DELO Truck Studie 2014 S

Truck Market 2024
Sustainable Growth in
Global Markets
Editorial Welcome to the
Deloitte 2014 Truck Study
Dear Reader,
Welcome to the Deloitte 2014 Truck Study.
1
Growth is back on the agenda. While the industry environment remains challenging, the key
question is how premium commercial vehicle OEMs can grow profitably and sustainably in a 2
global setting.
3
This year we present a truly international outlook, prepared by the Deloitte Global Commercial 4
Vehicle Team. After speaking with a selection of European OEM senior executives from
around the world, we prepared this innovative study. It combines industry and Deloitte expert 5
insight with a wide array of data. Our experts draw on first-hand knowledge of both country
6
Christopher Nrk Michael A. Maier and industry-specific challenges.
We hope you will find this report useful in developing your future business strategy. To the 7
many executives who took the time to respond to our survey, thank you for your time and
valuable input.
We look forward to continuing this important strategic conversation with you.
Using this report

In each chapter you will find:
A summary of the key messages and
insights of the chapter and an overview of
the survey responses regarding each topic Christopher Nrk Michael A. Maier
Detailed materials supporting our findings Partner Automotive Director Strategy & Operations
and explaining the impacts for the OEMs
2014 Deloitte Consulting GmbH

Table of Contents The global truck market outlook
is optimistic
Yet, slow growth in key markets will increase competition while growth is shifting
1. Executive Summary
to new geographies
2. Market Outlook
From now to 2024, annual growth of > 3% is expected in the global truck market, mainly driven by global GDP
3. Focus Top 10 OEMs growth, estimated at 3.3% per year.
4. Competitive Landscape
A closer look at growth by country reveals a wide range of growth rates. Brazil, China, and Japan show little mo-
5. Global Insights: North America, mentum, growing at 1% per year. The U.S. also trails the global average at 2%. India is the most dynamic large
Increasing Profit in the Aftermarket market with a staggering 9% CAGR. New growth markets appear in Eastern Europe (10%), Russia and Central
America (5% each) and in the ASEAN countries (4%).
6. Global Insights: Western Europe,
Growth through telematics
The study will examine in detail how market contenders can stay on top of ever-intensifying competition in the
7. Global Insights: Japan, How OEMs mature markets. Expanding into growth markets requires major decisions on the operating model and product
will succeed in ASEAN portfolio for each region. Triad premium OEMs especially must adjust their offering to local market require-
ments if they want to move out of their high-end niche.
In our opinion, two strategic options will determine market success in 2024:
1. Focus on the right growth markets and invest in those
2. New business models to open new revenue streams to OEMs
From a global perspective we want to show examples how this strategic options can be successfully fullfilled by
introducing the following topics by our global team:
Aftermarket and, even more importantly, aftermarket pricing can increase an OEMs profitability in
mature markets with slower new vehicle sales.
The telematics market will grow to a size of US$20B by 2024. How do OEMs need to be organize to claim
their piece of the pie?
Staying focused on investing in the right markets is key. We provide insights on how to enter ASEAN
markets.
ASEAN 11% 67% 22%
China 10% 70% 10% 10%
1 Winning in a global market is the key challenge for every truck OEM India
Brasil 10% 20%

66%
40%
34%
30%
Russia 50% 40% 10%
Japan 38% 24% 38%
But profitable and sustainable growth is contingent on adjusting the go-to-market approach, ROW 66% 12% 22%
product and service portfolio to local requirements
0 20 40 60 80 100
Mature Market Insights from OEMs

Strategy Q: Within the following regions, for which
10%do you 30%
segment expect the50%
strongest 70% 90%
y
New business models to open

teg
increase in sales volume?

new revenue streams to OEMs
a
Str
et
Global Insights EU 38% 62% Aft

ark
North America:
eM
Increasing Profit in Eastern Europe 25% 25% 50%

tur
the Aftermarket Pre

Growth Market Strategy USA 18% 36% 46%
Ma
South/Central
America 78% 11% 11%
Mi
Global Insights
ASEAN 11% 67% 22%
Western Europe:
Growth through China 10% 70% 10% 10% Low
Telematics
Growth India 66% 34%
Market Brasil 10% 20% 40% 30%
Strategy Russia 50% 40% 10%
Global Insights
Strengthening
Japan: How OEMs Japan 38% 24% 38%
local presence in
Will Succeed in
the right markets 66%
ASEAN ROW 12% 22%
Brands
Products 0% 20% 40% 60% 80% 100%
Development & production
Sales & services Low Cost Mid Market Premium Aftersales
Source: Deloitte Global Truck Study 2014, Reference page

