November 27, 2009 Global: Automobiles Goldman Sachs Global Investment Research 1 November 27, 2009 Global: Automobiles Identifying global long-term winners: Toyota, Volkswagen and Fiat Three key structural trends to 2020 We see BRICs growth and the carbon challenge as key influences on the next cycle. We identify and quantify three key structural trends the global automotive industry will face in the next decade: (1) Global economic realignment: we expect this to drive up global car sales by 70% over the next ten years, an US$86 bn/€60 bn opportunity. (2) The cost of CO 2 compliance: we estimate a US$117 bn/€80 bn headwind to industry profits over the next decade. (3) Negative mix-shift: emerging market growth and changing consumer behavior could reduce industry profits by US$26 bn/€18 bn we believe. Consolidation to pursue 'relevant scale' To offset profit headwinds over the next decade, we estimate the industry must double annualized net cost savings to 200 bp pa vs. the last cycle. We believe consolidation will be part of the industry’s response, given limits to cost cutting. Our analysis highlights Fiat, PSA and Suzuki as attractive industrial partners. Introducing our GS Autos Scorecard To identify long-term industrial winners within global autos we have measured our coverage against six key success factors (the GS Autos Scorecard). We highlight Toyota, VW, Fiat, Hyundai, and Honda as well positioned. Attractive annual return potential Despite a track record of underperformance, the automotive sector has provided investors with significant annual performance opportunities. The spread between the annual top and bottom performer has been an average 102% since 1973. Long-term winners: Toyota, VW and Fiat Our investment framework identifies Toyota (rated Buy), VW (Conviction Buy) and Fiat (Buy) as attractive long-term winners. In addition, we highlight Ford (Conviction Buy) as our preferred global restructuring play. Given volatile returns, no auto company qualifies for inclusion in our GS SUSTAIN focus list. Global Automotive Research Team EMEA Stefan Burgstaller | Goldman Sachs International Shane McKenna | Goldman Sachs International Tim Rothery | Goldman Sachs International Maty Ndiaye | Goldman Sachs International Anton Farlenkov | OOO Goldman Sachs Bank Artyom Golodnov | OOO Goldman Sachs Bank US Patrick Archambault | Goldman Sachs & Co. Aditya Oberoi | Goldman Sachs & Co. Asia Rajeev Das | Goldman Sachs Japan Co., Ltd. Kota Yuzawa | Goldman Sachs Japan Co., Ltd. Yuichiro Isayama | Goldman Sachs Japan Co., Ltd. Yukihiro Koike | Goldman Sachs Japan Co., Ltd. Rosa Kim | Goldman Sachs (Asia) L.L.C., Seoul Branch Sandeep Pandya | Goldman Sachs India SPL. GS SUSTAIN Research Team Sarah Forrest, CFA | Goldman Sachs (Singapore) Pte Andrew Howard | Goldman Sachs International Marc Fox | Goldman, Sachs & Co. Melissa Epperly | Goldman Sachs International Sara Finan | Goldman Sachs International Coverage views Europe: Attractive US: Attractive Japan: Attractive Asia: Attractive Stefan Burgstaller +44(20)7552-5784 | [email protected] Goldman Sachs International Tim Rothery, CFA +44(20)7774-6987 | [email protected] Goldman Sachs International Patrick Archambault, CFA (212) 902-2817 | [email protected] Goldman, Sachs & Co. Kota Yuzawa +81(3)6437-9863 | [email protected] Goldman Sachs Japan Co., Ltd. The Goldman Sachs Group, Inc. does and seeks to do business with companies covered in its research reports. As a result, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in making their investment decision. For Reg AC certification, see the end of the text. Other important disclosures follow the Reg AC certification, or go to www.gs.com/research/hedge.html. Analysts employed by non-US affiliates are not registered/qualified as research analysts with FINRA in the U.S. The Goldman Sachs Group, Inc. Global Investment Research
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 1
November 27, 2009
Global: Automobiles
Identifying global long-term winners: Toyota, Volkswagen and Fiat
Three key structural trends to 2020
We see BRICs growth and the carbon challenge as
key influences on the next cycle. We identify and
quantify three key structural trends the global
automotive industry will face in the next decade:
(1) Global economic realignment: we expect this
to drive up global car sales by 70% over the next
ten years, an US$86 bn/€60 bn opportunity.
(2) The cost of CO2 compliance: we estimate a
US$117 bn/€80 bn headwind to industry profits
over the next decade.
(3) Negative mix-shift: emerging market growth
and changing consumer behavior could reduce
industry profits by US$26 bn/€18 bn we believe.
Consolidation to pursue 'relevant scale'
To offset profit headwinds over the next decade,
we estimate the industry must double annualized
net cost savings to 200 bp pa vs. the last cycle.
We believe consolidation will be part of the
industry’s response, given limits to cost cutting.
Our analysis highlights Fiat, PSA and Suzuki as
attractive industrial partners.
Introducing our GS Autos Scorecard
To identify long-term industrial winners within
global autos we have measured our coverage
against six key success factors (the GS Autos
Scorecard). We highlight Toyota, VW, Fiat,
Hyundai, and Honda as well positioned.
Attractive annual return potential
Despite a track record of underperformance, the
automotive sector has provided investors with
significant annual performance opportunities. The
spread between the annual top and bottom
performer has been an average 102% since 1973.
Long-term winners: Toyota, VW and Fiat
Our investment framework identifies Toyota
(rated Buy), VW (Conviction Buy) and Fiat (Buy) as
attractive long-term winners.
In addition, we highlight Ford (Conviction Buy) as
our preferred global restructuring play.
Given volatile returns, no auto company qualifies
for inclusion in our GS SUSTAIN focus list.
Global Automotive Research Team
EMEA Stefan Burgstaller | Goldman Sachs International
Shane McKenna | Goldman Sachs International
Tim Rothery | Goldman Sachs International
Maty Ndiaye | Goldman Sachs International
Anton Farlenkov | OOO Goldman Sachs Bank
Artyom Golodnov | OOO Goldman Sachs Bank
US Patrick Archambault | Goldman Sachs & Co.
Aditya Oberoi | Goldman Sachs & Co.
Asia Rajeev Das | Goldman Sachs Japan Co., Ltd.
Kota Yuzawa | Goldman Sachs Japan Co., Ltd.
Yuichiro Isayama | Goldman Sachs Japan Co., Ltd.
Yukihiro Koike | Goldman Sachs Japan Co., Ltd.
Rosa Kim | Goldman Sachs (Asia) L.L.C., Seoul Branch
Sandeep Pandya | Goldman Sachs India SPL.
GS SUSTAIN Research Team Sarah Forrest, CFA | Goldman Sachs (Singapore) Pte
Andrew Howard | Goldman Sachs International
Marc Fox | Goldman, Sachs & Co.
Melissa Epperly | Goldman Sachs International
Sara Finan | Goldman Sachs International
Coverage views Europe: Attractive
US: Attractive
Japan: Attractive
Asia: Attractive
Stefan Burgstaller +44(20)7552-5784 | [email protected] Goldman Sachs International
Tim Rothery, CFA +44(20)7774-6987 | [email protected] Goldman Sachs International Patrick Archambault, CFA (212) 902-2817 | [email protected] Goldman, Sachs & Co. Kota Yuzawa +81(3)6437-9863 | [email protected] Goldman Sachs Japan Co., Ltd.
The Goldman Sachs Group, Inc. does and seeks to do business with companies covered in its research reports. As a result, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in making their investment decision. For Reg AC certification, see the end of the text. Other important disclosures follow the Reg AC certification, or go to www.gs.com/research/hedge.html. Analysts employed by non-US affiliates are not registered/qualified as research analysts with FINRA in the U.S.
The Goldman Sachs Group, Inc. Global Investment Research
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 2
Table of contents
Executive summary 13
Industry analysis: Global economic realignment 33
Industry analysis: CO2 challenge 49
Industry analysis: Mix-shift 69
Industry analysis: GS Autos Scorecard 75
Industry analysis: Consolidation 93
Investment framework 105
GS SUSTAIN: Overview 121
GS SUSTAIN: ESG framework 131
Company profiles 149
Disclosures 227
Analyst Contributors
Anthony Ling, Global CIO, Keith Hayes DOR Asia, Anthony Carpet DOR Americas
We would like to thank Brian J. Jacoby and Ashik Kurian for their help with and contributions to this report. The prices in the body of this report are based on the market close of November 24, 2009 unless otherwise indicated.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 3
A comprehensive investment framework for the global automotive sector
Global autos offers significant annual performance potential in our view. As capital returns have converged in the wake of
the economic crisis, we believe the sector now provides attractive investment opportunities at the bottom of the cycle. We
believe the next business cycle will be dominated by BRIC growth and the carbon challenge. We identify and quantify three
key structural trends: (1) global economic realignment; (2) the CO2 challenge; and, (3) negative mix-shift. Against this
backdrop, we consider industry positioning a key proxy for long-term return potential. To capture this potential, we
introduce the GS Auto Scorecard. This measures relative company positions against six key success factors.
We believe that consolidation is also likely to become a part of the industry’s answer to substantial profit headwinds
through the next cycle, as companies will pursue ‘relevant scale’ in terms of geographical exposure, economies of scale and
technology. Our investment framework identifies Toyota (Buy), Volkswagen (Conviction Buy) and Fiat (Buy) as potential
long-term winners among our global coverage. In addition to potential long-term winners, we highlight Ford (Conviction
Buy) as our preferred global restructuring play.
The credit crisis has hit the global automotive industry hard, leading to a convergence of industry
margins and returns and creating attractive investment opportunities
The global automotive industry was hit hard by the economic crisis, suffering unprecedented levels of demand destruction.
Monthly annualised global sales fell 19% from peak levels in October 2007 to trough levels in March 2009, while global automotive
production fell even further, down 34%. As a consequence of the impact of the credit crisis and significant foreign exchange
movements, the cash returns of the automotive companies has converged over the last 18 months, accelerating a trend evident
since 1999 (when the difference between the highest- and lowest-return company was 28.4%).
We forecast that this spread will compress to 5.6% in 2011 as macro economic factors dominate. In our view, this will create an
attractive investment opportunity at the bottom of the automotive cycle: we believe that the relative competitive positioning of
individual automotive companies will lead to a divergence in returns thereafter, as the industry emerges from the crisis, prompting
divergent equity performance.
We expect the next business cycle to be dominated by BRIC growth and the carbon challenge and
see three key structural trends facing the global automotive industry
The automotive industry is at the centre of two significant developments: (1) significant economic growth in BRIC countries, and (2)
the carbon challenge: to significantly reduce CO2 emissions. Against this backdrop, we identify, discuss and quantify three key
structural trends facing the global automotive industry:
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 4
1. Global economic realignment: Given our economists’ forecast of a continued realignment in global economic output, we
expect wealth levels in emerging economies to rise quickly, bringing a huge global population into the consumer class. As a
result, we believe large new markets should open to the automotive industry over the coming decade. As consumers in those
markets grow wealthier, the experience of already-developed economies suggests vehicle penetration could rise rapidly in
these economies. The result will potentially be a significant expansion in the size of the global car market: we forecast an
increase of 73% to 107 mn units in 2020, relative to the 2010E level or a 5.7% CAGR. On our forecasts, BRICs countries will
account for almost 70% of this growth, growing at an 11% CAGR, with China becoming the world’s largest car market by 2020
(with car and light commercial vehicle sales of 30 mn units pa). In contrast, we expect the Triad (the US, Europe and Japan)
markets to remain fairly stagnant over this period, given a lack of forecast population growth, relatively static income
distribution and limited increases in per capita vehicle penetration. We estimate that the 45 mn unit global growth we forecast
(allowing for incremental capacity investment) will present the global automotive industry with a potential US$86 bn (€60 bn)
profit opportunity over the next decade.
2. The CO2 challenge: Passenger vehicle emissions account for 10% of current global emissions of greenhouse gases (GHG),
roughly half the emissions generated by transportation in total. Faced with the challenge of achieving significant reductions in
global GHG emissions, policy makers have focused their attention on the automotive industry through CO2 emissions targets.
The announced regulations and indicated plans aim to significantly reduce emissions per vehicle over the next decade, as
emissions regulations in the USA, Japan, Europe and China begin to converge. Regulators’ targets in Europe, North America
and Japan look for an average 17% improvement in CO2 emissions from current levels by 2015/16, we estimate. This, we
believe, can be achieved through improvements to the efficiency of the internal combustion engine, via improvements to
engine technologies, transmission systems and accessories, and changed material use. However, the acceleration in vehicle
demand we forecast will likely intensify pressure to develop alternative powertrain technologies, particularly electrification
solutions. We estimate an incremental cost of US$117 bn (€80 bn) to the industry of complying with tightening CO2 emissions
standards by 2020, representing US$2,400/€1,640 per vehicle in Europe, and US$2,100/€1,400 per vehicle in the USA. This
estimate includes both additional R&D costs, and higher variable-cost spend, adjusted for a volume-led learning curve as the
penetration of CO2 reducing technologies is expected to increase through the next 10 years.
3. The negative mix-shift: The global automotive industry is facing the threat of significant negative mix-shift towards smaller
cars from: (1) economic realignment and associated growth in emerging markets, and (2) a downsizing trend within developed
markets. We see the majority of incremental growth in demand through to 2020 coming from emerging economies, including
the BRICs, where sales are typically more biased towards more affordable, smaller vehicles. Assuming that the current segment
mix in each of the BRIC countries remains stable, we believe the growth in these markets should lead to a global shift towards
smaller cars over the next 10 years. Data from developed economies also suggests consumers in those markets are
increasingly turning to smaller cars, exacerbating the pace of change in the global mix. Government regulation will likely
influence consumer behaviour, adding to the global mix-shift pressure. We estimate that the industry faces a potential
headwind from this move to smaller cars of around US$26 bn (€18 bn), over and above CO2 reduction costs, and represents a
shift which will potentially reposition the traditional profit centres of the industry away from the C/D/E segments.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 5
GS Autos Scorecard ranks across six key success factors; we highlight Toyota, Volkswagen, Fiat,
Hyundai and Honda as well positioned
To identify potential long-term winners within the global automotive industry, we have assessed our coverage universe against six
key success factors. We highlight Toyota, Volkswagen, Fiat, Hyundai and Honda as well positioned global car companies.
1. Price/mix are key building blocks with which automotive companies can create a sustainable competitive advantage. The
realized average price per unit sold can vary significantly by car company. Product mix in particular is one key factor explaining
differences in average prices. We attempt to isolate this to get a better reading on individual brand equity and price premium
potential.
2. Low-cost position: The automotive industry is a highly competitive industry which must cope with overcapacity, low pricing
power and raw material and foreign exchange headwinds. To determine the relative cost position of the companies across our
coverage universe, we have analyzed eight key factors: (1) theoretical average labor costs; (2) units per employee; (3) revenues
3. Economies of scale: As the industry faces structural challenges, we believe economies of scale are becoming more
important. To establish relative scale, we focus on: (1) unit sales; (2) revenues; (3) the average capacity of the plants accounting
for 80% of production; (4) percentage of cars produced from top-five platforms; and, (5) total numbers of cars produced from
top-five platforms.
4. Financial health: Global winners are likely to benefit from good profitability, cash generation and strong balance sheets, as
these factors provide a good basis for companies to invest in new technologies, maintain product development levels and
manage the cyclical and structural challenges facing the industry.
5. Growth: Access to growth regions and segments will be a key factor driving relative growth profiles over the next ten years,
we believe. We attempt to measure the exposure of business models to these two key drivers: (1) we calculate a theoretical
organic sales growth rate, based on 2008 sales split by geography and our 2010-2020 regional growth forecasts; (2) we derive a
theoretical organic growth profile for each company, based on 2008 segment exposures and our forecast mix-shift by segment
to 2020.
6. CO2 efficiency: This part of our GS Auto Scorecard is meant to quantify the impact of tighter CO2 regulations facing the global
automotive industry. We calculate the distance to required targets for each manufacturer in the US and Europe. In addition, we
analyze by how much a manufacturer has improved its fleet CO2 emission over the last three years.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 6
Consolidation to pursue ‘relevant scale’; Fiat, Peugeot and Suzuki offer strategic value
In this report, we demonstrate that the global automotive industry has worked hard to realize cost savings and efficiency gains, to
offset headwinds to profits from raw material price inflation, regulatory costs and currency. We calculate the global industry
realized an average 100 bp net cost saving pa through the last cycle (1998-2007). Over the next cycle, however, and based on our
analysis of global industry headwinds, we estimate that annual net cost savings will have to double to 200 bp pa for the industry to
maintain its average annual operating profit margin of 5%. Given our estimates for significant cost pressure over the next cycle, we
believe that consolidation to pursue ‘relevant scale’ is likely to become part of the industry’s answer to the substantial headwinds to
industry profitability. We believe car manufacturers need to achieve ‘relevant scale’ in terms of growth, size and technology, and
see industry consolidation as a means of: (1) companies accessing growth markets; (2) improved cost positions from better fixed
cost absorption; and, (3) funding the development of CO2-efficient internal combustion engine concepts, as well as the development
of alternative powertrain solutions, such as electrification. Using the GS Global Auto Scorecard, we assess the potential benefits
from combinations of companies within the industry: we consider potential improvement in industrial positioning, through
improved economies of scale, lower-cost positions, and access to stronger CO2 technology portfolios (while allowing fro negative
revenue synergies). We identify Fiat, Peugeot and Suzuki as of strategic value: all three companies are potentially attractive
partners to five or more companies on the basis of this methodology.
Comprehensive framework: industry position, M&A potential, Director’s Cut and GS SUSTAIN
To identify long-term attractive global automotive companies, we have developed a comprehensive investment framework. This
includes four key elements:
1. Industry positioning: We believe that the relative competitive positioning of any automotive company is a good proxy for its
long-term return potential. We use our GS Global Auto Scorecard results to assess the competitive positioning of each
company in our coverage. Toyota, Volkswagen, Fiat, Honda and Hyundai screen as best positioned in our scorecard.
2. M&A potential: Given our view that consolidation is likely to become part of the industry’s answer to significant profit
headwinds over the next decade, we recognize the strategic value companies might offer to potential partners. Fiat, Peugeot
and Suzuki screen as having strategic value to potential partners in our framework.
3. Director’s Cut: We use our Director’s Cut framework to identify relative valuation opportunities within our global coverage
group. We find that returns-based measures of financial performance show a stronger relationship to valuation than other,
more traditional financial measures (such as growth-based metrics). By focusing on cash flow rather than earnings, and gross
rather than net assets, CROCI avoids the distorting influences of different accounting policies on reported earnings and asset
values. Consequently, we find a closer correlation between CROCI and EV/GCI (enterprise value/gross cash invested) than
between other measures of return on capital and earnings multiples.
4. GS SUSTAIN: The GS SUSTAIN framework for mature industries identifies the companies in each global industry best placed
to sustain competitive advantage and superior returns on capital over the long term (3-5 years). Our analysis shows that
companies able to sustain industry-leading returns on capital for three years or longer have consistently delivered equity
market outperformance. The GS SUSTAIN framework is designed to identify those companies in each industry best positioned
to sustain those returns in the future. That framework integrates analysis of the key drivers of corporate performance: (1)
returns on capital; (2) industry positioning; and, (3) management quality with respect to environmental, social and governance
(ESG) issues.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 7
Identifying long-term winners: Toyota, Volkswagen and Fiat
Exhibit 1: Identifying long-term winners: Toyota, Volkswagen and Fiat
Turning point
Investment Framework
Themes
Auto OEMs
The industry has historically struggled to generate attractive returns
The credit crisis resulted in an unprecedented downturn in demand and intensified financial
stress
GS SUSTAINIndustry positioning
Return on Capital
CROCI
Cash return on cash invested
Low cost positionPricing / mix
EV/GCI
=CROCI/WACC
Return on capital based
valuation approach
Significant demand growth and rising strategic challenges will drive bifurcation in performance
across the industry
Economies of scale
Global demand growth & realignmentConsumer classes are expanding rapidly in emerging economies, driving rapid growth in
auto demand
The carbon challengeGlobal CO2 emission standards must toughen
substantially and converge across regions if long-term global emissions targets are to be met
Negative mix shiftGrowth will be fastest for smaller vehicles, in which segments the industry has historically generated
lower levels of profitability
Growth exposure
Financial health
CO2 efficiency
Consolidation: Required cost savings to offset headwinds over the next decade and allow the auto industry to cover its cost of capital are forecasts to be double those of the last decade driving more structural solutions and consolidation
M&A Potential
Industry Positioning
Scorecard
Assessment of relative industry
positioning
Management Quality
ESG
Environmental, social and
governance issues
Leading Companies Toyota, Volkswagen, Fiat, Honda, Hyundai
M&A Analysis
DirectorsCut
Fiat, PSA, Suzuki
Renault, Fiat, Ford, VW
No GS SUSTAIN WinnersWatchlist stocks: Toyota, Fiat and VW
Global Winners Fiat, Toyota, Volkswagen
Global Restructuring Ford
Turning point
Investment Framework
Themes
Auto OEMs
The industry has historically struggled to generate attractive returns
The credit crisis resulted in an unprecedented downturn in demand and intensified financial
stress
GS SUSTAINIndustry positioning
Return on Capital
CROCI
Cash return on cash invested
Low cost positionPricing / mix
EV/GCI
=CROCI/WACC
Return on capital based
valuation approach
Significant demand growth and rising strategic challenges will drive bifurcation in performance
across the industry
Economies of scale
Global demand growth & realignmentConsumer classes are expanding rapidly in emerging economies, driving rapid growth in
auto demand
The carbon challengeGlobal CO2 emission standards must toughen
substantially and converge across regions if long-term global emissions targets are to be met
Negative mix shiftGrowth will be fastest for smaller vehicles, in which segments the industry has historically generated
lower levels of profitability
Growth exposure
Financial health
CO2 efficiency
Consolidation: Required cost savings to offset headwinds over the next decade and allow the auto industry to cover its cost of capital are forecasts to be double those of the last decade driving more structural solutions and consolidation
M&A Potential
Industry Positioning
Scorecard
Assessment of relative industry
positioning
Management Quality
ESG
Environmental, social and
governance issues
Leading Companies Toyota, Volkswagen, Fiat, Honda, Hyundai
M&A Analysis
DirectorsCut
Fiat, PSA, Suzuki
Renault, Fiat, Ford, VW
No GS SUSTAIN WinnersWatchlist stocks: Toyota, Fiat and VW
Global Winners Fiat, Toyota, Volkswagen
Global Restructuring Ford
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 8
Exhibit 2: Comprehensive framework: industry position, M&A potential, Director’s Cut and GS SUSTAIN
Industry Positioning Director'sCut 2011E Return Management
Low cost Economies Financial Growth CO2 M&A (EV/GCI vs. on capital QualityPrice-mix position of scale Health exposure efficiency Overall Potential CROCI/WACC) 2009-2011E ESG Score
Given our estimates for significant cost pressure over the next cycle, we believe that consolidation to pursue ‘relevant scale’ is
likely to become part of the industry’s answer to the substantial headwinds to industry profitability. We believe car manufacturers
need to achieve ‘relevant scale’ in terms of growth, size and technology, and see industry consolidation as a means of: (1)
companies accessing growth markets; (2) improved cost positions from better fixed cost absorption; and, (3) funding the
development of CO2-efficient internal combustion engine concepts, as well as the development of alternative powertrain solutions,
such as electrification. Using the GS Global Auto Scorecard, we assess the potential benefits from combinations of companies
within the industry: we consider potential improvement in industrial positioning, through improved economies of scale, lower-cost
positions, and access to stronger CO2 technology portfolios (while allowing for negative revenue synergies). We identify Fiat,
Peugeot and Suzuki as of strategic value: all three companies are potentially attractive partners to five or more companies on the
basis of this methodology (we focus on potential combinations which will improve the scorecard of both partners by at least three
points. Fiat offers emerging market growth, low cost and small car expertise. Peugeot adds scale and CO2 leadership while Suzuki is
a small car company with significant emerging market exposure).
