Aftermarket - January 2012 by Infomedia18

INDIA’S FIRST MAGAZINE FOR THE AUTOMOTIVE AFTERMARKET

70 Pages `50

Vol. 1 No. 7 January 2012

The

Pursuit of

EXTRA MILE Autovikas

Anand

CUTTING EDGE

KPIT’s Hybrid Solution

INTERVIEW

Nikunj Sanghi,President, FADA

Brought to you by

Auto Monitor

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EDITORIAL Show Time! IT is that time again, when the world’s largest auto exhibition, in terms of maximum number of footfalls, is happening in Delhi. And the country is witnessing about 50 launches, again, the largest ever in 27 years / 11 editions of the Auto Expo. More than 1,500 participants from 25 countries are participating at the expo, which is yet another milestone in the annals of the Expo. Despite the sentiments being low, especially in the passenger vehicle segment, the exhibitors have tried their best to make the show successful. While every edition of the expo turns out to be yet another starting point for increased action in the following two years with new models flooding the market, it calls for an equal or more action in the aftersales service and aftermarket products. This is due to shrinking lifecycles of new products, which in turn expands the used vehicles market significantly. Also, the authorised service centres are not able to cater to the increasing demand for aftersales service, primarily due to diversity of vehicle population. Increased focus on aftermarket will help address the consumers’ demands in terms of service in addition to containing the counterfeit components. The vehicle manufacturers from all the segments can look at setting up more ‘quick service centres’ in major towns and cities and full-fledged service centres on the outskirts and smaller towns. This will help the end-user to have routine checks done at the quick service centres and major services done at the outskirts. Though this method of service has been prevalent for sometime in a few cities, the numbers are not matching the demand. According to a report released by ACMA, currently, only a small percentage of vehicles are serviced by OEMs’ authorised service centres, while the rest are serviced by unorganised segments, followed by organised and semi-organised segments. The multi-brand third-party service centres can even double up as authorised service centres, if they meet the quality and service requirements of the OEMs, and offer regular services— right from free service to paid service to accidental repairs. This will enable the end customers access quality services at competitive costs as the OEMs’ authorised service centres and the multi-brand third-party service centres will complement each other. It will address the issues relating to the spread of service centres, given the country’s diversity. Wishing you much pleasure reading. Do send us your feedback.

T. Murrali t.murrali@infomedia18.in

JANUARY 2012 AFTERMARKET

CONTENTS NEWS

12 SKF evaluating stop-start system for two-wheelers 14 TVS & Sons plans slew of announcements at Expo ‘12 16 Metro invests `50 crore in capacity expansion 19 Endurance plans aggressive growth in aftermarket

COVER STORY 26 The Pursuit of ‘Anand’ Anand Group is looking to establish a distribution compnay for selling spare parts manufactured by its group entities as well as other manufacturers

IN CONVERSATION 36 President, FADA, Nikunj Sanghi says that the OEMs should either hold on to current prices or roll back price hikes, to address the current uncertainity... INDIA’S FIRST MAGAZINE FOR THE AUTOMOTIVE AFTERMARKET

32 Vol. 1 No. 7 January 2012

70 Pages `50

The

Pursuit of

EXTRA MILE Autovikas

Anand

CUTTING EDGE KPIT’s Hybrid Solution

FOCUS 38 Skoda inaugurates advanced service training centre in Czech Republic

CUTTING EDGE

INTERVIEW

Nikunj Sanghi,President, FADA

Brought to you by

Auto Monitor

Cover Design Mahesh Talkar

32 Hybrid solution awaits position in aftermarket ecosystem

DECEMBER 2011 AFTERMARKET

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JANUARY 2012 AFTERMARKET

NEWS

SKF evaluating stop-start system for two-wheeler aftermarket Abhishek Parekh

SKF is looking to offer ‘StopGo’ sensor-bearing solution, an automatic ﬆop-ﬆart syﬆem for motorcycles and scooters in the aftermarket. Th is solution lowers CO2 emissions, and improves fuel economy by an eﬆ imated six-10 percent, depending on driving conditions. “We are looking to have a major penetration for this solution in the aftermarket. But it is not a ﬆ rict ly plug and play syﬆem and requires some degree of calibration effort during the fitment process and hence we are looking for a suitable diﬆ ribution model to offer this in the aftermarket,” said Director, Global, Two-Wheeler business, SKF India, Harsha Kadam. He added that such a syﬆem is likely to have a major market for exiﬆ ing two-wheeler population though he did not elaborate the volume target for this syﬆem in OEM or the aftermarket segments. SKF’s ‘StopGo’ design concept allows it to be cuﬆomised as a readyto-fit unit which can be assembled quite easily for both OEMs and as a retrofit for a wide range of makes of two-wheelers already on the road. The syﬆem can be applied to a wide variety of motorcycles, independent of engine size. Kadam added that the syﬆem is a technically advanced and suﬆainable product from SKF for the two-wheeler segment. It is aimed at conservation of fuel and reduct ion of carbon emissions from two-wheelers. The two-wheeler manufact urers, end user and in turn,

AFTERMARKET JAUNUARY 2012

The StopGo Syﬆem

the environment is going to derive huge benefit from this solution. When the vehicle has ﬆopped, i.e at traffic lights, ‘StopGo’ senses this and, after a predetermined, but programmable short time shuts off the engine. It reﬆarts the engine when the throttle is turned. SKF StopGo is a three-in-one integrated sensor-bearing solution that performs a bearing funct ion, speed sensing and ﬆop-ﬆart function. The unit fits into the hub of the front wheel, like a ﬆandard bearing, and is connected by a plug-and-play connector

to a mating connector attached to the engine ﬆop-ﬆart elect ronics. As well as sensing the speed for the ﬆop-ﬆart function, the speed sensing in the SKF StopGo provides normal speed data for digital tachometers, which are becoming more preferred than analogue syﬆems in new two-wheeler models. In addition, this new single-unit solution oﬀers advantages of weight saving of up to 60 percent compared to the many current separate mechanical components needed for the front wheel bearing and speed sensing.

NEWS

TVS & Sons plans announcements at Expo ’12 T Murrali

IT’S going to be a slew of announcements by TV Sundram Iyengar & Sons (TVS & Sons), the holding company of the TVS Group and is also in dealership, parts diﬆ ribution business. With the intent to double its diﬆ ribution business by 2015, the company is currently at its drawing board to formulate plans to achieve this objective. Speaking to Auto Monitor, the Joint Managing Director of TVS & Sons, R Dinesh said to accomplish this target the company will be present all over India, which is now predominantly present in south. “A big portion of the new ventures will come from areas other than south India. We will be showcasing this intent at the Auto Expo. In addition, we will announce joint ventures with three to four companies,” he said. As part of its intent, the company will be expanding this business beyond geographical boundaries of India. Already it has its presence in few countries including Bangladesh and Sri Lanka with about 15 percent of the revenue coming from these two countries. The company will expand the diﬆ ribution business to more markets, he said.

R Dinesh, Jt Managing Director, TVS & Sons

A big portion of the new ventures will come from areas other than south India. We will be showcasing this intent at the Auto Expo. In addition, we will announce joint ventures with three to four companies —R Dinesh, Joint Managing Director, TVS & Sons

Projects In Pipeline Speaking on the aftersales service business that operates under the division—TVS Automobile Solutions, he said the company will have similar approach—expanding its base in places other than south India, where

AFTERMARKET

JANUARY 2012

it has ﬆ rong presence. Since availability of requisite manpower and skill development is challenging, the company hopes to ﬆ rive hard to make the service business as a lucrative one so that it can attract inveﬆ ments from

diﬀerent quarters. The company is planning to eﬆ ablish a couple of partnerships with organisations to impart skills on general as well as speciﬁc to TVS. It will be looking at Madhya Pradesh and weﬆern India for skill development. The exhibits will showcase the company’s plans at the Auto Expo, he said.

Logistics With regard to TVS Logiﬆ ics he said, “In this line of business we will showcase TVS as an ideal partner for any Indian company going global and vice versa.” The company is likely to get another fresh round of funding and an announcement will be made towards at the expo, he said. Utilising this opportunity it will project the need to get induﬆ ry ﬆ atus for logiﬆ ics and service segments, he concluded.

NEWS

Shambhavi Anand

PARTH Motors made a humble beginning in the small city of Dahod approximately 200 km away from Ahmedabad in Gujarat and so did its owner, Rakeshbhai. He did not have a balance sheet to prove his worth neither did he have a degree from a reputed university. All Rakeshbhai had with him was his practical knowledge of the market and the skill to build cuﬆomer relations when he ﬁrﬆ thought of having his own dealership for a three-wheeler. The journey of this dealership for Atul Auto, the three-wheeler manufacturer based in Rajkot (Gujarat), Parth Motors, oﬃcially ﬆarted in 2009 but the foundation was laid as early as 2003. Rakesh-bhai was a driver for three-wheelers and dreamt of ﬆarting a dealership. As a driver he used to drive three-wheelers manufactured by Atul Auto and was impressed by the quality products that hardly required any maintenance. So the obvious choice of company for “his own dealership” was Atul Auto. “That was the year when autorickshaws of Atul were being promoted aggressively. I took up a job as a driver of one of their autos. “It hardly needed any maintenance. The autorickshaws were so ﬆurdy that it went on for miles on badly maintained roads without any visits to the garage,” he told Aftermarket. Equipped with little knowledge of business, Rakesh wanted to hone his skills in the area before taking a plunge into his own venture. He took up a job of a sales executive with an exiﬆing dealership of the same company. And it goes without saying that he excelled at his job. But his dream did not end here. His aspiration was to set-up a dealership of his own. In 2009, it turned into a reality. Today, Parth Motors sells upto 40 vehicles in a month and services upto 15 of them every day. Spread across an area of 2,500 sq ft, it is one of the leading dealer-

Living Aspirations

ships in the region. “Our eﬀorts have been recognised by the company in the form of awards like ‘Beﬆ dealer Performance Award’,” he said. However, his journey towards his dream was not smooth. It was not easy to get a dealership for Rakesh, who is a school drop-out and had no ways to fund his business proposal. “I did not have a balancesheet that could help in getting a loan and no one wanted to risk their money. But at the end honeﬆy and hard work paid well and with God’s grace I could ﬆart my business,” he recalled. While walking an extra mile for the manufacturer the key to succeed is “customer relations”. “It is not juﬆ about buying selling or buying, it is about building relations with each and every cuﬆomer in the market. A simple way to do this is to wish your cuﬆomers on the days that are important to them. When one wishes them on their birthdays or other occasions like weddings, even two years after they have made a purchase, it helps in building a very ﬆrong bond. When they think of buying a second autorickshaw they will always think of the same dealer.

Also, one can beneﬁt from the word-ofmouth marketing, which is the primary source of marketing in case of a product like a three-wheeler,” he reveals.Providing good service is another important factor. Elaborating, he said, “Whether it is a Sunday or feﬆival, our service centre is always open. Whenever a cuﬆomer is free or encounters a problem they can walk in, our mechanics will be there to provide service.” In case, a cuﬆomer is not able to reach the service centre, a mechanic is sent to the spot to help them. A world class service can only be provided if there is a team of motivated employees to back-up an entrepreneur’s vision. Thus it is crucial to build relations with his employees as with his cuﬆomers. “One needs to know about the developments happening on the personal front of their employees. It is important to be a part of their feﬆ ivals, joys and sorrows,” he suggeﬆed. It is the knack of being able to connect with people, be it cuﬆomers or employees, which has made Parth Motors walk an extra mile for Atul Auto. Rakesh-bhai dreams of doing better.

