May 1 – 3, 2018
Feb 26 – 28, 2019
Driving the Future The Journey Towards Smart and Sustainable Mobility
Dr. Yousef Mohammed Al Ali Chief Executive Officer Dubai Taxi Corporation Road and Transport Authority Government of Dubai, UAE
About Dubai Taxi Corporation
1995
Establishment of Dubai Transport (DT)
2005
Establishment of Roads and Transport Authority (RTA)
2007
Establishment of Dubai Taxi Corporation (DTC)
2015
Establishment of School Bus Transport
4
Dubai Taxi In Numbers 12,000
5,313 Nov 2017
Taxis 5,213 Taxis
1.6 Billion AED Revenue 2016
2017
Drivers
47.6 Million
83 Million
1,087
Trips
Riders
Employees
350 Million
98.6%
AED Profit 2016
2016
2016
Operational Efficiency 2016
0.23 Accidents per 100,000 KM 2016
2016-2020
RTA STRATEGY
Goal Number 5 Safety and Environmental Sustainability
Hybrid Taxi
D u b a i Ta x i C o r p o r a t i o n
Towards Smart and Sustainable Mobility
Electrical Taxi Hydrogen Taxi Autonomous Taxi Flying Taxi
Sustainability Projects
30%
Fuel Savings and Co2 emission
1-
Taxi 2009-2013 Trial Period for 10 Vehicles
September Lunch 2013the project with 20 Vehicles December 2017 852 Vehicles
In 2018 plan 1350 Vehicles
Technology Concept
Actual Benefits for 2017 No. of Vehicles 851
Saving Fuel (Liter): 3,908,842
Saving tCO2: 9,342.1
Saving AED: 7,440,217
PAGE/
By 2021
Dubai Plan for Hybrid by 2021
by 2020
50%
10%
Dubai taxicabs into hybrid vehicles
from total fleet for all government entities in 2020
10
Sustainability Projects
2-
Vehicles Tesla Vehicles
50 Vehicles
4 Hours Charging Time
18 Sep 2017 Project Launched
11
Technology Concept
The Main Body
Main Components
Vehicle Battery
1,254,265 Total running km in Q1 2018
341,790AED Total Assumed Fuel Cost
Actual Benefits
93.7% Energy Saving
21,241 Actual Electric Charging Cost
for 3 months period As per the actual results of DTC Operations
By 2030
Dubai Plan for EVs
-
200 EVs
In DTC by 2019
Free electrical charging cost 200 charging stations by 2020 Free Salik Charges Free Parking
32 K
42 K
EVs in Dubai by 2020
EVs in Dubai by 2030
10 %
from total fleet for all government entities in 2020
Sustainability Projects
3- Hydrogen Vehicles Fuel Cell December 2017
Trail Operation
Technology Concept
PAGE
16
Actual Benefit s
Hydrogen Vehicles
By 2030
Dubai Plan for Hydrogen
Hydrogen Infrastructure Air Liquide have opened the UAE’s first hydrogen station for fuel cell electric vehicles in Dubai Shell is planning to open more station by 2020
Comparison between Vehicle’s Energy Sources
Smart Projects
4-
February 2018 Trail Operation
Taxi
Technology Concept
Actual Benefits 44%
12%
900
Cut in the transportation costs Reduction in the environmental pollution Million AED Savings in transportation cost yearly
By 2030
Dubai Plan for autonomous
25%
of the total transportation in Dubai to autonomous mode by 2030 Daily trips (million) 5
Savings in economic cost (Billion AED annually) 22
Generating in economic returns (Billion AED annually) 18
Dubai Taxi Autonomous Vehicles (AV) Road Map • Formation H1 2017
of AV Team • Set strategy & plan • Select testing AV
Q1 2019
Q4 2017
• Final repor t of AV test
• Start testin g on AV
H2 2017
Q3 2018
• Sign testi ng MOU
• Pre resul ts of AV test
Q4 2019 • Implemen tation of AV in DTC fleet
Smart Projects
5-
Taxi
October 2017 Trail Operation
Technology Concept
PAGE
26
Dubai Taxi Flying Taxi Road Map
““Our vision is clear in term of establishing sustainability’s pillars as a key component of our development journey, which is part of the national agenda. We are committed to sustainability, which is a top priority that we strive to implement taking into consideration environment conservation, and balance between economic and social development, to provide people the best quality of life and ensure happiness of community,” Sheikh Mohammed said.”