Exhibit 26: Toyota, Hyundai and Fiat are most strategically attractive; BMW, Daimler and Suzuki would see greatest scorecard improvement from partnerships
Improvement in GS Scorecard aggregate score from entering into a combination with another auto manufacturer
Improvement in individual company score if company ties up with partner Average Current Scorecard
Denotes mutual benefit where score for each partner in merger would increase by 3 or more BMW and Daimler see greatest benefit from a tie up with another auto maker
BMW and Daimler offer the lowest attraction to partners given relatively small scale and limited exposure to emerging markets and small carsToyota looks an attractive partner, offering an average Scorecard improvement to partner of 6 points
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 24
Global auto sector offers significant annual performance potential
The automotive sector is often considered unattractive for long-term investing as a result of its value-destroying track record.
However, it attracts significant attention from investors pursuing shorter-term trading opportunities. The industry has been through
several decades of structural decline: against a backdrop of average growth in global car sales between 1990 and 2008 of 2%, the
industry has consistently struggled to meet its cost of capital, resulting in long-run underperformance relative to global equity
markets. Despite this, the automotive sector offers tremendous performance potential, with an average annual return differential
between the best and worst-performing automotive manufacturer on a global basis of 102% over the last 36 years. Alternatively,
investing in the 25th percentile performer relative to the 75th percentile performer in any given year since 1973 would, on average,
have generated an average annual total shareholder return of 34%.
Exhibit 27: Long-run underperformance, albeit less rapid in last decade …
Total shareholder returns of global automotive industry relative to global equity
Spread top vs. bottom performer in given year, global autos
40
50
60
70
80
90
100
110
120
130
Jan-
73
Jan-
75
Jan-
77
Jan-
79
Jan-
81
Jan-
83
Jan-
85
Jan-
87
Jan-
89
Jan-
91
Jan-
93
Jan-
95
Jan-
97
Jan-
99
Jan-
01
Jan-
03
Jan-
05
Jan-
07
Jan-
09
0%
50%
100%
150%
200%
250%
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Spread Top vs Bottom Performer Average
Source: Datastream.
Source: Datastream.
In Exhibit 29 we show the annual winners and losers in terms of share price performance since 1995 within the global automotive
industry.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 25
Exhibit 29: Global Auto sector offers attractive annual performance potential
Global autos: Annual share price performance by company (1995-2009 to date)
BMW DCX POR REN DCX REN PSA POR NISS HYU NISS DCX VW O POR VW O FIAT POR DCX POR VW O BMW DCXPOR VW O VW O VW P VW O FORD TOY FORD GM VW P HYU REN VW O VW O VW P FIAT PSAVW P HON FORD HON MAZ HYU MAZ KIA MAZ VW P GM REN VW PTOY PSA NISS MMC TOY HON MAZ FORD HYU
TOY SUZ KIA HONMAZ NISSSUZ
GM HON BMW DCX BMW POR BMW REN POR PSA POR BMW POR PSA DCX HON NISS FIAT TOYFIAT GM HYU GM HON REN VW P FIAT
KIA SUZPOR VW O FORD TOY GM FIAT PSA HYU NISS BMW REN BMW DCX REN MMC TOY REN HYU BMW REN BMW DCXKIA SUZ VW P SUZ SUZ HON KIA SUZ HON MAZ SUZ
TOY SUZVW P FORD GM MMC MMC HON PSA VW O VW P NISS HYU KIA HON PSA POR KIA PSA NISS FORD PSA HYU PSA MMCTOY MAZ VW P KIA REN SUZ
BMW DAI FIAT PSA HYU DAI FIAT FIAT MMC VW O GM POR MAZ BMW DCX BMW MMC PORNISS SUZ KIA MAZ FORD TOY TOY SUZ FIAT NISS
SUZ FORDFIAT PSA NISS REN NISS HON TOY VW O FORD SUZ PSA HON FIAT MMC VW P MMC FORD GMREN HYU NISS HONMMCMAZ MAZ MMC VW P GM TOY FIAT REN BMW VW P VW O GM HYU KIA TOY
MAZ GM
HYU KIA MMC KIA NISS KIA DAI HYU FORD MMC DCX FIAT MMC FORD GM KIA MAZ BMW DCX VW O GMMAZ VW O FORD FIAT PSA
Source: Datastream, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 26
Returns drive valuation and performance
We find that returns-based measures of financial performance show a stronger relationship to valuation than other, more traditional
financial measures, such as growth-based metrics. By focusing on cash flow rather than earnings, and gross rather than net assets,
CROCI avoids the distorting influences of different accounting policies on reported earnings and asset values. Consequently, we
find a closer correlation between CROCI and EV/GCI (enterprise value/gross cash invested) than between other measures of return
on capital and earnings multiples. Exhibit 30 highlights a strong relationship between returns and EV/GCI valuations for the auto
sector over the period 2000-2008 (and average returns and valuations in 2005-07). Our back-test (Exhibit 31) shows that on average
stocks that screen as attractive on a relative basis on EV/GCI vs. CROCI/WACC typically outperform those stocks which screen as
unattractive on a one-year forward basis, with perfect foresight. The exceptions in the 1999-2008 period were 2003, 2004 and 2008,
when companies with strong balance sheets outperformed.
Exhibit 30: Valuation (EV/GCI) positively correlated to returns (CROCI
EV/GCI vs. CROCI/WACC (8%) 2005-07 average values
Exhibit 31: Annual performance of upper half of stocks that trade below best
fit line on EV/GCI vs. CROCI/WACC relative to performance of stocks above
the best fit line
BMWFiat
Ford
Honda Motor
Hyundai Motor
Nissan*
Peugeot
Suzuki Motor
Volksw agen
Daimler AG
Renault*
Toyota Motor
y = 0.4068x + 0.0594R2 = 0.4902
y = 0.4631x
0.0x
0.2x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
0.0x
0.5x
1.0x
1.5x
2.0x
2.5x
3.0x
3.5x
4.0x
4.5x
CROCI/WACC
EV/G
CI
-80
-60
-40
-20
0
20
40
60
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
TSR
(%)
Buy Sell
Source: Company data, Goldman Sachs Research estimates.
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 27
Comprehensive investment framework for the global autos sector
To identify potential long-term winners within the global automotive industry, we have developed a comprehensive investment
framework which includes four key elements: (1) Industry positioning; (2) M&A potential; (3) Director’s Cut; and, (4) GS SUSTAIN
methodologies (Exhibit 32).
Industry positioning
We believe that the relative competitive positioning of any automotive company is a good proxy for its long-term return potential.
We use our GS Global Auto Scorecard results to assess the competitive positioning of each company in our coverage. Toyota,
Volkswagen, Fiat, Hyundai and Honda screen as best positioned on our scorecard.
M&A potential
Given our view that consolidation is likely to become part of the industry’s answer to significant profit headwinds over the next
decade, we recognize the strategic value companies might offer to potential partners. Fiat, Peugeot and Suzuki screen as having
strategic value to potential partners in our framework.
Director’s Cut
We use our Director’s Cut framework to identify relative valuation opportunities within our global coverage group. We find that
returns-based measures of financial performance show a stronger relationship to valuation than other, more traditional financial
measures (such as growth-based metrics). By focusing on cash flow rather than earnings, and gross rather than net assets, CROCI
avoids the distorting influences of different accounting policies on reported earnings and asset values. Consequently, we find a
closer correlation between CROCI and EV/GCI (enterprise value/gross cash invested) than between other measures of return on
capital and earnings multiples. Our Director’s Cut screen (2011E returns basis) highlights Ford, Renault, Volkswagen, and Fiat as
trading at attractive valuations relative to their return potential.
GS SUSTAIN
The GS SUSTAIN framework for mature industries identifies the companies in each global industry best placed to sustain
competitive advantage and superior returns on capital over the long term (3-5 years). Our analysis shows that companies able to
sustain industry-leading returns on capital for three years or longer have consistently delivered equity market outperformance. The
GS SUSTAIN framework is designed to identify those companies in each industry best positioned to sustain those returns in the
future. That framework integrates analysis of the key drivers of corporate performance: (1) returns on capital; (2) industry
positioning; and, (3) management quality with respect to environmental, social and governance (ESG) issues.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 28
Exhibit 32: Identifying long-term winners: Toyota, Volkswagen and Fiat
Turning point
Investment Framework
Themes
Auto OEMs
The industry has historically struggled to generate attractive returns
The credit crisis resulted in an unprecedented downturn in demand and intensified financial
stress
GS SUSTAINIndustry positioning
Return on Capital
CROCI
Cash return on cash invested
Low cost positionPricing / mix
EV/GCI
=CROCI/WACC
Return on capital based
valuation approach
Significant demand growth and rising strategic challenges will drive bifurcation in performance
across the industry
Economies of scale
Global demand growth & realignmentConsumer classes are expanding rapidly in emerging economies, driving rapid growth in
auto demand
The carbon challengeGlobal CO2 emission standards must toughen
substantially and converge across regions if long-term global emissions targets are to be met
Negative mix shiftGrowth will be fastest for smaller vehicles, in which segments the industry has historically generated
lower levels of profitability
Growth exposure
Financial health
CO2 efficiency
Consolidation: Required cost savings to offset headwinds over the next decade and allow the auto industry to cover its cost of capital are forecasts to be double those of the last decade driving more structural solutions and consolidation
M&A Potential
Industry Positioning
Scorecard
Assessment of relative industry
positioning
Management Quality
ESG
Environmental, social and
governance issues
Leading Companies Toyota, Volkswagen, Fiat, Honda, Hyundai
M&A Analysis
DirectorsCut
Fiat, PSA, Suzuki
Renault, Fiat, Ford, VW
No GS SUSTAIN WinnersWatchlist stocks: Toyota, Fiat and VW
Global Winners Fiat, Toyota, Volkswagen
Global Restructuring Ford
Turning point
Investment Framework
Themes
Auto OEMs
The industry has historically struggled to generate attractive returns
The credit crisis resulted in an unprecedented downturn in demand and intensified financial
stress
GS SUSTAINIndustry positioning
Return on Capital
CROCI
Cash return on cash invested
Low cost positionPricing / mix
EV/GCI
=CROCI/WACC
Return on capital based
valuation approach
Significant demand growth and rising strategic challenges will drive bifurcation in performance
across the industry
Economies of scale
Global demand growth & realignmentConsumer classes are expanding rapidly in emerging economies, driving rapid growth in
auto demand
The carbon challengeGlobal CO2 emission standards must toughen
substantially and converge across regions if long-term global emissions targets are to be met
Negative mix shiftGrowth will be fastest for smaller vehicles, in which segments the industry has historically generated
lower levels of profitability
Growth exposure
Financial health
CO2 efficiency
Consolidation: Required cost savings to offset headwinds over the next decade and allow the auto industry to cover its cost of capital are forecasts to be double those of the last decade driving more structural solutions and consolidation
M&A Potential
Industry Positioning
Scorecard
Assessment of relative industry
positioning
Management Quality
ESG
Environmental, social and
governance issues
Leading Companies Toyota, Volkswagen, Fiat, Honda, Hyundai
M&A Analysis
DirectorsCut
Fiat, PSA, Suzuki
Renault, Fiat, Ford, VW
No GS SUSTAIN WinnersWatchlist stocks: Toyota, Fiat and VW
Global Winners Fiat, Toyota, Volkswagen
Global Restructuring Ford
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 29
Exhibit 33: Comprehensive framework: industry position, M&A potential, Director’s Cut and GS SUSTAIN
Industry Positioning Director'sCut 2011E Return Management
Low cost Economies Financial Growth CO2 M&A (EV/GCI vs. on capital QualityPrice-mix position of scale Health exposure efficiency Overall Potential CROCI/WACC) 2009-2011E ESG Score
Source: Company data, Goldman Sachs Research estimates
Exhibit 34: Director’s Cut (2011 estimates)
Global autos sector: 2011E EV/GCI vs. CROCI/WACC
Exhibit 35: GS Auto Scorecard; a useful proxy for long-term return potential
Global autos sector: 2011E EV/GCI vs. scorecard score
BMW
Daimler AG
Fiat
Ford
Honda Motor
Hyundai Motor
Nissan
Peugeot
Renault
Suzuki Motor
Toyota Motor
Volksw agen
y = 0.6113x - 0.3193R2 = 0.4104
y = 0.3362xLine through
average
0.0x
0.1x
0.2x
0.3x
0.4x
0.5x
0.6x
0.7x
0.8x
0.0x
0.5x
1.0x
1.5x
2.0x
2.5x
3.0x
CROCI/WACC
EV/G
CI
Theoretical line
BMW
Daimler AG
Fiat
Ford
Honda Motor
Hyundai Motor
Nissan
Peugeot
Renault
Suzuki Motor
Toyota Motor
Volksw agen
0.0x
0.1x
0.2x
0.3x
0.4x
0.5x
0.6x
0.7x
0.8x
10 12 14 16 18 20 22 24 26
Scorecard
EV/G
CI
Source: Company data, Goldman Sachs Research estimates.
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 30
No companies stand out in global autos under the GS SUSTAIN framework
Exhibit 36 summarizes the results of our ranking of companies relative to their global industry peers on each dimension of our
analysis. None of the companies we have examined, which collectively represent c.85% of global industry sales, stand out relative
to peers. Toyota achieves above-median scores on all three dimensions of our framework, but given the challenges the industry
faces in sustaining leadership, we have not highlighted the company as a GS SUSTAIN leader. We highlight three as watch list
companies; relatively well placed, but not outstanding across three areas of analysis: Toyota, VW and Fiat.
Exhibit 36: Global autos in GS SUSTAIN: No companies stand out for leadership across all areas of analysis
Companies with above-median scores on each dimension of analysis
Management quality
Return on capital
Industry positioning
Management quality – ESG (based on 2008 data) above sector median
Industry positioning: leaders on objective, quantifiable analysis of a combination of:– Pricing / mix– Low cost position– Economies of scale– Financial health– Growth exposure– CO2 efficiency
Return on capital – CROCI (2009-11E) above sector median
* Ford did not score above median on any of these three metrics
Honda
Renault
Nissan
Hyundai
Peugeot
Volkswagen
ToyotaBMW
Daimler
Fiat
Suzuki
Management quality
Return on capital
Industry positioning
Management quality – ESG (based on 2008 data) above sector median
Industry positioning: leaders on objective, quantifiable analysis of a combination of:– Pricing / mix– Low cost position– Economies of scale– Financial health– Growth exposure– CO2 efficiency
Return on capital – CROCI (2009-11E) above sector median
* Ford did not score above median on any of these three metrics
Honda
Renault
Nissan
Hyundai
Peugeot
Volkswagen
ToyotaBMW
Daimler
Fiat
Suzuki
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 31
Exhibit 37 summarizes this analysis numerically. In each area of corporate performance we assess – return on capital (2009-11E
average CROCI), industry positioning and management quality with respect to ESG issues – we apply objective and quantifiable
measures to assess companies’ relative positioning. Details of the calculation of cash returns (CROCI) in the industry are detailed on
page 126. The industry positioning analysis reflects our application of the industry scorecard we have developed for the auto sector
to each company. Full details of the analysis applied to assess each company’s management quality with respect to ESG issues are
on page 133.
Exhibit 37: Global Autos – GS SUSTAIN winners table
Summary performance of companies across the key drivers of sustained competitive advantage
Score as a % of maximum Percentile Total score Percentile 2009-11E % change vs.
Financial health Overall Industry PercentileESG (2008)
Management quality
Economies of scale
Growth exposure
Company
Return on capital
CO2 efficiency
Industry positioning
Pricing / mix Low cost position CROCI
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 32
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 33
Industry analysis: Global economic realignment
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 34
BRIC economies taking over as the drivers of global GDP growth
A key theme of our global economic research has been the shift in economic power and global demand towards the large emerging
markets and their surging middle classes, away from the US and the European consumer. Our global economists named the BRICs
(Brazil, Russia, India, and China) and the N11 (the next group of eleven large developing economies) as key beneficiaries. In 2000,
BRIC economies accounted for 8% of global GDP. They forecast that this will reach 18% in 2010 and expect this to rise to 29% in
2020 and 48% in 2050 (Exhibit 38). Over the last 10 years, the BRICs have contributed more than 33% to global GDP growth,
compared to 17% from the US and 8% from Europe. Our global economists forecast that this trend will accelerate over the next
year, with the BRIC economies contributing 50% to global GDP growth, compared to a 27% contribution from Europe, US and
Japan.
Exhibit 38: BRIC economies taking an increasing share of global GDP
Share of global GDP by region, 1800-2050E
Exhibit 39: BRIC economies to contribute 50% of global growth in
2010-2020E
Global GDP 1990 and 2020E, contribution to growth by region by decade
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1800 1850 1900 1950 2000 2010E 2020E 2050E
% o
f wor
ld G
DP
W Europe US Japan Brazil Russia India China RoW
RoW
BRICs
Major developed economies
0
10
20
30
40
50
60
70
80
1990 1990-2000 2000-2010E 2010E-2020E 2020E
US$
tr
RoW
BRICsEurope, US & Japan
Whereas Europe, the US & Japan contributed almost three-quarters of the increase in global GDP betw een 1950 & 2000, w e expect the BRICs to contribute over half of the increase in global GDP betw een 2010 & 2020 and developed economies under one-third
Source: GS Global ECS Research.
Source: GS Global ECS Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 35
The rise of the BRICs’ middle class a key driver for car sales
As part of the big-picture (the shift in economic power and the growth contributions from the BRICs), our global economists have
focused on the rise of the middle class in these economies, part of which they have termed ‘the expanding middle’ in global
demand (see, “Global Economics Paper No: 170: The Expanding Middle: The Exploding World Middle Class and Falling Global
Inequality”). The middle class in these emerging economies is already driving growth in global middle-income consumers (defined
as those with incomes between US$6,000 and US$30,000 in PPP terms) at an unprecedented rate. But the pace of expansion is
likely to accelerate further over the next 5-10 years. Our global economists believe that the way in which this group evolves - and
impacts spending patterns – will be increasingly important to understanding global industry and company opportunities in general,
and automotive industry and company opportunities in particular.
Exhibit 40: The rise of the BRICs middle class
Change in population of middle class (US$6,000-30,000 income), mn people,
five-year rolling average
Exhibit 41: A large high-Income pool could emerge in the BRICs
Population with income of US$6,0000-30,000, 1960-2050, mn
BRICs to move into sweet spot for car ownership growth in the next decade
There can be big differences between overall growth in the economy and growth in demand for particular products. At different
income levels, different products become affordable and available. As the pool of people in that category expands, growth may
accelerate rapidly. In Exhibit 42, our global economists show that the sensitivity of car ownership to income growth peaks at
around US$9,000 per capita on a PPP basis. However, as economies develop and income levels improve, car penetration
accelerates. Exhibit 43 shows our analysis of the sensitivity of car penetration to income data.
Exhibit 42: Elasticity of car demand to income growth peaks at around
US$9,000 (PPP terms)
Elasticity of car ownership growth to GDP per capita growth, vs. income levels
Exhibit 43: Car penetration strongly correlated to income levels
Car penetration (vehicle per 1,000 population) vs. 2007 GDP per capital; PPP terms
0.0
0.5
1.0
1.5
2.0
2.5
0 5,000 10,000 15,000 20,000 25,000 30,000 35,000
Per Capita Income 2007 PPP US$
Elas
ticity
of C
ar O
wne
rshi
p w
ith
resp
ect t
o G
DP
per
capi
ta g
row
th
Elasticity Maximised at GDP PPP of $9,040
R2 = 87%
-100
0
100
200
300
400
500
600
700
800
900
0 10 20 30 40 50 60
GDP per capita - US$ 000s (2007, PPP terms)C
ar P
enet
ratio
n - v
ehic
les
per 1
000
popu
latio
n
Source: Source; GS Global ECS Research (Global Economics Paper 170 and 118).
Source: Global Insight, GS Global ECS Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 37
BRICs to be a major source of automotive sales growth in the next decade
Our global economists initially discussed the impact of BRICs growth on three major markets (energy, autos and equity
capitalization) in 2004 (see, “Global Economics Paper No 118: The BRICs and Global Markets: Crude, Cars and Capital”). In Exhibit
44 we show our latest forecasts of car ownership evolution. On our updated projections, our global economists expect car
ownership per 1,000 of population to increase substantially over the next 10 years. We forecast car penetration in Brazil will
increase 64%, to 273 in 2020 from 166 in 2010, and in Russia will increase 72%, to 454 in 2020 from 263 in 2010. In India, we forecast
an increase of 164% to 45 in 2020, from 17 in 2010, and in China an increase of almost 285% to 158 in 2020, from 41 cars in 2010.
Despite the significant increases in forecast car ownership, we forecast that car penetration in the BRIC economies will remain
below the current car penetration level of developed countries, with the likely exception of Russia. In comparison, car penetration
(including light trucks) in the US is close to 800 units per 1,000 of population and in Europe is c.500.
Exhibit 44: Car penetration levels in Brazil and Russia are likely to reach
European averages earliest
Cars per 1,000 population 2005-2050E
Exhibit 45: USA has highest light vehicle penetration globally
Cars (light vehicles for US) per 1,000 population, 2008, 2020E forecasts for BRICs
0
100
200
300
400
500
600
700
800
2005
2010
E
2015
E
2020
E
2025
E
2030
E
2035
E
2040
E
2045
E
2050
E
Car
s pe
r 100
0 po
pula
tion
Brazil China India Russia
0
100
200
300
400
500
600
700
800
900
USA
(200
8)
W. E
urop
e (2
008)
Japa
n (2
008)
Kore
a (2
008)
E. E
urop
e (2
008)
Sout
h Am
eric
a (2
008)
Asia
(200
8)
Braz
il (20
08)
Rus
sia
(200
8)
Indi
a (2
008)
Chi
na (2
008)
Glo
bal A
vera
ge (2
008)
Braz
il (20
20E)
Rus
sia
(202
0E)
Indi
a (2
020E
)
Chi
na (2
020E
)
Car
Par
k - c
ars
per 1
000
of p
opul
atio
n
Source: Global Insight, World Bank, GS Global ECS Research.
Source: Global Insight, World Bank, GS Global ECS Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 38
Global car market set to grow 73% over the next decade (5.7% pa)
The global car market peaked in 2007, with almost 70 mn vehicles sold worldwide, 55% in the Triad markets (the US, Japan and
Western Europe) and 45% in the emerging markets (with 21% in BRICs). Following a sharp drop in global car sales to almost 61 mn
units in 2009E, mainly as result of dramatic demand destruction in the developed world, we forecast a modest recovery in global
cars sales to 62 mn units in 2010E. Based on our economists’ BRIC model projections, with forecasts for economic development,
income distribution, car penetration and scrappage rates, we calculate that the world car market could grow by an average 5.7% pa
over the next decade, from 62 mn units in 2010E to an estimated 107 mn units in 2020 (Exhibit 46).
Exhibit 46: We forecast global car demand will increase by 5.7% pa from 2010 to 2020, driven by strong BRIC markets growth. In contrast we expect pedestrian
growth of 1% pa over the next decade in the Triad as we are incorporating a structural impact to trend demand post the credit crisis
US Sales - 12 month rolling average US Consumer Confidence
y = 0.06476x + 7.65718R2 = 0.60663
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
0.0 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0
Consumer Confidence
Pas
seng
er C
ar S
ales
(6 m
onth
lag)
8.0
10.0
12.0
14.0
16.0
18.0
Jan-
73
Jan-
75
Jan-
77
Jan-
79
Jan-
81
Jan-
83
Jan-
85
Jan-
87
Jan-
89
Jan-
91
Jan-
93
Jan-
95
Jan-
97
Jan-
99
Jan-
01
Jan-
03
Jan-
05
Jan-
07
Jan-
09
US
Lig
ht V
ehic
le M
arke
t - u
nits
(mn)
US Sales - 12 month rolling average US car market predicted by consumer confidence
Source: Global Insight, Conference Board, Goldman Sachs Research estimates .
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 46
The Triad consumer might start to shop for smaller more fuel-efficient cars
While we forecast a near-term cyclical recovery in US car sales, we expect the Triad (the US, Europe and Japan) markets to show
no structural growth, given a lack of population growth, relatively static income distribution and a limited increase in per capita
vehicle penetration. In contrast to the rising middle class in the BRIC counties, the Triad consumer might need to trade off a higher
savings rate with lower overall expenditure on new vehicles. With fuel costs representing 30% of the total ownership cost of a
vehicle on a pa basis, and depreciation of purchase cost being 35%, (insurance, maintenance and others make up the remaining
35%) lower overall expenditure on vehicles may translate into a search for either more fuel-efficient vehicles or vehicles with a
lower initial acquisition price.