2 The global truck market is expected to grow at a CAGR of 3.1% to 2024
Country growth rates vary widely from a meager 1% for China and Brazil to Insights from OEMs
a staggering 9% for India and 7% for Eastern Europe
Q: In your opinion, how will your companys
turnover develop in the following regions
The truck market is growing, but the pace is fairly slow in the future? (% of respondents)
From 2004 to 2014, sales in the global truck market for MCV & HCV* grew at an average
annual rate of 2.7%, but growth was extremely volatile, ranging from -18% to 37%. HCVs 44%
India
continue to be the dominant segment in the market, with a share of 63%. Between 2014
+9%
33%
and 2024 the global truck market is expected to continue growing at a fairly low rate of Eastern Europe
3.1% per year. The Indian market will be the main driver. +7%
Russia
0%
+5%
Growth is not global it is regional
Growth rates vary widely around the globe. Growth is slowing down in large truck markets Central
56% America
such as China and most of the Triad countries. On the contrary, India, the ASEAN countries, +4%
and Eastern Europe will account for most of the future growth. Central America is showing Asean
67%
dynamic growth as well. More than 70% of incremental sales in 2024 will be generated out- +4%
side the Triad markets. But the solidity of the Triad markets will stabilize the total global truck
11% EU
market in the decade to come. +4%
US
33%
Beyond BRIC +2%
Much of the recovery of the truck industry after the financial crisis was due to the BRIC
markets and their growth opportunities. This is not the only truth anymore. While the BRIC China
44% +1%
markets remain the largest truck markets, other regions have developed more growth mo- Brazil
mentum. It is essential for OEMs to focus on both, the largest markets and the new growth 0% +1%
Japan
regions. 0% +1%
Market growth (units, CAGR 2024e in %), source IHS Global

Expected market growth by OEMs.
*Medium Commercial Vehicle, Heavy Commercial Vehicle, Reference page Source: Deloitte Global Truck Study 2014
0
2014e 2024e
After a volatile period from 2004 to 2013, growth in the global MCV
MCV
and HCV markets is expected to stabilize between 2014 and 2024 HCV
Market Outlook Outlook by Region Outlook by Country Country Deep Dives
Development of Global MCV and HCV Sales to 2024e

Development of global MCV and HCV sales until 2024
k units k units
CAGR 3.1%
4000 4000
3000 37% 3000
36%
2000 2000
63%
1000 1000
64%
0 0
2014e 2024e 2004 2006 2008 2010 2012 2014e 2016e 2018e 2020e 2022e 2024e
2005 2007 2009 2011 2013 2015e 2017e 2019e 2021e 2023e
HCV
MCV MCV
HCV
From The annual growth rate for the global truck market is projected to be
3.1% for MCV and HCV sales from 2014 to 2024
2.7 M Average annual growth from 2004 to 2014 was 2.7%
trucks in 2014 A nticipated growth rates for MCVs and HCVs are very similar, with HCVs
to 3.7 M remaining the dominant segment in the market with a 63% share
in 2024 1 million additional vehicles are expected to be sold to 2024

Source: Oxford Economics, IHS Global & Deloitte Analysis
k units 2014 Deloitte Consulting GmbH

Growth is not global but regional, with India contributing
the largest share 377.000 additional units sold in 2024
Russia
Development of Truck Sales to 2024e by Region +5%
2014e
EU
2014e
116.00
2014e
297.000 2014e China
U.S. +4%
+2%
377.400 195.000 985.00 +1%
461.000 2024e
2024e
469.000 1.090.000 2014e
2024e 2024e
Central
2014e 77.100 Japan
America 2014e Eastern Europa 48.100 +1%

65.500 84.500
+5% +10% 2014e
97.700 237.300
2024e
103.600 2024e
2024e
2014e 544.400
Brazil 164.700 2024e 2014e
ASEAN
+1% 168.100
+4%
+9%
181.700 242.900
2024e
2024e
India
South 2014e
America
43.000
+2%
51.100
2024e
Source: IHS Global & Deloitte Analysis, Not allocated countries Rest of World not included, Reference page
The Triad and BRIC markets will remain the biggest truck markets in 2024,
despite suffering from slower than average growth in most cases

2024e Sales by Country 2024e Growth by Country Additional Sales in 2024e
Expected Volume of Truck Sales in 2024e by Country

