Automotive Digital 1: Artificial Intelligence and Machine Learning – AI and ML

This entry is part 1 of 4 in the series Automotive Digital

Motor industry managers face a steep learning curve wherever they work in the automotive supply chain. Their industry faces a wide ranging knowledge and business process transformation at a swift pace so they all face two challenges. The first is to understand the capabilities of leading edge digital technologies; the second is to deploy them to create new, sustainable competitive advantages. The supply chain will change significantly and so will all of the traditional roles. Profits will leak from traditional activities to new ones. New partnerships will emerge and tomorrow’s business formats will be very different from today’s. This series of posts introduces the digital tools that everyone needs to comprehend if they are to build a sustainable new business model, wherever they are located in the automotive supply chain.

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Covid-19: Turning Down into Up!

Managers around the world are grappling with the impacts of Covid-19. The outlook is uncertain in every industry, none more so than automotive, with its complex, globally integrated supply chains. And, while we can make plans for the disruption, its severity, length and geographical extent is dependent on factors outside of our control. The effectiveness of each country’s national health systems and each national population’s willingness to conform to emerging medical guidance will determine the business consequences that we all have to grapple with. This post summarises how individual operational managers can respond positively to their local situation, Here they can find resources to help them plan and advice on how they can seize opportunities to position themselves for the recovery phase of the Covid-19 pandemic.

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Oil Prices and Car Dealers:”Peak Oil Demand”

If oil prices stay low, expect a clash between government’s emission and environment aspirations and car users financial self-interest. Low fuel prices make switching to alternative fuelled vehicles less likely. So, the subsidy costs are likely to be higher and last longer. But that is unlikely to deter policy makers . They see larger prizes: opportunities to re-shape global car production and grab a larger slice of profits for the future and to reduce the capital flow to the oil-producers. Electric cars is the game changer of the 21st century.

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Oil price drop and GCC new car registrations

Oops, Restricted ContentWe are sorry but this post is restricted to folks that have purchased this page. Crude Logic £0.00 Add to basket Digital & Social Media for Car Dealers Part 2: Strategy £2.00 Add to basket Digital & Social Media for Car Dealers Part 3: Creating Content £2.00 Add to basket Digital and Social Media for Car Dealers Part 1: The Digital Landscape £0.00 Add to basket Digital and Social Media for Car Dealers Part 4: Metrics £2.00 Add to basket Ford Motor Company: What’s was it worth in 2008? £0.00 Add to basket Motor Trade Economics Chapter 1 £0.00 Add to basket Motor Trade Economics Chapter 2 £2.00 Add to basket Motor Trade Economics Chapter 3 £2.00 Add to basket Motor Trade Economics Chapter 4 £2.00 Add to basket Motor Trade Economics Chapter 5 £2.00 Add to basket Motor Trade Economics Chapter 6 £2.00 Add to basket Will any dealer groups and global car makers go bust in 2008? £0.00 Add to basket

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The “Arab Spring” and car markets in MENA and beyond

This entry is part 4 of 4 in the series Arab Spring

Originally published in 2011. this paper was updated and re=-published in 2017 “Progress lies not in enhancing what is, but in advancing toward what will be”, Kahlil Gibran Only a few wise birds predicted the Arab Spring and its financial and economic impact. But, as it progressed, it didn’t take long for the immediate impact of actual regime changes in Tunisia and Egypt – and the threat of them in Bahrain and Libya – to become clear. Between the day the protests broke out in Tunisia in January, the price of oil (Brent Crude) rose from US$94.90 on the 4 January to US$116 a barrel in early March, its highest level since January 2009 when it traded at $40. Still off its $145/barrel peak of July 2008 but already worryingly high for European motorists and hauliers. Of course, while European governments wring their hands about the impact of oil prices, keep in mind that their taxes on oil consumption far outstrip the income to the oil producers. For example, in 2011 at current prices, the UK will generate about 1.8 times as much tax as the oil costs. In Germany it’s twice as much and in Italy 2.4 times in tax as the oil costs! But, if the price for long-term stability is only a few months of excruciating pump prices, many consumers might be willing to pay it. However, as we have seen, the human and financial costs turned out to be more expensive and enduring than that. 

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