Exhibit 56: US savings rate has been at an all-time low in recent years and
is likely to revert towards trend levels
US household savings rate, 1950 to 2010E
Exhibit 57: Fuel cost represents almost 30% of the ownership costs
Breakdown of the total ownership cost per vehicle
0
2
4
6
8
10
12
14
1949
1953
1957
1961
1965
1969
1973
1977
1981
1985
1989
1993
1997
2001
2005
2009
%
Depreciation cost, 35%
Fuel cost, 30%
Other costs, 35%
Source: US Department of Commerce, GS Global ECS Research.
Source: Eurostat, GS Global ECS Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 47
Global market growth could be worth US$86 bn (€60 bn) of incremental operating profit
Based on our forecasts, the global car market is set to increase from 62 mn vehicles in 2010 to 107 mn vehicles in 2020. To quantify
the impact of this volume growth, we have created a simple model with the following key assumptions:
• The industry achieves an average 85% capacity utilization level from its existing capacity footprint. This level is consistent with
a 5%-6% operating margin and therefore consistent with covering the cost of capital. Beyond this point, incremental capacity is
added to meet further demand increases, maintaining global utilization at 85%.
• We assume that the first 9 mn of the 45 mn additional units can therefore be supplied by the existing capacity footprint,
achieving a 20% contribution margin to operating profits.
• We assume the remaining 36 mn units of the volume increase will be produced in new capacity, at an average industry
operating profit margin of 5%.
In total, we believe our forecast market growth could add an incremental US$86 mn (€60 mn) to the industry’s profit pool by 2020.
This would represent just 40% of the operating profit impact implied by a more simplistic analysis which excludes any
consideration incremental capacity and applies a constant 20% contribution margin to forecast volume growth.
Exhibit 58: Incremental capacity requirements potentially limit impact from volume growth to US$86 bn/€60 bn over the period 2010-2020E
Analysis of impact of incremental volume growth to profit pool considering required capacity increases
CommentsGlobal Volumes - 2010E 62 Current global volume forecast for 2010EGlobal Capacity 2010E 90Capacity Utilisation 69%
Global Volumes - 2020E 107 We assume industry strives to achieve 85% utilisation, a level empirically consistent with covering cost of capitalGlobal Capacity 2020E 126 To deliver 107mn units in 2020E would therefore require 125mn units of capacity to be installedCapacity Utilisation 85%
Volume growth - 2010E to 2020E 45 Of total 44mn unit increase in sales volume, 9mn would be met by improving capacity utilisation of existing o/w filling existing capacity 9 facilities from 69% in 2010E to 85% in 2020. o/w matched by capacity expansion - 2010E to 2020E 36 To meet the overall 44mn unit volume increase 35mn units would be produced in newly installed capacity
Contribution margingrowth with no capacity investment 20% We assume a 20% contribution margin for incremental units produced in already installed capacitygrowth with capacity investment 5% Production in incremental capacity sees only a 5% contribution margin given incremental depreciation at 5% sales and
the addition of direct labour 10% of sales.Average vehicle price (light vehicles) - € 16,500Average vehicle price (light vehicles) - US$ 23,925
EBIT benefit - € bn 60 Overall benefit of €60bn/US$86bn from incremental global growth, 40% of the €146bn/US$211bn estimated on a EBIT benefit - US$ bn 86 20% contribution margin for all volume and thereby ignoring the cost of adding incremental capacity
Source: CSM, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 48
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 49
Industry analysis: CO2 challenge
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 50
Auto maker CO2 challenges are part of a wider agenda for CO2 reduction
Population growth and economic development are placing mounting pressure on the global environment. Climate change is the
highest profile of those pressures. Society’s awareness of the threats climate change presents, its causes, and its willingness to
take action to drive the changes needed to avert the worst effects (whether directly or through support for political intervention) are
strengthening quickly. On a global basis, transportation accounts around 20% of global CO2 emissions, with road traffic accounting
for approximately half this figure. As Exhibit 59 illustrates, the share of road traffic in national emissions levels varies by region,
reaching a higher proportion in more developed economies. Policy makers have focused their attention on the automotive industry
with CO2 emissions targets, or their equivalent fuel-efficiency standards, set over the next decade in Europe, the US, Japan, South
Korea, Australia and China covering over 70% of the current global automotive market.
Exhibit 59: Transportation accounts for 20% of global CO2 emissions, with traffic taking a higher share of CO2 emissions in more advanced economies
CO2 emissions by source, 2007
GLOBAL W. EUROPE USA
Traffic26%
Power Generation
39%
Industry16%
Households19%
Power Generation
(Coal, Gas and Oil)52%
Road Traffic - Passenger
Cars17%
Road Traffic - trucks
5%
Others26%
Waste and Effluents
3%
Power Generation
25%
Street Traffic10%
Private and Industrial Buildings
8%
Industry19%
Agriculture14%
Forestry18%
Other Traffic3%
Source: VDA, UN IPCC.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 51
CO2 targets are converging on a global basis
Existing announced regulations and indicated plans should significantly reduce emissions per vehicle over the next decade. As
Exhibit 60 illustrates, emissions regulations in the USA, Japan, Europe and China are beginning to converge, as greater regulatory
focus is placed on fuel economy and CO2 emissions levels.
Exhibit 60: CO2 emissions regulations are tightening and converging
Emissions regulations in various major economies harmonized to the European
test cycle
Exhibit 61: Summary of conversion rates between standard fuel measures –
CO2, miles per gallon (gasoline European gallon, diesel European gallon and
Source: Eurostat, Goldman Sachs Research estimates.
Source: VDA, EPA, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 67
Governments have started to support development of alternative powertrain concepts
In Exhibit 76 we summarise key government programmes globally aimed at accelerating the development and deployment of
alternative powertrain concepts.
Exhibit 76: Governments have started to support the development of alternative powertrain concepts
Key government programmes
Japan US ChinaTarget volume HEV 8 mn units by 2020 NA NA
PHEV 1.3 mn units by 2020 1mn units by 2015 NAEV 2.07 mn units by 2020 NA NA
Budget HEV NA NA NA
PHEV NA
EV NA
Charge station 5,318 locations by 2020 (rapid charging station)* NA NA
Subsidy HEV Up to ¥250k (FY09 supplementary budget) NA Up to 50,000 yuan for certain cities
PHEV
EV
Note NA NA EV promotion plans announced in 13 model cities
Germany France UKTarget volume HEV NA NA NA
PHEVEV
Budget HEV NA NA NA
PHEV
EV
Charge station NA 1 mn locations by 20154.4 mn locations by 2020 25,000 locations by 2015 (London)
Subsidy HEV NA
PHEV
EV
¥21.2 bn(FY10 planned. Includes ¥10.8bn
investment for EV promotion, ¥7.4 bn investment for battery R&D)
$2.4bn ($1.5 for battery makers, $0.5bn for motor makers, $0.4bn for charging stations)
Up to $7,000 Up to 60,000 yuan for certain citiesTotal ¥9bn budgest (FY2010) for subsidy and charging stations
£2,000-5,000 (budget £0.25 bn, starting 2011)€5,000 for first 100,000 units by 2012
1mn units by 2020 2mn units by 2020 1.2 mn units by 2020
€0.5 bn (Federal government) €4 bn(€1.5bn will be invested for chargin stations)
£2.3 bn(£20 mn will be invested for charging stations)
€3,000-5,000 for first 100,000units (2012-2014)
Source: Motor Fan, Marklines, Japan Ministry of the Environment, Nissan data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 68
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 69
Industry analysis: Mix-shift
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 70
Profitability is correlated with segments
The biggest challenge for the global automotive industry from the threat of downsizing and mix-shift towards smaller cars is the
industry’s historical difficulty generating satisfactory profit from small cars. Profitability tends to improve with the size of cars, and
in line with the selling price, assuming the OEM has competitive segment volumes to benefit from lower unit fixed costs.
Customers tend to be prepared to pay more for bigger cars. The higher price points provide a better umbrella for the OEM to
manage costs and achieve satisfactory levels of profitability. In contrast, the small car segment can be quite price competitive and
tends to attract low-price new entrants. Furthermore, for small car producers, the lower price point tends to make it more difficult to
absorb headwinds from raw material cost inflation and regulatory costs. Former Renault CEO Louis Schweitzer used to explain the
profitability of the volume producer in the form of a bell curve. Renault, he suggested, would make a peak profit margin if both the
C segment (i.e. Megane) and D segment (i.e. Laguna) were successful. Despite a focus on smaller cars, Renault typically found it
difficult to make satisfactory profit margins in the smaller A and B segments, something common to many OEMs worldwide.
Exhibit 77: Global shift in mix towards smaller cars likely to lead to significant redistribution of global profit pool from the D and E segments into the B and C
segments in particular (US$ bn)
Revenue, EBIT and EBIT margin by segment – 2007 and 2020E
Revenue by segment EBIT by segment Margin by segment
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
A B C D E Other
EB
IT b
y se
gmen
t
2007 2020E
-10
-5
0
5
10
15
20
25
30
35
40
A B C D E Other
EB
IT b
y se
gmen
t
2007 2020E
0
100
200
300
400
500
600
A B C D E Other
Rev
enue
by
segm
ent
2007 2020E
Source: Global Insight, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 71
Recent evidence shows signs of mix shifting towards smaller vehicles
In 2009, there has been a significant shift towards smaller cars, a result of various government incentive programmes to shore up
the global car market. However, focusing on 2008 sales data by key segment, we see evidence of ‘downsizing’ and mix-shift in the
US and the European markets. Within a given geographical market, mix-shift can be the result of several general factors, such as
an economic response from the consumer to increases in petrol prices, and government incentives and taxation policies towards
smaller, more fuel-efficient cars.
Exhibit 78: Downsizing shift already present in the US market in 2008…
Change in segment market share – USA, 2008 vs.2007
Exhibit 79: …as well as in the European market
Change in segment market share – Western Europe, 2008 vs.2007
-2.0%
-1.5%
-1.0%
-0.5%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
A B C
MPV
-C
SUV-
C
PU-C D
MPV
-D
SUV-
D
PU-D E
MPV
-E
SUV-
E
Cha
nge
in s
egm
ent m
arke
t sha
re y
oy
-1.5%
-1.0%
-0.5%
0.0%
0.5%
1.0%
1.5%
2.0%
A B MPV-B
SUV-B
C MPV-C
SUV-C
D MPV-D
SUV-D
E MPV-E
SUV-E
Cha
nge
in s
egm
ent m
arke
t sha
re y
oy
Source: Global Insight, Goldman Sachs Research estimates.
Source: Global Insight, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 72
Emerging market growth to impact mix of global car market
On a global basis, economic realignment (discussed earlier) is a key driver in the global shift towards smaller cars. We expect BRIC
economies to become the key economic growth drivers over the next decade. BRIC countries tend to be more focused on small cars
than the Triad markets. Assuming that the current segment mix in each of the BRIC countries remains stable, the growth in these
markets should lead to a global shift towards smaller cars over the next 10 years. Exhibit 80 shows the segment mix by key region.
Exhibit 81 shows the segment mix evolution since 1995, including our 2020 forecasts.
Exhibit 80: Small car segment takes a greater share of the BRIC markets
than the Triad market
Segment share of passenger car market by country and region, 2008
Exhibit 81: Trend towards small cars has been an continuous over the last
15 years
Share of global market by segment 1995-2010E and GS 2020E forecasts
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
W. E
urop
e
USA
Japa
n
Tria
d
Braz
il
Rus
sia
Indi
a
Chi
na
BRIC
Wor
ld
Segm
ent s
hare
of p
asse
nger
car
s (%
)
A segment B segment C segment D segment E segment Other
A
B
C
D
E
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2020
E
A B C D E Other
Source: Global Insight, Goldman Sachs Research estimates.
Source: Global Insight, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 73
Emission regulations to impact cars sales mix negatively
Engine size and engine performance data tend to be more positively correlated with a higher pricing point and profitability. Exhibits
82 and 83 show that average engine capacity and average engine power have reached a plateau (or are even in decline) in Europe.
Like the shift to smaller segments, we believe the trend towards smaller vehicles with lower engine capacity and power within
given segments is likely to continue, driven by: (1) increasing levels of CO2 taxation on consumers; (2) consumers facing
structurally higher fuel costs, and (3) improved vehicle powertrain technologies becoming more widely implemented, offering
similar performance levels but with smaller engines (particularly downsizing and turbo-charging).
Exhibit 82: Average engine capacity in Europe peaked in 2007
Average engine capacity (cc3) – Western Europe, 1990-2008
Exhibit 83: Average engine power seems to have reached a plateau in 2007
Average engine power hp (metric) – Western Europe, 1990-2008
1500
1550
1600
1650
1700
1750
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Aver
age
Engi
ne C
apac
ity -
cc3
0
20
40
60
80
100
120
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Aver
age
Engi
ne P
ower
hp
(met
ric)
Source: ACEA.
Source: ACEA.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 74
Mix-shift could reduce the global profit pool by US$26 bn (€18 bn)
Quantifying the potential threat to the global profit pool from mix-shift is difficult (and is probably a key focus within the car
industry currently). However, broadly, we estimate that a global mix-shift from 61% A, B and C segments share in 2007, towards
70% A, B and C segments share by 2020 could dilute global EBIT margin by 150 bp, to 3.6% from 5.1%. This could reduce the global
profit pool by US$26 bn/€18 bn over the next decade, even excluding potential negative engine and content mix shifts.
Exhibit 84: Mix-shift model suggests a 1.5% margin headwind, equivalent to a US$26 bn/€18 bn for the industry over 2010-2020E
Units Average Average Units Average RevenuesTriad Emerging Global Global Selling Selling Revenues EBIT EBIT Global (constant Selling (constant Revenue Contribution New New
Source: Global Insight, Goldman Sachs Research estimates.
Exhibit 85: A, B and C segments expected to take an increasing share of the market and redistribute profit away from the traditional D segment profit centre
Revenue by segment 2007 Revenue by segment 2020E
EBIT by segment 2007 EBIT by segment 2020E
A
B
C
D
E
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2020
E
A B C D E Other
C33%
D34%
Other3%E
13%B
13%
A4%
C38%
D30%
A5% B
16%
E10%
Other1%
C31%
D45%
E24%
C66%
D18%
E6%
B10%
Source: Global Insight, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 75
Industry analysis: GS Autos Scorecard
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 76
The GS Autos Scorecard
Against a background of structural challenges and opportunities facing the global automotive industry, we have developed the GS
Autos Scorecard. We use this to assess the relative fundamental positioning of our global coverage group (Exhibit 87). The
scorecard comprises six categories; we believe these will be key determinants of success for automotive companies in the next
decade: (1) price/mix; (2) low-cost position; (3) economies of scale; (4) growth; (5) financial health; and, (6) CO2 efficiency.
Within each of the six key categories, we rank the companies against a number of factors for which we have been able to collect
and generate objective data from publically available resources (e.g. annual reports, company disclosure, industry bodies and other
forecasting organizations such as CSM and Global Insight). Based on the relative scores of the companies for each factor within
each category, we establish a ranking for each company within this category. Exhibit 86 summarizes the key categories and
provides a brief explanation for its inclusion in the scorecard.
To generate overall rankings, we created an equally-weighted average score, based on the rankings in each of the six key
categories. Exhibit 88 shows the overall ranking of the companies in our GS Autos Scorecard. Toyota and VW lead the global
rankings on our scorecard, while Renault (adjusted for synergies from its Nissan alliance) and GM screen as the weakest positioned
companies. Fiat and Hyundai both returned attractive fundamental scores, largely on their emerging market and small car exposure.
Exhibit 86: We use six key categories to establish our scorecard rankings
GS Autos Scorecard: key categories
Exhibit 87: Toyota, VW and Fiat screen as global long-term winners
GS Autos Scorecard: ranking by company
• Price/mix: Identifying companies with higher average selling prices and
brand equity, adjusted for model mix
• Low cost position: Comparing key measures of automotive cost
structure and manufacturing efficiency
• Economies of scale: Measuring absolute size and purchasing power as
well as concentration in platforms and production plants
• Growth: Identifying exposure to the global economic realignment (BRIC
growth) theme and potential mix-shift to small, more fuel-efficient cars
• Financial health: Comparing companies across key financial ratios in
terms of balance sheet health, returns and profitability
• CO2 efficiency: Identifying the potential challenge for companies of
complying with CO2 targets in the US and Europe
10 12 14 16 18 20 22 24 26
Renault
Peugeot
Nissan
GM
Ford
Suzuki
Daimler
BMW
Hyundai
Honda
Fiat
VW
Toyota
Score
Source: Goldman Sachs Research.
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 77
Exhibit 88: Our GS Autos Scorecard is based on rankings in six categories
GS Autos Scorecard overview
Factor Weight BMW Daimler Fiat VW Peugeot Renault Toyota Honda Nissan Suzuki Hyundai Ford GM1. Pricing/mix 17% ●●●●● ●●●●● ●●● ●●●●● ●● ●●● ●●● ●● ●●● ● ● ●● ●1.1 Average unit price ●●●●● ●●●●● ● ●●●●● ●● ●●● ●●●● ●●● ●●●● ● ● ●●● ●●1.2 Price premium ●●●●● ●●●●● ●●●●● ●●●● ●●● ●●●● ●●● ●● ●●● ● ● ●● ●
Unit Sales exposure by region Implied vol Implied volWestern E. Europe EM EM growth growth Europe USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World 2007-2020E 2010E-2020E
Structural headwinds over next 10 years require twice the cost response
We conclude from our analysis of the significant profit headwinds the global automotive industry is likely to have to absorb, that
industry consolidation is likely to become a part of the answer, given the significant opportunity this would present to restructure
capacity, cut costs and extract efficiency gains. In 1998-2007, we estimate that the industry saved on average 100 bp of EBIT margin
pa. To maintain stable profit margins over the next decade, we calculate the industry would need to save on average 200 bp pa.
Therefore, we believe it is likely that companies will start to explore combined synergy potential.
Exhibit 129: Industry faces substantial profit headwinds over the next
decade
Global auto industry aggregate EBIT walk, 1998-2007
Exhibit 130: Industry faces substantial profit headwinds over the next
decade
Global auto industry EBIT walk 2010-2020E
-20%
-18%
-16%
-14%
-12%
-10%
-8%
-6%
-4%
-2%
0%
2%
4%
6%
1998
Aut
o Pr
ofit
Pool
(EBI
T)
Raw
mat
eria
ls
Emis
sion
s R
egul
atio
n
Safe
ty FX
Cap
acity
exp
ansi
on
Volu
me
grow
th
Prod
uctiv
ity, r
estru
ctur
ing
& ot
her
2007
Aut
o Pr
ofit
Pool
(EBI
T)
Prof
it po
ol im
pact
- EB
IT m
argi
n
v
-20%
-18%
-16%
-14%
-12%
-10%
-8%
-6%
-4%
-2%
0%
2%
4%
6%
2010
E EB
IT m
argi
n
Raw
mat
eria
ls
Emis
sion
s an
dsa
fety
CO
2 he
adw
ind
Mix
shi
ft
Volu
me
Res
truct
urin
g,pr
oduc
tivity
and
othe
r
2020
E EB
IT m
argi
nat
5%
Prof
it po
ol im
pact
- EB
IT m
argi
n
Source: Company data, Goldman Sachs Research estimates.
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 97
Auto companies are efficient but suffer from weak pricing power
Car manufacturers are typically well-managed industrial companies but suffer from weak pricing power. As discussed earlier, on
average we calculate that the automotive industry generated 100 bp of net cost savings pa through the last cycle. Exhibit 131 shows
that the auto industry ranks among the most capital-efficient industries in terms of asset turn. Nevertheless, the industry is plagued
by volatile and stubbornly low operating profitability and capital returns. In addition to the automotive industry’s exposure to the
economic cycle, car manufacturers’ operating profitability is typically correlated to its product cycle. In a mature market, such as the
Triad, a car manufacturer with a younger product line tends to enjoy better market share in any given year. This typically translates
into higher operating profitability, capital returns and cash flow. While car makers tend to be highly efficient, a lack of pricing power
is the Achilles heel of the industry. Exhibit 132 shows that car prices have fallen in real terms in Europe and the US. A more
concentrated automotive industry, with fewer marginal players prepared to disrupt pricing with campaigns (i.e. incentives) to
attract incremental sales and to support legacy dealership networks, would help car manufacturers to achieve better pricing levels,
we believe.
Exhibit 131: The auto industry is efficient, but…
Asset turn 2008
Exhibit 132: …suffers from weak pricing power
European and US new car prices in real terms, relative to consumer price indices
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
Ret
ail
Auto
mob
iles
& Pa
rts
Oil &
Gas
Food
& B
ever
age
Pers
& H
ouse
hld
Goo
dsIn
d. G
oods
&Se
rvic
es
Tech
nolo
gy
Che
mic
als
Con
stru
ct. &
Mat
eria
l
Hea
lthca
re
Basi
c R
esou
rces
Trav
el &
Lei
sure
Med
ia
Tele
com
mun
icat
ions
Utili
ties
Rea
l Est
ate
Asse
t Tur
n
60
65
70
75
80
85
90
95
100
105
Jan-
96
Jan-
97
Jan-
98
Jan-
99
Jan-
00
Jan-
01
Jan-
02
Jan-
03
Jan-
04
Jan-
05
Jan-
06
Jan-
07
Jan-
08
Jan-
09
Europe (new car prices real terms) USA (new car prices real terms)
Source: Goldman Sachs Research estimates, Quantum database.
Source: Datastream.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 98
Consolidation offers greatest potential for synergies, but is not without risk
Historically, the track record of M&A in the automotive industry has been poor. A McKinsey study showed that among the variety of
M&A and alliances that have occurred over the last 15 years, only one created shareholder value. Exhibit 133 shows a conclusion
from a McKinsey study, “Anticipating the 2015 Automotive Landscape”, which suggests that the synergy potential of M&A is
superior to that available in joint venture or strategic partnership arrangements, albeit with significantly greater risk. Over the last
cycle, the automotive industry has focused more on strategic partnerships and joint ventures around platform sharing and joint
engine developments. Given the challenges we expect for the industry in the next cycle, we believe that companies will have to
reassess their views regarding consolidation.