JANUARY 2012 AFTERMARKET

NEWS

Metro Tyres banks on volume for growth

T Murrali

THE pressure is mounting on tyre manufact urers due to factors like the relentless increase in rubber prices and intereﬆ rates, but Metro Tyres is confident and in a ﬆate of ‘business as usual’. The core mantra for the company to overcome ﬆ ress has been increased volumes, high exports, efficient manufact uring and effect ive manpower. The company is planning to inveﬆ around `50 crore at its Manesar plant, to have a monthly additional capac-

AFTERMARKET JANUARY 2012

ity of three lakh tyres. Th is facility is expected to be operational within 18 to 24 months. The tyre maker had earlier inveﬆed around `40 crore in Ludhiana to build an extra capacity of two lakh tyres a month for motorcycles. “If you are not in the volume game, then you are not in the business.” Managing Director, Metro Tyres, Rummy Chhabra announced. “High rubber prices is an area of concern but somehow the induﬆ ry is managing with the high growth and increased product ivity and operational eﬃcien-

NEWS

cies. We are trying to pass on some coﬆ to the market but not to the extent of the rubber price rise,” he added. Chhabra feels that the increase in rubber price is due to the prices at the international level and the way ahead has to be a mix of increasing eﬃciency and passing on some coﬆ to the cuﬆomers. Metro Tyres, mainly catering to two-wheelers and HCVs, has a technical agreement with Continental Tyres, which helps in innovation and maintaining technological demand from the cuﬆomers. The company has recently launched tubeless tyres for motorcycles. The choice of the segment of business has also been lucky for the company as the CV and two-wheelers have been doing fairly well despite the slack. The company has no plans to diversify into passenger vehicle segment. By eﬃciency, it means the plant capacity should be utilised to the maxi-

AFTERMARKET JANUARY 2012

mum while being lean in terms of labour and keeping the quality level high. The volume should be high and price competitiveness will bring the demand. “Automation has been an ongoing process, and our technology partner helps us keep improving. Our technicians keep in the touch with our partner and make improvement on day-to-day basis.” Chhabra said Today quality control is important and the cuﬆomers are very demanding. For OEM business, it needs to act very faﬆ and for this, a ﬆ rong R&D support is required. In the replacement market, products should perform but OEMs seek a lot of innovation. Apart from paying a subﬆantial royalty to Continental, it has its own R&D. Export is a key factor nowdays, as the rupee is weakening and Metro Tyres keeps focus on it. Its contribution from exports in FY11 was `100 crore and this year, it is expected to touch `140 crore. Laﬆ year, it witnessed 22 percent growth at `525 crore and a proﬁt margin of around three percent and this year it is expecting around `600 crore. In the next three to four years it will ﬆrike a top line of `1,000 crore. The company has two types of arrangement for exports—one in countries like US and Europe, where its sells the products in association with its technical collaborator Continental; secondly, it goes independently in some of the countries. The other countries where it sees the potential are Latin America, Middle Eaﬆ and African countries.

Metro Tyres mainly produces for two-wheeler and HCV and has a technical agreement with Continental Tyres, which helps in innovation and maintaining technological demand from the customers. The company has recently launched tubeless tyres for motorcycles The company has few agreements with Continental and it is the largeﬆ outsourcing partner mainly for bicycle tyres. It makes all the high-end tyres for the consumption of European and US market. Th is is not the ﬁ rﬆ time the induﬆ ry is facing a volatile situation, earlier also it faced the similar situation. Hopefully this time also, the induﬆ ry will come back on track, felt Chhabra. The current annually capacity of company from its seven plants is three crore bicycle tyres, four crore bicycle tubes, 24 lakh automobile tyres and 2,400 tonne of automobile tubes—from motorcycles to HCVs. All the seven plants are being utilised up to 90 percent. It has tremendous demand from the OEMs. All the leading OEMs are its cuﬆomers; however, the company is committed to few only because of the capacity conﬆ raints. “The tyre induﬆ ry is a combination of both, aftermarket and OEM. As there is a lot of pressure on the OEM business, it’s important to have the right mix of the aftermarket; only then can you survive. Something like 60 percent in aftermarket and 40 percent in OEMs is a good mix. Our ratio is 80 percent aftermarket and 20 percent OEMs.” Chhabra opined.

NEWS

Endurance plans aggressive growth for its aftermarket sales

Endurance Products: (L) Wheel Clutch (R) Fork Oil

T Murrali

THE aftermarket division of the Aurangabad headquartered auto component major, Endurance Technologies has evolved a ﬆ rategy that will help it grow signiﬁcantly in the next ﬁve years. Since its inception about ten years ago, the division has been continuously increasing the part numbers in its portfolio and expanding its spread. In addition to selling products manufact ured by Endurance, the aftermarket division of the company also outsources a few synergiﬆ ic products. The Vice President, Aftermarket

& Exports of the company, Biswajit Choudhury said, “We plan to outsource certain speciﬁc synergiﬆ ic products within our chosen product portfolio of suspension, braking, transmission and aluminium caﬆ ings that are meant for Hero Honda, TVS and Suzuki, Yamaha Motorcycles and Scooters. ” The company was eﬆablished in 2001, with handling juﬆ 10 part numbers including shock absorbers and front fork assemblies, the division gradually enlarged its product base to reach more than 450 now. It has also increased the manpower from two to 36 now. It plans to add about 100 new part num-

JANUARY 2012 AFTERMARKET

NEWS

Endurance Products: (L) Hub Clutch (R) Housing Clutch

bers in a span of about three to four years. Exports, which began in 200203 with consignments to Sri Lanka is now exporting to about ten countries including ASEAN, African and Latin American countries. The current share of exports from the revenue is 15 percent and it hopes to increase it to 20 percent in the next ﬁve years. It currently has about 270 dealers across the country. Elaborating on the roadmap for the division, Choudhury said, “We plan to enter in parts where we are not present as of now. In the organisation part we plan to divide operations in to manageable areas for better focus.” As part of this plan, the company will segregate the business based on two-wheelers and four-wheelers products. Initiated in metros in a small way, this concept will be extended to all other centers soon. This initiative will help enhance focus besides, building up on its ﬆ rengths in individual segments. In addition, it will also enhance its focus on four wheelers. “Entry in to four-wheeler segment will help it enhance top line growth due to shear value of components,” he said.

AFTERMARKET JANUARY 2012

The company is also working on tweaking secondary sales as it would help propel the demand. “We will work with mechanics in order to create demand at the grassroots level,” he said. As part of the ﬆ rategy the company has been conduct ing workshops for mechanics on several on several issues including product cleaning and others. It has also been organising van campaigns and door-todoor campaign to educate mechanics on new products and handling exiﬆing products. Recently it adopted two workshops in Aurangabad and refurbished it besides, providing uniforms to the people. While it helped the company in enhancing its branding exercise, it also gave the workshop a new look and the conﬁdence further. According to Choudhury, the company is keen to extend this concept to other cities perhaps Tier II and Tier III cities since the dependence of vehicle end users on third-party service ﬆations in these places are comparatively higher than larger cities. The company will further ﬆrengthen its ‘Endurance Crore Club’, which is not only a loyalty programme but also helps motivate the dealers to enhance

their business. All the dealers who cross òne crore sales are enrolled in the club and they are also assessed for adopting and following key responsible areas ﬆipulated by Endurance, to get felicitated. Nine dealers became the members of the club in 2009-10 and in the following year it increased to 21, he said. Talking about exports, Choudhury said the focus for the company will be Africa, Latin America and South American countries. To ﬆart with the export consignments have already shipped to countries Mexico and El Salvador. In few years the company plans to have its representative in each country it exports. Currently, it exports around 120 part numbers and plans to increase to over 300 in two to three years, primarily focusing on spare parts for two and three wheelers, he added. The division which ﬆarted off in 2001 has reached a landmark figures of `100 crore sales in 2010-11—within 10 years. Endurance Technologies is a `3,200 crore group involved in the business of aluminium die caﬆing, braking, suspension and transmission. It has 16 plants in India and three in Europe.

EXTRA MILE

Inheritance of a trade to a successful venture

Praveen Agarwal, Chairman, Vikas Group

AFTERMARKET JANUARY 2012

EXTRA MILE

Nabeel A Khan

HAVING entered auto retailing business as a GM dealer (Opel-GM’s European car brand) in New Delhi in 2003, Autovikas has evolved into a key dealer for the US car maker. Learning from GM and growing with them has given them a lot of insight into the business. Autovikas is a part of Vikas Group, which is one of the leading automotive component manufact uring companies in the country. Chairman, Vikas Group, Praveen Agarwal said that the US car maker has helped him deﬁ ne and nurture a successful automotive dealership business. Currently, it has four outlets and ﬁve workshops in Delhi covering south, eaﬆ , weﬆ and north and has grown from selling an average of 35 cars per month in the early 2000s to

more than 450 cars a month currently. As an automobile dealer, the ﬆory of Autovikas goes back to when the car manufact uring had juﬆ ﬆarted in India with Hinduﬆan Motors. Parveen Agarwal’s father—AK Agarwal setup one of the ﬁ rﬆ dealerships of HM ‘Vikas Motors’ and continued in the business until 1984 operating from Bareilly, Uttar Pradesh and New Delhi. In those days, the investment required was relatively large though it may appear to be modest by today’s standards. With the advent of Maruti Suzuki, the Agarwals saw change coming and realised that this manufacturer is going to provide better business opportunities for the future. Despite of the long association with the Birla Group, they considered it apt to change from being the oldest HM dealer to

becoming a Maruti Suzuki dealer in Delhi in 1984.

Sales Is The Beginning According to P Agarwal, the core reason to hold top position in dealership was due to the underﬆanding of the customers. Their business philosophy has been to try and underﬆand the cuﬆomers better than the others in the business and fulﬁlling the need of the cuﬆomers to the beﬆ of their capability. “Every business that you eﬆ ablish, you should know that only ﬆ arting it is not the end. Selling a car is a beginning of a relationship. We always thought if we have sold someone a product today we have added him to our cuﬆomer liﬆ forever. Word of mouth has been the biggeﬆ selling point that we had,” Agarwal added. He made his independent entry into this business after a change over in the

JANUARY 2012 AFTERMARKET

EXTRA MILE

The Autovikas Showroom

family in 2002 with his father having passed away. Agarwal’s father was also a FADA president in 1970s and a well known personality in the induﬆ ry. Eventually, Maruti dealerships passed over to his uncle. Though Agarwal had entrenched himself well in the automotive induﬆ rial act ivity, he was not direct ly involved in the dealership business. He had inherited the old dealership premises, thus he thought it would be apt to carry forward the dealership business more as a tribute to him due to his deep passion for dealership induﬆ ry. Although Agarwal had ﬆarted his career in automobile induﬆ ry as a trainee in his father’s dealership, he had very limited knowledge about the trade as he did not spend much time there. In 2003, the opportunity of being the 4th GM dealer in Delhi came along and he took it up. Though GM was not a very popular car maker in those days, it had aggressive plans. Agarwal thought, being a global company it would give him a great opportunity to learn good pract ices following which, Autovikas Sales and Services was formed with its ﬁrﬆ outlet at Shivaji Marg, New Delhi, which is a 3S service facility. “Learning from GM and growing with them gave me great insight into the business and I could teach myself what it meant to be a successful automobile dealer,”

AFTERMARKET JANUARY 2012

Agarwal conﬁded. Th is year the company expects a turnover of `250 crore in FY12, while laﬆ year it ﬆood at `180 crore. As competition has increased so has the knowledge and demand of the cuﬆomers, and in this situation, the company wants to rely on two aspects: ﬁ rﬆ educate your cuﬆomer about your product so that he takes care of it and demands the service that is required while the second one is to be prepared to provide that to them.