1.100.000
1.000.000
Market Size:
900.000
The BRIC markets will remain the worlds largest
800.000
truck markets
700.000
India will supersede the U.S. as the worlds second
600.000
largest market
500.000
Struggling European countries such as Spain and
400.000
Italy are expected to have recovered by 2024
300.000
200.000
100.000
0
Saudi Arabia
South Africa
South Korea
Argentina
Indonesia
Colombia
Germany
Australia
Thailand
Vietnam
Ukraine
Canada
Mexico
Poland
France
Turkey
Russia
China
Japan
Spain
Brazil
India
Chile
Peru
USA
Italy
UK
New markets
2014 Rank Triad markets
Source: IHS Global & Deloitte Analysis, Not allocated countries ROW not included, Reference page
While many small markets will achieve high growth rates, most of the
above-average growth will come from India, Russia, and Germany

Expected Market Growth in 2024e by Country
Growth in % Market Growth:

18
Croatia
The European Truck OEMs expect a growing mid-
16
Slovenia market segment in China which compensates for a
14 Costa Rica slow market growth overall in China
Pakistan
Greece
12
Ireland The economic recovery will allow some EU econo-
Uzbekistan
10 1
Bulgaria mies to move from sluggish growth to above-aver-
2 Spain India
3 Italy age growth rates
8 Malaysia
Latvia Turkey
Estonia
6
Russia
Central and South America show momentum, but
Mexico
4 Czech
cannot compensate for Brazils slow growth pace
Republick Germany China
Uruguy 1 Average CAGR
2 Portugal
2
Romania 2014 - 2024 Eastern Europe will be dynamic although the
3
Kasakhstan Brazil
0 Ukraine crisis may cast a pall
0 50.000 100.000 150.000 200.000 250.000 500.000 1.000.000 Units sold
BRIC EU ROW East Europe Asean South/Central America
Source: IHS Global & Deloitte Analysis

70% of incremental truck sales in 2024e will be outside the Triad markets

Expected Volume of Incremental Unit Sales in 2024e by Region

Outlook by country - Additional sales in 2024
39.126
55.133
Mature Markets
+4%
82.199
307.138
Germany
+2%
Growth
potential U.S.
91.610 differs in both
Additional Unit Sales traditional and
973.000 developing Emerging Markets
markets
+5% +4%
Russia Indonesia
India
105.080
EU
+5% +1%
East Europe& Russia
China
Turkey Brazil
United States
164.014 ASEAN/Japan
Brazil/S/C America
128.585
ROW
Daimler & Volkswagen are the dominant players in their home market and
compete with a fragmented set of European and non-European players

Germany U.S. Russia Turkey Indonesia Brazil
Manufacturer group
Germany
Registered Commercial Vehicles* in Germany in 2013 Local Brand Footprint Achleitner
T he German truck market provides an example of a mature marketAebi dom-

Amur-ZAO Gr.
Mercedes Mercedes MAN MAN inated by two major OEMs, Daimler with its brand Mercedes BenzAston Trucks
Martin Finance Gr.
M.B. Atego M.B. Actros MAN Unspec. MAN
Barkas
TGA-Series and Volkswagen owned MAN, that compete with a number of smaller
Blue Bird
Daimler players and a highly fragmented set of others Blue River Group
Volkswagen
D aimler and Volkswagen benefit from a strong foothold in their home
Borgward
Boschung
market and a balanced portfolio of registered models Bucher
MAN MAN
MAN TGS/TGX MAN L2000 O ther European players such as Fiat and Volvo account for a considerable
Chart 2 (Stacked) Caterpillar
Series < 16t.
China Automobile
number of registrations on the strength of their proximity to Germany
China Hi-Tech Group Co.
and EU free trade CNH Global
Mercedes Mercedes
Mercedes MAN MAN Daimler AG
Sprinter/T1 MAN MAN Bus E icher Motors
TGL-Series Unspec.
Fiat Group Automobiles S pA
MAN
MAN
MAN
Expected German Sales and Production Units of HCV und MCV
Fiat Industrial Group
Mercedes Ford Group

Scania VW
M.B. LN2 Unspec. Geely Automobile Hld.
Scania CAGR +4.0%
k %
R/P/T/G-Series VW General Motors Group
Unspec. 300 HaKo Gr.
5
Iveco Iveco DAF DAF DAF Multicar

