Bentley has announced that it has passed the symbolic milestone of 200,000 cars having left the factory since the brand was founded in 1919. And the 200,000th is a hybrid Bentayga, symbolizing the electric transition of the British manufacturer.
Incredibly, more than three quarters of these 200,000 cars have been produced in the last 18 years. And in fact 85 cars currently roll off the Bentley production line every day.
That’s the number of cars the brand was producing every month just 20 years ago. Each car is still carefully assembled by hand, as has been the tradition for over 100 years.
Bentley announced earlier that it will only produce electric cars from 2030. For the purposes of communicating on this milestone, Bentley decided to have this Bentayga posed next to the EXP2, the oldest Bentley in history.
Following the introduction of the Proton X70 last December, Al-Haj Automotive, the authorised distributor and assembler of Proton vehicles in Pakistan, has now launched the more affordable Saga sedan in the country.
The Saga on sale there is being offered in five variants, including the Saga MT and AT, the range-topping Saga Ace AT, as well as the limited-edition Saga R3. What’s interesting is the Saga R3 in Pakistan is available with either an automatic or manual transmission – the latter is something we don’t get.
In terms of equipment, both the Saga MT and AT are similar to the Standard MT and AT variants we have here, including halogen headlamps, 14-inch steel wheels with plastic covers, rear parking sensors, powered side mirrors with indicators and remote trunk release.
Stepping up to the Ace AT, it matches the Premium variant in Malaysia, adding on LED daytime running lights, a small boot spoiler, 15-inch alloy wheels, a multi-function steering wheel, a seven-inch touchscreen media system with smartphone mirroring, a reverse camera and a N95 cabin filter.
As reported previously, the Saga sold in Pakistan is powered by a S4PE engine with a displacement of 1,299 cc, which is 33 cc less than the Malaysian model that has a capacity of 1,332 cc. The lower engine displacement of below 1.3 litres allows the Saga to be priced more competitively in Pakistan, thanks to the tax breaks it qualifies for with this classification.
According to Proton Pakistan, the engine makes 92 PS (91 hp) and 120 Nm of torque, and comes with an Eco Drive Assist mode. The transmission pairings include a four-speed torque converter automatic and a five-speed manual.
Safety-wise, the base MT and AT variants receive two front airbags, ABS and EBD as standard, while traction control and Electronic Stability Control (ESC) is only found on the Ace AT. There are six colours to choose from – Armour Silver, Ruby Red, Rosewood Maroon, Jet Grey, Snow White dan Quartz Black.
The Saga R3 is a little different than the MT, AT and Ace AT, as it uses the 1,332-cc engine that we have here. Equipped with the same kit as the Premium, the variant features cues inspired by the Sepang 1000KM race car, including a body kit consisting of a front spoiler lip, side skirts and accents in the official R3 colour, yellow.
The hue is seen on the front grille, front and rear windscreen stickers, as well as the side mirror caps. Other exterior touches include 15-inch alloys in matte grey, an R3 emblem on the boot lid and the race car’s number “82” that is part of the body decals.
Inside, more yellow accents can be seen on the centre console and the analogue meter cluster, complemented by an “R3 Limited Edition” emblem on the dashboard, R3-branded carpets, R3-embroidered leather seats and the stitching on the steering wheel.
Prices start at 1.975 million Pakistani rupees (RM53,665) for the Saga in MT guise, while the AT goes for PKR2.125 million (RM57,741). The Ace AT is priced at PKR2.225 million (RM60,458) and the Saga R3 goes for PKR2.175 million (RM59,100) with a manual, or PKR2.425 million (RM65,893) with an automatic. A five-year/150,000-km warranty is standard, and Proton is one of the first car brands in Pakistan to offer such a coverage package.
Only 100 units of the Saga R3 will be offered in Pakistan, which is far less than the 2,000 units we get here. According to Proton Pakistan marketing manager Ibad Jamal, to ensure a fair chance for customers to secure a unit, they must first register their interest online, after which a lucky draw will be done to decide who is fortuitous to buy one.