The Pillars Autovikas asserts that it takes human resources seriously and has a separate training centre for sales people. The dealer considers that even though factories, showrooms may be good but at the end, the person who communicates to the cuﬆomers at each dealership is the moﬆ important person between making and breaking a sale. Thus the choice of personnel is very important. It screens employees very carefully and has ongoing training programmes. “Primarily as far as the cuﬆomer attract ion is concerned, I feel that this responsibility is 60:40 ratio aﬀair, 60 percent is by the brand and the product and 40 percent is the dealerships. In our 40 percent, we segmentise the society into diﬀerent cuﬆomer ranges. We have

a feel of which product in which kind of segment would be more wanted. Both by direct and indirect ways of marketing and reaching to these cuﬆomers, we try to see how beﬆ we can have our cuﬆomer base.” Agarwal explained. If the aim is to sell 100 cars, Agarwal and his team thinks about how many good cuﬆomers are needed to build and nurtured. Then it executes the plan keeping in mind various conﬆ raints. He also felt that a teﬆ drive plays a good role in convincing the cuﬆomer. So far the experience has been that the more teﬆ drives it provides to the cuﬆomers, the better is the conversion towards the car.

Inside The Showroom

COVER STORY

The

Pursuit of

Nabeel A Khan

ONE of the leading component makers in India, Anand Group is at the ﬁnal ﬆage of signing a joint venture with a foreign partner to form a diﬆ ribution company for marketing of all automobile spare parts produced across its subsidiaries as well as outside the group. The eﬀort of ﬆ rengthening this segment of business comes after the group had partially loﬆ focus in the aftermarket because of the huge demand from the car manufact urers at the beginning of the decade. Recently, the company has re-aligned focus on the opportunity in this segment. In the laﬆ two to three years, it had notched subﬆantial revenue from the aftermarket and hopes to double its earnings in the coming three years. The

AFTERMARKET JANUARY 2012

component maker took the decision after experiencing inconsiﬆencies in the OEM business in terms of proﬁt margins since the 2008-09 meltdown, even as the aftermarket has remained a ﬆable option during the mentioned period.

Realigning Focus “The aftermarket is going to be a very important segment, which we muﬆ address even better than what we are doing right now because this is one of the options which helps the group in the times of gloom,” CEO, Anand Group, Deepak Chopra told Aftermarket. Presently all the companies of the group are selling their products through individual marketing and a network of diﬆ ributors. “We do plan to have a central Anand company for which we are going to have a

Anand

joint venture with one of our foreign partners; we can sell multiple products under one central company which will include Anand products and also our JV partners’ products in the aftermarket,” Chopra said. The proposed company, dedicated to aftersales will also buy products from other manufact urers and sell them under its own brand so that the total market share in the replacement market increases. “In the laﬆ two to three years, the aftermarket has grown by over 20 percent and during the recession, this segment of business has helped the group,” Vice President, Corporate Aftermarket, Anand Group, Sachin Puri said. At a time, when the manufact urers are wreﬆ ling at every point to maximise savings, aftermarket oﬀers Anand a

COVER STORY

higher proﬁtability due to freedom to decide the price of any product, unlike in case of supplying to the OEMs. In the replacement markets, if there is a demand for a product, the increasing coﬆ of manufact uring can be passed on to the cuﬆomers. Presently, the aftermarket is contributing around 10 percent of the total revenue of the group but the margins in this sector are attractive. Currently, the segment fetches revenue of `400 crore at the group level. The component maker has already eﬆablished itself in the country in the aftermarket for a number of products. One of the company’s subsidiaries— Gabriel, which manufact urers shock absorbers, has captured around 40 percent of the total organised aftermarket in the country. However, as the product is relatively expensive, there are a number of players selling re-conditioned shock absorbers. Similarly, in the ﬁ lter segment, Mahle Filter Syﬆems commands 25 percent of the overall organised aftermarket share. It sees enough potential to increase its market share further.

New Products In Pipeline Apart from the exiﬆing products (shock absorbers, piﬆon rings, gaskets, ﬁ lters and axle components) of the group in the replacement market,

Gabriel Shock Absorbers

AFTERMARKET JANUARY 2012

Anand will include a new range of products. The emerging components that will be added from its own ﬆable are brake parts— growing at a very high pace—and air-conditioning components. With all this, the group anticipates that the aftermarket would be worth around $six billion in the next five years. And the Anand Group has been relentlessly pursuing its goal to achieve this. It was amongﬆ firﬆ organisations to have introduced a multi-product marketing company in the 1970s, called Asia Automotives. The component manufact urer is once again gearing up to pursue the target in the aftermarket. It will be inveﬆ ing heavily in developing infraﬆ ruct ure, IT and supply chain to make the organisation much more modernised and exert a benchmarking for the beﬆ pract ices in the world. It will be putting emphasis on twowheelers and passenger vehicles and small commercial vehicles. And as far as the specific products are concerned, cooling products like radiators, condensers and some other products for CVs like intake manifold will be among the priority products. For the two-wheeler segment, the aftermarket is expected to grow between 12 to 14 percent. While CVs could be around eight percent, tractors will be around six percent and the faﬆeﬆ growing will be the small commercial vehicles (three-wheelers and other laﬆ mile connect ing vehicles), which are likely to grow at around 20 percent. The usage of such vehicles for the laﬆ mile connect ivity is increasing and always overloaded so from the aftermarket prospect ive its an attractive segment.

Spicer India Axles

The group has around 800 ﬆockiﬆs and diﬆ ributors across the country, which is common for selling products manufact ured at various companies of the group. While there are some separate diﬆ ributors of individual companies of the group. The group currently forms the ﬆ rategy for marketing at its corporate oﬃce, which is executed by the individual company independently. Each company of Anand has separate marketing and sales team for the aftermarket.

The Game Plan Anand, on the verge of making a big leap in the aftermarket, thinks that the GST (Goods & Service Tax) is going to be a game changer, if it is able to align things well. Earlier, the market was concentrated in a few cities, but now the business has spread across to the smaller towns. The major challenges which it sees are—firﬆ ly—to reach the markets which are spread out to even smaller locations, secondly, the supply chain management. Looking at the increasing capital coﬆs in India due to the rising intereﬆ rates, the profit margins are not going to be as good as they used to be. Also, an inefficient supply chain can lead to over-ﬆocking, which will fur-

COVER STORY

ther impact the proﬁt margins, thus the importance of a secure supply chain becomes high. If the network is ﬆ rong and the delivery time is less then the company can certainly take a lead position. The entire supply chain, which used to be an area of concern, will go through a sea change.

Strengthening Weaker Links “We have been inveﬆ ing in the warehouses in the paﬆ couple of years and now in 2012, we will inveﬆ in the upgradation of these warehouses. We will introduce the modern warehouse techniques. Earlier, these warehouses had come up to legally avoid the higher taxes. The group never thought of these as supply-chain management tools to get an edge over our competition,” Puri conﬁded. Now these warehouses are going to be powering the supply chain of the manufact urer. The target for the group is to deliver the supply within 24 hours anywhere in the country. According to an AMCA ﬆ udy, a truck would move around 300 km a day, so in the ﬁ rﬆ phase, it will achieve around 48 hours target to make the delivery as it will have a warehouse at a diﬆance of 600 km. Once the infraﬆ ruct ure is set up and GST is implemented, there is going to be more concentration of these hubs, which in turn will create specialised transports moving faﬆer and it will be possible to make the delivery within 24 hours. While for a shorter diﬆance, the object ive would be to make multiple deliveries in a day. With modernisation, the ﬆorage capacity of the warehouses will be doubled as they will have multi-level racking. Th is way, even if it runs a warehouse in 10,000 sq ft and once the multi-racking is complete, the capacity could be doubled. After the expansion in terms of space, it will ﬆart increasing the volume through horizontal

expansion. It will have also software to support the warehouse management. A wi-ﬁ scanner will be used so that from wherever someone picks a product, the data will direct ly be reﬂected in the database.

faﬆer delivery,” he explained. While for the marketing it will go direct ly to the garage people, because they are the people who recommend products to the vehicle owner.

Customer Is King

The component manufact urer has identified a number of drivers for aftermarket ﬆ rategy, which will help double the sales in three years. In Gabriel, the flagship company of Anand Group, a CAGR of over 20 percent is being achieved in replacement segment. A couple of years ago, the segment was written off as ﬆagnant. The two segments: scooters and cars where the company had a ﬆ rong aftermarket presence was not growing due to general migration from scooters to motorcycles and sale reﬆ rict ion by OEMs for the car segment in particular. However, Anand Group’s aftermarket division has sought to execute its ﬆ rategy and put in place faﬆ development of more than 150 SKUs, which covered over 90 percent of the entire aftermarket range in less than two years. The non-OE range design and offering of the wideﬆ range in this segment gave Gabriel a leading position in shock absorbers segment. Coming to the heavy commercial vehicle filter market, which has been traditionally dominated by duplicates, the unorganised sector has ﬆarted becoming organised, especially after introduction of Cummins Engines by Tata Motors. Hiﬆorically, a neglected area by Mahle,

The company swears by the mantra ‘The cuﬆomer is king’, as an overall effort at the consolidated group level—a seamless automated supply chain is on the offering, wherein the entire aftermarket supply chain including the plant, mother warehouse, CFA (warehouse) and the end cuﬆomer are all seamlessly linked without any human intervention. The project code named “WWW-(What the cuﬆomer Wants, When the cuﬆomer Wants) will ensure availability of product to the cuﬆomer during uncertain market conditions and with fluct uating demand without shortages. “We believe that competitive advantage is not about beating rivals; it’s about creating unique value for cuﬆomers. We will further inveﬆ more than 50 million in upgrading the logiﬆics in 2012. Seamless automated supply chain and world class logiﬆ ics infraﬆ ructure will bring our aftermarket supply chain pract ices on par with world class ﬆandards offering unique value for our cuﬆomers,” Puri asserted. Utilising the manpower is going to be very crucial factor for the group and it will put emphasis on trimming off unproduct ive areas with the help of information technology. “Like our executives go to a ﬆockiﬆ, who has many queries and wants the ﬆatus of his ﬆocks, pending orders, credit limits among other information. This way, if we can map those things and can provide that information on email, through web-portal or by SMS alerts, it would save lots of time. So they will have more time to fight competition and manage

The ‘Anand’ Metre

JANUARY 2012 AFTERMARKET

COVER STORY

in this segment is being rewritten,” said Puri. Since it is a ﬆrategy in execution at this moment, Puri could not divulge more information, but the results have been tremendous. According to him, the ﬆrategy execution is showing 50 percent growth in this area in laﬆ two months and the team is excited about the future.