Exhibit 133: McKinsey estimates pure M&A and cross holdings offer the greatest potential synergies but also the highest risk
* Cumulative amount of synergies for J3+K – Big 3, LCC – Big 3, LCC acqu. 1/10 of European generalists, LCC – LCC partnerships. Minority stake assumes no SG&A synergies and only 50% of revenue synergies. JV and Strategic partnerships show synergies from synergy matrix calculated by function
** Does not include potential dividends
USD BillionHighLow
Minority Stake/Cross shareholding
Pure M&A
Equity investment
JV or Strategic Partnership (without JV)
2,6
11,1 **
9,2 **
3,8
1,4
2,5
▪Daimler – Chrysler merger (ended in 2007)▪ BMW acquisition of Rover (sold in 2005)
▪Renault – Nissan cross shareholding▪GM stake in Fiat (ended in 2005)
Purchasing / Sourcing
▪ Toyota / Nissan / Isuzu common sourcing in Thailand▪ PSA supplies diesel engines to Toyota▪ Isuzu supplies diesel engines to Renault
Distribution▪Hyundai sells Mercedes trucks in Korea▪Chrysler sells Hyundai Atos as Dodge in Mexico▪ FAW / Mazda to develop distribution in China
R&D▪ BMW / Daimler / GM / VW “Clean Energy
Partnership” for Hydrogen powertrain▪ Toyota / Nissan partnership for hybrid cars
Manufacturing ▪OEM manufacturing of compact cars by
Nissan for Chrysler▪Dongfeng / PSA JV manufacture cars in China
Alliance Type Synergies* Risk Examples
USD BillionHighLowUSD BillionHighLow
Minority Stake/Cross shareholding
Pure M&A
Equity investment
JV or Strategic Partnership (without JV)
2,6
11,1 **
9,2 **
3,8
1,4
2,5
▪Daimler – Chrysler merger (ended in 2007)▪ BMW acquisition of Rover (sold in 2005)
▪Renault – Nissan cross shareholding▪GM stake in Fiat (ended in 2005)
Purchasing / Sourcing
▪ Toyota / Nissan / Isuzu common sourcing in Thailand▪ PSA supplies diesel engines to Toyota▪ Isuzu supplies diesel engines to Renault
Distribution▪Hyundai sells Mercedes trucks in Korea▪Chrysler sells Hyundai Atos as Dodge in Mexico▪ FAW / Mazda to develop distribution in China
R&D▪ BMW / Daimler / GM / VW “Clean Energy
Partnership” for Hydrogen powertrain▪ Toyota / Nissan partnership for hybrid cars
Manufacturing ▪OEM manufacturing of compact cars by
Nissan for Chrysler▪Dongfeng / PSA JV manufacture cars in China
Alliance Type Synergies* Risk Examples
Minority Stake/Cross shareholding
Pure M&A
Equity investment
JV or Strategic Partnership (without JV)
2,6
11,1 **
9,2 **
3,8
1,4
2,5
▪Daimler – Chrysler merger (ended in 2007)▪ BMW acquisition of Rover (sold in 2005)
▪Renault – Nissan cross shareholding▪GM stake in Fiat (ended in 2005)
Purchasing / Sourcing
▪ Toyota / Nissan / Isuzu common sourcing in Thailand▪ PSA supplies diesel engines to Toyota▪ Isuzu supplies diesel engines to Renault
Purchasing / Sourcing
▪ Toyota / Nissan / Isuzu common sourcing in Thailand▪ PSA supplies diesel engines to Toyota▪ Isuzu supplies diesel engines to Renault
Distribution▪Hyundai sells Mercedes trucks in Korea▪Chrysler sells Hyundai Atos as Dodge in Mexico▪ FAW / Mazda to develop distribution in China
R&D▪ BMW / Daimler / GM / VW “Clean Energy
Partnership” for Hydrogen powertrain▪ Toyota / Nissan partnership for hybrid cars
R&D▪ BMW / Daimler / GM / VW “Clean Energy
Partnership” for Hydrogen powertrain▪ Toyota / Nissan partnership for hybrid cars
Manufacturing ▪OEM manufacturing of compact cars by
Nissan for Chrysler▪Dongfeng / PSA JV manufacture cars in China
Manufacturing ▪OEM manufacturing of compact cars by
Nissan for Chrysler▪Dongfeng / PSA JV manufacture cars in China
Alliance Type Synergies* Risk Examples
Source: McKinsey Corporate Finance – Auto & Assembly.
*Based on the hypothetical example of a merger between J3 and Big 3 players. 100% = 13 billion
▪Acquisition of additional market share by leveraging differences in– Geography– Product portfolio– Customer brand
perception
Synergy type
7
10
20
33
31
▪Market share gained only by the smaller player in the region▪Similar customer brand perception, but different product
portfolios allow for maximum share gain (max 60 percent of bigger player’s share)▪Calculated as function of current market share, “growth
factor” and cannibalization effect
▪Economies of scale ▪Uses predefined “sourcing cost curve” to calculate percent of cost reduction for combined entity▪ Impact is high at lower purchasing volumes, and phases out
at extremely high volumes
▪ Improvement of utilization ▪Shift of production to
existing plants at LCC
▪Calculated as the net effect of a labor cost decrease, depreciation savings and the one-off cost of plant closure▪Based on estimation of combined production capacity and
assembly volume in 2015
▪Elimination of redundant projects/products
▪Cost savings between 5% and 25% of combined R&D expenses, depending on similarities in customer brand perception and product portfolios▪R&D expenses forecast for 2015 allocated to regions
according to regional sales volumes
▪Cost reduction in overlapping functions
▪Savings potential assumed as 50 percent of regional SG&A overlap▪SG&A expenses forecast for 2015 allocated to regions
according to regional sales volumes
Revenue
Sourcing
Manufac-turing
R&D
SG&A
Cos
t
Synergy type Synergy source Calculation methodology Impact*Percent
▪Acquisition of additional market share by leveraging differences in– Geography– Product portfolio– Customer brand
perception
Synergy typeSynergy type
7
10
20
33
31
▪Market share gained only by the smaller player in the region▪Similar customer brand perception, but different product
portfolios allow for maximum share gain (max 60 percent of bigger player’s share)▪Calculated as function of current market share, “growth
factor” and cannibalization effect
▪Economies of scale ▪Uses predefined “sourcing cost curve” to calculate percent of cost reduction for combined entity▪ Impact is high at lower purchasing volumes, and phases out
at extremely high volumes
▪ Improvement of utilization ▪Shift of production to
existing plants at LCC
▪Calculated as the net effect of a labor cost decrease, depreciation savings and the one-off cost of plant closure▪Based on estimation of combined production capacity and
assembly volume in 2015
▪Elimination of redundant projects/products
▪Cost savings between 5% and 25% of combined R&D expenses, depending on similarities in customer brand perception and product portfolios▪R&D expenses forecast for 2015 allocated to regions
according to regional sales volumes
▪Cost reduction in overlapping functions
▪Savings potential assumed as 50 percent of regional SG&A overlap▪SG&A expenses forecast for 2015 allocated to regions
according to regional sales volumes
Revenue
Sourcing
Manufac-turing
R&D
SG&A
Cos
t
Synergy type Synergy source Calculation methodology Impact*Percent
Source: McKinsey Corporate Finance – Auto & Assembly.
To assess the potential benefits to companies from a merger or comprehensive industrial combination, we have developed a
merger analysis tool based on our GS Auto Scorecard. In our analysis, we measure the impact of a merger between two companies
on their respective scorecard scores. Exhibit 135 illustrates the potential scorecard improvement for each theoretical combination of
partners, and highlights (shading) industrial combinations which see improvements to both constituents’ scores. Fiat, Peugeot and
Suzuki screen as the most attractive potential partners in the automotive industry. BMW, Daimler and Suzuki look to be the
companies who would most benefit from entering into a partnership.
Exhibit 135: Fiat, Peugeot and Suzuki screen as most attractive partners, while BMW, Daimler and Suzuki likely to benefit from entering into a partnership
Improvement in GS Scorecard aggregate score from entering into a merger with another auto manufacturer
Improvement in individual company score if company ties up with partner Average Current Scorecard
Denotes mutual benefit where score for each partner in merger would increase by 3 or more BMW and Daimler see greatest benefit from a tie up with another auto maker
BMW and Daimler offer the lowest attraction to partners given relatively small scale and limited exposure to emerging markets and small carsToyota looks an attractive partner, offering an average Scorecard improvement to partner of 6 points
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 101
• Most attractive companies for partnerships: We find that Toyota, Hyundai and Fiat give the greatest benefit to a partner
(as measured by our scorecard) on average, as a result of their potential scale, low cost or CO2 efficiency synergies. In contrast,
we find that BMW, Daimler and Renault remain the least attractive partners, with VW surprisingly unattractive in our view (a
result of its relatively low score as a standalone company in the low cost and CO2 efficiency categories).
• Key beneficiaries from partnerships: Based on our analysis, BMW, Daimler, and Suzuki see the greatest improvement to
their scorecard from a partnership with another auto maker, reflecting their low scores in economies of scale or CO2 efficiency
and (for BMW and Daimler) in potential scale. Furthermore, given their geographical sales distribution, each of these
companies has very little in the form of negative revenue synergy, as for almost all countries combined market share with a
partner would not exceed the 20% threshold at which we expect potential volume losses. While Toyota would see no scorecard
improvement from a merger with a partner, Honda, GM and Ford would also see below average benefits, given high potential
negative revenue synergies, large scale and already efficient cost positions.
• Strategic assets: We also highlight in Exhibit 135 combinations of companies for which a potential merger offers mutually
beneficial scorecard improvements in industrial positioning. Cells highlighted in blue represent those where both parties to a
merger would see an increase in their respective score of three points or more. Among the 13 companies, Fiat is a mutually
attractive partner for eight companies. Peugeot would achieve mutual benefits with seven companies and Suzuki with five.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 102
GS M&A analysis
To assess potential benefits from consolidation across the sector we consider two factors, potential revenue synergies on a
geographical basis, and industrial fit.
• To measure potential geographical revenue synergies we assess to what extent sales might be cannibalized at a country
level from the combination of two companies and their respective brands
Exhibit 136 summarises the decision tree process used to calculate the retained share for each combination. For a given country,
we take the combined individual market shares of two companies being assessed. If the combined market share is less than 20%,
we believe the combination would lead to no market share loss. If market share is greater than 20%, we determine if both are
dominant players (e.g. market share of over 20% each). If this is the case, we assume the combination’s final market share would be
that of the larger player (e.g. the negative revenue synergy would be equal to the market share of the smaller player). If one
company has a market share of more than 20%, and the other less than 20%, we assume the combination’s final market share
would tend to that of the larger player. If both companies are below 20% market share, but the combined level is over 20%, we
assume the final market share for the combined entity equals 20%. We repeat this analysis for the 88 countries where we have
country level market share data, and then volume weight by country the market share losses. The overall revenue synergy is
expressed as a proportion of the combination’s original volume that would be lost. Two companies with perfectly complementary
geographic footprints would therefore retain a share of 100% in this analysis (e.g. no volume would be lost). At the lower end, two
companies with identical geographic footprints and each with 20% market share in each region would score 50%, as half the
volume would be potentially cannibalized.
• To measure industrial fit between two companies we re-run the GS Scorecard on the basis of the combined entities
The GS Autos Scorecard measures a company’s relative position for six metrics: (1) price/mix position; (2) low-cost position; (3)
economies of scale; (4) financial health; (5) growth; and, (6) CO2 efficiency. Companies are ranked on each measure and given a
total score (out of a potential maximum 30). To measure the potential industrial fit between two companies we re-run the GS
Scorecard analysis for a notional combined entity, versus the remaining peer group and allowing for potential synergies. We see
potential synergies in three areas: low-cost position, economies of scale and CO2 efficiency. For low-cost position, we assume that
the merged entity will be able to achieve the best score of the two individual companies, through knowledge and process
technology transfer. Within economies of scale, we re-compute our ranking scores allowing for the combination of companies on
size (3.1), size (revenues) and research and development budget (3.5). For CO2 efficiency, we measure potential synergy by
assuming that combined entity will still be able to achieve the ranking of the higher individual score (e.g. CO2 knowledge is
transferred across companies).
• We do not assume synergy benefits in price/mix, financial health or in growth
We believe achieving price synergies is difficult in the auto industry, with brand and price premium typically the result of prolonged
investment in products, service and customer networks, rather than a result of new associations. Therefore, we assume no
potential synergy. Similarly, we assume no synergies in the financial health category, with differences in respective balance sheet
strength likely to be equalized through the terms of any combination, with growth addressed separately through the retained share
calculation.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 103
Exhibit 136: Methodology to calculate potential market share losses on a geographical basis during combination process
Is A > 20%and B > 20%
No
Is A >20% mkt sh
Company B mkt share Yes
No
YesNo
Yes
Company A mkt share
Mkt Share B
20% mkt share
Max A or B mkt share
Combined mkt share A+B
greater than 20%
No
Is B > 20% mkt sh
Mkt share A + B
Yes Mkt Share A
Source: Goldman Sachs Research estimates.
Exhibit 137: Methodology for calculating potential benefit of consolidation using GS Scorecard measure of industrial positioning
Category Synergy assumption Methodology1. Pricing/mix No synergies Current ranking
2. Low cost position Synergy Highest of two individual companies scores
3. Economies of scale3.1 Size (unit sales) Synergy Recalculate ranking on basis of combined entity3.2 Size (revenues) Synergy Recalculate ranking on basis of combined entity3.3 Average capacity in plants accounting for 80% of production No Synergy Current ranking3.4.1 Percentage of cars produced on top five platforms No Synergy Current ranking3.4.2 Number of cars produced on top five platforms No Synergy Current ranking3.5 Research and development budget Synergy Recalculate ranking on basis of combined entity
4. Financial health No Synergy Current ranking
5. Growth No Synergy Current ranking
6. CO2 Efficiency Synergy Highest of two individual companies scores
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 104
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 105
Investment framework
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 106
The sector has a long history of underperformance, but…
The automotive industry has a long track record of relative underperformance (Exhibit 138). Given an unattractive operating
environment, the automotive industry constantly struggles to earn its cost of capital. As automotive companies tend to destroy
value over time, the sector tends to underperform. We calculate that on average the annual relative performance of the global
automotive sector versus the global equity market since 1973 has been -1% with an almost perfect symmetric distribution profile of
annual relative returns(Exhibit 139).
Exhibit 138: A long history of underperformance
Global auto sector versus global equity market index, 1971-2009
Exhibit 139: Average annual relative performance of –1%
Ranked annual relative sector performance to global equity market (%)
While the outperformance potential of the automotive sector relative to the global or relevant local equity market might appear far
from compelling, historically there has been a significant alpha opportunity within the sector in any given year. Investing in the 25th
percentile performer relative to the 75th percentile performer in any given year since 1973 would have generated an average alpha
of 34%. Identifying the top and bottom performers in any given year over the same time period would have generated an average
alpha of 102%. This suggests the automotive sector is potentially an attractive and active trading sector.
Exhibit 140: Investing in the 25th percentile stock and selling the 75th
percentile stock has generated an 34% average annual return since 1973
Exhibit 141: Investing in the top performing stock and selling the worst
performing stock has generated an 102% average annual return since 1973
0%
20%
40%
60%
80%
100%
120%
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Spread - 75th percentile vs 25th percentile Average
0%
50%
100%
150%
200%
250%
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Spread Top vs Bottom Performer Average
Source: Datastream, Goldman Sachs Research estimates.
Source: Datastream, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 108
Exhibit 142: Global Auto sector offers attractive annual performance potential
Global autos: Annual share price performance by company (1995-2009 to date)
BMW DCX POR REN DCX REN PSA POR NISS HYU NISS DCX VW O POR VW O FIAT POR DCX POR VW O BMW DCXPOR VW O VW O VW P VW O FORD TOY FORD GM VW P HYU REN VW O VW O VW P FIAT PSAVW P HON FORD HON MAZ HYU MAZ KIA MAZ VW P GM REN VW PTOY PSA NISS MMC TOY HON MAZ FORD HYU
TOY SUZ KIA HONMAZ NISSSUZ
GM HON BMW DCX BMW POR BMW REN POR PSA POR BMW POR PSA DCX HON NISS FIAT MMC TOYFIAT GM HYU GM HON REN VW P FIAT
KIA SUZPOR VW O FORD TOY GM FIAT PSA HYU NISS BMW REN BMW DCX REN MMC TOY REN HYU BMW REN BMW DCX PORKIA SUZ VW P SUZ SUZ HON KIA SUZ HON MAZ SUZ
TOY SUZVW P FORD GM MMC MMC HON PSA VW O VW P NISS HYU KIA HON PSA POR KIA PSA NISS FORD PSA HYU PSATOY MAZ VW P KIA REN SUZ
BMW DAI FIAT PSA HYU DAI FIAT FIAT MMC VW O GM POR MAZ BMW DCX BMW MMCNISS SUZ KIA MAZ FORD TOY TOY SUZ FIAT NISS
SUZ FORDFIAT PSA NISS REN NISS HON TOY VW O FORD SUZ PSA HON FIAT MMC VW P MMC FORD GMREN HYU NISS HONMMCMAZ MAZ MMC VW P GM TOY FIAT REN BMW VW P VW O GM HYU KIA TOY
MAZ GM
HYU KIA MMC KIA NISS KIA DAI HYU FORD MMC DCX FIAT MMC FORD GM KIA MAZ BMW DCX VW O GMMAZ VW O FORD FIAT PSA
Source: Datastream, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 109
…reflecting low but highly volatile comparative returns
The automotive industry remains at the bottom of a ranking of return on capital across global sectors. Exhibit 143 compares the
average returns on capital of listed companies with market values of more than US$10 bn across major industry groups.
The auto industry not only suffers comparatively low returns, it also suffers from very volatile returns. Exhibit 144 compares the
average returns on capital generated by companies in each MSCI level-one sector (excluding financials) since the start of the
decade, with the average annual change in industry returns over the same period. In general, we observe a positive relationship;
industries in which returns are most variable tend to have the highest absolute returns. However, the autos sector stands out, with
a combination of low and highly variable returns over the period; the industry has struggled with structurally low and highly
cyclical profitability.
Exhibit 143: Automotive has low returns relative to other sectors
Average CROCI (cash return on cash invested) of companies in major global
industries (2006-08)
Exhibit 144: Auto industry returns on capital have been lower and more
variable than those of other sectors
Average CROCI (2000-08) vs. average annual change in CROCI (2000-08), averages
across MSCI L1 sectors
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
Ret
ail
Oil &
Gas
Basi
c R
esou
rces
Tech
nolo
gy
Tele
com
mun
icat
ions
Hea
lthca
re
Ind.
Goo
ds &
Ser
vice
s
Pers
& H
ouse
hld
Goo
ds
Con
stru
ct. &
Mat
eria
l
Food
& B
ever
age
Che
mic
als
Med
ia
Trav
el &
Lei
sure
Utili
ties
Auto
mob
iles
& Pa
rts
Telecom Svcs
Materials
Technology Hardw are
Softw are & Services
Transportation
Commercial Svcs
Capital Goods
Pharma
Health Care Equip & Services
Energy
HHPC
Food, Bev & Tobacco
Food & Staples Retail
Retailing
Media
Consumer Services
Cons Durables & Apparel
Automobiles
0%
5%
10%
15%
20%
25%
0.0% 0.5% 1.0% 1.5% 2.0% 2.5%
Average absolute annual change in CROCI (00-08)
Aver
age
CR
OC
I (00
-08)
Whereas most sectors show a positive relationship betw een average returns and volatility, the Autos industry has offered investors relatively low returns, relative to the volatility of those returns.
Source: Goldman Sachs Research, Quantum database.
Source: Goldman Sachs Research, Quantum database.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 110
Through the last cycle, sector performance improved in line with better returns
After decades of relative underperformance, over the last decade the global automotive sector has started to perform in line with
the global equity market, mirroring the improvement in returns. A combination of better volume growth, as a result of strong
growth in BRIC countries (3% global volume growth vs. 2% longer-run average), and company-specific cost cutting and
restructuring measures have allowed the industry’s return on invested capital to improve to a level that on average is close to an
8% cost of capital.
Exhibit 145: Global auto sector has started to perform in line with the global equity market over the last 10 years, with relative performance reflecting the
sector’s changes in return on capital
Global autos: Sector performance relative to global market (1973 to present and 1998 to present); Sector CROCI (1998 to 2011E)
Sector has been a long term underperformer... ...but in line over the last decade... ...as the industry has been close to covering its cost of capital
40
50
60
70
80
90
100
110
120
130
Jan-
73
Jan-
76
Jan-
79
Jan-
82
Jan-
85
Jan-
88
Jan-
91
Jan-
94
Jan-
97
Jan-
00
Jan-
03
Jan-
06
Jan-
09
70
75
80
85
90
95
100
105
110
115
120
Jan-
98
Jan-
99
Jan-
00
Jan-
01
Jan-
02
Jan-
03
Jan-
04
Jan-
05
Jan-
06
Jan-
07
Jan-
08
Jan-
09
4%
5%
6%
7%
8%
9%
10%
11%
12%
13%
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
CROCI
Source: Datastream, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 111
Returns drive valuations also in the global automotive sector
We find that returns-based measures of financial performance show a stronger relationship to valuation than other, more traditional
financial measures, such as growth-based metrics (Exhibit 146). By focusing on cash flow rather than earnings, and gross rather than
net assets, CROCI avoids the distorting influences of different accounting policies on reported earnings and asset values (Exhibit
147). Consequently, we find a closer correlation between CROCI and EV/GCI (enterprise value/gross cash invested) than between
other measures of return on capital and earnings multiples.
Exhibit 146: Cash returns provide a globally consistent performance measure… Exhibit 147: ...and are highly correlated with valuation multiples across
global autos
Strength of correlation between financial and valuation measures (2006-08 avg.)
Non-cash items and the company’s financial structure have no impact, making comparisons more
meaningful
This represents all the cash invested in the business. Depreciation policies do not have any
impactC
RO
CI
Debt-adjusted cash flow (DACF)= CFO - (Increase)/decrease in working capital -
Back-test analysis of four key investment strategies
Methodology Description Date Range Stock selection basis Return (%)
Director's Cut -Equity ValueWe plot the EV/GCI Vs CROCI/WACC plot for each year and calculate the upside/downside in Market Cap to the line of best fit. 1998-2008
Market Cap- Long stocks with above median upside in Market Cap and Short stocks with below median upside in Market Cap. 14.6
CROCIWe buy the stocks with above median CROCI and sell the stocks with below median CROCI 1998-2008 CROCI 8.9
Change in CROCI
We buy the stocks with above median change in CROCI from previous year and sell the stocks with below median change in CROCI from previous year. 1999-2008 Change in CROCI 8.3
Low EV/GCI (<0.4) We buy the stocks that have EV/GCI <0.4 1998-2008 EV/GCI 9.4Sector Average return 1998-2008 6.4
Source: Goldman Sachs Research estimates.
• Director’s Cut: Picking stocks based on our Director’s Cut framework would have produced on average, superior annual
performance. In this strategy back-test, we bought the 50% of companies with potential upside to their enterprise value and
market cap according to this methodology (i.e. enterprise value adjusted for forecast net debt, pension and equity stakes) and
sold the other 50%.
• CROCI: In this strategy back-test, we bought the 50% of companies with the greatest absolute CROCI and sold the remaining
50%. This strategy would have generated on average of 8.9% annual return.
• Change in CROCI: To reflect the volatility of returns in the automotive sector, we carried out a back-test in which we selected
stocks based on their relative absolute change in CROCI in any given year. We bought the 50% of companies with the greatest
relative change in CROCI and sold the remaining 50%. This strategy would have generated on average of 8.3% annual return.
• Low EV/GCI: In this strategy back-test, we bought stock which traded below a threshold level of 0.4x EV/GCI, irrespective of
forecast returns, based on a view that management will either restructure (to improve returns) or the company could attract
corporate attention (in both scenarios share prices tend to respond positively). This strategy would have generated on average
a 9.4% annual return, but highlights the risk of selling shares with poor returns trading below 0.4x EV/GCI.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 116
Exhibit 156: Director’s Cut strategy: average annual return 14.6%
Back-test of Director’s Cut – Equity Value
Exhibit 157: Low EV/GCI strategy: average annual return 9.4%
Back-test of buying low EV/GCI (<0.4) stocks
-80
-60
-40
-20
0
20
40
60
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
TSR
(%)
Buy Sell
Source: DataStream, Goldman Sachs Research estimates.
-100
-80
-60
-40
-20
0
20
40
60
80
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
TSR
(%)
Sector Average Long EV/GCI <0.4
Source: DataStream, Goldman Sachs Research estimates.
Exhibit 158: CROCI strategy: average annual return 8.9%
Back-test of CROCI-based strategy
Exhibit 159: Change in CROCI strategy: average annual return 8.3%
Back-test of change in CROCI-based strategy
-80
-60
-40
-20
0
20
40
60
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
TSR
(%)
Buy Sell
Source Datastream, Goldman Sachs Research estimates.
-80
-60
-40
-20
0
20
40
60
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
TSR
(%)
Buy Sell
Source: Datastream, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 117
Exhibit 160: CROCI by company 2010E CY Exhibit 161: CROCI by company 2011E CY
0%
2%
4%
6%
8%
10%
12%
14%
Hon
da
Toyo
ta
Nis
san
Dai
mle
r
Suzu
ki
Ford
BMW
Hyu
ndai
Fiat
Volk
swag
en
Ren
ault
PSA
CR
OC
I 20
10E
0%
2%
4%
6%
8%
10%
12%
14%
Ford
Hon
da
Dai
mle
r
Toyo
ta
BMW
Fiat
Nis
san
Suzu
ki
Hyu
ndai
Volk
swag
en PSA
Ren
ault
CR
OC
I 201
1E
Source: Goldman Sachs Research estimates.
Source: Goldman Sachs Research estimates.