In continuation to my last Article “Marketing Dynamics in Automobile Industry”, I’ll briefly explain how trends are impacting the truck auto industry and how it can be useful for all of us to implement these strategies in marketing. The most important thing in marketing is “Connection”, Connection of brand, product, price, promotion to the Consumers, audience, buyers’ and customers’. The essence of marketing is to attract customers to a business. Good customers are okay, great customers are best. Every business wants customers just like their best ones.
There was a time when word of mouth was enough to keep a business alive and all it took was a handshake to close a deal, but those days are long gone. Consumers are more connected than ever before and information is right at their fingertips. They can comparison shop interest rates and car prices from their phone while they are sitting in your dealership. This translates into a more competitive market where you either stand out or get left behind. Even the most loyal customers are going to abandon ship if they find out there is a better deal across that street. That is why today’s automotive dealers must invest in the right kinds of digital marketing and advertising tools as part of a larger strategy that works to build brand recognition.
Marketing is the process of getting the right goods or services or ideas to the right people at the right place, time, and price, using the right promotion techniques and utilizing the appropriate people to provide the customer service associated with those goods, services, or ideas. This concept is referred to as the “right” principle and is the basis of all marketing strategy. In todays’ topic I’ll focus on the most fascinating and attractive category of “CargoTruck” traditional marketing style that is missing in all platform of social media, print media and digital platforms.
Pakistan is country rich of culture. Everything has its own style carrying from ancient times. Art is not what you see, but what you make others see. In Pakistan you all might haveseen bright, colorful resplendent trucks thundering down streets and highways. In Pakistan, ‘truck art’ is something beyond social expression; it’s also a deeply rooted tradition that can cause a business boom for drivers. Many articles been written on the history behind these moving bits of art.
Let me assure you that “truck art” is one of the most culturally celebrated forms of art in Pakistan. Pakistan have four provinces and every province has its own culture, values, attraction and language. So the versatility of Truck art varies in all region across Pakistan. In Baluchistan and Khyber Pakhtunkhwa they usually used wood work, Rawalpindi and Islamabad plastic work, and the Sindhi truck art mostly features red shading in truck enrichment. Cargo trucks paintings – often coupled with lines of poetry (MaaBoli’s), religious calligraphy or common phrases (i-e, just like “GiAya’anNuo”, “MaakiDuaa” etc.) – represent the truck driver’s identity and regional background. The images on the trucks embody a wide range of themes including celebrities, beautiful women, mythical creatures, religious imagery, and national heroes, comic verses may also be found written on the trucks. Sometimes, chains and pendants are also seen to be hanging with the bumpers of the truck.
Looking back to the history in 1920s, when Bedford trucks imported from England entered the country’s streets with customized designs of large wooden prows on top of the truck bed. Known as a Taj, or Crown. In the 1950s, Karachi became a hub of truck art.
According to different articles on “Jingle Trucks”, it was written that driver can easily spend up two years’ salary to just décor their truck. That’s not the end, they do touchups every few years to keep things fresh. Well, the most important thing that we as “Marketing Analysist” should understand that it’s not about the money but the Love, Connection and Ownership that they are always ready to pay for it no matter what. For Truck drivers’, truck is their home and they spend their major time in the truck often sleep on it or under it.
Truck art is not just an art anymore. It has become an enthusiastic love for culturalism and symbolism, which has transcended the territorial limits of Pakistan, to be praised and acknowledged internationally. Haider Ali who had beautifully exhibited the art on vehicles in UK, Poland, US, Germany, and the United States. He also ornamented a Turkish municipal bus as a part of solidifying Pak-Turk bilateral ties and to promote cultural friendliness between the two countries. Hey, don’t you all forget about 2015 campaign, the famous fashion company Dolce & Gabbana used such displays which could clearly be seen as influenced by Pakistani truck art.
Well, you might be thinking why am I explaining all these about “Jingle Trucks”. Point is simple; did you ever see any “Culturally Rich” Marketing campaign of Cargo trucks in recent times in Pakistan. People are perceiving truck industry as Passenger vehicle but frankly speaking that is truly “un-fairness” with both the vehicle categories. Passenger vehicles are owned by the buyer itself who wanted luxury, Style, Brand name and experience of International Level While Truck Industry where trucks are mainly purchased by the “Fleet owners”, Financers or by the “Logistics Companies”, but they don’t run these trucks directly, Drivers are the one who actually runs these vehicles but what we missing in Truck Marketing is their (Drivers’/end users’) connection to the company (Vehicle offered).