New Launches Planned Across Group

Victor Gaskets

another Anand Group company, this area of the aftermarket saw big gains from competitors like Fleetguard after introduction of Cummins engines. Undeterred by the late entry, Anand Aftermarket decided to take competition head-on and is currently executing a ﬆrategy, wherein “the role of competition

AFTERMARKET JANUARY 2012

Victor Gaskets (VGIL), an Anand Group company introduced gaskets that are suitable for technical capabilities of the Indian garage and deliver better performance for reconditioned engines. A patent for this technology code named ‘RCS’ has been applied. The ﬆrategy is indeed helping the VGIL Aftermarket team delivering “Better than the Beﬆ”. In the paﬆ too, VGIL has successfully introduced products like MLG—graphite gaskets, which was probably for the ﬁrﬆ time in India. While niche product range is on the

pipeline, by upgrading the OEM design. Another subsidiary of the group Perfect Circle (PCIL) is successfully offering niche products. In the paﬆ, chrome scraper rings were introduced as a niche product, which became one of the beﬆ sellers. According to the company, in 2010, PCIL was the firﬆ to introduce PVD (Physical Vapour Deposition) rings. And along the same lines and over time, a number of application designs have been upgraded with the lateﬆ technology. Perfect Circle PVD rings are the largeﬆ selling lateﬆ technology product with more than 90 percent share of this high technology segment. While Spicer India is planning to introduce a new brand not only to fight unorganised/lower end of the aftermarket sector but also to expand portfolio to heavy duty axles in 2012. And it has aggressive plans to capture market share with this new brand.

CUTTING EDGE

Hybrid solution awaits position in

Aftermarket ecosystem

Ravi Pandit, MD, KPIT Syﬆems receiving the Technology Innovations Award 2011

Abhishek Parekh

WOULD a vehicle owner be receptive to the idea of converting his/her car into a hybrid drive? Even as many professionals in the automotive sector ponder over this queﬆion, KPIT Cummins is reasonably certain that a sizeable demand could exiﬆ for retroﬁtting a hybrid convertor into vehicles. Such a solution could be combination of solution or a 'plug-and-play' model depending on various factors. “We are working on a hybrid con-

AFTERMARKET JANUARY 2012

version option 'Revolo' that we feel can be suitable for in the Indian condition. Moreover, Indian market requires an inexpensive and easy to use solution rather than exiﬆing ones oﬀered by OEMs, which are beyond the reach of a large segment of cuﬆomers and not suitable in the Indian conditions. We are targeting around 35 percent reduct ion in fuel consumption,” said Manager-Strategic Relations, Hybrid Solutions, KPIT Cummins, Chinmay

CUTTING EDGE

The Revolo Architect ure

Pandit. He added that hybrid cars or potential hybrid solutions currently offered do not adequately take into account the realities in India including unreliable power supply and bad roads. Moreover the acceptability of a hybrid solution could greatly increase if such a syﬆem is designed for an exiﬆ ing vehicle and not the other way—vehicle designed around the hybrid solutions— as moﬆ OEM hybrid programmes are developed and executed. KPIT Cummins has formed an equal joint venture with Bharat Forge for manufact uring and marketing the technology to OEMs and in the aftermarket. It is also working with an OEM in China for hybrid solution but commercial launch of the solution in any market is ﬆ ill some time away. It has conducted trials or teﬆ runs on four different passenger car models adding up to more than 40,000 km till date. The price could range from `65,000 to `1.5 lakh. One major area where additional work is required to be done is choosing a battery. The JV could offer kits with different battery combination (including lithium ion or lead acid) or have an exclusive tie-up with one supplier. Moreover the teﬆ run on the solution shows adequate harness-

AFTERMARKET JANUARY 2012

ing of waﬆe energy during braking and downhill descent or other scenarios, according to company oﬃcials. “We are aiming to have better performance from the exiﬆ ing petrol or diesel engines in a vehicle. We are not looking at a scenario where the hybrid syﬆem should take over the drive train at any point during the driving cycle,” said Managing Director, KPIT Syﬆems, Ravi Pandit.

The Indian market requires an inexpensive & easy-touse solution rather than existing ones offered by OEMs, which are beyond the reach of a large segment of customers and not suitable in the Indian conditions Fellow hybrid solution providers to the automotive sector like Eaton greatly diﬀer on their approach to the market. Moﬆ are of the opinion that a hybrid solution cannot be commercially feasible for supplier or end cuﬆomers without adequate user subsidy. Moreover, it has not proven to be a competitive personal transportation

Ravi Pandit, MD, KPIT Syﬆems

solution anywhere in the world. “Globally, hybrid programmes are being undertaken by OEMs with major incentives and/or subsidies available from government. It is difficult for an OEM to offer a good commercial offering to cuﬆomers without the government support,” said Executive Director, Eaton India, Ramchandra Rao. Additionally, the price range considered for the hybrid solution is much higher compared to Compressed Natural Gas (CNG) kits currently available in the aftermarket. “Conversion to CNG or even factory fitted kit may be suitable solution in some parts of the country for some segment of the market. Hybrid solution could be preferred in certain scenario. Both could coexiﬆ and not necessarily at the coﬆ of each other,” said Pandit. He added that the JV (KPIT Bharat Forge) is looking to offer a coﬆ effective solution with architect ural differences compared to exiﬆing OEM or retrofitment solutions for hybridisation available globally. However, any concession available from national hybrid/electric mission or any other specific programmes from central or ﬆate governments would be a positive ﬆep and could lead to lower the coﬆ of the product itself.

IN CONVERSATION

“Worst feared for automobile retail” The relentless rise of inflation, fuel prices and interest rates are the major reasons that would make the next two years difficult for automobile retail. Fearing the worst, President, FADA, Nikunj Sanghi told Nabeel A Khan that the OEMs should either hold on to current prices or roll back price hikes. He insisted that the government should offer incentives to those scraping their old cars and introduce infrastructural projects to increase vehicle demand. Could you provide an update on the act ivities of FADA? Currently, around 65 percent of the total dealers are members of the association. Being the only apex body of the automobile dealers in the country, we aim to attain 100 percent membership in the near future. There are a number of dealerships in the hinterland and Tier II and III cities where the awareness level of what FADA can do is limited. FADA is about sharing knowledge and beﬆ pract ices and it is also about what ﬆ rategies are to be implemented to suﬆain the growth and success.

36 36

AFTERMARKET JANUARY 2012

IN CONVERSATION

Do you think that the services are matching the expectations of the cuﬆomers? The dealers are not failing to deliver on the quality of service. The biggeﬆ bottleneck that dealers are facing is availability of skilled manpower. With the kind of technology coming in the industry, unless you don’t have the skilled manpower it is diﬃcult not only for dealers but also for manufactures to deliver the services required. Realising the gap in the demand and supply of the skilled manpower, the government conﬆituted the skill development council and one of the ﬁrﬆ trades taken up there was autotechnician training. And going by that, SIAM, ACMA and FADA have joined hands and formed a skill development council and we are in the process of rolling out auto technician courses across the county soon and that is being supported by the central government. What is FADA doing to bring common transport law in country? FADA did take a very important ﬆep in this direction by conducting a transport commissioners’ workshop in Delhi a couple of years back. We plan to continue that practice of getting all the transport commissioners of all ﬆates on a single common platform. What we do is take the beﬆ practice of one ﬆate and share it with the transport commissioners of other ﬆates. Moreover, the government has also created inter-ﬆate transport council where it is trying to make all the transport laws common including the road tax ﬆruct ure. What is the roadmap for automobile retailing? The feﬆival period has not lived upto expectations. Usually, a feﬆival period sees a 20-30 percent increase in sales as againﬆ the reﬆ of the months, but this cycle has not happened this time. Poﬆfeﬆival, moﬆ dealers are experiencing

lower footfalls and enquiries. As a result, this is a challenging period and it could get worse. There are a number of reasons for this: Inflation has impacted the commodity prices, that has resulted in increased prices of vehicles in the laﬆ six months. The second blow is that the increased intereﬆ rates imposed to control the inflation have led to higher EMIs. Finally, the relentless hike of fuel prices. These three factors have severely impacted the demand of automobiles. Now with inflation not being under control and the government tightening the noose further, the automobile demand is going to be affected. Do you foresee a threat for dealership business? Immediately, I don’t see dealerships shutting down, but it is going to be difficult for them to be profitable. What happens when demand goes down, is that there is an increased pressure on sales due to which, the coﬆ of sales also goes up as you need to hire more people and offer bigger discounts. Thus profitability is going to dip. Where are the automotive sector and dealership business heading? If you look at the SIAM’s projection for vehicle demand, there is a downward revision of the growth projection from 12 to 16 percent to two to three percent. And they are saying that they could revise it further; obviously the manufacturers are also in the same mode as the demand recession is going to continue. It is too early to foresee anythings as the coﬆ of the exiﬆing dealership business is very high. Thus the decision to close is not easy for any dealer to make. Hence there is a tendency to try and prolong any closure in the hope of revival. So I don’t see an immediate reason for shutting down of the dealerships. What kind of indicators would

you like to see for revival? A majority of the vehicles are financed. Thus intereﬆ rates have a major impact on the purchase decision of the vehicles. Hence the immediate thing required is roll back of intereﬆ rates so that the EMI becomes easier to be paid. The manufact urers will have to look at the prices; probably they should hold on to the current prices or roll back the prices. There has been a price increase by the OEMs in the laﬆ two years and I am not saying that it was not juﬆ ified because there was an increase in the commodity prices too. We don’t see any revival in the near future; the next 18 to 24 months are going to be difficult. What should be done to booﬆ sentiments at all levels? The government needs to take similar ﬆeps that they took when the recession hit the induﬆry back in 2008-09. They should take measures like giving incentives to scrap old or inefficient cars and buy new vehicles, giving impetus to government undertakings like ﬆate road transport corporations to introduce new fleets and booﬆ new infraﬆructure that can actually put money into the market and increase the demand for vehicles. Do you think the performance of the CV and two-wheeler segments will continue in the same fashion? I think that even these two segments, which have to date suﬆained recessionary pressures, are being hit. And I underﬆand that there is a demand recession coming from CV segment. From the point of being a sellers’ market, the CV segment has become a buyers’ market. Discounting has ﬆarted in CV segment also and you will see the inventory levels have ﬆarted to rise in these dealerships. I don’t think any segment of the automobile induﬆry has been left untouched by the slowdown.

JANUARY 2012 AFTERMARKET

FOCUS

Skoda inaugurated advanced service training centre in Czech Republic SKODA recently kicked off its new service training centre in the Czech town of Kosmonosy. The building, located near Skoda’s headquarters, is one of the moﬆ advanced training centres for the Czech Republic based car maker. It now combines the technical and business training for the brand's importers and dealers from all over the world. The new centre was built in fourteen months. The company has inveﬆed some Euro six million in the facility. The EU Struct ural Fund subsidised the project with an additional Euro 2.5 million. During the commissioning ceremony, Skoda’s Chairman of the Board, Prof Dr Winfried Vahland, emphasised the great significance of a qualified dealership network for the Growth Strategy 2018. The fi ve floors accommodate various learning facilities, all equipped with the lateﬆ training and presentation technology. In addition to the numerous training rooms, there is also a video conference room, an archive, and a library. A body shop is available for training bodywork conﬆ ructors. A presentation hall, seating 100 people, provides a great environment to comprehensively explain vehicles. The top floor is essentially one large conference hall. The partially open basement serves as a parking area for training vehicles, as a ﬆorage area, and the technical back-office of the building. “Following our sales record in 2011, we would like to continue to

AFTERMARKET JANUARY 2012

Skoda’s Service Training Centre

accelerate our expansion in the coming years. Competent and qualiﬁed partners are a key factor in suﬆ ained growth. Therefore, a growth campaign also requires a service campaign. Our new service training centre marks an important turning point for a permanently ﬆ rong and competent dealership network and another clear sign of the Skoda’s emergence,” said Dr Vahland. Dealerships and workshops with the Skoda logo currently employ around 15 thousand employees worldwide.