Hinduja Group
Paccar 4
Iveco Iveco DAF DAF DAF Multicar Honda
211
Eurocargo-Series XF105-Series 85 45 Unspec.
200 189 190 Hyundai Kia Automotive Group
DAF 167 3
Iveco
Fiat 151 IFA
IFA
Iveco Volvo Trucks 125 115Isdera
Iveco Unspec. Volvo Trucks
99 96 106 2
Iveco Daily 100 86 Isuzu
Volvo Trucks Volvo 80
J ohn Deere
1
Kamaz
0 Komatsu 0
2014e 2016e 2018e 2020e 2022e 2024e
Krupp
*Including LCV and Buses Ladog
Unit Sales Production GDP Growth
Source: IHS Group, Oxford Economics, Deloitte Analysis Liebherr
Lindner 2014 Deloitte Consulting GmbH
Manitowoc
A special design in the U.S. market for commercial vehicles strengthened
domestic OEMs and caused foreign OEMs to penetrate via M&A

USA
Registered Commercial Vehicles* in the Unites States 2013 Local Brand Footprint
T he current American truck market is characterized by a strong dominance
Navistar Navistar Daimler AG Ford Group of domestic companies with a long history of vehicle production Manufactu
International International FREIGHTLINER FORD Blue B
Corp. T his dominance can be explained by the market needs for long-haul trans- Caterp
Navistar portation that strengthened domestic truck manufacturers Crane

Daimle
N avistar accounts for the majority of registered vehicles in its home market, DS U T
Daimler AG Ford Group Ford Group leveraging its corporate history dating back to the early 1900s and joint E merg
FREIGHTLINER FORD F550 FORD F450
Fiat Gr
CONVENTIONAL Ford ventures
Fiat Ind
Daimler W hile Daimler is a dominant foreign player in the United States, most of its Ford G
Geely A
Navistar
International
registered vehicles consist of former American Freightliner models
Ford Group Ford Genera
Corp. Daimler AG FORD ECONOLINE Group
INTERNATIONAL FREIGHTLINER CHASSIS FORD Gillig C
Navistar Grand
Daimler AG
International Ford
STERLING Hendri
Corp. Ford Group
FORD F
Group
Expected U.S. Sales and Production Units of HCV und MCV Hyunda
General General Motors Volvo Truck Geely Isuzu
Motors Group Gr. Automobile CAGR +2.2% J ohn D
Group GMC MACK 600 Hld. k %
VOLVO 600 Kalmar
Volvo 5
Kovatc
General Motors 451 469 4 Marmo
422 444
406 408 Maxim
Paccar Group Paccar Group Isuzu Fiat 400 358 377
PETERBILT KENWORTH ISUZU 377 343 322 3 Mitsub
NPR
278 Motor C
Paccar
Blue Bird 2 Navista
BLUE BIRD 200
Nissan
1 Oshkos
Manufacturer, Model und Manufacturer group. Farbe zeigt Details zu Manufacturer P accar
0 group an. Gre zeigt S umme von Yp: 2013/09 an. Die Markierungen
0 werden
2014e 2016e 2018enach Manufacturer,
2020e Model und Manufacturer2024e
2022e group beschriftet. Die Daten werden P ierce
*Including LCV and Buses unter Country gefiltert, wobei US A beibehalten wird. S parta
Unit Sales Production GDP Growth Terex
Source: IHS Group, Oxford Economics, Deloitte Analysis
Toyota
Van Ho
Local players dominate the Russian market where customs duties and tax-
es have shut out large-scale foreign competition