Truck is not just only used for logistics purposes but these days’ trucks customized solution been offered by companies to their buyers’/end users such as “Food Truck”, “Cold Storage Truck”, “Accessories Truck”, “Ice Cream Truck”. People don’t need to rent a shop to run their business, they just need to buy a small, medium or heavy truck as per their need/demand and use that as shop. How Cool, isn’t it?
This is the time when Marketing team need to think to “Revamp Company Marketing Strategy especially in Commercial Vehicle Segment”specially to build customer ownership and loyalty to effective marketing product that will result in lead generation and to register the sale later on. This is not the industry where a big showroom can attract the customers, this is the industry where you need to go down to the people like “road shows”, free service campaign, “Truck Adda – Get together”.Marketing strategy need to have that wow element that hit directly to the customer heart.
Well I’m keeping my article as an open ended to let “Marketing Guru’s” think about it and share their ideas to me at [email protected] . If you enjoyed this article and you’d like more information about getting your truck Marketing up and running, wait for my next Article about “Promo Trucks” and “Vehicle Wrap”. Till then Remember me in your prayers.
By Rizwana Ashraf (Automotive Enthusiast, Strategic Analyst & Chinese Language Professional)
A full five-year with an unlimited mileage factory warranty is provided as well as an assurance of nationwide after-sales support with readily available genuine parts
UMW Toyota Motor Sdn Bhd (UMWT) has launched the all-new Toyota Corolla Cross for the Malaysian market.
The five-seater SUV is available in two variants — Corolla Cross 1.8V and Corolla Cross 1.8G — and are priced from RM134,000 (without sale tax exemption) and RM124,000 (with sale tax exemption until June 30, 2021) in Peninsular Malaysia without insurance.
The new model will be imported as a completely built-up unit from Thailand before local production starts later this year.
“In wasting no time, we are accelerating into 2021 with new drive and synergised mobility. The new Toyota Corolla Cross enters the ever-growing modern SUV segment, catering to a new generation of mobile adventurous consumers.
“We are confident that it will prove to be yet another winner as it is ideal for today’s active lifestyles,” UMWT President Ravindran K said in a statement yesterday.
The Corolla Cross is built around the Toyota New Global Architecture (TNGA), a structure and platform that allows more engineering flexibility.
With TNGA, a lower centre of gravity can be achieved to improve stability while the highly rigid body enhances agility and ride comfort.
Compared to the Corolla sedan, the Corolla Cross has a marginally shorter body with an overall length of 4,460mm.
However, it has 45mm more overall width at 1,825mm and 185 mm taller at 1,620mm, which allows ground clearance to be raised to 161mm.
The Corolla Cross is powered by a 1.8-litre petrol DOHC engine with Dual VVT-i that produces 139ps of power at 6,400rpm with 172Nm of torque at 4,000rpm.
The engine is matched with a seven-speed sequential shiftmatic CVT transmission that improves performance with an electronically-controlled throttle to provide responsiveness, smoothness and quietness.
UMWT Deputy Chairman Akio Takeyama said initial market studies have shown that there is a strong and positive response to this new type of Corolla.
“This response is not surprising as there is great demand for SUVs globally. As such, we will have this model assembled locally around the end of this year,” he said.
The Corolla Cross has a dominant speedometer in the middle within a 4.2-inch colour multi-information display.
Besides that, it has a nine-inch display in the middle of the dashboard with Apple Carplay and Android Auto-ready connectivity.
The new Corolla Cross comes with Toyota Safety Sense 2.0 that consists of various safety features including the pre-collision system, lane departure alert with steering assist, dynamic radar cruise control, lane tracing assist and automatic high beam, among others.
Customers can choose from an exterior colour line-up of five finishes namely red mica metallic, platinum white pearl, metalstream metallic, graphite metallic and nebula blue metallic.
