Comparative product performance levels: Considered to be the best in class with cutting
edge German technology.
New product introduction: The new models launched in 2011 included SLK Roadster, C-
Coupe, CLS and C-Class Facelift.
4. Advertising and promotion
Product literature: High quality product catalogues are available
Sales promotions: sales promotions are focused on product associations which reflect the
esteem value of the brand
5. Distribution and sales force
Types of distribution network used: Gargash has 5 showrooms and 6 workshops across
Dubai, Sharjah and the Northern Emirates.
Size, calibre and experience of the sales force: Experienced and qualified sales staff is
available.
Stock levels: 2 months stock levels are generally maintained.
6. Price
List prices and discounts by product and customer type: Prices are prominently displayed
in the showrooms.
7. Finance
Depth of financial resources; Both Gargash Motors and Emirates motor company are
financially very strong
8. Management
Objectives (short and long term): Established in 1958, Gargash is the authorized
distributor of Mercedes-Benz in Dubai, Sharjah, & Northern Emirates. Today the
company employs over 1000 people, and has become one of the largest brands driving
the Mercedes-Benz business and service.
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Emirates Motor Company (EMC) has been the authorized general distributor for
Mercedes-Benz in Abu Dhabi and Al Ain since 1962. It is a part of Al Fahim group
which was established in 1958 by the late Abdul Jalil Al Fahim. Al Fahim Group is the
oldest and one of the largest business groups in Abu Dhabi and in the UAE. From the
beginning, dedicated customer service has played a major role in the company‘s success.
EMC was also the first Mercedes-Benz distributor in the Middle East to be awarded ISO
Certification in 1998 and is currently certified to the ISO 9001:2008 standards. The
company‘s vision is to build a dynamic organization which maximizes the full potential
of the employees to provide the best service for all our customers. The mission is to have
a customer focused organization with a professional and motivated workforce to deliver
superior services with a passion to exceed customers' expectations.
Philosophy and culture: Offering matchless quality with unrivalled service.
Identity of key executives: Mr. Abdul Jabbar Gargash, Executive Director, Gargash