In juﬆ over a year of conﬆ ruct ion, a modern, a multi-purpose, ﬁve-ﬆory building had been completed in Kosmonosy. “This centre is the central base for the service campaign for the coming years,” emphasises Jurgen Stackmann, the board member for Sales and Marketing. The training program is focused in the areas of technology and processes, management and organization, as well as IT and car body conﬆ ruct ion. Up to 200 people per day can be trained in theoretical knowledge and pract ical skills.

STUDY

Auto Components Sector: Mixed performance; uncertain future

MACRO-ECONOMIC concerns in the domeﬆic market and base eﬀect impede revenue growth in Q2 FY12. The Indian auto components induﬆ ry witnessed a moderation in revenue growth in Q2, FY12 (based on our sample of 36 select liﬆed entities), with growth being ﬂat on QoQ basis; although revenue growth continued to be in double digits on YoY basis. Within our sample universe, however, there was a wide variance in the performance of individual companies with revenue growth being relatively higher for companies dependent on the domeﬆic two-wheeler (2W) and Light Commercial Vehicle (LCV) segments; and growth being lower/ negative for companies dependent on the Medium & Heavy Commercial Vehicle (M&HCV) and Passenger

vehicle (PV) segments. Th is broadly mirrors the trend in sales volumes seen in the respect ive automobile segments in Q2, FY12 . Further, despite macro-economic challenges currently being faced by the automotive induﬆ ry— PV and M&HCV segments in particular—due to inﬂation, hardening intereﬆ rates and rising fuel prices, many of the auto component manufact urers continued to reported ﬆ rong double digit revenue growth in Q2 FY12 supported by (i) component exports to Europe for CV applications and (ii) rising share of revenues from the non-automotive segment. Also, several entities in our sample have been displaying signiﬁcantly higher revenue growth than average over the laﬆ several quarters by

JANUARY 2012 AFTERMARKET

STUDY

virtue of their success in improving market share, expanding product portfolio and changing product mix in favour of higher realisation components. The above initiatives sailed such companies through in Q2 FY12, like they did in earlier quarters, allowing them to report healthy topline growth, overall demand side pressures notwithﬆanding. In the paﬆ , component suppliers whose business has been concentrated on a few cuﬆomers, geographies or automotive segments have been able to maintain a rather healthy fi nancial profi le, while the performance of their more diversified peers has experienced ﬆ ress. This peculiarity is not unusual in the Indian context as a relatively small set of OEMs enjoy a significantly high market share in each of the automotive segments; plus, moﬆ Indian ancillaries lack adequate scale to enjoy the full benefits of geographical or product diversity as compared to their global counterparts. Thus, while the revenue growth of auto component manufact urers dependent entirely on the 2W segment remained healthy in H1 FY12 due to continued resilience shown by this segment, the performance of companies dependent on the PV segment was in ﬆark contraﬆ as volumes suffered due to both demand side as well as supply side concerns. Notwithﬆanding the above, adequacy of diversification—in terms of cuﬆomer base, segment mix, product portfolio and geographical footprint—remains a desirable metric as it enhances a company’s ability to overcome cash flow variability across business cycles and makes it better equipped to endure cyclical shocks. In our sample too, entities which score high on the diversification parameter, have been able to demonﬆrate ﬆeady revenue growth in H1 FY12 and in prior periods. While our short term outlook on the auto component induﬆ ry’s revenue growth as a whole is sombre, the performance of individual companies may continue to vary depending on their revenue mix (OEMs/ Replacement Market), segment leaning (PV/CV/2W) and geographical diversification (domeﬆ ic/ exports). Overall, auto component manufact urers who have (a) ﬆ ronger presence in the replacement market, (b) lower dependence on intereﬆ rate sensitive automobile segments, and (c) geographically dispersed customer base, are likely to be better equipped to offset the expected moderation in business with domeﬆ ic OEMs in FY12. However, as these short term pressures recede, the auto and auto components induﬆry is expected to revert to a healthy growth trajectory supported by the several ﬆ ruct ural positives associated with the Indian economy including low automobile penetration, growing replacement demand, rising disposable incomes and demographic advantage. Although commodity price cycle turned favourable, mar-

JANUARY 2012 AFTERMARKET

STUDY

gin erosion continued in Q2 FY12 due to lower product ion and forex losses. The prices of key raw materials including ﬆeel, aluminium, copper, plaﬆ ic and rubber used in automobiles had risen sharply in the beginning of CY2009. However, considering that average raw material prices in 200910 were lower than those prevailing in 2008-09, the profit margins of the auto and auto components induﬆry had witnessed a healthy expansion in 2009-10, supported also by ﬆ rong surge in sales volumes resulting in operating leverage benefits. Although the buoyancy in automotive demand persiﬆed in 2010-11, the profit margins of the induﬆ ry could not hold up to the 2009-10 levels in the wake of continued firming up of raw material prices. Consequently, profit margins of both auto OEMs as well as auto component manufact urers had generally declined during each quarter of 2010-11 on both YoY as well as QoQ basis. Since the beginning of this fiscal, however, the prices of key commodi-

AFTERMARKET JANUARY 2012

ties have softened to a certain extent, providing partial relief to the induﬆry participants. Yet, profitability pressures from other sources surfaced in Q2 FY12: (i) higher overheads on lower than budgeted sales (ii) forex losses (on both imports as well as reﬆatement of foreign currency loans) due to sharp appreciation of USD againﬆ INR and (iii) rising competition in select product categories impairing pricing power. While companies whose profit margins contracted in Q2 FY12 due to the firﬆ two reasons could ﬆill expect their P&L to return to its usual colour as the business cycle and currency cycle correct; companies whose margins declined due to the third reason, may experience greater difficulty in maintaining their hiﬆorical margins. Also, several auto component manufacturers had incurred sizeable inveﬆments over the laﬆ several quarters to meet the rising production schedules of OEMs and towards eﬆablishing production infraﬆruct ure to supply parts for new models launched by OEMs. With slowdown in sales, particularly in the PV segment, and relatively

lower volume growth of new models (Honda’s Brio and Toyota’s Liva and Etios are currently facing production issues due to the recent floods in Thailand; product ion ramp-up of Maruti Suzuki’s new Swift had got caught-up in labour issues till October 2011), the utilisation of vendors’ capacities has been sub-optimal. Further, since a part of the above capex was debt-funded, the rising intereﬆ rates and declining profits have created pressure on the intereﬆ coverage ratio of several companies. In the likely scenario of further moderation in revenue growth in 201112, companies having the following characteriﬆ ics may feel greater ﬆ ress on their financials: • Companies engaged in capital intensive business and having an asset-heavy business model with limited proportion of outsourced manufact uring • Companies having high financial leverage and large debt repayment obligations which may face refinancing difficulties in the current environment. The higher intereﬆ burden on such companies may also pull down net profits • Companies holding large short term unhedged foreign currency loans; or FCCBs due for redemption soon • Companies having high import dependence, with payables not covered through forward contracts The rising scepticism amongﬆ auto ancillaries about the ongoing down cycle, is also forcing them to reconsider their capex plans over the near term. In any case, in the current scenario, companies that have cash balances and do eventually decide to inveﬆ for organic or inorganic growth, may find the same more valuable, not because of liquidity concerns in the banking syﬆem, but due to their effectively lower coﬆ of funds. (Courtesy: ICRA)

ANALYSIS

Evolution in preferences of Indian car owners Trends in Domestic Demand for Fuel Variants in Passenger Vehicles

Source: Froﬆ & Sullivan

INNOVATION has become a necessity and is one of the moﬆ important success factors to maintain an edge in a ﬆrong competitive environment, especially in the automotive induﬆry. The changing preferences of cuﬆomers for advanced technology and features in cars drive vehicle manufact urers to innovate. With increasing awareness, cuﬆomers are now looking for more fuel-eﬃcient cars that encompass a series of features including safety, security, comfort, and infotainment, with enhanced value for money. However, the coﬆ of ownership of the car remains the moﬆ important purchase factor for an Indian cuﬆomer, which in turn becomes a limiting factor for the vehicle manufact urers’ innovations.

Changing Preferences Towards Alternate Fuels Recently, there has been a paradigm shift in cuﬆomer preferences towards

AFTERMARKET JANUARY 2012

diesel cars. Prices of diesel cars have remained quite high due to the heavy government subsidies and inﬂation. Even so, cuﬆomers are not hesitating to opt for the more expensive diesel variant againﬆ petrol. Cuﬆomers are willing to wait for around eight to 10 months when it comes to buying a diesel car since the ratio of petrol vs. diesel production is rather ﬆeep. Diesel being fuel-eﬃcient has led to higher take rates, as the monthly running coﬆ is much lower when compared to a petrol variant. Diesel engines, today, are built with superior technology and their maintenance coﬆs are at par with petrol variants. The compact segment cars, which have the higheﬆ sales volume compared to other segments, are always expected to be launched in both the fuel variants by the cuﬆomers. There is a heavy shift in demand for diesel variants, which has gone up by 75-80 percent

with the launch of models such as Maruti Suzuki Swift, General Motors’ Chevrolet Beat, and Ford Figo, considering the above mentioned benefits. However, there may be a setback in the demand if the government’s proposal to increase the excise duty on diesel cars in the Union Budget 2012-13 gets implemented. The ownership benefits enjoyed by the cuﬆomers on diesel cars are going to be dissolved if this proposal comes into effect. This would derail the growth of vehicle manufact urers who have inveﬆed heavily in their in-house diesel technology plant in India. In this milieu, Compressed Natural Gas (CNG) variants are gaining prominence as the running coﬆs of petrol vs CNG variants are in the ratio of 3:1. Eyeing the forthcoming demand for CNG cars, vehicle manufact urers are launching the exiﬆing models with CNG options. Maruti Suzuki has launched five of its beﬆ-selling models—Alto, Eﬆilo, WagonR, SX4, and Eeco with CNG variants. The other alternate fuels that are expected to see higher preference in the Indian market are electric vehicles and plug-in hybrid cars with the government’s increasing intereﬆ to booﬆ their penetration.

Changing preferences towards health, wellness, and wellbeing features Over the years, the automotive induﬆry has been experiencing signiﬁcant changes in cuﬆomers’ purchase preferences. A car that used to be looked at merely as a means of transportation has now evolved to become the means for a comfortable and convenient driving experience. Cuﬆomers are attributing their beﬆ buy not juﬆ to the engine technology, body design, and the car brand, but with more emphasis on the added features being oﬀered by the vehicle manufact urers.