Exhibit 162: Change in CROCI 2010E vs. 2009E Exhibit 163: Change in CROCI 2011E vs. 2010E (calendar years)
0%
1%
2%
3%
4%
5%
6%
7%
Dai
mle
r
Ford
PSA
Toyo
ta
BMW
Fiat
Ren
ault
Nis
san
Suzu
ki
Hon
da
Volk
swag
en
Hyu
ndai
Cha
nge
in C
RO
CI 2
010E
vs
2009
E
-1%
-1%
0%
1%
1%
2%
2%
3%
3%
4%
4%
Ford
Dai
mle
r
PSA
BMW
Volk
swag
en Fiat
Ren
ault
Hyu
ndai
Nis
san
Toyo
ta
Suzu
ki
Hon
da
Cha
nge
in C
RO
CI 2
011E
vs
2010
E
Source: Goldman Sachs Research estimates.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 118
Comprehensive investment framework for the global autos sector
To identify long-term global automotive winners, we have developed a comprehensive investment framework which includes four
key elements: (1) industry positioning; (2) M&A potential; (3) Director’s Cut, and (4) GS SUSTAIN methodologies.
Industry positioning
We believe that the relative competitive positioning of any automotive company is a good proxy for its long-term return potential.
We use our GS Auto Scorecard to assess the competitive positioning of each company in our coverage. With companies’ return on
capital converging through our forecast period, to a historically low level, we expect them to diverge beyond 2011 as
company-specific actions and relative positioning in the face of significant industry headwinds begin to dominate. Exhibit 166 plots
our EV/GCI valuation for each company relative to its score on our GS Scorecard to identify potential longer-term valuation
anomalies. Toyota, Volkswagen, Fiat and Hyundai screen as best positioned car companies in our scorecard.
M&A potential
Given our view that industry consolidation is likely to become part of the industry’s answer to offset the significant headwinds to
profitability over the next decade, we recognize strategic value companies offer to potential strategic partners. Fiat, Peugeot and
Hyundai screen as having strategic value to potential partners.
Director’s cut
We use our Director’s Cut framework to identify relative valuation opportunities within our global coverage group. We find that
returns-based measures of financial performance show a stronger relationship to valuation than other, more traditional financial
measures (such as growth-based metrics). By focusing on cash flow rather than earnings, and gross rather than net assets, CROCI
avoids the distorting influences of different accounting policies on reported earnings and asset values. Consequently, we find a
closer correlation between CROCI and EV/GCI (enterprise value/gross cash invested) than between other measures of return on
capital and earnings multiples. Our Director’s Cut screen (using our 2011 return forecasts) identifies Ford, Renault, Volkswagen, and
Fiat as trading at attractive valuations relative to their return potential.
GS SUSTAIN
The GS SUSTAIN framework for mature industries identifies the companies in each global industry best placed to sustain
competitive advantage and superior returns on capital over the long term (3-5 years). Our analysis shows that companies able to
sustain industry-leading returns on capital for three years or longer have consistently delivered equity market outperformance. The
GS SUSTAIN framework is designed to identify those companies in each industry best positioned to sustain those returns in the
future. That framework integrates analysis of the key drivers of corporate performance: (1) returns on capital; (2) industry
positioning; and, (3) management quality with respect to environmental, social and governance (ESG) issues.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 119
Exhibit 164: Comprehensive framework: industry position, M&A potential, Director’s Cut and GS SUSTAIN
Industry Positioning Director'sCut 2011E Return Management
Low cost Economies Financial Growth CO2 M&A (EV/GCI vs. on capital QualityPrice-mix position of scale Health exposure efficiency Overall Potential CROCI/WACC) 2009-2011E ESG Score
Note: Results presented should not and cannot be viewed as an indicator of future performance.
Performance is calculated on an equally-weighted basis relative to the MSCI World index (market-cap-weighted total return series in US$).
Full details of the performance of stocks in the GS SUSTAIN universe can be provided upon request.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 124
Exhibit 170 outlines the themes and areas of analysis we have examined in applying the GS SUSTAIN framework to the global
automotive industry. We assess companies using objective, quantifiable measures of performance in each of the three areas of
analysis:
• Returns on capital: Cash return on cash invested (adjusted to exclude financing businesses);
• Industry positioning: Conclusions of the industrial scorecard applied to this industry;
• Management quality with respect to ESG issues: Proprietary analysis of the effectiveness with which companies manage the
ESG issues facing the automotive industry.
Exhibit 170: The global autos industry faces structural change – GS SUSTAIN provides a roadmap
Turning point
Drivers of corporate performance
Themes
Auto OEMs
The industry has historically struggled to generate attractive returns
The credit crisis resulted in an unprecedented downturn in demand and
intensified financial stress
Return on capitalIndustry positioningManagement quality GS SUSTAIN
CROCI
Cash return on cash invested
Low cost positionPricing / mix
ESG
Environmental, social and
governance issues
Significant demand growth and rising strategic challenges will drive bifurcation in
performances across the industry
Economies of scale
Global demand growth & realignmentConsumer classes are expanding rapidly in emerging economies, driving rapid growth in
auto demand
The carbon challengeGlobal CO2 emission standards must toughen substantially and converge across regions if long term global emissions targets are to be
met
Negative mix shiftGrowth will be fastest for smaller vehicles, in which segments the industry has historically
generated lower levels of profitability
Growth exposureFinancial health CO2 efficiency
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 125
No companies stand out in global autos in the GS SUSTAIN framework
Exhibit 171 summarizes our ranking of companies relative to their industry peers on each dimension of our analysis. None of the
companies we have examined, which collectively represent c.85% of global industry sales, stand out as well placed to sustain
industry-leading returns relative to peers. Broadly speaking, this lack of leaders reflects the high level of volatility in the industry,
making it inherently rare that companies sustain superior returns for extended periods. Toyota achieves above-median scores on
all three dimensions of our framework, but given the challenges the industry faces in sustaining leadership, we have not
highlighted the company as a GS SUSTAIN leader. We highlight three as watch list companies; relatively well placed, but not
outstanding across three areas of analysis: Toyota, VW and Fiat.
Exhibit 171: Global autos in GS SUSTAIN: No companies stand out for leadership across all areas of analysis
Companies with above-median scores on each dimension of analysis
Management quality
Return on capital
Industry positioning
Management quality – ESG (based on 2008 data) above sector median
Industry positioning: leaders on objective, quantifiable analysis of a combination of:– Pricing / mix– Low cost position– Economies of scale– Financial health– Growth exposure– CO2 efficiency
Return on capital – CROCI (2009-11E) above sector median
* Ford did not score above median on any of these three metrics
Honda
Renault
Nissan
Hyundai
Peugeot
Volkswagen
ToyotaBMW
Daimler
Fiat
Suzuki
Management quality
Return on capital
Industry positioning
Management quality – ESG (based on 2008 data) above sector median
Industry positioning: leaders on objective, quantifiable analysis of a combination of:– Pricing / mix– Low cost position– Economies of scale– Financial health– Growth exposure– CO2 efficiency
Return on capital – CROCI (2009-11E) above sector median
* Ford did not score above median on any of these three metrics
Honda
Renault
Nissan
Hyundai
Peugeot
Volkswagen
ToyotaBMW
Daimler
Fiat
Suzuki
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 126
While we find that cash returns have been closely correlated with valuation multiples historically, and that companies generating
high returns on capital have consistently delivered equity market outperformance (in common with the results of our analysis on
other industries), the autos industry is characterized by a particularly high level of turnover in industry leadership. Few companies
have sustained industry-leading returns on capital for long periods.
Indeed, among the companies examined in this report, three companies (BMW (2000-05), Honda (2001-08), and Toyota (2002-06)
have delivered first-quartile returns on capital for more than three sequential years since 2000 (Exhibit 172).
The sector’s track record of short-lived returns challenges the identification of companies able to sustain superior returns on capital
for three years or longer in future years.
Exhibit 172: Annual average CROCI by company
Annual average cash return on cash invested (CROCI) across global automotive, ranked by 2009-11E average
Driving Fuel production Vehicle production Material production Others
Source: Eurostat.
Source: Toyota.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 133
Our ESG framework – a proxy for management quality
Our analysis of companies’ management of environmental, social and governance issues is designed to reflect the key ESG issues
facing each industry. We apply objective and quantifiable measures across the key areas of performance, based on publicly
reported information. We have used the most recently reported public information throughout – typically calendar year 2008.
Indicators are determined on a sector-by-sector basis through a bottom-up assessment of the key issues facing each industry. We
believe the indicators we use to assess performance with respect to environmental, social and corporate governance issues provide
a basis for analyzing a company’s ability to compete successfully and sustainably over the long term.
Frequently, there are areas of performance that we consider important, but for which we are unable to gather the information in an
accurate and consistent form, and consequently are unable to include. As a result, we recognize that our ESG framework does not
quantify all issues relevant to companies. We are challenged by inconsistencies in data, regional differences in policy focus,
differences in business models and diverse product portfolios across the companies in our ESG universe. Furthermore, we do not
believe that sufficient quantifiable and comparable data exists to objectively measure issues such as minority diversity, protection
of human rights, and product sustainability comprehensively. Nonetheless, taken together, we believe the breadth of indicators that
we use provides a rounded view of companies’ management of the issues important to their industry.
The indicators that we assess fall into five categories:
• Corporate governance: We assess companies on six measures of corporate governance, which are common to all industries.
Collectively, we believe these indicators provide an objective gauge of the extent to which ordinary shareholders’ interests are
represented in board decisions, the degree of independent oversight of business performance and strategic decisions, as well
as the alignment of management incentives with shareholder interests.
• Social: Leadership: The engagement of senior management and board members is critical in improving firm performance in
environmental and social areas. Transparency of reporting provides an indication of the importance companies attach to
environmental and social performance.
• Social: Employees: Human capital is a key asset to every industry. Recruiting and retaining the best talent, incentivising
employees and raising their productivity is a key source of competitive advantage.
• Social: Stakeholders: Building and maintaining strong relationships with local communities, suppliers and other external
stakeholders is a vital aspect of sustainable business models. It is likely to become even more important as expectations placed
on companies in the industry to play a social role rise.
• Environment: Especially for the autos industry, we consider assessment of companies’ resource use and environmental and
product development strategies to be a valuable proxy for operating efficiency and strategies in place to address an emerging
area of social concern and market differentiation.
Scores are calculated on a scale of 1 (low) to 5 (high) for each company, on each of the 23 indicators we apply to autos companies.
These scores are aggregated to calculate an overall ranking of companies, and reflect over 90 individual data points collected for
each company from their public reporting.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 134
Social: Employees
Environment
Social: Stakeholders
Social: Leadership
Corporate Governance
CEO compensation
Independence of board and leadership
Minority shareholders’
rights
Leadership responsibility for and compensation links to environmental
and social performance
Environmental and social reporting and assurance
Compensation Gender diversity
Resource consumption and emissions
Technology development
Investment in communities
Access to growth, exposure to disciplined markets, cost leadership
Stock market performance
Economy
Society
Industry
Environment
Competitive position and financial performance
Investment in R&D
Productivity
Business ethics and human rights
Transparency of audit and
stock options
Employee training and management
Environmental management
Excess cash returns, premium multiple applied to asset base
Fatalities and injuries
Social: Employees
Environment
Social: Stakeholders
Social: Leadership
Corporate Governance
CEO compensation
Independence of board and leadership
Minority shareholders’
rights
Leadership responsibility for and compensation links to environmental
and social performance
Environmental and social reporting and assurance
Compensation Gender diversity
Resource consumption and emissions
Technology development
Investment in communities
Access to growth, exposure to disciplined markets, cost leadership
Stock market performance
Economy
Society
Industry
Environment
Competitive position and financial performance
Investment in R&D
Productivity
Business ethics and human rights
Transparency of audit and
stock options
Employee training and management
Environmental management
Excess cash returns, premium multiple applied to asset base
Fatalities and injuries
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 135
We use 23 objective, quantifiable indicators to rank companies on ESG
Exhibit 178: Autos ESG framework – 23 objective, quantifiable indicators across five categories
Criteria Automotive specific Description Purpose Weighting
Independent board leadership Separation of CEO and Chairman roles and appointment of independent Lead Director Maintain balance of power
Independent Board directors & committees Percentage of independent, non-executive directors and wholly independent compensation and nomination committees Shareholder representation
Auditor independence Audit committee impendence and ratio of non-audit to audit fees paid to the auditor Independence of audit process
CEO compensation CEO compensation (including salary, bonus, stock grants and options) as % of cash flow Shareholder / Management incentives
Share-based compensation Fair value of share-based compensation expense as % of cash flow Employee incentives
Minority shareholders' rights Block of ownership greater than 5%, staggered board, poison pill, unequal voting rights and other provisions Strength of individual shareholders
Reporting and assurance of ESG performance Number of years of reporting on environmental and social ("ES") issues and external assurance of data Transparency
Leadership responsibility for ESG performance ES responsibility of Board and Senior Executives; and compensation linked to performance Integration of ES issues into strategy
Fatality rate Number of fataliites per 50,000 employees, total number of fatalities Workplace safety
Injury rate Number of lost time injuries and total injuries for employees and contractors per 1mn hours worked (LTIF) Workplace safety
Employee compensation Total payroll costs divided by average number of employees Employee incentives
Employee productivity Cash flow divided by average number of employees Labour efficiency
Gender diversity Gender diversity of total workforce, senior executives, and Board directors Workforce diversity
Employee training and management Risk assessment policy, Behaviour based health and safety training policy, Training hours reported, Training expenses reported Employee development
Community investment Community expenditures as a % of cash flow Community relations
R&D investment Research & development expenditure as a % of cash flow Product innovation
Business ethics and human rights Whistle blowing mechanism, procedures for stakeholder dialogue, support for Universal Declaration on Human Rights or equivalent, human rights assessment of suppliers Communication & Ethics
Environmental management and certification Environmental performance assessment of suppliers, Carbon emission target, renewable energy use polict, >75% of production from ISO14001 certified sites Environmental governance
Energy consumption Direct Energy Consumption as ratio of gross cash invested Energy efficiency
GHG emissions Direct greenhouse gas emissions as ratio of gross cash invested Impact of operations
Water & Waste Management Water consumption and waste generated as ratio of gross cash invested Impact of operations
Fleet Emission A Lowest emission model, Average fleet emission Product innovation
Technology Development A Development and avaibility of hybrid technology, Development and avaibility of cell fuel/electric technology Product innovation
Empl
oyee
s
Soci
alEn
viro
nmen
t
26%
26%
13%
Stak
ehol
ders
Cor
pora
te g
over
nanc
eLe
ader
ship
26%
9%
Source: Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 136
Companies fall into distinct tiers on ESG framework overall scores
Exhibit 179: Autos ESG framework – overall performance scored on 2008 data
Company 2008 Governance (% of maximum)2008 Governance score
Independence Incentives and shareholder protection
Source: Company data, Goldman Sachs Research.
Exhibit 182: Independent board leadership, board committees and auditors are key indicators of corporate governance, scored on 2008 data
Region Company Name of CEO Name of Chairman Lead director % Independent Board directors Nomination committee
Compensation committee Audit committee Ratio of non-audit to audit fees
BMW Norbert Reithofer Joachim MilbergDaimler Dieter Zetsche Manfred BischoffFiat Sergio Marchionne Luca Cordero di MontezemoloPeugeot Christian Streiff Thierry PeugeotRenault Carlos Ghosn Louis SchweitzerVW Martin Winterkorn Ferdinand K. Piech
N. America Ford Alan R.Mulally William Clay Ford, Jr Irvine HockadayHonda Takanobu Ito Satoshi AokiHyundai Mong-Koo Chung Mong-Koo ChungNissan Carlos Ghosn Carlos GhosnSuzuki Osamu Suzuki Osamu SuzukiToyota Akio Toyoda Fujio ChoGlobal average
Exhibit 185: Social leadership: Responsibility, compensation links and reporting on environmental and social performance scored on 2008 data
Region Company Board Individual Senior Executive Board Senior Executives Years of ESG reporting Assurance provider
BMW Rainer Feurer 11Daimler Thomas Weber, Herbert Kohler 3 Oko Institut e.V.Fiat John Elkann Alessandro Baldi 5 SGS Italia S.p.APeugeot Virginie de Chassey 8 PWCRenault 10 Deloitte, Ernst&YoungVW Ulrich Menzel 7 PWC
N. America Ford Homer A Neal Sue Cischke 8 CeresHonda Masaaki Kato 8Hyundai Mong-koo Chung R&D director 7 DeloitteNissan Toshiyuki Shiga Alan Buddenbeck 11Suzuki Osamu Suzuki 9Toyota Katsuaki Watanabe Yasumori Ihara 8 Deloitte
Europe
Asia
Reporting and assuranceResponsibility for ESG performance Compensation linked to ESG performance
Source: Company data, Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 144
Exhibit 186: Employee compensation and productivity, and gender diversity scored on 2008 data
Region Company Payroll per employee (US$ '000) Cash flow per employee (US$ '000) Total workforce (% female) Senior executives (% female) Board directors (% female)
BMWDaimlerFiatPeugeotRenaultVW
N. America FordHonda Hyundai Nissan Suzuki Toyota Global average
Exhibit 187: Health & safety / employee training & management performance scored on 2008 data
Region Company Total number of fatalities Fatality rate per 50,000 employees Lost time injuries per mn hrs worked Total recordable injuries per mn hrs worked
Behaviour based training
Risk assessment policy
Training hours reported
Training expenses reported
BMWDaimlerFiatPeugeotRenaultVW
N. America FordHonda Hyundai Nissan Suzuki Toyota Global average
Employee healthHealth and safety
Asia
Europe
0 5 10
0
0.0 0.5 1.0 1.5 2.0 2.5 0 5 10 15 0.0 2.5 5.0
0
00
0
00
0
000
000
15.5
Source: Company data, Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 145
Exhibit 188: Business ethics, community investment, R&D and human rights scored on 2008 data
Region Company R&D as a % of DACF Community Investment as a % of DACF
Whistle blowing mechanism
Procedure for stakeholder
dialogue
HR assessment of suppliers
Support for UDHR or equivalent
BMWDaimlerFiatPeugeotRenaultVW
N. America FordHonda Hyundai Nissan Suzuki Toyota Global average
Asia
Business Ethics and human rights
Europe
0.00% 0.25% 0.50% 0.75% 1.00%0% 30% 60% 90%
300.6%
-34%
-0.3%
-122%
Source: Company data, Goldman Sachs Research.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 146
Environmental performance: Toyota, Honda and BMW lead
Environmental management and certification: Automotive companies have relatively significant environmental footprints,
through their supply chains and the products they sell, as well as via their direct environmental impacts. Almost all have created
and published group environmental policies. In our view, a stronger indicator of the seriousness with which companies approach
environmental issues is the more concrete actions they take. We examine whether companies have established procedures to
assess suppliers’ environmental performance, set up carbon-emission targets and made efforts to increase the use of energy from
renewable sources in their own operations. ISO 14 001 is an international standard applied to manufacturing facilities. We view the
extent to which companies have sought and received ISO accreditation as indicative of the extent to which they monitor their
operations’ performance.
Energy consumption: In a world of high energy prices and limited resources, energy consumption can be directly related to costs.
We believe that evaluating companies’ energy use relative to asset base captures efficient cost control, use of resources, and
climate change management.
Greenhouse gas emissions: We measure the intensity of a company’s total GHG emissions relative to its asset base. We note
definitional differences between companies; greenhouse gas emissions may or may not include direct emissions and indirect
emissions. In addition, the consistency of reporting varies, as some companies report only CO2 emissions, while others consider
GHG emissions as a whole.
Water and waste management: Waste and fresh water consumption efficiency are key measures of companies’ operational
efficiency. We measure waste production and water use relative to GCI (gross cash invested). We note that the automotive industry
is a heavier user of fresh water than average.
Fleet emissions: The auto industry’s major environmental impact is through the products it sells. Regulation of fleet emissions is
toughening across major economies and standards are converging. Given the slow speed with which average fleet emissions
change, reflecting relatively long development times and model lives, we believe those companies that have moved earliest to
reduce the emissions intensity of their fleets will be better-positioned. We assess companies’ average fleet emissions and the
emissions of each company’s lowest emission models (both measured in grams of CO2 per km).
Technology development: We expect development of new technologies to prove an important element of sustained competitive
advantage. We are not able to judge the relative merits of the technologies each company owns, but consider the extent to which
companies have announced concrete investment plans in hybrid and fuel cell technologies to provide a valuable measure of their
commitment to innovation in this area. Consequently, we assess companies in two areas: (1) the technology areas in which they
have announced investment plans; and, (2) the extent to which those technologies have been commercialized.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 147
Exhibit 189: Autos ESG framework – environment rankings scored on 2008 data
Company Environmental mgmt & Certification Water & Waste mgmtEnergy consumption Greenhouse gas emissions Fleet Emissions Technology Development 2008 Environment (% of
maximum)2008 Environment
Source: Company data, Goldman Sachs Research.
Exhibit 190: Environmental performance indicators – water consumption, energy efficiency, carbon emissions, waste generated and environmental
management scored on 2008 data
Region Company Energy consumption relative to asset base (PJ / 000 US$ GCI)
Greenhouse gas emission relative to asset base (Tonne CO2 / GCI)
Water consumption relative to asset base (litres / US$ mn GCI)
Waste production (tonnes / US$ mn GCI)
Suppliers assessed on Environmental performance Carbon Emission Target Renewable energy use
policyISO 14001 certification of
production > = 75%
BMWDaimlerFiatPeugeotRenaultVW
N. America FordHonda Hyundai Nissan Suzuki Toyota Global average
Asia
Environmental management and certificationEnvironmental issues
2. Low cost position ●2.1 Theoretical average labour cost 130 76 69 38 130 ●2.2 Units per Employee 14 26 23 12 50 ●2.3 Revenues per employee 519 419 415 301 529 ●●●●● 2.4 Break-even point -1% 1% 1% -4% 6% ●●2.5 Capacity utilisation 95% 83% 80% 73% 95% ●●●●● 2.6 Growth adjusted capex/depreciation 0.9x 1.0x 1.0x 0.6x 1.6x ●●●●2.7 Revenues/net assets 2.0x 2.6x 2.4x 1.9x 4.4x ●2.8 Research and development/Sales 0.1x 0.0x 0.0x 0.0x 0.1x ●
3. Economies of scale ●3.1 Size (unit sales) 1,436 4,436 4,244 1,273 8,356 ●3.2 Size (revenues) 64,507 76,360 64,507 17,099 138,955 ●●●3.3 Average capacity in plants accounting for 80% of production 234 314 300 229 555 ●3.4.1 Percentage of cars produced on top five platforms 96% 77% 79% 42% 96% ●●●●● 3.4.2 Number of cars produced on top five platforms 1,405,760 2,827,677 2,644,685 1,219,162 5,378,733 ●3.5 Research and development budget 3,030 3,881 4,666 677 5,931 ●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●Average unit price 35,197 34,534 34,766 35,862 33,974 6.1 CO2 : Distance to target (Europe) 12% 18% 18% 9% 30% ●●●●● Units per employee 13 13 14 16 15 6.2 CO2 : Distance to target (US) 36% 23% 22% 9% 42% ●Capacity utilisation 98% 94% 91% 98% 92% 6.3 CO2 : Last 3 year improvement (Europe) 18% 6% 5% 3% 18% ●●●●● R&D/Sales 6.4% 6.7% 6.5% 5.6% 5.4% 6.4 CO2 : Last 3 year improvement (US) 2% 6% 6% 2% 11% ●●Capex/Depreciation 148% 109% 113% 114% 120%
Total ●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 153
Exhibit 195: BMW scorecard comments
1. Price mix 4. Financial health
BMW has a strong average price realization due to its focus on premium cars.
However, it also benefits from its overall product mix, with a high share of larger
cars with big engines and high vehicle content. The average realized price is
negatively impacted by the weakening US dollar, as BMW sells 21% into the
important US market. That BMW’s real average price is above the mix-based
theoretical price highlights BMW’s brand equity and ability to achieve a price
premium, and to add to the portfolio products such as theX5, 5-series GT, aiming
to maintain volumes in the higher-margin segments within the BMW brand.
BMW ranks as one of the best companies among our global coverage in terms of
financial health. BMW had net cash of €4.8 bn at end-2008, enjoys one of the best
credit ratings within the sector, and has a large proportion (60%) of its debt
maturities beyond one year (average maturity of 2.1 years). We forecast that it will
achieve among the best profit margins and ROICs until 2011.