H.H. Sheikh Mohammed Bin Rashid Al Maktoum Vice President, Prime Minister of the United Arab Emirates, and Ruler of Dubai
Thank You
GCC automotive industry: innovations as the engine of future growth
Prepared for:
1st May, 2018
Table of Contents
1
Innovation in Automotive Industry
3
2
Disruptive Business Models and Their Potential in GCC
6
3
Opportunities for GCC Countries
14
4
About Frost & Sullivan
17
31
Innovation in Automotive Industry
32
Innovations as part of the automotive industry
Every step of the lifecycle of the vehicle is undergoing changes driven by innovation Automotive Innovation: Pre-production and Production Phase (Global), 2018
1
Concept, Design, Engineering 2
Material production 3
• • • •
3D-aided rapid prototyping Lidar/Radar sensor fusion IoT: integrating vehicles Crowd sourced design
• • • •
Light weight high strength steels Renewable polymers Fiber-reinforced composites Ceramic-metal composites
Manufacturing / Assembly
• • • •
Key drivers of innovation • Time reduction • Cost reduction • Safety enhancement
Key drivers of innovation • Time reduction • Cost reduction • Carbon footprint reduction
Just in Time (JIT) Additive Manufacturing (3D printing) Continuous Flow Manufacturing Micro-manufacturing
Key drivers of innovation • Time reduction • Cost reduction • Carbon footprint reduction
Source: Frost & Sullivan analysis
33
Innovations as part of the automotive industry
Every step of the lifecycle of the vehicle is undergoing changes driven by innovation Automotive Innovation: Sales and Aftersales Phase (Global), 2018
4
Sales 5
Use/Service 6
• • •
Virtual Reality (VR) – first touch point with customer Big Data in customer profiling eRetail – starting journey online
Key drivers of innovation • Cost reduction • Extending reach to customer
• • • • •
Virtual Reality in service Video-based mechanic advise Big data used for getting closer to customer Sharing economy Big Data / Blockchain
Key drivers of innovation • Increasing customer retention • Improving safety • Increasing transparency
End of Life
•
High-precision End of Life Vehicles (ELV) waste separation
Key drivers of innovation • Reducing amount of waste (100% recyclability)
Source: Frost & Sullivan analysis
34
Disruptive Business Models and Their Potential in GCC
35
Mega Cities of the Future
Cities, Not Countries to Become Key Customers, By 2020, over 85% of KSA will become urban Automotive Innovation: Future Mega Cities in the Region (Middle East), 2018 Tunisia
BY 2025, 85% OF THE KSA WILL BECOME URBAN Tehran
Syria Morocco Casablanca
Algiers
Libya
Iraq Jordan
Alexandria
Algeria
The Western Province and the Eastern Province likely to act as population magnets with greater concentrations in metropolitan areas of Riyadh, Dammam Metropolitan Area (DMA), Jeddah and Makkah.