ANALYSIS

Features Beneficial for Health, Wellness, and Wellbeing of Customers

Source: Froﬆ & Sullivan

Driver Assistance Features Beneficial for Health, Wellness, and Wellbeing of Customers

Source: Froﬆ & Sullivan

Froﬆ & Sullivan’s Survey on Voice of Cuﬆomer Analysis of Passenger Vehicle Owners found that comfortable driving, reduced ﬆress while driving in uncomfortable external conditions, adjuﬆable seating syﬆems, and in-car climate control are preferred by today’s cuﬆomers, which are called Health, Wellness, and Well-being (HWW) features. The two major factors associated with ﬆressful driving are toggling between too many features in the car, and psychological and physical ﬆress, which includes driving through congeﬆed traﬃc conditions and over-speeding. Cuﬆomers give more importance to the car’s internal environment features rather than its physical features, as they look for a peaceful and comfortable driving experience. Having made the air-conditioner and heater a ﬆand-

AFTERMARKET JANUARY 2012

ard fitment in all cars moving forward from the compact segment, and with increasing importance being accorded to eco-friendly features, cuﬆomers look for advanced features such as outside temperature display, automatic climate control, and good sound proofing to ensure a peaceful drive. Cuﬆomers place a high level of emphasis on safety features such as antilock braking syﬆem (ABS), brake assiﬆ syﬆem, airbags, child safety locks, seat belt warning, and tyre pressure monitoring syﬆem. Currently ABS and driver airbags are being provided as a ﬆandard fitment in high-end variants of compact and mid-size segment cars. Driver assiﬆance features such as real-time car diagnoﬆics, automatic crash notification, emergency assiﬆ-

ance, and satellite navigation syﬆem have gained awareness and prominence. Cuﬆomers are willing to pay the required premium to get these safety features as part of their new car purchase. Safe options of ﬆaying connected on the go offers several benefits. Cuﬆomers/ Self-Driven vehicle owners prefer to attend phone calls while driving with reduced diﬆraction via Bluetooth handsfree devices. Cuﬆomers also look for satellite navigation devices with updated maps to locate the desired deﬆination and as well to get real-time traffic updates to plan their route accordingly. The Indian cuﬆomer predominantly tends to liﬆen to music through satellite radio, MP3 connection, or access digital music while driving the car in congeﬆed traffic conditions. In-car entertainment features become mandatory to keep the passengers entertained on the go, thereby leading to less ﬆress and a relaxed feeling while driving. With increasing awareness among the cuﬆomers for such infotainment features, there is an increasing demand for safety-related connectivity. In future, cuﬆomers will demand that their vehicles are connected to computers, mobile phones, and workﬆations to carry out tasks from anywhere and anytime. In 2011, cuﬆomers have ﬆarted showing willingness to pay an extra premium for infotainment features. Although the coﬆ involved to develop and manufact ure these technologies is relatively high for an OEM, in the long run, the take rates for these features are expected to be high. With an increasing number of global brands entering the Indian market, the awareness about such advanced features is growing, which leads to cuﬆomers opting for the features if provided as a ﬆandard fitment by vehicle manufact urers. (Courtesy: Automotive & Transportation Practice, Froﬆ & Sullivan, South Asia, Middle Eaﬆ and North Africa)

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TECHNOLOGY

Process efficiency

lessons from

aerospace segment

Outside and Inside view of the AeroCision facility

THE hiﬆory of the development of Numerical Control (NC) is closely linked to the rise of the aerospace sector in the US and the technical challenges faced by engineers as they designed and made craft and power plants ﬂy faﬆer, higher, further and with greater safety. The aircraft builders pushed their suppliers, and for a while, the technical challenges outﬆripped manufacturing capability. Then, in the 1970s, due to the availability and proliferation of low coﬆ microprocessors, NC evolved to become CNC, and manufacturing technology

AFTERMARKET JANUARY 2012

and airplane design accelerated into the future, with one or the other alternately setting the pace. For aircraft passengers, the golden age of aviation might have been the 1950s and 60s, but for aircraft manufact urers and their suppliers, the new golden age is now. Air travel is burgeoning; aircraft and engines are becoming more eﬃcient and reliable, and airlines are buying them in greater numbers. Parts manufact urers willing to inveﬆ in the right technology, people and processes, can ﬁnd themselves working for some of the renowned

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TECHNOLOGY

(Top) Andrew Gibson, CEO, AeroCision (R) The biggest challenges are scheduling, controlling and reducing set-up and cycle times

names in the sector. Take Connect icutbased AeroCision, for example.

AeroCision Founded ﬁfty years ago, AeroCision’s original owners relied moﬆ ly on local business for their livelihoods. It’s unlikely, that back in those relatively dark ages of manufact uring technology, they could have imagined that one day they’d be making parts for the lateﬆ passenger jet engines, let alone for a cuﬆomer more than 3,000 miles away. AeroCision specialises in turned ‘ring’ parts for turbofan engines: typically, parts between 150 mm and 750 mm. Its workshop is spotless, as one would expect for a company with aerospace ﬆandards. Towards the back of the current ﬂoor space is 15,000 sq ft available for expansion, but in the foreground are two manufact uring cells, one with CNC vertical machining centres and the other with CNC lathes.

Timely Deliveries Two of the moﬆ important things for the company and its cuﬆomers are on-

AFTERMARKET JANUARY 2012

time delivery and zero defects. There are ﬆrictly applied penalties for not delivering on time, even if it delivers too early. So, the biggeﬆ challenges are scheduling, controlling and reducing set-up and cycle times. Speeds and feeds are critical because there’s a lot of material removal. “Our runs are 20 to 25 pieces, so we need to be quick when we’re changing set-ups. The larger parts necessitate well-designed set-up and shuttle plates and our lateﬆ Haas machines have tool setters. We’re also moving towards SPC and certifying our operators as inspectors, which will help us enormously. The SPC will allow us to gather the data, and we’ll be able to chart out trends live on the shop-floor screens. On-machine probing will allow us to measure the parts and send those measurement to our database, so the operators will be able to move the parts through the shop that much more efficiently,” according to a company official. AeroCision has a continuous, live link to its UK cuﬆomer, whose syﬆem downloads a schedule to Cheﬆer every Monday morning, where it is imported into the company’s ERP syﬆem. People, machines and other resources

can be scheduled for the week. During the development phase of one particular, complex ring-part, the company managed to have the process resolved and the ﬁrﬆ-oﬀ component made, well ahead of schedule. It had all four Haas mills running but needed more turning capacity, so it bought the ST30s. When OEMs rationalise their supplier bases, there’s usually only a brief and single opportunity for a company to be included.

Looking Ahead The aerospace induﬆry is pushing its suppliers more than ever to come up with new technology, processes and quality control—juﬆ like in the early years of NC. These days, however, manufact uring technology may act ually be setting the pace on some fronts, as CNC machine tools in particular become more aﬀordable and precise. Expect to see engine and aircraft development getting faﬆer and more coﬆ-eﬃcient and precision part suppliers like AeroCision getting a bigger piece of the action. (Courtesy: Haas. View expressed are personal)

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TECHNOLOGY

Touch-free innovation lights up Federal-Mogul’s portfolio

Ultra-thin lighting with NovaLens

GLOBAL supplier of automotive technologies and innovation, Federal-Mogul Corporation, has developed an innovation that makes vehicle interior lighting syﬆems slimmer, cooler, more eﬃcient and ﬆ ylish. The company’s new ultrathin lighting combines LEDs and a specially designed lamp lens to reduce the proﬁle of interior lamps by up to 60 percent.

How It Works The company’s touch-free light provides increased lighting functions and eliminates the driver’s search for the correct mechanical switch in increasingly crowded consoles and inﬆrument panels, enabling more attention

AFTERMARKET JANUARY 2012

to remain focused on the road. The utilisation of this innovative technology provides for improved durability and reduced energy use while eliminating the design conﬆraints of mechanical switches. The touch-free dome lamp integrates a capacitive sensor into the vehicle’s overhead console. The capacitive proximity sensor functions by detecting the hand’s conductivity as it enters a field. The field sensitivity range can be set to function from 0 mm to 80 mm. As the hand enters the field, the switch is triggered by a change in capacitance caused by the conductivity of iron in the blood. The syﬆem continually monitors the environment

TECHNOLOGY

to calibrate and optimise performance and range. Federal-Mogul’s syﬆem works even when the operator is wearing gloves, unlike competing technologies, such as infrared proximity sensors.

Evolving Tastes The need to make vehicles more energy efficient coupled with the demand from consumers for premium interiors and personalisation is driving growth in the use of LEDs for functional interior and exterior lighting. What’s more, the growing demand for vehicles with higher seating positions and lower rooflines means vehicle manufact urers operate within tightening conﬆraints to create sufficient headroom for occupants. Increasing headroom is a contributing factor in improving the safety of occupants during a rollover event. “With interior lamp profi les typically of 30 mm or more, the size of interior lighting modules has been a limiting

factor for vehicle manufact urers. Our new lamp is juﬆ 12 mm thick, giving vehicle designers an extra 18 mm of space and increased ﬆ yling design opportunities.” said Federal-Mogul’s Senior Vice President, Vehicle Safety and Protect ion, Ramzi Hermiz. NovaLens is a specially designed lens that incorporates unique geometric features, which reﬂect and refract the light from LEDs positioned at opposite sides of the lamp to produce visually uniform illumination from the entire lens. The inner surface of NovaLens incorporates optical features that vary in shape, depth and position, depending on their diﬆance from the neareﬆ LED. The outer surface of NovaLens contains several parallel optical ﬂutes.

Reduced Emissions “The consiﬆent, homogeneous appearance of our new ultra-thin lamp with NovaLens is unrivalled in the

induﬆry,” Hermiz said. “It provides new opportunities for interior designers and a competitive advantage for FederalMogul’s cuﬆomers.” LED technology can draw less than 2 W, depending on cuﬆomer requirements, compared to 10 W for the equivalent incandescent bulbs. This reduced electrical demand cuts CO emissions, which is especially important in electric vehicles. LEDs also laﬆ more than ten times as long as incandescent bulbs and operate 95 degrees Celsius cooler, improving thermal management, inﬆallation and ﬆ yling options. Federal-Mogul is in discussion with vehicle manufacturers on several continents regarding its new ultra-thin lamp with NovaLens. The company’s ﬁrﬆ production applications will reach the market during 2012. The technology was developed at Federal-Mogul’s Lighting Technical Centre in Ann Arbor, Mich, US, one of the company’s 18 globally networked technical centres. 2

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Distributors, Dealers & Exporters Enquiry Solicited 54

AFTERMARKET JANUARY 2012

TECHNOLOGY

Cutting-edge paint-shop technology Redefining adaptability in the paint process

The paint supply system is designed to provide for eight different paints

All spray booths can be retrofitted with additional robots. As coats can be applied to parts from both sides simultaneously, the system throughput can easily be doubled

TO meet General Motors’ exacting quality ﬆandards, Russian-based ZAO Vlankas inveﬆed in a new syﬆem for painting bumpers. Eisenmann designed the syﬆem to accommodate not only a doubling of output, but also a changeover to a water-based paint syﬆem with minimum disruption to product ion. ZAO Vlankas of St Petersburg, a subsidiary of Kriﬆa Group, is the ﬁrﬆ Russian automotive supplier to produce plaﬆic auto body parts for a weﬆern OEM—and very proud of the fact. Vlankas manufact ures and paints bumpers for General Motors. In the

AFTERMARKET JANUARY 2012

wake of securing this contract, the supplier inveﬆed in a new paint syﬆem that enables the implementation of GM’s high environmental and quality ﬆandards.