A full five-year with an unlimited mileage factory warranty is provided as well as an assurance of nationwide after-sales support with readily available genuine parts.
Panther Tyres Limited is a leading & Innovative tyre company of Pakistan. The company has successfully Manufactured Pakistan’s first Largest & Heaviest Tyre “SIKANDAR” 23.5-25 (L5) with weight of 450 KG for Earth Mover / OTR Vehicles in February 2021.
This tyre is specially designed for construction and mining sites with reinforced sidewalls which offers maximum pressure bearing on tough terrains & gives longer life. Company is planning to launch more Earth mover / OTR Tyres SKU’s in coming months.
The Auto Development Policy (ADP) 2016-2021 has attracted around 21 investors who have been granted Greenfield status under the policy.
Two closed units have been revived under Brownfield status. Total investment attracted under ADP 2016-2020 stood at one billion dollars.
Consumers are now seeing the positive results of the policy. Lucky Motor Corporation is rolling out various Kia models like Sportage, Picanto and Sorento at its plant at Port Qasim Industrial Park while Hyundai Tucson and Porter are being assembled at Faisalabad Industrial Area (M3), while more models are planned by the Nishat Group. These two players are set to change auto market dynamics in coming years.
These are the two major investments from Korea which is now making prospective buyers wild towards Sportage and Tucson mainly. These players are ready to grab more market share in coming one to two years with plans of introducing more vehicles in the local assembly lines.
Regal Automobiles with its models of Prince 800cc cars and Glory SUVs looks determined to shake up Japanese and Korean competitors. Foton JW Auto Park is the only investor for light commercial vehicle sector under ADP 2016-21 has create marketplace in country while Master Motors and United Motors are also trying to make their presence felt in the market in which Master excels with other players. Master Motors eyes Alsvin vehicles as its game changer vehicle.
The government had, however, tried to create a competition in the market by granting licenses to new entrants and this move is paying off especially in the case of two Korean assemblers and two to three Chinese assemblers.
However, the ADP 2016-2021 has also a grey area. For example, plans of Al-Futtaim to launch Renault vehicles in Pakistan hit the snags as reportedly the firm has shown no progress.
Pak CAMC, Pak China Motors and Al-Futtaim under ADP 2016-21 have not signed an agreement with the Ministry of Industries and Production (MoIP) and neither shown any progress. MoIP had, however, desired to deliberate the cases of cancellation of Greenfield status of Pak CAMC and Pak China Motors.
Dewan Farooq Motors Limited started production in 2018. However, the firm could not continue due to various macroeconomic factors i.e. rupee devaluation etc. The firm requested for extension of one year in their existing Brownfield expiry date of March 05, 2022. Engineering Development Board (EDB) is of the view that as per policy no such extension can be granted.
Premier Motors Ltd. signed an agreement with Volkswagen, Germany to produce Volkswagen brand automotive vehicles in Pakistan. The firm CKD manufacturing as per their business plan submitted in November 2019 was delayed due to prevailing situation due to Covid-19/Lockdown. Premier Motors Ltd informed the government that the firm was not able to hold design review meetings, design approval and manufacturing release for the equipment with vendors and with their principle in Germany due to lockdown and travel ban etc. The firm was not able to proceed with construction at the production site due to non-availability of labor during execution of construction activities. Therefore, the firm requested an extension in their planned start of production date by nine months, i.e. from July 01, 2021 to March 31, 2022.
Ghandharna Nissan Limited and Nissan Motor of Japan joint project to introduce various models of Datsun vehicles had also failed to become a practical reality.
Pakistan also witnessed United Bravo 800cc car two years back but it could not succeed the way it was introduced with fanfare. However, its manufacturer has not lost hope and again dared to launch Alpha 1,000cc in January 2021 hoping to carve a niche in the tough market dominated by Japanese assemblers.
MG SUV by MG Motors Pakistan has already become popular in the media with a case of under invoicing on which the Federal Board of Revenue (FBR) has still not given any clear stance and the issue is only being highlighted in the media, while the MG SUV importer has been terming under invoicing as a weak case. However, MG SUVs has created additional interest among the prospective buyers as the company has imported vehicles in higher numbers to test the consumers’ response.