Russia
Registered Commercial Vehicles* in Russia in 2013 Local Brand Footprint
The Russian truck market is dominated by domestic players, with a limited pres-
GAZ GAZ GAZ Kamaz ence of foreign truck manufacturers and few registrations of their products Manufactur
GAZ 53 GAZ Unspec. GAZ 3307 Kamaz Truck Aebi
Whereas the dominant manufacturer, GAZ, boasts a wide range of models, Alvis Gro
GAZ
Kamaz portfolio is relatively limited Amur-ZA
Anhui Xi
Daimler owns a 10 percent stake in Kamaz AvtoVAZ
GAZ
GAZ 3221 Gazelle Kamaz European and Japanese OEMs such as Daimler, Volkswagen and Isuzu aim to Ayats
GAZ GAZ
BAZ
GAZ 66 GAZ harness strong market growth by leveraging a diverse model portfolio.
3308 Beijing A
VW has a small advantage in market presence due to their joint venture with Belaruss
Blue Riv
UralAZ PAZ KAVZ
local MAZ
UralAZ Unspec. PAZ Bus Gr. KAVZ Bogdan
Bus Kamaz Cacciam
Kamaz Truck
Caterpilla
UralAZ LIAZ
UralAZ Truck Gr. LIAZ Bus ChangAn
Volvo
Expected Russian Sales and Production Units of HCV und MCV China Br
Zil Zil
Zil Truck Zil Unspec. Volvo China Fi
CAGR +5.3% China Hi
k %
300 20 CNHTC/
Crane C
240
Isuzu Hino DAF Daimler
Isuzu Elf Hino DAF 10
192 195 Dongfen
Unspec. 200 180 167
MAZ MAZ MAN 174 Fiat Grou
MAZ Heavy Truck MAZ MAN KrAZ 154
unspec Avtokraz
122 111 131 0 Fiat Indu
MAN
Volkswagen 116
Ford Gro
Nissan 100 79
Nissan Cabsta General
Tatra (10)
Guangzh
Gueleryu
0 (20) HaKo Gr
2014e 2016e 2018e 2020e 2022e 2024e
*Including LCV and Buses Hinduja G
Unit Sales Production GDP Growth Hyundai
IFA
Ikarbus G
Irizar Gr.
Turkeys emerging truck market is characterized by a mix of global major
Asian and European OEMs with a focus on light / medium-duty trucks

Turkey
Registered Commercial Vehicles* in Turkey in 2013 Local Brand Footprint
T he Turkish truck market is diverse, illustrated by the wide variety of
Mercedes Mitsubishi Ford Ford registered truck brands and the international mix of manufacturers Manufacturer
M.B. Unspec. (CV) Fuso Ford Unspec. Ford Cargo Ciftciler (Ask
Mitsubishi Turkeys proximity to European markets has helped Daimler and other
Fuso Ford Cukurova H
Canter European OEM build a strong presence with a focus on light- and Daimler AG
Unspec.
Fiat Group A
Daimler medium-duty trucks
Fiat Industri
Daimlers strong position in the market is based on a local production and Ford Group
a good product portfolio in Turkey General Mo

Hyundai Kia
On the border with Asia, the Turkish market boasts a considerable presence Isuzu
Mercedes Ford of Russian (Cukurova) and Japanese (Isuzu) truck makers Kiraca Holdi
Mercedes Sprinter/T1 Ford Transit
Mazda Moto
BMC MAN Iveco Renault
BMC Unspec. MAN Unspec. Iveco Unspec. Trucks Navistar Inte
Renault Tr. Otokar Gr.
Premium Volkswagen
Expected Turkish Sales and Production Units of HCV und MCV P S A Group
ukurova Renault Niss
VW
Fiat S abanci
CAGR +5.0%
VW Crafter k % S koda P lzno
Volvo 60 10 Toyota Grou
Scania Iveco Trucks Volvo
Isuzu Scania Unspec. Iveco Bus Volvo Trucks 49 VDL Group
47
Isuzu Unspec. Fiat Otokar Karsan 43 43 5 Volkswagen
39 39 38 40
Fiat Unspec. Otokar Karsan 40 Volvo Truck
Sultan J10 Isuzu 37 36
30 30
Karsan 0
Isuzu Peugeot
Isuzu Elf Unspec. Peugeot 20
Unspec. Hino (5)
Manufacturer und Model. Farbe zeigt Details zu Manufa

0 zeigt (10)2013-2 an. Die Markierungen werden
S umme von
2014e 2016e 2018e 2020e 2022e 2024e
Model beschriftet. Die Daten werden unter Country gefilt
*Including LCV and Buses halten wird. Die Ansicht wird unter E xclusions (Manufact
Unit Sales Production GDP Growth group,Model) gefiltert, wobei 726 E lemente beibehalten w
Production
Unit Sales
Japanese truck OEMs including Daimlers Fuso Brand own the Indonesian
market due to substantial investment and compliance with local specs

Indonesia
Registered Commercial Vehicles* in Indonesia in 2013 Local Brand Footprint
The Indonesian truck market is still very much in a developing stage and char-
Mitsubishi Fuso Toyota acterized by a strong dominance of Japanese truck manufacturers
Mitsubishi Fuso Canter Unspec Toyota Dyna/Toyoace Unspec.
Daimlers predominant position in the market is mostly due to its acquisition
Toyota
of the Mitsubishi Fuso brand and the suitability of their Canter model for
Daimler Indonesian terrain
Regional proximity and substantial foreign direct investment have bolstered
Toyotas position, especially benefitting its Hino brand. ISUZU is also expand-
ing market share gradually due to their strength in the Medium CV area.
Due to its size and proximity to China some Chinese manufactures are trying
Hino Hino to enter the market but so far with only little quantities
Hino Dutro Hino
Ranger/500
Expected Indonesian Sales and Production Units of HCV und MCV
CAGR +3.0%
k %
150 20
118 117 112 126