Future-Proof Design The major advantage of Eisenmann’s proposal—which gave it the edge over three competing bids—lay in the highly ﬂexible paint-shop design. Vlankas needed a facility that was not only equipped to handle the current output of 240,000 bumpers per year, but could be extended quickly and easily to manage double that capacity as produc-

TECHNOLOGY

tion grew. The supplier’s project leaders were equally intereﬆed in the option of moving to water-based paints without the need for time-consuming conversions. With this capability, Vlankas would be well placed to fulfi l future requirements. Eisenmann made the paint shop readily extensible by incorporating a skid conveyor syﬆem that could be loaded from both sides. For this purpose, both the loading and unloading ﬆations are equipped with rotating devices, which make it easy for a single employee to load both sides of the skids. A further benefit of the skid conveyor is that it requires less space than a conventional chain conveyor. Moreover, the design of the spray booths provides for additional robots to be retrofitted for fl ame treatment and the application of primer, base coat and clear coat. Parts can be coated from both sides of the skids without changing the cycle time, effect ively doubling the achievable throughput. At present, Vlankas uses solventbased paints in a wet-in-wet process. To allow the automotive supplier to switch to water-based paints with minimum disruption to product ion, the syﬆem design can accommodate the inclusion of drying and cooling zones after prim-

er and base coat application—both in terms of ﬂoor space and in terms of the process sequence.

Process Across Multiple Levels The facility was to be inﬆalled in an exiﬆ ing space with a width and height of only about 12 metres. Eisenmann maﬆered this challenge on the one hand through a very compact design, and on the other hand by means of a multi-level paint syﬆem. The levels are linked by lifting devices. Vlankas produces the bumpers by injection moulding, then transports them directly to the paint shop. After being fed-in manually at level zero, the parts move through the entire paint process automatically. Stage one is pretreatment, comprising four zones on the next level up. An intereﬆing feature is the tilting and jogging ﬆation, which ensures that fluid from the rinsing zone is removed from the concave geometries of the parts prior to blow-off and the drying process, which takes around 20 minutes. This prevents carry-over of water into the paint process and helps ensure a high-quality finish. On the “treatment level” are the zones for flame treatment, masking and ionising the bumpers, and the spray booths for applying primer, base

In accordance with conditions on site, the new paint shop was designed to be very compact and comprised multiple levels linked by lifting devices

AFTERMARKET JANUARY 2012

coat and clear coat, with a flash-off zone between each. The syﬆem layout provides for eight different paints to be used at the base coat ﬆage. Paint changeovers are automatic. The oven used in the 45-minute drying process, which takes place at 90°C, is inﬆalled on the next level up. After the cooling zone the parts descend once more to level zero, where the bumpers are transported to dispatching via a de-masking and inspect ion ﬆation.

An Energy-Efficient Plant To minimise heat losses during the drying process, the facility utilises a camel-back oven, in which inlet and outlet are located underneath the main oven unit. This special design takes account of the physical behaviour of heat. As a result, very little heat escapes when the parts are moved in and out, minimising energy loss in comparison to conventionally designed dryers. In addition, the spray booths are air-conditioned using an air recirculation syﬆem, which contributes to energy eﬃciency. The heat produced by the cooling condenser is utilised for the process. The exhauﬆ air, which contains solvent, is puriﬁed in a regenerative thermal oxidiser by an autothermal process. (Courtesy: Eisenmann. Views expressed are personal)

Condensers are used to cool the cooling zones and air-condition the spray booths. The heat this produces is utilised in the process

PRODUCTS

Turbochargers

Radiators

TEL manufact ures turbochargers of various sizes suitable for engines from 700 cc to 23,000 cc capacity. TEL is certiﬁed for ISO / TS 16949: 2002 and ISO 14001.It also has network of diﬆ ributor branches and authorised service centres across the country.r

Alkraft’s radiators have cores with special dimple tubes that enable superior heat transfer performance. They are made using super-long-life alloys that give them enhanced corrosion resiﬆ ance, while the patented ‘SRX’ syﬆ em oﬀers enhanced ﬆ ruct ural durability. All of these factors have given the product s long life expect ancy in the induﬆ ry.

Turbo Energy Phone: 044 27425613 / 717 /714 Email: telparts@turboenergy.co.in

Neck Rest Autokame neck reﬆ s are manufact ured with very high quality fabric, which provides highly durable and long life. These neck reﬆ s are available at very coﬆ eﬀect ive prices. There are various types of neck reﬆ are available like neck reﬆ 101, neck reﬆ 103, neck reﬆ 102 to name a few.

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Power Probe 3

Radiators Applications: • Automotive • Induﬆ rial • Conﬆ ruct ion and Mining • Road Machinery • Tractors and Agricultural Equipment • Power Generation Equipment

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Vanjax Hydraulic Scissor Truck

Power Probe 3 has built-in voltmeter, voltage drop detector with relay and component teﬆer. The device can be use to power up components like fan motor, wiper motor or horn right in hand. It also has peak-to-peak voltage detector (up to 70VAC, 50VDC). It can identify negative, positive, and open circuits without re-polarising hook-up clips. The locate shorts without waﬆing fuse and has two white LEDs that ﬂood the work area with bright light. It also has audible monitoring with 20ft lead wire allows bumper to bumper teﬆing without jumper leads.

For safe, easy transporting and lifting of materials to work position. The scissor table can be raised by pumping the foot pedal. Available in the types VXLT-500 / 800 (cap. 500 kg., maximum height 880 mm with a closed height of 285 mm) and VXLT - 750 / 900 (cap 750 kg., maximum height 900 mm with a closed height of 420 mm). The scissor lift trucks can perform variety of lifting jobs in auto servicing garage workshops, die shops, two wheeler assembly lines, and printing presses to feed paper sheets in oﬀset presses.

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JANUARY 2012 AFTERMARKET

PRODUCTS

Hexagonal Head (Screw/Bolts)

Base Loadrunner (TwoWheeler Conventional)

Hexagonal head (screws/ bolts) are available in various thread size, key size and length. It is made of ﬆainless ﬆeel, which ensures the durability and corrosion resiﬆance. Further, some of the speciﬁcations of hexagonal head (screws/bolts) are: • DIN: 931/933(8.8/10.9) • Range: Dia - M3 to 24 : Dia - 1/8”to 1” • Length : Up to 200 mm • SCM 435/ High tensile • Also available in ﬆainless ﬆeel.

Base Loadrunner batteries come with a ﬆrong grid design ensuring long life, vaﬆ availability and fantastic after-sales service. The batteries have been design to suit all new generation vehicles and are adapted for Indian road conditions.

Rajendra Kumar And Company Phone: 011 - 23274410, 65433131, 32904859, 23285420 Fax: 011-23285421 Email: rkc@rkct rades.com, rkc3131@gmail.com Website: http://www.rkct rades.com/

Flap Wheels

Features • Engineered and adapted to suit Indian road conditions. • These batteries are equipped with special separators with glass matt (Glass • Fibres), which prevents shedding. • The sulphate arreﬆ technology extends the life of the battery and assures greater value for money. • These batteries are factory dry charged.

Base Batteries Phone: 080-40621900 Fax: 080-41104555 E-mail: support@basecorporation.com Website: www.basebatteries.com

Air Hose Reel

Manufact ures from specially processed resin bonded cloth to maintain uniform flap wear, which gives chatter free and nonloading and rubbing operation resulting in uniform cutting with consiﬆent finish. Applications: Finishing and grinding of metals, removal of scales and scratches, polishing and surface preparations of sheet metals, automotive components like rims, silencers, sadi guards, leg guards, handle bar, etc. prior to electroplating and / or powder coating, removal of fine burrs, press flashes, punching burrs, solder layers, finishing of pipes to remove drawing defects and welding flash removal.

Swajit Abrasives Tel: + 91- 240- 2553787 / 2553916 E-mail: abracut@swajit.com Website: www.abracutindia.com

AFTERMARKET JANUARY 2012

Hose reel are the moﬆ practice, faﬆ, reliable and economic way to use flexible hose for material such as air, oil, grease, water etc. They can rewind flexible of ¼”, 1/8”, ½” and are used in all workshop garages, induﬆry, gas ﬆation etc. They are very easy to inﬆall. The hose rewind is assured by a special ﬆeel spring teﬆed for many thousands of operations. The latching of the hose to the required length and hose rewind are automatically operated. There are different types of hose reel 1. Air Hose Reel 2. Oil Hose Reel 3. Grease Hose Reel 4. Water Hose Reel

SP Air Tools Phone: + 91 22 - 26852541, 26852243 Fax: + 91 22 - 26852540 E-mail: info@spairtoolsindia.com Website: www.hosereel.co.in

PRODUCTS

Hydraulic Lifting Table

Vanjax Floor Crane

Vanjax hydraulic lifting tables (platforms) with scissor lifting Mechanism are ideal for lifting loads to the required height Levels on the machines, ramps, ﬆorage racks. Load should be evenly balance on the table. Strong ﬆeel base and upper frames are free from torsion; scissors arms are self-guide on rollers with ball or taper roller bearings. Manual pumps or power packs with either AC or DC supply can act uate hydraulic cylinders. Hydraulics is designed for continuous operation. Lifting moreover, lowering can be done at a conﬆant speed. The overload protection valve is in-built in the hydraulic circuit. Other safety features can be incorporated as per cuﬆomer’s requirements. These lifting tables have all ﬆeel fabricated ﬆruct ures with wheels of suitable size. They are available in ﬆandard capacities ranging from 500 kgs to 5000 kgs and special purpose non-ﬆandard tailor made to individual cuﬆomer’s requirements up to 25 tones.

Hydraulic ﬂoor cranes are portable (manually towable) cranes in light and heavy-duty types. They have all ﬆeel fabricated frames, and are available in ﬆ andard capacities ranging from 1000 Kgs to 2000 kgs, or tailor made to individual customer’s requirement upto 5000 kgs. Highly suited for automobile garages and tool rooms, these portable Hydraulic ﬂoor cranes are capable of versatile uses in almoﬆ all induﬆ rial eﬆ ablishments small, medium or large.

Vanjax REF: WUP-VXLT-BJJ Phones: 0091- 44 - 4282 1000, 2625 5300, 2625 4875 Fax: 0091- 44 - 4598 5700 Email: info@vanjax.com, gmsales@vanjax.com

Vanjax Model: WUP-VXFC Phones: 0091- 44 - 4282 1000, 2625 5300, 2625 4875 Fax: 0091- 44 - 4598 5700 E-mail:info@vanjax.com, gmsales@vanjax.com

Belts

Alkraft’s aluminium oil cooler was the very fi rﬆ aluminium heat exchanger made in India. Being the pioneer in this field, Alkraf continue to make beﬆ-in-class oil coolers that are the choice of preﬆ igious projects like the Tata Motors Prima World Truck programme. The oil cooler designs include tube and fin, plate and bar, and drawn cup type conﬆ ruct ions. Product Applications: • Power Steering Oil Coolers • Hydraulic Oil Coolers • Lube Oil Coolers • Transmission Oil Coolers • Oil Coolers for induﬆ rial, earthmoving, and road conﬆ ruct ion equipment

Manufact ured by using specially treated aluminum oxide and silicon carbide grains and bonded in resin over resin and resin over glue bonds backed with premium polyeﬆer cotton and heavy weight cotton backings suitable to withﬆand severe applications. Available in wide size ranges suitable from portable sanders to drum sanders in varied induﬆ rial operations right from heavy ﬆock removal to fine finish. Applications: Grinding, finishing and polishing of hand tool, ferrous and non-ferrous caﬆ ing, high pressure aluminum die caﬆing and gravity die caﬆing items, automotive drop forged components, sanitary fitting, medium and light ﬆock removal applications in general engineering and applications like deburring, grinding, surface leveling and polishing etc. In ductile and less hardened materials, wood, plaﬆ ics, paper, etc hard glass grinding and polishing, edge beveling decorative glass finishing and polishing, plywood, particleboard and beveling, decorative glass finishing, plywood, particleboard and laminates sanding, woodworking and wooden furniture manufact uring.