Baghdad
Lebanon
Cairo
Iran Kuwait Bahrain
Riyadh
Qatar Dubai
Egypt Jeddah
The KSA
The UAE Oman Urbanisation Rate >80%
Yemen
70 – 79 % 60 - 69%
Note: Mega City is defined as a city with a population of over 8 million and GDP of $250 billion or more Mega Cities in 2025
Potential Mega cities in 2025 (3 -8 Million population)
50 - 59% < 50 %
Source: UNESA, Frost & Sullivan analysis
36
GCC Digital Economy
Smartphones to Dominate Connected Device Space eCommerce sales across GCC countries is expected to touch
$41.5 billion by 2020
GCC has the highest
4G
penetration rate in the MENA region
Start-up ecosystem received more than $870m funding in 2016
In the GCC states, more
than
half of the population shops via their
mobile phone
186.3% average mobile connection penetration rate in the GCC. One of the highest globally
In the GCC markets by contrast,
smartphones accounted for 65% of connections, above the global average
Source: GSMA.com, Frost & Sullivan analysis
37
Global Perspective: New Entrants and Disruptive Models
Technology is at the heart of all new emerging service models in the vehicle aftermarket Automotive Innovation: New Entrants and Disruptive Models (Global), 2018 Remote Diagnostics: LAUNCH Tech USA, On board diagnostics (OBD) II-based DIY applications Handheld Tablets: General Motors, Ford, Launch Tech USA, Bolt On, Autoserve Software Subscriptions: Snap-On, Robert Bosch, Advance Auto Parts
Augmented Reality: Audi, BMW, Volkswagen, Bosch
Participatory services Diagnostics
Mobile-based Apps: Federal Mogul, Mitchell International Inc, Robert Bosch
Remote Servicing: Tesla
Connecte d car
Aftermarket
Telepresence: AUDI
Mobile Services: GO Tire
New service models
Aggregator
Mobile Vehicle Service: yourmechanic.com
Quick Service: Ford Quick Lane, Kwik Fit
Service Aggregators: Whocanfixmycar.com, RepairPal, openbay
Prognostics: General Motors
Source: Frost & Sullivan analysis
38
Phases in eRetail Evolution: Transitioning from B2C to B2B
DIFM customers as final target of the eRetailing channel Automotive Innovation: eRetailing in Automotive Aftermarket: Parts Distribution in eRetailing, (Global), 2018 eRetailing Avenues
Parts/Tire eRetailers
Own Web Sites
DIY customers buying directly from eRetailing avenues
Fraction of DIFM customers buying online and eventually going to workshops
DIY Customer
DIFM Customer
Marketplaces
OES
Legend Traditional Channel First Phase eRetailing Channel
Traditional Distributors/Retailers
Installers/jobbers increasingly buying online
Directly shipped to workshops for DIFM customers
Next Phase eRetailing
Workshops
Source: Frost & Sullivan analysis
39
Case Study: Tire24 (Germany)
Tires to Parts
Dealer Stores
• It successfully operated tire eRetailing for many years, eventually expanding into selling replacement parts.
• Dealer inclusion not only expands seller network and reach, but also creates positive brand associations, further contributing to brand building.
Digital Solution Provider
Connected Technology
New Business Models
Network Expansio n
Product Coverag e
B2B Tire Marketplac e
Germany-based Tire24 has evolved from a marketplace to a B2B and B2C solution provider
Subscriptionbased Selling
Connected Retailing
• At €4.99 per month, including insurance coverage, customers can subscribe to a tire replacement subscription service.
• TAB1 is a hand-held tool with built-in applications. • Targeting commercial businesses, the device provides on-the-go capabilities for checking inventories, price listings, and online ordering.
Source: Frost & Sullivan
Source: Tire24, Frost & Sullivan analysis
40
What is Service Aggregation?
Case Study: WhoCanFixMyCar.com
Aggregator / ‘compare the market’ for servicing/repairs 8,500 dealerships and garages Garages pay a 3.5% commission when they win new business Shifting to product sales
Source: company data, Frost & Sullivan analysis
41
Case Study Contd.:
How do service aggregators work with OEMs / Suppliers? Last year, Ford UK signed deal with a company that allowed almost 500 of its dealers to join the website
Shell lubricants to be sold via platform; participating garages will also have access to Shell technical support
WCFMC Co-Founder “Some drivers typically assume that a main dealer service will cost them more. Our system allows local prices - to be compared side-by-side, along with each party’s USPs - levelling the playing field somewhat.”
Ford UK aftersales director “By joining WhoCanFixMyCar.com Ford owners can see the competitive offer of our Motorcraft 4+ program across the UK.”
Source: company data, Frost & Sullivan analysis
42
Opportunities for GCC Countries
43
GCC Automotive Aftermarket Potential
GCC is already home to several innovative business models which will drive aftermarket further Automotive Innovation: Existing Innovative Business Models in the GCC, 2018
1
Blockchain in vehicle lifecycle management system to be launched by 2020 (RTA).