2. Low cost position 5. Growth
Naturally, as premium manufacturer, BMW is not a low-cost producer when
compared to global volume producers. BMW’s high product complexity results in a
low number of units produced per employee and low asset turnover. BMW’s
production footprint is largely concentrated in high-cost areas such as Germany,
the UK and the US and results in comparatively high average labour costs. These
negative factors are partially offset by high revenue per employee and high
average capacity utilization rates.
With 82% of annual sales in the Triad, BMW does not appear to have a substantial
exposure to the emerging markets (most notably BRICs), although BMW sold
1.4 mn units in 2008. While our organic sales growth benchmark does not pick up
the potential structural growth in the premium market, we would expect BMW to
deliver above-average growth per annum, as the company adds new add-to-
portfolio products and the premium segment continues to increase its global reach
to countries such as China and Russia (where the proportion of premium as a
percentage of the total market is below the global average of 9.3%).
3. Economies of scale 6. CO2 efficiency
With an annual sales and production volume of 1.4 mn units, BMW ranks low in
terms of economies of scale compared to the global automotive industry. However,
BMW aims to achieve ‘relevant’ scale by utilizing shared parts, components and
systems and increasing volumes to 1.6 mn units by 2012.
Climate change and reduced CO2 emissions are the big strategic challenge for
BMW, given its large car product foot print. To address this issue, BMW has started
to market Efficient Dynamics, a brand name for CO2-reducing technologies. The
company leads its peers in terms of progress towards targets over the past three
years. While BMW has made good progress towards the tough 2015 CO2 targets in
Europe, it still has to master this challenge in the US (where BMW tends to sell
bigger cars with bigger engines). Improvements in aerodynamics, the energy
management system, lightweight construction and improved engine technology
will contribute to addressing these challenges.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 154
Exhibit 196: BMW segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2. Low cost position ●●●2.1 Theoretical average labour cost 125 76 69 38 130 ●2.2 Units per Employee 12 26 23 12 50 ●2.3 Revenues per employee 515 419 415 301 529 ●●●●● 2.4 Break-even point 6% 1% 1% -4% 6% ●●●●● 2.5 Capacity utilisation 80% 83% 80% 73% 95% ●●●2.6 Growth adjusted capex/depreciation 1.0x 1.0x 1.0x 0.6x 1.6x ●●●2.7 Revenues/net assets 2.4x 2.6x 2.4x 1.9x 4.4x ●●●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●
3. Economies of scale ●3.1 Size (unit sales) 1,273 4,436 4,244 1,273 8,356 ●3.2 Size (revenues) 57,054 76,360 64,507 17,099 138,955 ●●3.3 Average capacity in plants accounting for 80% of production 229 314 300 229 555 ●3.4.1 Percentage of cars produced on top five platforms 74% 77% 79% 42% 96% ●●3.4.2 Number of cars produced on top five platforms 1,219,162 2,827,677 2,644,685 1,219,162 5,378,733 ●3.5 Research and development budget 5,005 3,881 4,666 677 5,931 ●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●Average unit price 40,455 39,309 41,069 40,543 37,527 6.1 CO2 : Distance to target (Europe) 30% 18% 18% 9% 30% ●Units per employee 12 12 12 13 14 6.2 CO2 : Distance to target (US) 42% 23% 22% 9% 42% ●Capacity utilisation 80% 78% 78% 83% 81% 6.3 CO2 : Last 3 year improvement (Europe) 4% 6% 5% 3% 18% ●●R&D/Sales 4.0% 3.7% 3.4% 4.2% 4.6% 6.4 CO2 : Last 3 year improvement (US) 5% 6% 6% 2% 11% ●●Capex/Depreciation 119% 102% 91% 109% 119%
Total ●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
c
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 159
Exhibit 200: Daimler scorecard comments
1. Price mix 4. Financial health
Daimler has a strong average price realization in its Mercedes Car Group (MCG),
reflecting its strong brand premium. The group also benefits from its overall
product mix (a high share of larger cars with big engines and high vehicle content).
The average realized price is negatively impacted by a weakening US dollar as MCG
sells 15% into this important market. The fact that MCG’s real average price is
above the mix-based theoretical price highlights MCGs brand equity and ability to
achieve a price premium.
Daimler scores highly on financial health measures as a result of its net cash
position, above-average credit rating and our forecast recovery in margins and
ROIC over the coming years.
2. Low cost position 5. Growth
Daimler’s cost position score is in line with the industry average. On the
below-average side, Mercedes’ production footprint which is concentrated in
Germany and the US generates among the highest theoretical labour cost in the
industry. High product complexity and model mix skewed to larger vehicles results
in a low number of units produced per employee, relative to the industry average.
This is compensated by high revenues per employee and strong level of
profitability relative to average capacity utilization levels. Asset turnover, R&D
efficiency and investment efficiency have been in line with the industry average.
Given a low relative exposure to small cars, and below-average presence in BRIC
markets (just 5% of sales volumes in 2008 vs. 24% of the global market in volume
terms) Daimler scores below average on organic growth prospects. Further
expansion into small cars in the A and B segments is likely in our view, while
penetration in emerging markets is set to increase, we believe, as the premium
market develops in these regions.
3. Economies of scale 6. CO2 efficiency
At just 1.3mn units, it is relatively unsurprising that Daimler scores among the
lowest in the sector on measures of economies of scale. With auto revenue of
€57 bn (including associated financial services revenues) Daimler is over 20% below
the industry average, although we recognize that this ignores potential, but hard to
quantify, synergies with Daimler’s Van and Truck divisions. Average plant capacity
(for the top 80% of production) of 229K units is almost 100K units below the
industry average, and we believe driven by a combination of legacy plant
investment decisions and smaller overall volumes per model.
Daimler, as of 2008, had the greatest distance to improve to reach its target level of
CO2/fuel economy in Europe and the US, after delivering among the lowest
improvement over the last three years. Recent technology and design introductions
should aid this process, but will likely add both fixed and variable cost to Daimler
over the coming years.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 160
Exhibit 201: Daimler segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 163
Exhibit 203: Fiat
(€ mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (pension) vs.CROCI EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
-
5,000
10,000
15,000
20,000
25,000
30,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
EV (mn) Pension CROCI
1998
19992000
2001
2002
20032004
2005
2006
2007
20082009E
2010E
2011E
20%
25%
30%
35%
40%
45%
50%
55%
60%
-8% -6% -4% -2% 0% 2% 4% 6% 8%
EBIT Margin
EV
/Sal
es
0
10,000
20,000
30,000
40,000
50,000
60,000
70,00019
98
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
Sales EBIT margin
-5,000
-4,000
-3,000
-2,000
-1,000
0
1,000
2,000
3,000
4,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
EBIT EBIT margin
0
1,000
2,000
3,000
4,000
5,000
6,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Capex Capex as % sales
19982009E
2011E
1999 2000
2001
20022003 2004
2005
2006
2007
2008
2010E
0.0x
0.1x
0.2x
0.3x
0.4x
0.5x
0.6x
0.7x
-0.4
x
-0.2
x
0.0x
0.2x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 164
Exhibit 204: Fiat scorecard details
(€)
Fiat FiatFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●●1.1 Average unit price 12,794 18,220 15,885 7,501 39,781 ●1.2 Price premium 9% 1% -11% -34% 84% ●●●●●
2. Low cost position ●●●●●2.1 Theoretical average labour cost 60 76 69 38 130 ●●●●● 2.2 Units per Employee 38 26 23 12 50 ●●●●● 2.3 Revenues per employee 529 419 415 301 529 ●●●●● 2.4 Break-even point 2% 1% 1% -4% 6% ●●●●2.5 Capacity utilisation 73% 83% 80% 73% 95% ●2.6 Growth adjusted capex/depreciation 1.0x 1.0x 1.0x 0.6x 1.6x ●●2.7 Revenues/net assets 2.4x 2.6x 2.4x 1.9x 4.4x ●●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●●●
3. Economies of scale ●●3.1 Size (unit sales) 3,468 4,436 4,244 1,273 8,356 ●●3.2 Size (revenues) 59,966 76,360 64,507 17,099 138,955 ●●●3.3 Average capacity in plants accounting for 80% of production 322 314 300 229 555 ●●●●3.4.1 Percentage of cars produced on top five platforms 75% 77% 79% 42% 96% ●●●3.4.2 Number of cars produced on top five platforms 1,821,378 2,827,677 2,644,685 1,219,162 5,378,733 ●3.5 Research and development budget 2,423 3,881 4,666 677 5,931 ●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●Average unit price 11,943 12,722 12,843 12,909 13,553 6.1 CO2 : Distance to target (Europe) 14% 18% 18% 9% 30% ●●●●Units per employee 37 35 42 43 39 6.2 CO2 : Distance to target (US) - 23% 22% 9% 42% -Capacity utilisation 70% 72% 76% 76% 71% 6.3 CO2 : Last 3 year improvement (Europe) 5% 6% 5% 3% 18% ●●●R&D/Sales 3.9% 3.3% 3.1% 3.0% 3.3% 6.4 CO2 : Last 3 year improvement (US) - 6% 6% 2% 11% -Capex/Depreciation 113% 113% 126% 149% 187%
Total ●●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 165
Exhibit 205: Fiat scorecard comments
1. Price mix 4. Financial health
Under the leadership of CEO Sergio Marchionne, Fiat has recorded a gradual
increase in its average realized price per vehicle. This is the result of an explicit
strategy which offers a basic car at a competitive price but without almost any
additional content (though this is available at additional cost). By pursuing this
strategy, Fiat has achieved a better price realization. Also, Fiat has started to focus
on its product mix within its product portfolio, working with special editions and
launching Amarth brand vehicles, all of which have helped improve Fiat’s average
pricing. Interestingly, based on our methodology, Fiat now achieves a small price
premium, when comparing the realized average price with the theoretical implied
average price based on mix.
Fiat ranks in line with the sector average on financial health, although the market
remains concerned about Fiat’s net debt levels and potential requirements to raise
capital given a poor credit rating. However, on our estimates, Fiat will be one of the
most profitable car makers in 2009 with positive cash generation. We expect Fiat’s
financial position to continue to improve, leveraging the company’s low cost
position into improving agricultural, truck and automotive markets.
2. Low cost position 5. Growth
On our analysis, Fiat has one of the lowest cost positions among or global auto
coverage group. Fiat enjoys comparatively low labour costs, helped by low cost
production capacity in Brazil and Poland. Fiat also benefits from higher labour
productivity, helped by its small car mix and competitive revenue per employee
ratio. The fact that Fiat has the lowest capacity utilization among our global
coverage group highlights further restructuring potential, or the ability to benefit
significantly from future volume growth.
Fiat ranks above average on its geographical and segment growth potential. This is
not surprising in our view, given its relatively strong market position in markets
outside the Triad, which accounts for 42% of group sales. Fiat also looks to benefit
from the structural mix-shift towards smaller, more fuel-efficient cars.
3. Economies of scale 6. CO2 efficiency
CEO Sergio Marchionne is on record as viewing Fiat’s scale as uncompetitive in a
global context. In his vision, Fiat should become a global small car producer and he
often uses the term ‘Walmart of the auto industry’ to visualize his strategic vision
for Fiat. To address this strategic disadvantage partially, Sergio Marchionne
pursued a partnership (including a 20% equity stake in return for management time
and technology sharing) with Chrysler. Together, both car makers become the fifth
largest manufacturer, with total production volume of 4.5 mn units. A start, but by
no means the end of the strategic vision. Fiat’s pursuit of ailing GM subsidiary Opel
failed, reflecting a lack of political support for what we considered an otherwise
sensible industrial solution.
As a small car producer, Fiat ranks in line with the industry average on CO2
efficiency measures. Having invented the common rail diesel technology, Fiat is
currently working on the development of a two-cylinder small car engine and has
also been able to develop a very good understanding of flex fuel engines given its
leading market position in Brazil, the major market for these kind of engines.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 166
Exhibit 206: Fiat segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 170
Exhibit 209: Peugeot scorecard details
(€)
Peugeot PeugeotFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●1.1 Average unit price 13,999 18,220 15,885 7,501 39,781 ●●1.2 Price premium -11% 1% -11% -34% 84% ●●●
2. Low cost position ●●●2.1 Theoretical average labour cost 84 76 69 38 130 ●●2.2 Units per Employee 23 26 23 12 50 ●●●2.3 Revenues per employee 331 419 415 301 529 ●2.4 Break-even point -2% 1% 1% -4% 6% ●2.5 Capacity utilisation 85% 83% 80% 73% 95% ●●●●2.6 Growth adjusted capex/depreciation 0.9x 1.0x 1.0x 0.6x 1.6x ●●●2.7 Revenues/net assets 2.7x 2.6x 2.4x 1.9x 4.4x ●●●●● 2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●●
3. Economies of scale ●●3.1 Size (unit sales) 3,081 4,436 4,244 1,273 8,356 ●●3.2 Size (revenues) 43,731 76,360 64,507 17,099 138,955 ●3.3 Average capacity in plants accounting for 80% of production 347 314 300 229 555 ●●●●● 3.4.1 Percentage of cars produced on top five platforms 85% 77% 79% 42% 96% ●●●●3.4.2 Number of cars produced on top five platforms 2,494,660 2,827,677 2,644,685 1,219,162 5,378,733 ●●●3.5 Research and development budget 2,187 3,881 4,666 677 5,931 ●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●●●Average unit price 13,769 13,872 14,095 14,742 13,516 6.1 CO2 : Distance to target (Europe) 9% 18% 18% 9% 30% ●●●●● Units per employee 24 24 24 26 26 6.2 CO2 : Distance to target (US) - 23% 22% 9% 42% -Capacity utilisation 91% 87% 87% 84% 74% 6.3 CO2 : Last 3 year improvement (Europe) 5% 6% 5% 3% 18% ●●●R&D/Sales 3.8% 3.9% 3.9% 3.4% 4.4% 6.4 CO2 : Last 3 year improvement (US) - 6% 6% 2% 11% -Capex/Depreciation 119% 114% 87% 71% 73%
Total ●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 171
Exhibit 210: Peugeot scorecard comments
1. Price mix 4. Financial health
PSA suffers as a small car producer and underperforms French peer Renault and
Italian peer Fiat in terms of average price realization. As PSA’s European market
share is declining, the company appears to become more aggressive on price in
terms of incentives and promotions. Our analysis also reveals that PSA is
underperforming in terms of achieving a price premium relative to its theoretical
average price, as well as suffering currently from a negative country mix.
PSA’s financial health measures are among the weakest in the industry. PSA swung
from a net cash position of €1.4bn in 2007 to a net debt position of €2.9 bn at
end-2008 as a result of negative operating cash flow and negative working capital
developments, in part owing to changes in payment terms in France. PSA also
scores below average on our forecast EBIT and ROIC returns, given volume
headwinds in Europe in 2010E and the absence of a significant restructuring
response.
2. Low cost position 5. Growth
PSA’s cost position in aggregate is in line with the industry average, despite its
focus on smaller cars. Given production concentration in high-cost France,
theoretical average labour cost remains slightly below the industry average. Units
per employee are in line with the industry average, while low revenue per unit
results in below-average revenue per employee. Low profitability, despite very high
capacity utilization, translates into a below-average break-even point. Capacity
utilization remains above-average, as does asset turn (aided by PSA’s historically
negative net working capital position), while R&D spending remains in line with the
industry average.
PSA’s positioning in terms of growth prospects is mixed. The company scores
highly in terms of its positioning towards the structural shift in the market that we
expect towards small cars over the coming years. Geographically, PSA is below
average, having just 12% overall exposure to the BRIC economies and just 6% share
in China.
3. Economies of scale 6. CO2 efficiency
PSA’s size in terms of units and automotive revenues remains below the industry
average. Average plant size is better than average, with the top 80% of PSA’s plants
by size having an average capacity of 347K units, vs. the industry average of 314K.
PSA has historically been an industry leader in terms of platform strategies, and on
this measure the company is above-average, with 85% of its volumes coming from
PSA’s top-5 platforms vs. an industry average of 77%.
PSA scores among the highest of its peers on measures of CO2 efficiency. Not only
is the company among the closest to its target in Europe, it has also managed to
make improvements in CO2 emissions in line with the median of the industry over
the last three years in Europe. Given zero presence in North America, we score PSA
on CO2 efficiency based solely on its positioning in Europe.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 172
Exhibit 211: Peugeot segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
RENAULT Renault vs.MSCI Europe Renault vs. FTSE World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 175
Exhibit 213: Renault
(€ mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (pension) vs. CROCI EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
2%
4%
6%
8%
10%
12%
14%
EV (mn) Pension CROCI
1998
1999
2000
2001
2002
2003 2004
2005
2006
2007
2008
2009E 2010E 2011E
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
-5% -3% -1% 1% 3% 5% 7%
EBIT Margin
EV
/Sal
es
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,00019
98
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-4%
-3%
-2%
-1%
0%
1%
2%
3%
4%
5%
Sales EBIT Margin
-1,500
-1,000
-500
0
500
1,000
1,500
2,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-4%
-3%
-2%
-1%
0%
1%
2%
3%
4%
5%
EBIT EBIT margin
0
500
1,000
1,500
2,000
2,500
3,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
Capex Capex as % sales
1998
1999
20022008
2011E
2000
2001
2003
2004
2005
2006
2007
2009E2010E
0.0x
0.1x
0.1x
0.2x
0.2x
0.3x
0.3x
0.4x
0.4x
0.5x
0.5x
0.0x
0.2x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 176
Exhibit 214: Renault scorecard details
(€)
Renault RenaultFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●●1.1 Average unit price 15,567 18,220 15,885 7,501 39,781 ●●●1.2 Price premium 3% 1% -11% -34% 84% ●●●●
2. Low cost position ●2.1 Theoretical average labour cost 74 76 69 38 130 ●●2.2 Units per Employee 20 26 23 12 50 ●●2.3 Revenues per employee 301 419 415 301 529 ●2.4 Break-even point 1% 1% 1% -4% 6% ●●●2.5 Capacity utilisation 74% 83% 80% 73% 95% ●2.6 Growth adjusted capex/depreciation 1.6x 1.0x 1.0x 0.6x 1.6x ●2.7 Revenues/net assets 2.5x 2.6x 2.4x 1.9x 4.4x ●●●●2.8 Research and development/Sales 0.1x 0.0x 0.0x 0.0x 0.1x ●
3. Economies of scale ●●●●3.1 Size (unit sales) 5,792 4,436 4,244 1,273 8,356 ●●●●3.2 Size (revenues) 96,579 76,360 64,507 17,099 138,955 ●●●3.3 Average capacity in plants accounting for 80% of production 298 314 300 229 555 ●●●3.4.1 Percentage of cars produced on top five platforms 85% 77% 79% 42% 96% ●●●●3.4.2 Number of cars produced on top five platforms 1,908,028 2,827,677 2,644,685 1,219,162 5,378,733 ●●3.5 Research and development budget 5,172 3,881 4,666 677 5,931 ●●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●Average unit price 15,430 15,567 16,276 15,550 15,015 6.1 CO2 : Distance to target (Europe) 11% 18% 18% 9% 30% ●●●●● Units per employee 20 20 20 21 19 6.2 CO2 : Distance to target (US) - 23% 22% 9% 42% -Capacity utilisation 82% 81% 72% 73% 63% 6.3 CO2 : Last 3 year improvement (Europe) 3% 6% 5% 3% 18% ●R&D/Sales 4.9% 5.5% 5.8% 6.1% 5.9% 6.4 CO2 : Last 3 year improvement (US) - 6% 6% 2% 11% -Capex/Depreciation 139% 153% 172% 155% 149%
Total ●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 177
Exhibit 215: Renault scorecard comments
1. Price mix 4. Financial health
Renault’s price/mix position remains in line with the industry average. An average
unit price of €15,600 is below the global mean of €18,200, but in line with the
median figure of €15,800. Renault’s average price remains above that predicted by
our mix model, indicating a potential above-average price premium. It also reflects
measures from 2006 onwards to reduce its exposure to discounted sales channels.
Renault has among the lowest scores for financial health; we forecast a net debt
position of just less than €7 bn for end-2009. We do not include the value of Nissan
or Volvo in this measure, given the absence of a clear management commitment to
monetise all or part of the value of these stakes. Renault’s low score is also
attributable to our below-average EBIT and ROIC forecast for the business in
2010/2011, given volume headwinds from Renault's key Western European market
in 2010, post the end of scrappage schemes.
2. Low cost position 5. Growth
Renault has among the lowest scores for its overall cost position. A large
manufacturing footprint in Western Europe results in an average labour cost score
above the industry median. Capacity utilization on a straight line basis remains low
at 74%, reflecting lower than expected growth levels in recent years. Similarly,
capex/depreciation in recent years has been high, relative to the growth delivered,
as emerging market ambitions and market share gains in Europe have failed to
match expectations. Asset turn remains above the industry average, although in
part this reflects (as with PSA) the benefit of historical negative net working capital,
a feature which is likely to be more difficult to maintain going forward as a result of
changes to payment terms in France in 2009.
Renault has an average growth score. The company scores above average on
segment exposure, reflecting its above average sales mix towards smaller A and B
segment vehicles (which we expect to take an increasing share of the global market
through 2010-2020E). With almost zero direct sales exposure to the Chinese market,
and a high dependence on Western Europe (60% of unit sales), Renault scores
below average on geographic sales exposure.
3. Economies of scale 6. CO2 efficiency
Renault scores above average on economies of scale. Given Renaults' 44% equity
stake in Nissan and a high level of operational integration through the Renault-
Nissan Purchasing Organisation, we have included combined Nissan and Renault
figures for unit sales, revenues and R&D budget. Average plant capacity of 298K is
in line with the industry median of 300K units. Renault is also further down its
platform convergence strategy than other manufacturers, with 85% of Renault
volume coming from its top-5 platforms vs. an industry average of 77%.
Renault scores slightly below average on CO2 efficiency measures. The company
has one of the narrowest gaps to its 2015 CO2 emissions target in Europe, but has
made among the lowest improvements in Europe over the last three years. Given
zero direct sales exposure to the US market, we have based Renault's overall score
solely on its positioning within Europe.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 178
Exhibit 216: Renault segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2. Low cost position ●●2.1 Theoretical average labour cost 68 76 69 38 130 ●●●●2.2 Units per Employee 16 26 23 12 50 ●2.3 Revenues per employee 325 419 415 301 529 ●2.4 Break-even point 0% 1% 1% -4% 6% ●●●2.5 Capacity utilisation 83% 83% 80% 73% 95% ●●●2.6 Growth adjusted capex/depreciation 0.6x 1.0x 1.0x 0.6x 1.6x ●●●●● 2.7 Revenues/net assets 2.2x 2.6x 2.4x 1.9x 4.4x ●●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●
3. Economies of scale ●●●●●3.1 Size (unit sales) 5,283 4,436 4,244 1,273 8,356 ●●●3.2 Size (revenues) 109,943 76,360 64,507 17,099 138,955 ●●●●● 3.3 Average capacity in plants accounting for 80% of production 329 314 300 229 555 ●●●●3.4.1 Percentage of cars produced on top five platforms 69% 77% 79% 42% 96% ●●3.4.2 Number of cars produced on top five platforms 4,237,548 2,827,677 2,644,685 1,219,162 5,378,733 ●●●●● 3.5 Research and development budget 4,666 3,881 4,666 677 5,931 ●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●Average unit price 18,053 18,274 19,101 18,767 18,695 6.1 CO2 : Distance to target (Europe) 20% 18% 18% 9% 30% ●●Units per employee 14 15 17 18 18 6.2 CO2 : Distance to target (US) 33% 23% 22% 9% 42% ●●Capacity utilisation 79% 77% 85% 90% 84% 6.3 CO2 : Last 3 year improvement (Europe) 4% 6% 5% 3% 18% ●R&D/Sales 4.7% 4.3% 4.0% 4.5% 5.2% 6.4 CO2 : Last 3 year improvement (US) 2% 6% 6% 2% 11% ●Capex/Depreciation 98% 79% 63% 85% 133%
Total ●●●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 183
Exhibit 220: Volkswagen scorecard comments
1. Price mix 4. Financial health
Volkswagen achieves the best average price realization across all global
manufactures (apart from premium makers BMW and Daimler). While VW’s average
is supported by premium brand Audi’s above-average price point, Volkswagen’s
brand is the most desirable volume brand in Europe, commanding a high
single-digit price premium over volume peers. The Volkswagen and Audi brand
equity is highlighted by the average realized price for the group, which is
significantly above the theoretical and mix-based derived average price.