Alkraft Thermotechnologies

Swajit Abrasives

Phone: 91-44-26258750/90 Fax: 91-44-26258770 Email: info@alkraft.com

Tel: + 91- 240- 2553787 / 2553916 E-mail: abracut@swajit.com Website: www.abracutindia.com

Oil Coolers

JANUARY 2012 AFTERMARKET

PRODUCTS

Base Dynamo (Truck)

BTMF (Maintenance free)

Base Dynamo truck batteries ﬆand for proven toughness and reliability. They also come with an excellent pan India after sales service and it can be serviced anywhere across the country.

Maintenance free car batteries is manufact ured keeping India’s harsh weather and road conditions. Having the ability to withﬆand any sort of abuse, this battery will perform, even after the car gives up. This small change in the hood of the car will give BIG Performance, BIG Life, BIG Power and BIG Satisfaction.

Features: • Designed and conﬆructed to achieve heavy-duty outputs and to meet the demands of varied Indian conditions. • Low resiﬆance PE envelope with glass mat separators to improve vibration durability and prevent internal shorting assuring maximum conductivity. • Low maintenance conﬆ ruction ensures maximum battery performance and life. • Special alloy grid for low maintenance, low corrosion and excellent performance in all terrain conditions. • Aeﬆhetically designed container and cover made of PP co-polymer have a special toughness, enabling the battery container to resiﬆ ﬂexing under extreme vibration. • Special paﬆe formulation for long life and high cranking performance.

Base Batteries Phone: 080-40621900 Fax: 080-41104555 E-mail: support@basecorporation.com Website: www.basebatteries.com

Steering Cover Steering covers are manufact ured with very high quality fabric, which is highly durable and long life and coﬆ eﬀect ive. Th ese ﬆeering cover are also available in genuine leather, 900 series, 800 series and ruby.

Features: • Designed with a special vibration proof element, keeping the battery at top performance even on harsh Indian road conditions. • High quality PP plaﬆ ic containers designed to suﬆain higheﬆ and loweﬆ temperatures. • Long laﬆing life. • Reliable cranking power - Dynamic Power. • Excellent electrical performance. • New Calcium-Tin alloy: Prevents grids surface from corrosion, and reduces self discharge. • Enveloped PE separators for low electrical resiﬆance : Prevents internal short circuit between positive and negative plates. • Magic Eye Indicator : Easy to check battery’s charge ﬆate. • Plates reinforced with Ultra Micro Fibre and special tissue : Increases the durability of the plate by reduced aging rate of active material and ﬆrong adhesion of active material.

Base Batteries Phone: 080-40621900 Fax: 080-41104555 E-mail: support@basecorporation.com Website: www.basebatteries.com

Impact Socket and Quick Release Coupling SP Air Tools manufactures Impact socket and accessories and quick release coupling for pneumatic and hydraulic.

Choudhry Enterprises

SP Air Tools

Telephone: + (91)-(11)-23910142/ 65159723 Mobile: + (91)-9717032558/ 9313208022 Email: autokame_choudhry@yahoo.com, autokamecarseatcovers@ yahoo.co.in

Phone: + 91 22 - 26852541, 26852243 Fax: + 91 22 - 26852540 E-mail: info@spairtoolsindia.com Website: www.hosereel.co.in

AFTERMARKET JANUARY 2012

PRODUCTS

Button Head Sockets Screws

Sockets Flat Head Cap Screws

The range of button head socket screws is incorporated with deep sockets for easy wrenching. It is available in diﬀerent length, size and diameter. In addition, the button head socket screws have the following speciﬁcations: • ISO: 7380 • Range: Dia - M 3 to M 12 • Also available in ﬆainless ﬆeel

The range of socket flat head cap screws is incorporated with deep sockets for easy wrenching. It is available in different length, size and diameter. Some of the specifications of socket flat head cap screws are: • DIN: 7991 (10.9/12.9) • Range: Dia - M2 to 24 : Dia - 3/16”to 1” • Length : Up to 100 mm • Also available in ﬆainless ﬆeel.

Rajendra Kumar and Company

Phone: 011 - 23274410, 65433131, 32904859, 23285420 Fax: 011-23285421 Email: rkc@rkct rades.com, rkc3131@gmail.com Website: http://www.rkct rades.com/

INDIA’S FIRST MAGAZINE FOR THE AUTOMOTIVE AFTERMARKET

Vol. 1 No. 6 December 2011

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Drive the way Ashok Leyland’s organised driver training to re-route careers

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INTERVIEW

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JANUARY 2012 AFTERMARKET

PRODUCTS

Tyre Changers

Rolls

The side swinging mounting arm enables the user to inﬆall it near the wall occupying very less space. The specially designed bead breaker handles rims very gently and safely. • Suitable for Car and LCV Tyres • Side swing mounting arm • Pneumatic Twin Cylinders for ﬁrm clamping • Four jaw self centering chuck • Alloy wheel plaﬆic protector • Bead breaking by pneumatically operated cylinders • Clockwise and Anticlockwise rotation of turn table usin Electric Motor • Built-in FRL (Filter, Regulator and Lubricator) • Motorcycle adopter (Optional)

Manufact ured by using specially treated aluminum oxide grains and bonded in resin and resin over glue bonds backed with light and heavy weight cotton backings suitable to withﬆand severe applications. Applications: Rolls have majority usage in hand sanding operations required in wall surface preparation prior to painting. Earlier primer and paint removing was also useful in wool working and furniture induﬆries for finishing. In automotive induﬆries for finishing, lapping and polishing of crankshafts, camshafts and other machined and ground components grinding. It is also used for finishing and polishing of ﬆainless ﬆeel surface in SS fabrication and induﬆries like manufact urers of dairy equipments, chemical and pharmaceuticals processing equipments, petrochemicals and oil refineries manufact urers etc where the surface finish is the prime requirement.

Manatec

Swajit Abrasives

Phone: +91 413 2248926, Fax: +91 413 2243222 e-mail: sales@manatec.net | exports@manatec.net

Tel: + 91- 240- 2553787 / 2553916 E-mail: abracut@swajit.com, Website: www.abracutindia.com

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AFTERMARKET JANUARY 2012

ADVERTISERS’ LIST

PgN o. Advertiser...........................................Tel................................. E-mail ............................................Website 13 ....... Anand Automotive Ltd .........................+91-11-26564542 ...........arpita.bhatia@anandgroupindia.com ... www.@anandgroupindia.com 17 ....... Aro Equipments Pvt Ltd .......................+91-124-4585400...........vmalik@aroequipments.com......... www.aroequipments.com 9,30 .... Avery Dennison India Pvt Ltd ..............+91-124-2215581 ...........lpm.in@ap.averydennison.com ..... www.enhanceyourbrand.com 55 ....... Chem-Verse Consultats ........................+91-22-24095503 ...........sales@chemverse.com ................... www.chemverse.com 57 ....... Confederation Of Indian Industry .......+91-124-4013871 ........... rachna.jindal@cii.in ..................... www.autoexpo.in 41 ....... Eastman Cast & Forge Ltd ....................+91-161-2511440............efcl@eastmanhandtools.com 43 ....... Elofic Industries ...................................+91-129-4281000...........pawans@elofic.com ....................... www.elofic.com 31 ....... Endurance Technologies Ltd ................................................................................................................ www.endurancegroup.com 8......... Engineering Expo .................................+91-9819552270 ............engexpo@infomedia18.in .............. www.engg-expo.com 21 ....... Federal Mogul ......................................+91-124-4784530 ........customercare.india@federalmogul.com ..... www.federalmogul.com 45 ....... Fiem Industries Ltd ..............................+91-9991702453 ............s.narayanan@fiemindustries.com . www.fiemindustries.com 47 ....... Friendsco Engg Works (Regd) ...............+91-9810536591 ............calibrata@calibrata.com................ www.calibrata.com 53 ....... Hoec Bardahl India Ltd ........................+91-22-26044549...........customer.care@hoecbardahl.com . www.hoecbardahl.com 40....... Inventa Cleantec Pvt Ltd ......................+91-120-4727272...........enquiry@inventa.in ....................... www.inventa.in BC ...... Litel Infrared Systems Pvt Ltd ..............+91-20-66300636 ..........sales@litelir.com ............................ www.litelir.com BIC ..... Lubrizol Advanced Materials India Pvt Ltd. ..+91-22-66027800 ..........santosh.mishra@lubrizol.com ....... www.lubrizol.com 5......... Madhus Garage Eqpts ..........................+91-80-26660656 ..........madhus@madhusindia.com .......... www.madhusindia.com 23....... Manatec Electronics .............................+91-413-2248926 ...........sales@manatec.net ........................ www.manatec.net 35 ....... M-Tek Engineers ...................................+91-20-66301028 ..........m_tekengineers@yahoo.co.in ....... www.mtekengineers.com 51 ....... Padmini VNA Mechatronics Pvt. Ltd....+91-124-3207398 ...........sales@padminiengg.com ............... www.padminivna.com 27 ....... Protech Progressive Technologies .......+91-40-23792888 ..........sales@protech-india.com .............. www.protech-india.com 54....... Rajan Auto Industries ..........................+91-9810031116 ............rajanautoindustries@gmail.com ... www.raisimcon.com 49 ....... Samtel Machines ..................................+91-9990546700 ...........soumya@samtelgroup.com ........... www.samtelgroup.com 33 ....... Seamless Autotech Pvt Ltd...................+91-2135-662431 ...........info@seamlessautotech.com ......... www.seamlessautotech.com 25 ....... Shriram Pistons & Rings Ltd ................+91-11-23315941............aarti.anandan@shrirampistons.com 6......... Sigma Freudenberg Nok Pvt Ltd ..........+91-11-42411600 ...........sigma@sigmacorporation.com ...... www.sigmacorpoaration.com 10 ....... Sigma Vibracoustic India Pvt Ltd .........+91-11-42411600 ...........sigma@sigmacorporation.com ...... www.sigmacorpoaration.com FIC ...... Sushma Industries ...............................+91-80-28397463...........marketing@sushmaindustries.com www.sushmaindustries.com FGF ..... Tata Motors Ltd. ...................................+91-22-66561866...........charu.gulati@tatamotors.com ....... www.tatamotors.com Q Our consistent advertisers

JANUARY 2012 AFTERMARKET

AFTERMARKET JANUARY 2012

1419430

Oct. 2010

Over Apr.-Oct. (10-11)

Apr.-Oct. (11-12)

% Change

2010-11 Apr.-Oct.

(7 Months) in F.Y.

Avg. Mthly. Prdn.

(7 Months) in F.Y. 2011-12 Apr.-Oct.

Avg. Mthly. Prdn.

Oct. 10 (Prodn.)

Oct. 11 over

0.01%

1289654

1289835

(-)13%

1229616

Oct. 2011

% Change

Truck/Bus