Meanwhile, commenting on the ADP 2016-2021, EDB spokesman said the auto policy was mainly for newcomers and they have responded well.
One of the main objectives of ADP 2016-21 was that it had lured more players, introduced competition and access to WP 29 regulations which is another major achievement
He said the auto policy was for new entrants mainly as new entrants in the car segment were given 20 per cent advantage over existing players in custom duty on both localized and non localized parts. For existing players 32.5 percent and 47.5 per cent duties were reduced by 2.5 per cent, he added.
“Affordable cars and focus must be on increasing volumes through local sales and exports,” the EDB spokesman said adding “if Volkswagen starts production, the investment or completion will be enough for the time being in my view.”
A case of cutoff date had also been discussed in the recent AIDC meeting followed by request by some companies to extend their planned production date. The matter of cut-off date was discussed during Agenda item 2 in the 33rd AIDC meeting wherein EDB informed that cut-off period under policy is June 30, 2026; i.e. if a variant is launched in June 2021, then it can avail benefits will June 2026 however, if a variant is launched in June 2022, than cut-off date of June 2026 will apply. However, cut-off date matter is being constantly highlighted therefore matter is placed before the AIDC for advice.
EDB visited the site and found that Premier Motors Ltd has acquired 140 acre land and erected the boundary wall. The civil work in progress is slow. However, the project has the potential to provide a large number of employment opportunities to locals in Lasbella, Balochistan.
A Korean vehicle assembler had urged the EDB that the differential of duties between existing players and new entrants should be kept intact, as any reduction in such differential will hurt the new entrants under ADP 2016-21. EDB had assured the Korean assembler that no such budget proposal has been deliberated/forwarded by the EDB.
Topsum Motor was granted status and after a lapse of two years the firm submitted a business plan through the Board of Investment with new principals including Zotye. The firm submitted revised business plan and New Investment Committee of EDB has recommended visiting the company premises to ascertain groundbreaking of the project/investment in land and building prior to recommending the case to the Ministry of Industries.
An auto expert is of the view that the government should have forced the entrants to first set up their plants in the first two years to ensure CKD kits arrival first and then sell the vehicles in the markets.
He said the new entrants should have been made bound to import only 100 CBU vehicles for market testing as the issue of misusing this facility has sent a shockwave in the auto sector which is evident from massive import of brand new vehicles from July 2020 to January 2021.
He was of the view that the ADP 2016-2021 had not proved beneficial for the middle income group buyers who still rely on two wheelers as they cannot dream of brand new vehicles whose prices rise multiple times every year.
One of the auto professionals told Automark that Auto Policy 2016-2021 has proved as a litmus test for the entire automobile industry, though the maturity of the industry was linked with three big players. However, considering the annual volumes of vehicles sold in Pakistan, the auto policy was a great test for existing OEMs.
Despite having a strong backup technical support and experience, all three were unable to face the damage in different areas, losing the volumes, losing the market and losing the after sales may not be a big damage. However, losing a well trained skilled management and team will be unrecoverable for years, he said.
Giving the above situation there were many new entrants who when exposed to direct heat melted even under a year time and were unable to proof them against the big claims, whereas there were couple of them, who were not only able to bring a strong competition in the market but were also delighted the customers with their well known segments and products. Surprisingly a couple of “Zeros shine as Heroes” resulting in making a strong impact of their product in the current market.
“We are happy that with the product war, consumers are delighted and are able to understand the importance of existing OEMs and delight of new ones,” he said.
He said ADP 2016-2021 has not only brought up the new products in Pakistani market but also given the maturity to all OEMs and public for a serious competition directing towards the survival of the fittest. One time Investments, job creation and technology transfer to a limited scale was the success of this policy. However, a chain reaction of above at country level in terms of localization is yet awaited. New entrants while enjoying the green and brown field journey are being watched by existing OEMs for the ending of the joy period and preparing for the battle based on equal grounds.
This understanding of deep rooting, the company growth based on maximum localization will decide the future of OEMs at the end of the discount journey, he observed.