2
5
Car Sharing: UDRIVE, ekar 6
Car Hailing: Uber, Careem 3
Mobile service: 800-FLAT, Sunshine Auto, Oakdale Auto Repair, Myzdegree
7
Service aggregators: VEHPAL, Autojackey
Logistics Marketplace: LOADME 4
8
Women-only showroom (multibrand) in KSA
eRetail of parts: souq.com
Source: Frost & Sullivan analysis
44
Future Potential for Disruptive Business Models in the GCC Aftermarket
New business models aimed at DIFM customer engagement and increased convenience SUBSCRIPTION-BASED ENGAGEMENT
B2B ECOMMERCE
Value Proposition: Significantly increased customer engagement and convenience
Business Model: Selling directly to installers and garages via dedicated portals Value Proposition: Fast-growing retail space and increased price competitiveness
First Movers: Tire24, Amazon
First Movers: Allopneus, Yakarouler, eBay
Business Model: Subscription-based purchasing from online portals
CROWD-SOURCED DELIVERY
IN-VEHICLE SALES
Business Model: Engaging individuals heading in a certain direction in delivery of online orders and pay per order
Business Model: Connected vehicles with in-vehicle ordering capabilities and visionary selling platform for retailers
Value Proposition: Fast order fulfillment
Value Proposition: Increased customer touch points and alternate channels to market
First Movers: JD.com, Amazon Flex
First Movers: General Motors SERVICE AGGREGATION Business Model: Online service shop locater with real-time quote generation Value Proposition: Ideal for eRetailers to penetrate DIFM customers segment Example: eBay, Autobutler (Germany)
Source:Frost & Sullivan
45
About Frost & Sullivan
46
Introduction to Frost & Sullivan Frost & Sullivan is a leading global strategy consulting company, headquartered in the United States. Established in 1961, in New York City, the company today has 40+ offices across the globe. It has 3 offices in the Middle East in Dubai, Bahrain and the KSA. The company has a domain knowledge approach to research and strategy consulting (dedicated team of 300+ automotive researchers and consultants globally, 20+ specifically working for MENASA). The automotive team has been working closely with OEMs and Vehicle Dealerships in the KSA, the UAE, Kuwait and in Middle East, Africa on multiple projects ranging from price benchmarking to developing their long term strategy and identifying specific areas of business opportunity.
40+ offices, 30 Countries 1800+ Consultants 250,000+ Clients serviced worldwide Fortune 1000 clients and SMEs
GLOBAL FOOTPRINT
Strategy / Business Planning Market Intelligence Competition Benchmarking M&A / Financial Modelling Organization Restructuring Mfg / Process Consulting Technology Research
CONSULTING SERVICES
12 Industries 50+ Product Categories Combination of Market, Technology, Economics and Applications
INDUSTRY EXPERTISE
MENASA = Middle East, North Africa and South Asia
47
Product Offerings for Automotive across Value Chain Core Functions CEOs office • Growth Strategy • Geographic Expansion
R&D Technology
Vendor Sourcing • Vendor / Supplier Identification
Manufacturing
• Regulatory Analysis
• Vendor Satisfaction
• Technology Assessment
• Partner Identification
• Product clinic
• Mergers and Acquisitions
• Technical Insights
• Manufacturing Excellence
Sales and Marketing • Market Entry Strategy • Econometric Analysis • Dashboard – Market Information
Channel Management
Customers
• Dealer Development
• Usage and Attitude
• Spare Part Pricing
• Brand Equity
• Dealer Benchmarking • Cost of Ownership • Dealer Training
• Product Clinic • Customer Satisfaction
• Techno Economic Feasibility Studies
• Mobility Tracking Fund Raising Company Due Diligence Salary Benchmarking Management Systems Awards Brand Protection Infrastructure Assessment
Finance
Administration
Human Resources
Information Technology
Quality Assurance
Corporate Communication
Legal Compliance
Logistics
Support functions
48
Frost & Sullivanâ&#x20AC;&#x2122;s Automotive Practice offers 6 levels of Consulting and Advisory Services Key Organisational Challenges 1. Operational Improvement
6 Levels of Engagement
6
Strategy Workshops and Advisory
2. Growth
3. Shareholder Value
Strategy Workshops with Boards and Senior Teams on Business and Strategic Planning, Growth Roadmaps, Solving Critical Business Issues
5 Partner Identification and Research
Working on Inorganic Growth: Mergers and Acquisitions, Joint Ventures, Partner Identification to Due Diligence, Structuring and Post Deal Integration
4 Consulting Projects
Long term Engagements on Identifying Growth Options, Market Entry Strategy, Business Portfolio Assessment and
3
Customised Market Research
Customised Market Research Projects to Analyse and Evaluate Customer Requirements, Competition Business, Industry Trends and New Growth areas
2
Syndicated Research Reports
Knowledge Centre Reports and Industry Updates on Market and Competition provide Tactical Information Support
1
Decision Support Databases
Customised Databases and information provide all necessary inputs for Operational Planning
Support Advisory Services Financial Advisory
Supply Chain Engineering
Manufacturing Advisory
Disclaimer and Copyright Notice This White Paper prepared by Frost & Sullivan is based on analysis of primary, secondary information and knowledge available in the public domain. While Frost & Sullivan has made all efforts to check the validity of the information presented, it is not liable for errors in information whose accuracy cannot be guaranteed by Frost & Sullivan. Information herein should be used more as indicators and trends rather than representation of factual information. Disclaimer The White Paper is intended to set the tone of discussions at the conference in which it was presented. It contains forward-looking statements, particularly those concerning growth, consumption, policy support for water supply. Forward looking statements involve risks and uncertainties because they relate to events, and depend on circumstances, that will or may occur in the future. Actual results may differ depending on a variety of factors, including product supply, demand and pricing; political stability; general economic conditions; legal and regulatory developments; availability of new technologies; natural disasters and adverse weather conditions and hence should not be construed to be facts.