Mitsubishi Fuso Mitsubishi Hino Hino 112 118
Mitsubishi Fuso Truck Fuso Hino Unspec. Hino Bus 100 101 103 106 15
UD Trucks 100
Isuzu Isuzu UD 88 86
Isuzu Elf Unspec. Isuzu Trucks
Forward UD 10
Unspec. Isuzu
Isuzu Nissan 50
5
Manufacturer und Model. Farbe zeigt Details zu Manu

0 zeigt S umme0von 2013-2 an. Die Markierungen werde
2014e 2016e 2018e 2020e 2022e Model beschriftet. Die Daten werden unter Country gef
2024e
*Including LCV and Buses behalten wird. Die Ansicht wird unter E xclusions (Manu
Unit Sales Production GDP Growth group,Model) gefiltert, wobei 726 E lemente beibehalten
Production
Unit Sales
Volkswagen and Daimler account for the largest share of vehicle
registrations due to their long market presence

Brazil
Registered Commercial Vehicles* in Brazil in 2013 Local Brand Footprint
T he Brazilian truck market is dominated by foreign, global OEMs with the
VW Truck VW Truck Mercedes Mercedes majority of trucks registered to Volkswagen and Daimler Manufacturer
VW Truck unspec. VW Truck M.B. Vario/T2 M.B.
Agrale
709-914-Series S cania and Volkswagen Nutzfahrzeuge are the main models sold in the
C hangAn A
Volkswagen Brazilian market
C NHT C /S in
H aving established a market presence as early as 1953 through the as-
Daimler AG
Mercedes
M.B. MK
Mercedes
M.B. SK
sembly of VW Type 1, Volkswagen accounts for the largest share of new
F iat G roup A
Group over
16t
Group
registrations
F iat Indus tri
VW Truck VW Truck Daimler D aimlers Vario and Atego models are the shining stars of a relatively bal- F ord G roup
VW Truck Delivery VW Truck
Worker/Eletronico anced portfolio of new registrations that bolster its strong position G eneral Mo
Mercedes Hyundai K ia
Scania Scania Scania M.B. Axor
Scania Scania G-Series Scania
Navis tar Inte
Series-4
Scania Mercedes
Expected Brazilian Sales and Production Units of HCV und MCV R enault Nis
Scania M.B. Accelo
Scania
Volks wagen
Ford Ford Volvo Trucks Volvo Trucks Agrale CAGR +1.0% %
k Volvo T ruck
Ford Cargo Ford Volvo Trucks Volvo Trucks Agrale
F-Series FH-Serie Unspec. 300 5
SA Truck Volvo
228 237
220 216 4
Ford 216
200 196
179 180 177 182
Iveco Iveco Iveco Ford GMC
165 165 3
Iveco Iveco Iveco Ford
Cargo
Ford Ford 2
Ford F-250/350 Ford F-Series Iveco Fiat 100
Unspec. Iveco
1
0 0
2014e 2016e 2018e 2020e 2022e 2024e
*Including LCV and Buses
Unit Sales Production GDP Growth
Source: IHS Group, Oxford Economics, Deloitte Analysis Production
Unit Sales 2014 Deloitte Consulting GmbH