VW achieves an above-average score in terms of financial health. The group has
€12 bn of net cash and a strong credit rating and should be able to improve its
relative cost position through good top-line growth. We forecast above-average
operating margins and capital returns for VW, compared to our coverage group.
2. Low cost position 5. Growth
Despite its scale, Volkswagen ranks below average in terms of low cost position,
highlighting the further potential for efficiency gains and cost savings. Although
VW appears to enjoy a comparatively low labour cost position, it does suffer from
an apparently low labour productivity and low revenues by employee. We
recognize that the inclusion of Audi is negatively impacting the results. Volkswagen
does, however, benefit from a good score in terms of capital discipline, a key area
of focus of CFO Hans-Dieter Poetsch. With average break-even points and capacity
utilization, Volkswagen scores below average on capital efficiency (i.e. capital turn),
highlighting another area in which VW can improve its overall cost position in the
industry.
VW scores highly in terms of growth. The company is well positioned to benefit
from geographical and segmental growth. VW’s sales footprint is almost balanced
between Triad and emerging markets. The Triad accounts for 55% of sales with
emerging markets contributing 45%. Also, VW is well positioned to benefit from the
mix-shift towards smaller, more fuel-efficient cars. Almost 70% of VW’s products
are within the A, B, and C segments.
3. Economies of scale 6. CO2 efficiency
Including equity-accounted China joint ventures, VW benefits from industry-leading
scale, the benefit of which is fully realized by VW’s platform/component strategy.
The latest evolution of VW’s platform strategy aims to develop two sets of
component concepts, the MLQ (longitudinal) and MQB (transverse) systems for the
Audi and VW/Seat/Skoda brands respectively. VW has been leading the industry for
many years in terms of platform/component strategies, in an attempt to maximize
its ‘relevant’ scale. VW also scores well in terms of the average capacity of plants
which account for 80% of the group’s production.
VW scores rather poorly on our measures of CO2 efficiency. The group has made
below-average progress towards achieving 2015/2016 targets in Europe and the US
compared to other companies in our global coverage universe. At the same time,
our analysis suggests that VW has to make more progress than the average
automotive company in terms of reducing the CO2 emissions of its cars. This score
is most likely negatively impacted by Audi, which naturally would inflate the CO2
data.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 184
Exhibit 221: VW segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 188
Exhibit 224: Ford scorecard details
(€)
Ford FordFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●1.1 Average unit price 17,194 18,220 15,885 7,501 39,781 ●●●1.2 Price premium -13% 1% -11% -34% 84% ●●
2. Low cost position ●●2.1 Global Labor Footprint 88 76 69 38 130 ●2.2 Units per Employee 23 26 23 12 50 ●●●2.3 Revenues per employee 454 419 415 301 529 ●●●2.4 Break-even point -4% 1% 1% -4% 6% ●2.5 Capacity utilisation 80% 83% 80% 73% 95% ●●●2.6 Growth adjusted capex/depreciation 0.9x 1.0x 1.0x 0.6x 1.6x ●●●●●2.7 Revenues/net assets 2.4x 2.6x 2.4x 1.9x 4.4x ●●●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●
3. Economies of scale ●●●●3.1 Size (unit sales) 5,532 4,436 4,244 1,273 8,356 ●●●●3.2 Size (revenues) 99,150 76,360 64,507 17,099 138,955 ●●●●3.3 Average capacity in plants accounting for 80% of production 284 314 300 229 555 ●●3.4.1 Percentage of cars produced on top five platforms 56% 77% 79% 42% 96% ●3.4.2 Number of cars produced on top five platforms 2,871,025 2,827,677 2,644,685 1,219,162 5,378,733 ●●●3.5 Research and development budget 5,709 3,881 4,666 677 5,931 ●●●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●●Average unit price 17,400 18,220 17,292 17,188 15,870 6.1 CO2 : Distance to target (Europe) 18% 18% 18% 9% 30% ●●●Units per employee 27 26 27 32 32 6.2 CO2 : Distance to target (US) 24% 23% 22% 9% 42% ●●●Capacity utilisation 82% 81% 81% 83% 75% 6.3 CO2 : Last 3 year improvement (Europe) 7% 6% 5% 3% 18% ●●●●R&D/Sales 4.3% 4.5% 4.5% 4.3% 5.0% 6.4 CO2 : Last 3 year improvement (US) 11% 6% 6% 2% 11% ●●●●●Capex/Depreciation 105% 92% 76% 89% 115%
Total ●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 189
Exhibit 225: Ford scorecard comments
1. Price mix 4. Financial health
This is an area where we expect to see an improvement relative to Ford’s history, as
the company has fundamentally shifted from a discount strategy (moving as much
volume as it can to cover fixed costs), to operating with a smaller but more
profitable market share. Correspondingly, the company has reduced inventories to
75 days supply in October, from 103 days in October of last year. We also see
broader price improvements for the entire market, as the Big Three have
announced plans to take more than 2.2 mn units of North American capacity out of
the system. Correspondingly, Ford has seen price increases in North America in
each of the last two quarters. We see this as partially offset by mix headwinds as
the US market continues to gravitate towards small cars as gas prices are likely to
rise in line with an economic recovery.
This remains a disadvantage for Ford, as we believe it will take until 2011 to
properly de-lever its balance sheet and achieve levels of profitability that are in line
with the industry average. We believe Ford has the edge in terms of profitability
over GM, as it is further along in its revenue management efforts, with a stronger
product range that is likely to continue to drive share gains in our view. However,
Ford’s debt balance of US$26.8 bn is a disadvantage relative to GM, which exited
bankruptcy with a much smaller debt load of US$17.3 bn. As such, we believe
further capital structure actions to address Ford’s leverage are likely.
2. Low cost position 5. Growth
Even with pricing benefits, we believe GM and Ford will have a revenue and
contribution per unit disadvantage relative to European and Japanese peers given
their weaker brand positioning. As such, cost will be a key competitive factor. While
Ford screens poorly on this metric today, we believe the significant restructuring
the company has done and continues to undertake will materially change its cost
profile going forward. We forecast Ford’s global capacity utilization to exceed 80%
by 2011 (from an estimated 62% currently), and we have identified restructuring
opportunities which we believe can drive fixed costs as a percentage of sales to
28%, from an estimated 34% currently.
On our scorecard, Ford is below average in the growth category. The main reason
for its relative underperformance is the current under-representation of segments
such as small cars (where we expect faster growth as gas prices recover) and its
relatively small presence in emerging markets (15% of 2008 sales). Nevertheless,
we believe growth prospects are better than these historical metrics might suggest
for two reasons: (1) In the near term, Ford has high exposure to the North American
market where we expect sales to outperform every other country in 2010, with the
exception of Russia; and, (2) Ford is also converting truck capacity to broaden its
offerings in passenger cars. Its current target is to transform its product portfolio
from 48% cars and crossovers in 2007 to 60% cars and crossovers by 2010.
3. Economies of scale 6. CO2 efficiency
Ford has a significant advantage in terms of scale, which we believe will continue to
play a critical role in allowing it to make the kinds of technology investments it
needs to succeed over the next decade. Ford ranks fourth globally in terms of sales,
and has the second largest capex budget of all the OEMs. It looses a little ground in
terms of the concentration of its production as it has below-average volume on a
per platform basis, although this is an area the company continues to improve on.
Its ultimate goal is having 80% of its volume coming from eight global platforms.
On powertrain technology, Ford comes in above average on our scorecard and well
above GM, reflecting the significant investment it has made in its engine
programme. While Ford has invested in electrification as well, the core of vehicles
is benefiting from cost-effective technologies such as turbo charging, gasoline
direct injection, and six speed transmissions. Fleet fuel economy should climb
further as Ford’s new eco-boost engines are extended to 85% of nameplates by
2012 and 95% by 2015.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 190
Exhibit 226: Ford segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 191
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 192
GM
Exhibit 227: GM scorecard details
(€)
GM GMFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●1.1 Average unit price 13,870 18,220 15,885 7,501 39,781 ●●1.2 Price premium -33% 1% -11% -34% 84% ●
2. Low cost position ●●●●2.1 Theoretical average labour cost 73 76 69 38 130 ●●●2.2 Units per Employee 33 26 23 12 50 ●●●●2.3 Revenues per employee 463 419 415 301 529 ●●●●2.4 Break-even point -2% 1% 1% -4% 6% ●2.5 Capacity utilisation 80% 83% 80% 73% 95% ●●2.6 Growth adjusted capex/depreciation 0.9x 1.0x 1.0x 0.6x 1.6x ●●●●● 2.7 Revenues/net assets 3.3x 2.6x 2.4x 1.9x 4.4x ●●●●● 2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●
3. Economies of scale ●●●●●3.1 Size (unit sales) 8,356 4,436 4,244 1,273 8,356 ●●●●● 3.2 Size (revenues) 101,259 76,360 64,507 17,099 138,955 ●●●●● 3.3 Average capacity in plants accounting for 80% of production 244 314 300 229 555 ●3.4.1 Percentage of cars produced on top five platforms 42% 77% 79% 42% 96% ●3.4.2 Number of cars produced on top five platforms 3,247,992 2,827,677 2,644,685 1,219,162 5,378,733 ●●●●3.5 Research and development budget 5,443 3,881 4,666 677 5,931 ●●●●●
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 195
Exhibit 230: Hyundai
(Won mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (pension) vs. ROIC EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
EV (mn) ROIC
1998
1999
2000
2001
2002
2003
2004
2005
2006
20072008
2009E
2010E
2011E
20%
25%
30%
35%
40%
45%
50%
55%
60%
65%
1% 3% 5% 7% 9%
EBIT Margin
EV
/Sal
es
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,00019
98
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
Sales EBIT Margin
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Capex Capex as % sales
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
EBIT EBIT margin
19992000
20082009E
2010E2011E
2001
20022003
2004
2005
2006
2007
0.0x
0.1x
0.2x
0.3x
0.4x
0.5x
0.6x
0.7x
0.8x
0.9x
0.0x
0.2x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
1.8x
2.0x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 196
Exhibit 231: Hyundai scorecard details
(€)
Hyundai HyundaiFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●1.1 Average unit price 12,150 18,220 15,885 7,501 39,781 ●1.2 Price premium -31% 1% -11% -34% 84% ●
2. Low cost position ●●●●2.1 Theoretical average labour cost 49 76 69 38 130 ●●●●● 2.2 Units per Employee 36 26 23 12 50 ●●●●● 2.3 Revenues per employee 460 419 415 301 529 ●●●●2.4 Break-even point 3% 1% 1% -4% 6% ●●●●2.5 Capacity utilisation 80% 83% 80% 73% 95% ●●2.6 Growth adjusted capex/depreciation 1.2x 1.0x 1.0x 0.6x 1.6x ●2.7 Revenues/net assets 2.2x 2.6x 2.4x 1.9x 4.4x ●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●●●
3. Economies of scale ●●●3.1 Size (unit sales) 4,244 4,436 4,244 1,273 8,356 ●●●3.2 Size (revenues) 50,331 76,360 64,507 17,099 138,955 ●3.3 Average capacity in plants accounting for 80% of production 555 314 300 229 555 ●●●●● 3.4.1 Percentage of cars produced on top five platforms 84% 77% 79% 42% 96% ●●●3.4.2 Number of cars produced on top five platforms 3,493,140 2,827,677 2,644,685 1,219,162 5,378,733 ●●●●3.5 Research and development budget 1,356 3,881 4,666 677 5,931 ●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●●●Average unit price 10,778 11,973 13,557 13,244 11,199 6.1 CO2 : Distance to target (Europe) 15% 18% 18% 9% 30% ●●●●Units per employee 32 34 34 35 37 6.2 CO2 : Distance to target (US) 12% 23% 22% 9% 42% ●●●●● Capacity utilisation 81% 83% 86% 74% 76% 6.3 CO2 : Last 3 year improvement (Europe) 11% 6% 5% 3% 18% ●●●●● R&D/Sales 2.8% 3.0% 2.9% 2.7% 2.7% 6.4 CO2 : Last 3 year improvement (US) 6% 6% 6% 2% 11% ●●●Capex/Depreciation 170% 156% 130% 157% 144%
Total ●●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 197
Exhibit 232: Hyundai scorecard comments
1. Price mix 4. Financial health
Hyundai arguably scores poorly on the pricing mix metric for two reasons: (1) its
product-mix overseas is yet to improve; and, (2) recent currency weakness has
allowed it to price its products more competitively. We believe that the high ratio of
fleet sales overseas also contributes to this. However, we believe that as it
continues to improve its product-mix overseas (such as the recent introduction of
premium sedan Genesis in the US market), it is slowly raising its price points. Even
in the European market, we expect its new plants to focus more on the C/D
segment, raising its ASPs. Hyundai is consciously trying to move up the value
chain, as it believes that its current pricing points may come under further pressure
when Chinese carmakers begin to export more. It is still a work in progress
however, and may come undone if residual values are weakened further by fleet
sales.
In an industry with poor financials, many investors argue Hyundai’s financials
appear reasonable. Korean regulations allow only parent accounts to be filed every
quarter, and it is only in the fully consolidated accounts that problems can be
identified. The net debt/EBITDA ratio for the company remains quite high (even by
industry standards). Substantial capex plans, to be followed by significant R&D for
next-generation powertrains, could hold the ratio at high levels. Hyundai’s returns
have deteriorated in the past few years, and though currency weakness in 2009
appears to have helped, this could be a fleeting recovery. We also believe that the
high level of fleet sales will continue for a while, as new capacity comes on stream,
and that financing these sales could keep leverage high while making returns
structurally lower.
2. Low cost position 5. Growth
Until now, this has been the great strength of Hyundai’s as it operates from a
country with relatively low costs, especially for white-collar executives and
engineers. Additionally, Korea has traditionally been a country with low material
costs, thanks to an efficient supply chain. Having a dominant 70% share of domestic
production has also given Hyundai much power with its suppliers. However, as it
grows its manufacturing plants globally, it will likely need to hire local workers and
increase local suppliers – this might adversely impact its position on the cost curve.
Even the strengthening won could raise the company’s costs at home, where
blue-collar wages have risen quite fast, thanks to annual strikes and negotiations.
It is on the outlook for growth that Hyundai really outperforms its peers on our
scorecard. In terms of its geographical reach, it has a well-balanced portfolio: it has
a decent, and growing, 5% share in the US market, while also retaining top-3
positions in India and China (where its capacity now exceeds 1mn units). Its growth
in Europe should accelerate, following the planned start (in November 2009) of its
first plant in Europe in the Czech Republic (subsidiary Kia already runs a plant in
Slovakia). It is also setting up a plant in Russia (where sales used to be strong
before the recent collapse of the market) and is considering one in Brazil. Overall,
its capacity should rise to 6.5 mn units by 2012, from 4 mn at the end of 2005.
Growth has a price, however: fast growth in capacity means that Hyundai may need
to continue using incentives and fleet sales until such time as demand catches up
with its capacity.
3. Economies of scale 6. CO2 efficiency
When the company was making 3 mn cars in one country – 1.7 mn of them in the
world’s largest-single car plant at Ulsan, South Korea – Hyundai enjoyed huge
economies of scale. It also helped that Hyundai did not have a very diversified
product range. However, as it has expanded beyond Korean shores, such
economies of scale have fallen. We expect that by 2012, Hyundai will increase its
capacity to 6.5 mn units (from just 4 mn at the end of 2005). Most of this is likely to
be overseas, with plants in the US, Eastern Europe and China set to account for
almost half of its capacity. While each plant is at least 300,000 units in size (and
individually, they will have minimum economic size), this process could still reduce
Hyundai’s overall efficiencies. However, there are few car companies set to produce
over 6 mn cars from such few large, modern, fully automated plants, suggesting
that Hyundai should remain quite efficient compared to peers.
Though Hyundai is yet to bring its first full hybrid to the market, it has managed to
cut its CO2 emissions considerably in the past three years. While having a portfolio
of smaller, lighter cars has helped, that portfolio has been growing larger in recent
years. Even with this growth, Hyundai is reasonably close to regulatory CO2 targets
in Europe and the US. Hyundai aims to bring its first full hybrid to the market by
2010, and the first plug-in EV by 2013.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 198
Exhibit 233: Hyundai segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 201
Exhibit 235: Honda
(Yen mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (pension) vs. ROIC EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,00019
9719
98
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Sales EBIT Margin
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
EBIT EBIT margin
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
Capex Capex as % sales
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
9000000
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
EV (mn) Pension ROIC
2006
2011E
20002001
2002
2003
2004 20052007
2008
2009E
2010E
40%
45%
50%
55%
60%
65%
70%
75%
0% 2% 4% 6% 8% 10% 12%
EBIT Margin
EV
/Sal
es
1999
2000
2002
20082009E
2010E
1998 2001
2003
20042005
2006
2007
2011E
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
1.0x
1.2x
1.4x
1.6x
1.8x
2.0x
2.2x
2.4x
2.6x
2.8x
3.0x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 202
Exhibit 236: Honda scorecard details
(€)
Honda HondaFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●1.1 Average unit price 15,885 18,220 15,885 7,501 39,781 ●●●1.2 Price premium -15% 1% -11% -34% 84% ●●
2. Low cost position ●●●2.1 Theoretical average labour cost 69 76 69 38 130 ●●●2.2 Units per Employee 29 26 23 12 50 ●●●●2.3 Revenues per employee 415 419 415 301 529 ●●●2.4 Break-even point 1% 1% 1% -4% 6% ●●●2.5 Capacity utilisation 91% 83% 80% 73% 95% ●●●●● 2.6 Growth adjusted capex/depreciation 1.4x 1.0x 1.0x 0.6x 1.6x ●2.7 Revenues/net assets 3.1x 2.6x 2.4x 1.9x 4.4x ●●●●● 2.8 Research and development/Sales 0.1x 0.0x 0.0x 0.0x 0.1x ●
3. Economies of scale ●●●3.1 Size (unit sales) 3,517 4,436 4,244 1,273 8,356 ●●●3.2 Size (revenues) 57,531 76,360 64,507 17,099 138,955 ●●3.3 Average capacity in plants accounting for 80% of production 273 314 300 229 555 ●●3.4.1 Percentage of cars produced on top five platforms 96% 77% 79% 42% 96% ●●●●● 3.4.2 Number of cars produced on top five platforms 3,799,579 2,827,677 2,644,685 1,219,162 5,378,733 ●●●●● 3.5 Research and development budget 3,681 3,881 4,666 677 5,931 ●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●Average unit price 15,891 17,142 16,224 14,964 15,204 6.1 CO2 : Distance to target (Europe) 18% 18% 18% 9% 30% ●●●Units per employee 33 30 28 28 25 6.2 CO2 : Distance to target (US) 9% 23% 22% 9% 42% ●●●●● Capacity utilisation 89% 91% 90% 94% 89% 6.3 CO2 : Last 3 year improvement (Europe) 4% 6% 5% 3% 18% ●●R&D/Sales 5.4% 5.2% 5.0% 4.9% 5.6% 6.4 CO2 : Last 3 year improvement (US) 5% 6% 6% 2% 11% ●●●Capex/Depreciation 165% 175% 165% 160% 144%
Total ●●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 203
Exhibit 237: Honda scorecard comments
1. Price mix 4. Financial health
Honda’s production platform covers compact to mid-sized passenger vehicles, and
while its sales prices trend at the average, it maintains top-class profitability. Honda
has low exposure to large vehicles such as pickup trucks, but is generally highly
evaluated by JD Power in the used vehicle price band. It is therefore able to enjoy a
price premium in this segment. We believe Honda will continue to focus on
compact and mid-sized vehicles, and sales prices should stay stable. Honda is
developing Acura as a premium brand, but still faces stiff competition from Lexus,
BMW, Mercedes, etc.
After Toyota, Honda has the highest credit rating, and maintains a net cash
position. The company carries out its own sales financing, mainly in the US, and
has about ¥5 tn worth of loan assets. Its high credit rating allows it to keep fund
procurement costs low, and to channel resources to sales.
2. Low cost position 5. Growth
Honda scores higher than average on cost competitiveness. It has proved cautious
on capex, in order to maintain relatively high capacity utilization. It was in the lead
in postponing new factory investment when auto demand started to slump from the
second half of 2008. The withdrawal of F1 indicates its aggressive attitude on
cutting variable/fixed costs. We believe Honda can be the first of the Japanese Big 3
to return to profitability, and it has the highest visibility on recovering peak-period
margins.
Honda had an average score in terms of growth potential. Although strong in
compact/mid-sized vehicles, its major regional presence is in the US and Japan. In
recent years, it has started to more actively introduce new vehicles into the Chinese
market and has boosted production in Dongfeng and Guangzhou. Honda has not
revealed a clear strategy on low-priced vehicles for emerging markets. However, as
a motorization culture starts to spread in China and elsewhere, customers will likely
move from low-end to middle-end vehicles, and Honda’s low-price positioning will
not be the sole factor in determining future potential. Honda is also the world’s
number one motorcycle manufacturer. Motorcycle demand growth in emerging
markets is striking, and this survey (which focuses mainly on 4-wheel vehicles) may
not have fully captured that potential.
3. Economies of scale 6. CO2 efficiency
Annual sales of 3.5 mn are in line with the survey average. However, Honda
displays sales efficiency per product. Mainstay products like the Civic, Accord, Fit
and CR-V account for two-thirds of sales. Honda has not been aggressive on tie-
ups/acquisitions, and we believe it is likely to pursue an independent course.
Honda scored higher than average in its fuel efficiency score. It is well placed to
respond to US fuel consumption standards with its highly fuel-efficient gasoline
engines in the passenger vehicle segment. Honda also introduced its Insight Hybrid
globally in 2009 (mild hybrid) and is looking to achieve the same status as Toyota
as a hybrid maker. Future developments include the development of a strong
hybrid that could be equipped on large vehicles, and the introduction of an under-
2L diesel engine for the European market.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 204
Exhibit 238: Honda segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 207
Exhibit 240: Nissan
(Yen mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (pension) vs. ROIC EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,00019
97
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Sales EBIT Margin
-200,000
0
200,000
400,000
600,000
800,000
1,000,000
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
EBIT EBIT margin
0
100,000
200,000
300,000
400,000
500,000
600,000
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
Capex Capex as % sales
2000
2001
2002
2003
2004
20052006
2007
2008
2009E
2010E
1999
1998
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
90%
-5% 0% 5% 10% 15%
EBIT Margin
EV
/Sal
es
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
1998
1999
2 00 0
2001
2 00 2
2003
2 00 4
2005
2 00 6
2007
2 00 8
2 00 9
E
2010
E
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
EV (mn) Pension ROIC
1999
2000
2002
2001
2003
20042005
2006
2007
2008
2009E 2010E
2011E
0.2x
0.3x
0.4x
0.5x
0.6x
0.7x
0.8x
0.9x
1.0x
0.2x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
1.8x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 208
Exhibit 241: Nissan scorecard details
(€)
Nissan NissanFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●●1.1 Average unit price 17,414 18,220 15,885 7,501 39,781 ●●●●1.2 Price premium -11% 1% -11% -34% 84% ●●●
2. Low cost position ●2.1 Theoretical average labour cost 68 76 69 38 130 ●●●2.2 Units per Employee 20 26 23 12 50 ●●2.3 Revenues per employee 354 419 415 301 529 ●●2.4 Break-even point 6% 1% 1% -4% 6% ●●●●● 2.5 Capacity utilisation 76% 83% 80% 73% 95% ●2.6 Growth adjusted capex/depreciation 1.1x 1.0x 1.0x 0.6x 1.6x ●●2.7 Revenues/net assets 1.9x 2.6x 2.4x 1.9x 4.4x ●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●
3. Economies of scale ●●●●3.1 Size (unit sales) 5,792 4,436 4,244 1,273 8,356 ●●●●3.2 Size (revenues) 96,579 76,360 64,507 17,099 138,955 ●●●3.3 Average capacity in plants accounting for 80% of production 313 314 300 229 555 ●●●3.4.1 Percentage of cars produced on top five platforms 79% 77% 79% 42% 96% ●●●3.4.2 Number of cars produced on top five platforms 2,644,685 2,827,677 2,644,685 1,219,162 5,378,733 ●●●3.5 Research and development budget 5,172 3,881 4,666 677 5,931 ●●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●Average unit price 17,857 18,099 18,704 16,534 15,876 6.1 CO2 : Distance to target (Europe) 23% 18% 18% 9% 30% ●Units per employee 19 20 19 24 20 6.2 CO2 : Distance to target (US) 15% 23% 22% 9% 42% ●●●●Capacity utilisation 77% 83% 75% 73% 73% 6.3 CO2 : Last 3 year improvement (Europe) 6% 6% 5% 3% 18% ●●●●R&D/Sales 4.6% 4.7% 4.4% 3.7% 4.7% 6.4 CO2 : Last 3 year improvement (US) 11% 6% 6% 2% 11% ●●●●● Capex/Depreciation 134% 126% 129% 104% 90%
Total ●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 209
Exhibit 242: Nissan scorecard comments
1. Price mix 4. Financial health
Nissan scored above average in this category. The company has a wide product
mix from compact to large-size, and is developing the Infiniti as a luxury brand,
mainly in the US. The Global A platform will be introduced from 2010 (targeting 1
mn unit sales), signaling Nissan’s commitment to the development of low-priced
vehicles and their introduction to emerging markets. Sales prices may of course
fall, but of the Japanese Big 3, Nissan has expressed the strongest commitment to
expanding sales volumes in emerging markets.