Copyrig ht notice
The contents of these pages are copyright Š Frost & Sullivan. All rights reserved. Except with the prior written permission of Frost & Sullivan, you may not (whether directly or indirectly) create a database in an electronic or other form by downloading and storing all or any part of the content of this document. No part of this document may be copied or otherwise incorporated into, transmitted to, or stored in any other website, electronic retrieval system, publication or other work in any form (whether hard copy, electronic or otherwise) without the prior written permission of Frost & Sullivan.
50
Contact Information State your need, we would be happy to serve youâ&#x20AC;Ś
Contact Vitali Bielski Senior Consultantâ&#x20AC;&#x201C; MENA, Automotive Practice E-mail
: vitalib@frost.com
Bahrain Mobile : +971-55-6728621
Frost & Sullivan International Inc. 22601, Swiss Tower, Cluster Y, Jumeirah Lake Towers, P O Box 33372 Dubai, United Arab Emirates
51
RESPONDENTS PROFILE
RESPONDENTS PROFILE
RESPONDENTS PROFILE
WHEN YOU THINK ABOUT THE NEXT 5 YEARS (2023), WHAT EXPECTATIONS DO YOU HAVE FOR YOUR BUSINESS?
WHEN YOU THINK ABOUT THE NEXT 5 YEARS (2023), WHAT EXPECTATIONS DO YOU HAVE FOR YOUR BUSINESS?
WHAT WOULD BE THE REASONS FOR THOSE CHANGES?
* If responded «minor / major changes ahead» to the previous question
GROWTH OPPORTUNITIES AND DISRUPTIVE INNOVATIONS •
Due to advanced capabilities around leveraging data points available from a modern car, the aftermarket has an opportunity to target vehicle servicing by various business models.
•
The Amazon approach to automotive retail and aftersales will be emulated by OEMs and other aftermarket industry stakeholders.
•
Major changes are expected to happen around vehicle software, as Increased complexity due to higher adoption of sensor-based components will require new skill sets to be acquired by OEMs.
•
Telematics, eCommerce, 3D printing will by the foundation in the evolution of the OEM aftersales channel.
•
Potential data monetization opportunities are expected to come to focus in the next 5 years, although concerns about data privacy are likely to require new solutions.
•
3D printing, which is currently being used in vehicle development phase, is expected to make its way into aftermarket once cost premium over conventional parts drops from current 5x to 1.1x by 2030.
Source: Frost & Sullivan
WHAT WOULD BE THE REASONS FOR THOSE CHANGES?
* If responded «minor / major changes ahead» to the previous question
DO YOU HAVE A GOOD UNDERSTANDING OF HOW THOSE CHANGES WILL LOOK LIKE?
* If responded «change in the automotive technology» to the previous question
DO YOU HAVE A GOOD UNDERSTANDING OF HOW THOSE CHANGES WILL LOOK LIKE?
* If responded «change in the automotive technology» to the previous question
HOW DO YOU FEEL YOUR COMPANY IS PREPARED FOR THE UPCOMING CHANGES?