When asked what should be the main focus of new auto policy which the previous policy had missed, he said mandatory localization of deleted parts to a specified percentage can draw a hybrid policy resulting in making local suppliers a stakeholder for a mutual success of the industry. Local suppliers were ignored in the last policy resulting in non uniform distribution of rights to success. Giving a mutual benefit to local part manufacturers will create a massive employment opportunity throughout the country. EV is already a subject on the government’s table and a new success is expected in new policy.
On further space for more investment in the auto sector based on the current number of players, the auto professional said though the blood bath has already started, however, with improving volumes and demand for technological automobiles, the future is bright.
Country demand for vehicles is improving and economic growth allows us to ascertain and engage more players with auto industry friendly policy.
“Future is EV hence the ground should be opened for the same,” he said. An auto market expert, while giving suggestions for the next Auto Industry Development Policy, told Automark that announcement of new Green or Brown field enterprise must not be announced until they signed an agreement with the Ministry of Production with the firm commitment of establishing the project within the committed time frame. The agreement must be annexed with the tentative implementation schedule for SOP with all the details about project activities, any extension in the schedule must be approved by AIDP members after visit of a joint team of Ministry of Industries and Production (MoIP), Engineering Development Board (EDB) and Board of Investment (BOI). A joint team of BOI, MoIP and EDB should visit the enterprise site to witness the on-going progress of the project, he said adding that import of vehicles on a concessional basis should be allowed when the gray structure of the plant is ready. The permission should be non-transferable and the qualified enterprise should not be allowed to sell the project status, he suggested.
The plant layout should be approved by town planners keeping in view of all safety features of the workers working inside the factory and staff in offices.
Violators must be heavily penalized if they fail to start production after signing an agreement with MoIP and they should not be allowed for five years to import any vehicles for commercial use.
Tractor industry is the backbone of the country, although the existing assemblers are enjoying many incentives but there are no incentives given to new comers or brown field investors. All new investors must be allowed to import CKD on one per cent and 10 per cent custom duty on non-localized and localized components respectively for five years with some other incentives as allowed for others (imports of CBU and plant) like imports of plant and equipment etc.
Special zones with environmental agency approvals and infrastructure availability may be developed for newcomers to avail incentives of income tax and other prevailing taxes for five years.
A price review board should be established to keep an eye on the selling prices of the vehicles allowed under the policy, he strongly suggested adding all safety features as per PSQCA must be built in the vehicles.
All OEMs (existing, new or brownfield) must provide OJT facilities to fresh engineers and diploma holders with reasonable stipends.
The teachers and staff of universities, colleges and institutes teaching automobile courses must be allowed to have in-depth knowledge about the automobile industry by allowing them for OJT at assembly plants.
Suzuki Motor’s 91-year-old chairman, Osamu Suzuki, is stepping down after leading an automaker for longer than anyone else in the industry. Suzuki, who was the Japanese automaker’s CEO for 22 years and then chairman for another two decades, will step down from his current role following a shareholders meeting in June, the company said in a statement Wednesday. He will remain as a senior adviser. With almost half a century at the helm, Suzuki is widely credited with turning the automaker into what it is today: one of the largest small-vehicle manufacturers in the world. Instead of taking Japan’s biggest auto giants like Toyota head on, Suzuki worked to grow the company by finding new markets around the world for its compact automobiles, building a dominant share in India during his first of two terms as president from 1978 to 2000. The nonagenarian also steered the company into alliances with two of the world’s biggest automakers, Volkswagen and General Motors, though those ultimately failed. His departure comes one week after Honda’s CEO Takahiro Hachigo said he would resign effective June, underscoring the churn the Japanese auto industry is currently undergoing. Japanese automakers are beginning to recover from a tough pandemic-marred year, but even as demand revives, they are struggling to meet sales targets amid a global chip shortage. Suzuki is targeting a profit of 160 billion yen ($1.5 billion) for the fiscal year through March, down by about a quarter from the previous year’s 215 billion yen. Suzuki had ceded his title of president to his son Toshihiro Suzuki in 2015, easing market uncertainty about management succession at the automaker. The company’s shares are up 4 percent this year.