The result was below average in terms of credit rating/potential return. However,
Nissan’s D/E ratio and shareholders’ equity ratio look stable coming out of the
credit crunch (e.g. from the second half of 2008). We forecast consecutive operating
losses for Renault over 2008-2010, and forecast a continuing weak financial
situation. Nissan’s equity-method earnings will act as a drag on periodic earnings.
Renault’s financial position may also lower Nissan’s flexibility on fund
procurement. Nissan also runs a sales financing business in the US. Its rating is
lower versus Toyota and Honda, but we believe it can maintain profitability in this
segment.
2. Low cost position 5. Growth
An analysis of Nissan’s costs puts the company below the average. We believe this
may be related to the fairly unfavorable results of a 2008 CSM analysis of Nissan’s
capacity utilization and net assets (including its financing business). However, we
believe Nissan’s cost reductions —including layoffs— have been progressing above
market expectations from 2HCY08, and this may not necessarily be entirely factored
into the report under discussion. We expect lower costs on Nissan’s cost
management in the expanding Chinese market and use of the new “A” platform.
Nissan scored in line with the average on growth potential. This reflects a high
sales weighting in the US/Japan. The company has been aggressive introducing
new vehicles to the Chinese market and has achieved high growth. The Global A
platform will be introduced from 2010 (targeting 1 mn sales units), signaling
Nissan’s commitment to the development of low-priced vehicles and their
introduction to emerging markets. Production in the Thailand factory should start
January-March 2010, with Nissan subsequently targeting expanded production in
BRICs (China and India). Expectations on Nissan may rise strongly depending on
the success of this strategy.
3. Economies of scale 6. CO2 efficiency
In conjunction with Renault, Nissan achieved a high score in this category, with
sales volumes just under 6 mn units. The company is also looking at aggressive
lead investment, including R&D. In 2009, Nissan announced that it would attempt to
deepen the tie-up with Renault and achieve more benefits (targeting FCF of over
¥100 bn). Although it will take time to assess the long-term benefits of the tie-up,
expectations are high on the Renault/Nissan association, one of the very few to
demonstrate medium-term success.
Nissan scored above average in this category. The company has developed
technology to meet European/US CO2 standards. Nissan is focusing on electric
vehicles to enhance fuel efficiency, with the EV Leaf scheduled for release in 2010.
Nissan has also expressed confidence in the batteries being produced by AESC, its
JV with NEC. However, we believe it will take more than five years for EVs to make
a profit contribution for auto makers. In the near-term, we believe development of
hybrid technology is essential. Although still some way from mass production,
Nissan is developing its own hybrid, and we expect this to be introduced in 2010 at
the earliest. Although behind Toyota and Honda, Nissan is gearing up for global
competition.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 210
Exhibit 243: Nissan segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 213
Exhibit 245: Suzuki
(Yen mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (ex pension) vs. ROIC EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
2000
2001
2002 2003
2004
2005
2006
2007
2008
2009E
2010E2011E
20%
25%
30%
35%
40%
45%
50%
0% 1% 2% 3% 4% 5% 6%
EBIT Margin
EV
/Sal
es
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0.0%
0.2%
0.4%
0.6%
0.8%
1.0%
1.2%
1.4%
1.6%
EV (mn) ROIC
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,00019
98
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
5.0%
Sales EBIT Margin
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
1%
2%
2%
3%
3%
4%
4%
5%
5%
EBIT EBIT margin
0
50,000
100,000
150,000
200,000
250,000
300,000
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Capex Capex as % sales
2008
2011E
2003
2004
2005
2006
2007
2009E
2010E
0.4x
0.5x
0.5x
0.6x
0.6x
0.7x
0.7x
0.8x
0.8x
0.9x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
1.8x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 214
Exhibit 246: Suzuki scorecard details
(€)
Suzuki SuzukiFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●1.1 Average unit price 7,501 18,220 15,885 7,501 39,781 ●1.2 Price premium -34% 1% -11% -34% 84% ●
2. Low cost position ●●●●●2.1 Theoretical average labour cost 38 76 69 38 130 ●●●●● 2.2 Units per Employee 50 26 23 12 50 ●●●●● 2.3 Revenues per employee 372 419 415 301 529 ●●2.4 Break-even point -1% 1% 1% -4% 6% ●●2.5 Capacity utilisation 89% 83% 80% 73% 95% ●●●●2.6 Growth adjusted capex/depreciation 1.0x 1.0x 1.0x 0.6x 1.6x ●●●2.7 Revenues/net assets 4.4x 2.6x 2.4x 1.9x 4.4x ●●●●● 2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●●●
3. Economies of scale ●3.1 Size (unit sales) 2,328 4,436 4,244 1,273 8,356 ●3.2 Size (revenues) 17,099 76,360 64,507 17,099 138,955 ●3.3 Average capacity in plants accounting for 80% of production 354 314 300 229 555 ●●●●● 3.4.1 Percentage of cars produced on top five platforms 93% 77% 79% 42% 96% ●●●●● 3.4.2 Number of cars produced on top five platforms 2,238,112 2,827,677 2,644,685 1,219,162 5,378,733 ●●3.5 Research and development budget 677 3,881 4,666 677 5,931 ●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●Average unit price 7,530 7,847 7,511 7,272 7,345 6.1 CO2 : Distance to target (Europe) 28% 18% 18% 9% 30% ●Units per employee 55 56 56 55 53 6.2 CO2 : Distance to target (US) 20% 23% 22% 9% 42% ●●●Capacity utilisation 90% 89% 91% 90% 84% 6.3 CO2 : Last 3 year improvement (Europe) 5% 6% 5% 3% 18% ●●●R&D/Sales 3.7% 3.3% 2.9% 3.1% 3.8% 6.4 CO2 : Last 3 year improvement (US) 8% 6% 6% 2% 11% ●●●●Capex/Depreciation 139% 148% 112% 131% 144%
Total ●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 215
Exhibit 247: Suzuki scorecard comments
1. Price mix 4. Financial health
Suzuki scores relatively low in terms of pricing and product mix, but this is to be
expected given the company’s dominant presence in India and its product strategy
of specializing in A and B platforms. Of greater importance, in our view, is that
while focusing on lower-priced products, Suzuki is able to achieve higher ROIC than
peers. We believe the company will continue focusing on development of compact
vehicles, but expect prices to gradually rise; in addition to planned entry into the CD
segment in the US market, we believe Suzuki should benefit from a growing need
for upscale models in emerging markets, where motorization is ongoing.
Net debt/EBITDA is in line with the industry average, and debt ratings are stable.
Emerging markets account for a high share of Suzuki’s sales, and the company has
implemented a strategy that provides access to sufficient liquidity to cover high
levels of volatility in these markets. Suzuki operates a financial structure that
enables it to maintain operating level profitability even during a global auto
industry downturn. The company intends to keep as treasury stock the 20% holding
of its own shares acquired from GM, and will review its capital relationship with
GM once the latter has emerged from bankruptcy.
2. Low cost position 5. Growth
In Japan, Suzuki has secured a cost control advantage over peers through its
development of mini-vehicle production. Even when global car markets shrank from
the second half of FY2008 Suzuki remained profitable on a quarterly basis. We
attribute this to the company’s building of a profitable structure in mini-vehicles
through improving productivity, progressing with joint procurement of parts, and
achieving high levels of capacity utilization without excessive capex. Moreover, the
company was quick to shift production to emerging markets such as India,
Indonesia, and Pakistan, and its strategy is to maintain high local production ratios.
Product and regional mixes show Suzuki’s strong medium/long-term growth
potential. Our analysis shows high organic growth of 7%, versus an industry
average of just 3%. Of particular note is the company’s 50% share of the Indian
market, which we expect to show annualized growth of 15% through 2020. While
global players are likely to start entering the market, if Suzuki continues to expand
capacity appropriately and develop products that meet local needs, we believe it
can leverage its brand strength, production cost competitiveness, and dealer
network to maintain top share in India. The company also has production facilities
in Indonesia, Thailand, Pakistan, and Hungary.
3. Economies of scale 6. CO2 efficiency
Suzuki’s consolidated annual production volume of just over 2 mn vehicles is short
of the average of almost 4 mn revealed by this analysis. The company had
previously planned to achieve economies of scale through a tie-up with GM, but the
relationship has weakened due to GM’s recent difficulties. However, Suzuki scores
highly in sales volume per platform, and despite total production volume of only
just over 2 mn it is top class within the industry in terms of profitability and
efficiency. The company’s dominant share of 50% in the Indian market means it is
highly likely to see sales volume expand as that market grows, and we believe
sustainable growth should enable Suzuki to reach industry average scale.
Suzuki’s fuel efficiency score is relatively low. Development of technologies in
response to tightening of European CO2 emission regulations is an issue for the
company, and to achieve the necessary increase in gasoline and diesel engine fuel
efficiency it is exploring tie-up options such as licensing of technologies from Fiat.
It is not at the stage of starting mass production of hybrid or electric vehicles. In
line with its relatively small scale in terms of sales volume, and its strong presence
in emerging markets, which have been slow to introduce emission regulations, we
believe Suzuki lags rivals in investment in fuel efficiency improvement.
Source: Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 216
Exhibit 248: Suzuki segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 219
Exhibit 250: Toyota
(Yen mn and %)
Group sales & EBIT margin Group EBIT and EBIT margin Capex and Capex as a % of sales
EV (pension) vs. ROIC EV/Sales vs. EBIT Margin EV/GCI vs. CROCI/WACC
0
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
24,000,000
28,000,00019
97
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Sales EBIT Margin
-1,000,000
-500,000
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
EBIT EBIT margin
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0%
1%
2%
3%
4%
5%
6%
7%
8%
Capex Capex as % sales
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
E
2010
E
2011
E
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
EV (mn) Pension ROIC
2001
2002
200320042005
2006
2007
20082009E
2010E
40%
50%
60%
70%
80%
90%
100%
-10% -5% 0% 5% 10% 15% 20%
EBIT Margin
EV
/Sal
es
1998 1999
2000
2001
2002
2003
2004
2005
20062007
20082009E
2010E2011E
0.0x
0.2x
0.4x
0.6x
0.8x
1.0x
1.2x
1.4x
1.6x
0.0x
0.5x
1.0x
1.5x
2.0x
2.5x
CROCI/WACC
EV
/GC
I
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 220
Exhibit 251: Toyota scorecard details
(€)
Toyota ToyotaFactor Score Average Median Minimum Maximum Quintile
1. Pricing/mix ●●●1.1 Average unit price 17,258 18,220 15,885 7,501 39,781 ●●●●1.2 Price premium -1% 1% -11% -34% 84% ●●●
2. Low cost position ●●●●●2.1 Theoretical average labour cost 68 76 69 38 130 ●●●●2.2 Units per Employee 25 26 23 12 50 ●●●2.3 Revenues per employee 415 419 415 301 529 ●●●2.4 Break-even point 4% 1% 1% -4% 6% ●●●●● 2.5 Capacity utilisation 89% 83% 80% 73% 95% ●●●●● 2.6 Growth adjusted capex/depreciation 0.9x 1.0x 1.0x 0.6x 1.6x ●●●●2.7 Revenues/net assets 2.4x 2.6x 2.4x 1.9x 4.4x ●●●●2.8 Research and development/Sales 0.0x 0.0x 0.0x 0.0x 0.1x ●●●●
3. Economies of scale ●●●●●3.1 Size (unit sales) 7,567 4,436 4,244 1,273 8,356 ●●●●● 3.2 Size (revenues) 138,955 76,360 64,507 17,099 138,955 ●●●●● 3.3 Average capacity in plants accounting for 80% of production 300 314 300 229 555 ●●●3.4.1 Percentage of cars produced on top five platforms 65% 77% 79% 42% 96% ●3.4.2 Number of cars produced on top five platforms 5,378,733 2,827,677 2,644,685 1,219,162 5,378,733 ●●●●● 3.5 Research and development budget 5,931 3,881 4,666 677 5,931 ●●●●●
Key Factors 2004 2005 2006 2007 2008 6. CO2 Efficiency ●●●●●Average unit price 17,090 17,611 17,708 16,789 17095 6.1 CO2 : Distance to target (Europe) 16% 18% 18% 9% 30% ●●●Units per employee 26 25 25 24 20 6.2 CO2 : Distance to target (US) 15% 23% 22% 9% 42% ●●●●Capacity utilisation 89% 95% 91% 88% 82% 6.3 CO2 : Last 3 year improvement (Europe) 9% 6% 5% 3% 18% ●●●●● R&D/Sales 4.1% 3.9% 3.7% 3.6% 4.4% 6.4 CO2 : Last 3 year improvement (US) 7% 6% 6% 2% 11% ●●●●Capex/Depreciation 107% 126% 103% 99% 91%
Total ●●●●●
Group
0
1
2
3
4
51. Pricing/mix
2. Low cost position
3. Economies of scale
4. Financial health
5. Growth
6. CO2 Efficiency
Source: Company data, Goldman Sachs Research estimates.
November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 221
Exhibit 252: Toyota scorecard comments
1. Price mix 4. Financial health
Toyota scored high on sales prices. The company has a wide product line-up from
compact to large, and development of the luxury brand Lexus has supported a rise
in sales prices. We believe Toyota will be able to maintain a price premium over
peers on JD Power brand competitiveness and high used vehicle prices. In the US,
Toyota maintains the lowest incentives per vehicle versus peers. Under new
President Akio Toyoda, Toyota’s motto is superior products/low costs, and it is
pursuing a pricing strategy that integrates lowered COGS. We believe it is planning
to distinguish itself clearly on price discounting strategy.
Toyota maintains the highest credit rating. Consolidated assets are over ¥3 tn, and
its capital ratio of 35% is well ahead of peers. With group production capacity at
over 10 mn units, there are near-term concerns on delayed profit recovery.
However, we do not see the company’s strong financial position being threatened.
Toyota conducts its own sales finance operations, mainly in the US, and has ¥10 tn
worth of loan assets. Its high credit rating allows it to keep fund procurement costs
low and to channel resources to sales.
2. Low cost position 5. Growth
Under the kaizen motto, Toyota has maintained high labour/plant productivity.
COGS have been cut by an annual ¥300 bn over the past three years, supporting a
rise in profitability. Toyota very quickly expanded group capacity to 10 mn units per
year as sales expanded from 2000. However, capacity utilization has now dropped
below 70% in the wake of the sharp fall in auto demand from 2008. This is
squeezing profitability. Toyota halted production at its JV with GM, NUMMI, and
has temporarily halted some production lines. However, it has not announced any
other major restructuring measures. With its strong financial position, we believe
Toyota is steadily eyeing the timing for a rebound in auto demand.
Toyota scores in line with the peer group average on growth potential. Sales
weightings are 60% in industrialized countries and only 11% in BRICs. In addition to
expanding share in industrialized countries, product development for the BRICs
market will be a major theme. Consolidated subsidiary Daihatsu has achieved top
share in the Malaysian and Indonesian markets. Low-priced vehicles such as the
Entry Family Car (EFC) are scheduled for introduction in the first half of decade
2010-2020.
3. Economies of scale 6. CO2 efficiency
Toyota is top in annual global sales. It is aggressive in leveraging scale merits for
lead investment. Its R&D is focused on the coming energy-mix era, when a variety
of power trains will be available. Toyota is second to none in hybrid technology and
it has an extensive R&D roadmap for fuel cells and EVs. Its purchasing strategy also
effectively leverages scale merits, and it is constructing a joint development system
with globally renowned parts makers such as Denso and Aisin Seiki.
Toyota scored highest on fuel efficiency. In addition to improving conventional
gasoline engine efficiency, Toyota is ahead of competitors on hybrid mass
production, and we believe it will achieve annual production of 1 mn units in 2010.
Exploiting scale merits, Toyota’s strong lead investment has put it in a leading
position not just in hybrids, but in overall fuel efficiency strategy. We believe
Toyota will expand supply of hybrid units to other companies. Toyota both
develops and produces the key components for hybrids and EVs (batteries, motors,
inverters) in-house.
Source: Goldman Sachs Research estimates.
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Exhibit 253: Toyota segment and geography split
2008 Geographic split per segmentWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
2008 Total sales split by segment and geographyWestern E. Europe EM EMEurope USA Japan Triad Brazil Russia India China BRIC ex Russia Asia RoW ex BRIC inc BRIC World
Source: Company data, Goldman Sachs Research estimates.
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Appendix: ESG scoring methodology
Exhibit 254: Autos ESG framework: indicators, methodology and company scores – Corporate governance
Score Corporate governance Companies (based on 2008 data)Independent Board leadership
5 Separate CEO/Chair and Lead Director Ford, 4 Separate CEO/Chair, no Lead Director Toyota , VW, Honda , Daimler, BMW, Fiat, Renault, Peugeot, 3 Lead director, no separate CEO/Chair21 No separate CEO/Chair, no Lead Director Nissan , Hyundai , Suzuki ,
Independent auditors5 Audit committee comprised of independent Board directors and <0.1x non-audit to audit fees4 Audit committee comprised of independent Board directors and <0.25x non-audit to audit fees Fiat, Ford, 3 Audit committee comprised of independent Board directors and >0.25x non-audit to audit fees2 Non-independent audit committee and disclosure of audit fees and non-audit fees VW, Honda , Daimler, BMW, Nissan , Suzuki , Renault, Peugeot, 1 No disclosure of audit fees and non-audit fees Toyota , Hyundai ,
CEO compensation versus cash flow5 <= 0.06% CEO compensation as a % of cash flow Renault, 4 0.06 - 0.14% VW, Daimler, BMW, Peugeot, 3 0.14 - 0.5% Fiat, 2 negative OR > 0.5% Ford, 1 No disclosure of CEO compensation Toyota , Honda , Nissan , Hyundai , Suzuki ,
Share-based compensation versus cash flow5 0.07% - 2.18% share-based compensation as a % of cash flow Toyota , Peugeot, 43 < 0.07% OR > 2.18% VW, Fiat, Ford, 21 No disclosure of share-based compensation Honda , Daimler, BMW, Nissan , Hyundai , Suzuki , Renault,
Minority shareholders' rights5 No block shareholdings -AND- no defenses against minority shareholders, staggered Boards, poison
pills, and unequal voting rightsHonda , Suzuki , Ford,
4 No block shareholdings and one defense against minority shareholders -OR- block shareholdings < 25% and no defense against minority shareholders
Toyota ,
3 No block shareholdings and two defenses against minority shareholders -OR- block shareholdings < 25% and no more than 2 defenses against minority shareholders
Daimler,
2 Block shareholdings < 50% and less than three defenses against minority shareholders BMW, Nissan , Hyundai , Fiat, Renault, 1 Block shareholdings > 50% OR three defenses against minority shareholders VW, Peugeot,
Source: Company data, Goldman Sachs Research.
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Exhibit 255: Autos ESG framework: indicators, methodology and company scores – Social (Leadership and Employee)
Score Social: Employee indicators Companies (based on 2008 data)Employee compensation
Gender diversity (% female)5 All above median Renault, Peugeot, 4 Two above median, all reported VW, Daimler, 3 Two above median Ford, 2 One above median BMW, Fiat, 1 No disclosure, none above median Toyota , Honda , Nissan , Hyundai , Suzuki ,
1 No disclosure of fatalities Toyota , Honda , Nissan , Hyundai , Suzuki , Renault, Ford,
Injury Rate5 LTI and TRI below median and decreasing4 Only one reported below median with improvement Nissan , 3 Only one reported below median without improvement VW, Honda , BMW, Fiat, Renault, Ford, Peugeot, 2 Only one reported above median Daimler, 1 No disclosure of LTI and TRI Toyota , Hyundai , Suzuki ,
Employee training and management5 Risk assessment policy, behaviour based health and safety training policy, training hours reported,
training expenses reportedFiat, Renault, Peugeot,
4 three of four Daimler, BMW, 3 two of four Toyota , VW, Honda , Nissan , Hyundai , Suzuki , 2 one of four Ford, 1 None
Source: Company data, Goldman Sachs Research.
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Exhibit 256: Autos ESG framework: indicators, methodology and company scores – Social (Stakeholder)
Score Social: Stakeholders Companies (based on 2008 data)Community investment as % of Debt adjusted cash flow
5 > 0.75% community investments as a % of cash flow Toyota , 4 0.4 - 0.75% Daimler, 3 0.10 - 0.4% Nissan , Fiat, 2 0.10% < Ford, 1 No disclosure of community investments VW, Honda , BMW, Hyundai , Suzuki , Renault, Peugeot,
R&D expenditures as % of Debt adjusted cash flow5 > 49% R&D as a % of cash flow Suzuki , Renault, Peugeot, 4 45 - 49% Honda , BMW, 3 36 - 45% Toyota , Daimler, 2 36% < VW, Nissan , Fiat, 1 No disclosure of R&D Hyundai , Ford,
Business ethics and human rights5 Whistle blowing mechanism, procedures for stakeholder dialogue, support for Universal Declaration on
Human Rights or equivalent, human rights assessment of suppliersVW, Daimler, BMW, Nissan , Fiat,
4 three of four Hyundai , Renault, Peugeot, 3 two of four Toyota , Honda , Suzuki , Ford, 2 one of four1 None
Source: Company data, Goldman Sachs Research.
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Exhibit 257: Autos ESG framework: indicators, methodology and company scores – Environment
Score Environment Companies (based on 2008 data)Energy consumption versus asset base
Water consumption and waste generated versus asset base5 Both below median Toyota , 4 One below median Honda , Daimler, BMW, Suzuki , Renault, Peugeot, 3 Both above median VW, Fiat, 2 Disclosure of one figure1 No disclosure Nissan , Hyundai , Ford,
Environmental management and certification5 Environmental performance assessment of suppliers, carbon emission target, renewable energy use
policy, > 75% of production from ISO14001 certified sitesBMW, Nissan ,
4 three of four Toyota , Honda , Daimler, Suzuki , Renault, Ford, 3 two of four VW, Fiat, Peugeot, 2 one of four Hyundai , 1 None
Fleet Emission5 Lowest emission model and average fleet emission below median Toyota , Ford,
3 One below median VW, Honda , Daimler, BMW, Hyundai , Suzuki , Fiat, Peugeot,
1 Lowest emission model and average fleet emission above median Nissan , Renault, Technology Development
5 Development, availability of hybrid technology, development, availability of cell fuel / electric technology Honda , Daimler, 4 three of four Toyota , VW, Nissan , Ford, 3 two of four BMW, Hyundai , Suzuki , Fiat, Peugeot, 2 one of four Renault, 1 None
Source: Company data, Goldman Sachs Research.
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Financial Advisory disclosures
Goldman Sachs is acting as financial advisor to Porsche Automobil Holding SE in an announced strategic transaction.
Goldman Sachs is acting as financial advisor to Fiat S.p.A. in an announced strategic transaction.
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November 27, 2009 Global: Automobiles
Goldman Sachs Global Investment Research 228
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November 27, 2009 Global: Automobiles
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