* If responded «Yes, I have a good idea how the market is going to change in the Middle East» to the previous question
EXAMPLE: CEOS’ PERSPECTIVE—KEY TAKEAWAYS
59% 53% 43%
cite revenue growth as the top growth objective.
believe intelligent data analytics will be the most leveraged growth opportunity theme.
53%
identify a highly competitive environment as the major external challenge.
54%
their 51% perceive organizations to be weak in growth strategy and vision congruence.
say an inability to recruit and retain qualified personnel is a major internal challenge.
39%
Express dissatisfaction with their organizations’ ability to align innovation performance with customer demands.
44% think the connectivity and convergence Mega Trend will have the most disruptive effect on business models.
plan to ramp up technology strategies over the next 3 years.
Forty-eight percent of CEOs believe they will rely on strategic partnerships to drive their organizations’ growth in the next 3 years.
Based on discussions with COEs of fleet companies. Source: Frost & Sullivan
HOW DO YOU FEEL YOUR COMPANY IS PREPARED FOR THE UPCOMING CHANGES?
* If responded «Yes, I have a good idea how the market is going to change in the Middle East» to the previous question
WHICH AUTOMOTIVE PRODUCTS AND SERVICES WILL FACE DISRUPTION IN THE MIDDLE EAST?
Powertrain 61%
WS Equipment/Tools 49%
Engine Electronics 65%
General Accessories 41%
Batteries 79%
Vehicle care 45%
WHICH AUTOMOTIVE PRODUCTS AND SERVICES WILL FACE DISRUPTION IN THE MIDDLE EAST?
NEW PLAYERS DISRUPTING THE AUTOMOTIVE LANDSCAPE: DISRUPTION IS HAPPENING THROUGHOUT THE AUTO INDUSTRY SUPPLY CHAIN
Source: Frost & Sullivan
OUR KEY FUNCTIONAL AREAS IMPACTED BY DIGITAL TRANSFORMATION
Highly configurable and flexible production operated by robots • Real-time production optimization through integration with simulation techniques • Predictive analytics through pattern recognition methods • Encryptions in data packets to enhance security • Automatic capturing, modelling, and optimizing of production system
Enhance customer experience of conventional dealerships – leverage 3-D configurators, augmented reality(AR), animations, etc. • Develop innovative solutions leveraging Big Data analytics and SMAC – converts data and leads to sales • Personalized customer experience, incentive, and brand management are key areas. eCommerce, virtual reality(VR), and customer analytics are key technology enablers.
Connected supply chain – cost reduction through efficiently managed end-toend process • Reduce lead times and accelerate supply chain transparency through continued partner system integration • Supply Chain Modelling leveraging cloud solutions – mitigate risks considering various scenarios • Collaborative Product development leveraging enterprise-wide cloud solutions
Sales forecasting – Analytical models will be leveraged to predict vehicle/ part sales at different levels (region to dealers). • Mobile applications and portals across functional areas • Brand management – Digital strategy ensures that customers have same experience along all communication channels. • Digital Workplace – Organizational initiatives from office space to individual teams Source: Frost & Sullivan
WHICH UPCOMING TECHNOLOGY DO YOU THINK WILL CHALLENGE PETROL/DIESEL IN THE MIDDLE EAST?
BY WHEN DO YOU EXPECT THIS TECHNOLOGY TO BE IMPORTANT IN THE MIDDLE EAST?
Electric vehicles
Hybrid vehicles
Solar
Hydrogen fuel cell vehicles
5 years
60%
53%
51%
56%
10 years
31%
37%
33%
37%
15 years
9%
9%
16%
8%
19M UNITS [BY 2025]; 14-16% OF GLOBAL LDV SALES. XEVS BY 2030 HAS THE POTENTIAL TO ACCOUNT FOR 30% OF SALES
Thousands
SALES FORECASTS FOR HYBRID, ELECTRIC AND FUEL CELL VEHICLES â&#x20AC;&#x201C; MIDLINE SCENARIO (GLOBAL), 2012-2025 Emergence of fuel cells
18,000
FCEV (0.8%)
16,000 14,000 12,000
Growth of EV and HEV due to Chinese New Energy Vehicle push
10,000 HEV sales >1.5M
8,000
EV (40.0%)
Uptake of PHEVs Mass production of 48V HEVs
6,000 HEV (59.2%)
4,000 2,000 2012
2013
2014
2015
2016
Full Hybrids
2017
2018
Mild Hybrid
Hybrid Vehicles
2019 BEV
2020 PHEV
2021
2022
2023
2024
2025
FCEV
Electric Vehicles Source: Frost & Sullivan
WHERE DO YOU SEE BIGGER CHANGES AHEAD?