3 In the current truck landscape Daimler will likely defend its
position as No 1 truck manufacturer*
The European OEMs are the only truly global players in the truck market, having Insights from OEMs
acquired share and operations in several key markets
Q: In your opinion, how will the competi-
tive landscape develop within the next
According to a recent market forecast, Daimler will manage to defend its No 1 spot ten years?
Controlling almost a quarter of the global market, Daimler remains the Number 1 global
player and has penetrated all of the key markets with its own brands Increasing presence of
Tata is likely to profit from the growth of the Indian market, becoming the second largest Chinese OEMs in the
player globally in 2024. But its dependence on one market may turn out to be a major low-cost and
disadvantage mid-market segments
outside China
A similar challenge will cause Dongfeng to lose its Number 2 market position and to trail
Tata, VW and Volvo in a Chinese market showing little momentum
Volvo will maintain its global reach through strategic investment in key markets such as
Increasing global
China (Dongfeng) and India (Eicher) along with a focus on selling premium trucks under
competition among
the Volvo brand Big-3 European OEMs International
VW will try to reap further benefits from closer cooperation and integration of MAN/Scania (VW, Daimler, Volvo) consolidation
into VW Group, potentially reinventing the game
Manufacturers outside Europe only play a dominant role in their local markets
New players in The European and North
Even though Chinese OEMs are said to be aspiring to the status of serious competitors
ASEAN and American markets will still be
only 3% of their total sales will be exported. These 3% are low in percentage, but based dominated by local OEMs
Eastern countries
on > 1.000.000 trucks manufactured by Chinese OEMs this still needs to be considered as
competition for regions like Asean or Africa
Exports will remain low due to hard-to-surmount differences in specs and emission stand-
ards between the Triad markets and low-cost countries Chinese OEMs will
Chinese manufacturers are still partly state-owned and follow 3-5 year plans become serious
competitors
Similar trends will occur in India and North America, with North American OEMs focusing
on the South American market and staying out of Europe
* Analysis based on > 50% ownership. Daimler and Foton are treated as separate entities, Volvo and Dongfeng
are treated as separate entities 2014 Deloitte Consulting GmbH
While Daimler will defend its position as No 1 truck manufacturer Tata
seizes the growth in India to overtake Volvo, Dongfeng and Volkswagen
Global Market Share Export Capabilities Sales Split by OEM
OEM Regional Unit Market Shares in 2024e
Global Market Share (Units)
14% 8% 7% 7% 7% 5% 5% 5% 4% 4%
ASEAN
Central Europe
Europe
Greater China
Regional Market Split
Indian Subcontine
Japan/Korea
Middle East/Africa
North America
Oceania
ASEAN South America
Eastern Europe
Europe
Greater China
Indian Subcontinent
Japan/Korea
Daimler Tata Volvo Volkswagen DFM Paccar FAW CNHTC BAIC Group International
Middle/East Africa
North America
2014 Rank (1) (7) (3) (4) (2) (6) (5) (8) (9) (10) Oceania
South America

While OEMs headquartered in Europe show an international footprint
Asian and U.S. OEMs tend to focus on their home markets
OEM Global Sales Reach (Units 2024e)
OEM-Headquarter Volume Sales-Area Volume

Insights from OEMs
Asean 6%
Q: In you opinion, who is the strongest
Brazil 5% competitor in the truck market?
Central America 3%
China 34% 69%
China 33% 23%

8%
Germany 24%
EU 13%
Source: Deloitte Global Truck Study 2014
India 10% East Europe 1%
Italy 3% India 12%

Japan 7%
Other Europe 0% Japan 3%
ROW 1% ROW 5%
Russia 1%
Russia 5%
Sweden 7% South America 2%
USA 13% USA 14%

Daimler 2024 Snapshot: With a balanced mix of sales in Triad & growth
markets, Daimler will benefit significantly from its global market presence

Daimler VW Volvo Tata
Daimler Unit
Daimler salesSales Volume
volume in 2024ein 2024e
2% 1%
Snapshot of
3%
2%
Daimlers Position
6% China: When Daimler established its first
truck joint venture in the Chinese mar-
30%
ket, competitors such as MAN and Iveco
had already established a solid competi-
6%
tive position. Daimler has not positioned
its own Asian brands in China so as to
achieve maximum unit sales
8% 525k units India: Daimler has introduced Bah-

rat-Benz as a new brand designed to
meet local requirements, opting for a
USA greenfield investment and brand build-
EU ing from scratch. This may prove to be
Asean
8% an advantage over other Triad OEMs
Brazil
ROW
Russia + Eastern Europe Russia: Its partnership with Kamaz
India
19%
brightens Daimlers outlook, especially if
Japan
Central America Daimler acquires more shares of Kamaz
14% South America in the long term
China
VW 2024 Snapshot: Triad markets will continue to dominate VW sales,
with most emerging market sales accounted for by Brazil & Russia

VW VW
Unit Sales
sales Volume
volume in 2024e
in 2024e
2% 1%
Snapshot of
3%
3%
VWs Position
5% Europe: Volkswagens largest markets are
the Triad markets, with a strong focus on
Europe almost 50% of VWs units will
be sold in Europe
12%
Brazil: By 2024 Volkswagen will sell more
than one third of its production volume
in Brazil, mainly Volkswagen and MAN
47%
269k units trucks
North America: Volkswagen is currently

without a North American presence, miss-
ing out on leveraging the worlds third
EU
largest market in 2024
Brazil
Russia + Eastern Europe
ROW India: After acquiring all MAN Force JV
South America
27%
shares, MAN aims to gain more traction in
India
Asean the Indian market
Central America
China
Volvo 2024 Snapshot: Volvo is a strong player in Europe and has been
working on enlarging its footprint in the emerging markets