HAVE YOUR CUSTOMERS STARTED APPROACHING YOU FOR PRODUCTS AND SERVICES FOR NON-PETROL/DIESEL VEHICLES?
WHAT ARE YOUR PREDICTIONS FOR THE MARKET SHARE OF VEHICLES OTHER THAN PETROL OR DIESEL ENGINES IN THE UAE BY 2030?
WHAT ARE YOUR PREDICTIONS FOR THE MARKET SHARE OF VEHICLES OTHER THAN PETROL OR DIESEL ENGINES IN THE UAE BY 2030?
Source: Frost & Sullivan
HOW MUCH WILL THE FOLLOWING FORCES DRIVE ELECTRIC VEHICLES TECHNOLOGY CHANGE?
HOW DO YOU SEE THE FUTURE OF THE AUTOMOTIVE AFTERMARKET IN THE MIDDLE EAST?
MARKET OPPORTUNITIES AND THREATS OF ELECTRIC VEHICLES AFTERMARKET
Increasing opportunities
Unchanged
Decreasing opportunities
ECUâ&#x20AC;&#x2122;s
Tie Rods
Oxygen Sensors
Electric A/C Compressors
Ball Joints
Fuel Injectors
Heater Pumps
Tires
Alternators
Transmission Fluid
Shocks/ Springs
Engine Oil
Electric Motors/ Generators
Air/ Fuel Filters
Brake Sensors/ Actuators
Belts
High Voltage Converters
Power Steering Filters
Transmission Coolant
Break Rotors
Power Steering Sensors
Brake Pads Catalytic Converters
Source: Frost & Sullivan
WHEN YOU TAKE A LOOK AT THE CURRENT PARTS AND COMPONENTS OF A CAR, HOW MUCH OF THIS WILL REMAIN THE SAME BY 2025?
IN THE MIDDLE EAST, IN WHICH TIME FRAME DO YOU EXPECT NOTABLE CHANGES IN THE AUTOMOTIVE AFTERMARKET DUE TO TECHNOLOGY CHANGE?
IS YOUR WORKSHOP OR GARAGE EQUIPPED TO SERVICE THE NEEDS OF VEHICLES OTHER THAN PETROL / DIESEL
50 respondents to this question
A CHANGE IN VEHICLE TECHNOLOGY REQUIRES THE WORKSHOPS/GARAGES TO INVEST IN NEW EQUIPMENT, TOOLS AND TRAINING WELL IN ADVANCE. WHAT IS YOUR SITUATION?
50 respondents to this question
HYBRIDS AND ELECTRIC VEHICLES AFTERMARKET: PERCENT OF VEHICLES FREQUENTING REPAIR SHOPS/DEALERSHIPS THAT HAVE BEEN HYBRIDS (NORTH AMERICA) Percentage of Vehicles Frequenting Repair Shops/Dealerships That Have Been Hybrid Vehicles (N=400)
0%
In a recent Frost & Sullivan survey of 400 vehicle repair professionals, 100% said they had serviced a hybrid vehicle within the past 12 months.
0%
96%
1%-25%
4%
26%-50%
51%-75%
1%
76%-99%
0%
100%
0%
0%
20%
40%
60%
80%
100%
Q: Within the past 12 months approximately what percent of vehicles frequenting your repair shops/dealership have been hybrid vehicles? Source: Frost & Sullivan
WHEN DO YOU EXPECT TO SEE AUTONOMOUS VEHICLES ON THE ROAD?
HE ROLE OF THE CONNECTED CAR TOWARDS REALIZING AUTONOMY
Source: Frost & Sullivan
Panel Discussion – Innovation in the Region
Dr. Yousef Mohamed Al Ali | Dubai Taxi Corporation - RTA Chief Executive Officer Vitali Bielski | Frost & Sullivan Senior Consultant, MENA – Automotive Practice Sherif El-Sheikh | WABCO Regional Leader – Middle East & Africa Glenn Power | GT Auto Centre Workshop Manager
86