Volvo Unit
Volvo Sales
sales Volume
volume in 2024ein 2024e
Snapshot of
2% 1%
3%
2%
Volvos Position
5%
Triad: The Triad will account for more
than half of Volvos sales, with Europe
(37%) topping the U.S. (16%) in terms of
7%
share
37%
Russia: Volvo is the only Triad truck OEM

that has established its own local plant in
8% Russia, assigning major strategic impor-
266k units tance to the Russian market. All other
OEMs entered the market through joint
production with JV partners
EU
USA China: This year, Volvo announced a JV
9% ROW
with Dongfeng, Chinas largest truck man-
Brazil
Russia + Eastern Europe ufacturer. Currently, actual sales volumes
Asean are low but it is to be expected that the JV
Japan
will leverage Dongfengs extensive dealer-
China
10% Central America ship network
16% South America
India
Tata 2024 Snapshot: Without a Triad presence, Tata will generate growth
from its exceptionally large home market share and its ASEAN activities

TataTata
Unit Sales
sales Volume
volume in 2024e
in 2024e
2%
Snapshot of
4%
Tatas Position
India: No other OEM is as focused on its
home market as Tata, with India contrib-
uting 92% of its current unit sales. 2024
home market share is even expected to rise
to 94%
Triad: Tata is not present in the Triad

countries. Limiting its ability to participate
290k in technological advanced market
South Korea: Tata maintains a minimal

presence in the emerging markets, with
South Korea as the major exception. In
Korea, Tata sells the trucks of its local Dae-
woo subsidiary
India
94% Asean
Other
managed company. Automotives Ltd (MNAL) 45% of a new subsidiary of DFG, remaining 50% of Man Forc
Dongfeng to MAN AG.
The global truck manufacturers landscape remains heterogeneous,

despite the increase in acquisitions over the last years
However, market competition, technology changes and a more connected global Insights from OEMs
economy will likely drive further consolidation
Q: In your opinion, which of the following
regions will face the strongest pressure
Consolidation will strongly depend on the regional lay of the land for OEM consolidation in the future?
E uropean Endgame: After the most recent transaction in May 2014, when VW acquired (% of respondents)
Scania, only Iveco is left as a potential target. Daimler and Volvo Renault are positioned well.
U.S: Among European OEMs, Volkswagen has no presence or brand in the North Ameri- China 90%
can market yet.
Asean 40%
V ying for the Best Approach in BRIC: In recent years all of the OEMs established pres-
ences in the BRIC countries. In the years to come, it remains to be seen which approach India 40%
will have an edge, with more transactions to be expected after current partnering has
steadied. Europe 20%
Brazil 20%
Selected Truck Manufacturer Acquisitions 2011 2014
Russia 20%
Japan 10%
5/2014 2/2013 1/2013 6/2012 3/2012 4/2011
VW takes over full Mahindra buys AB Volvo has signed Isuzu Motors Limited MAN Force, a JV be- MAN and its Chinese 10%
U.S.
ownership of Scania. Navistars stake in an agreement establishes new joint tween Indian Truck- partner Sinotruk have
Despite VWs large India JVs. M&M com- with the Chinese venture company in maker Force and MAN unveiled a new truck
ownership stake, pletes its purchase of vehicle manufac- Chongqing with its AG was dissolved brand for China and ROW 10%
Scania had remained the Navistar Groups turer Dongfeng Motor partner, Qingling Mo- with Force Motors other emerging mar-
an independently stake in Mahindra Group tors Group. having sold and rans- kets. Called SITRAK
0 20 40 60 80 100
managed company. Navistar Automotives Company Limited ferred remaining 50%
Ltd (MNAL) (DFG) to acquire 45% of Man Force shares
of a new subsidiary of to MAN AG.
DFG, Dongfeng
10% 30% 50% 70% 90%
Source: Deloitte Analysis

4 China and Russia show the largest number of OEMs and thus
the largest potential for consolidation
Market Overview Competitive Landscape
Number of OEMs Present in Major Markets in 2014 Drivers for Partnerships in

the Global Truck Market
Positioning in growth markets

8 U.S.
19 as a prerequisite for long-term growth
24
Eastern
Europe Russia
Regional diversification
16 European
Union
as a hedge against regional
business cycles
34 China
Access to advanced technology

19 Central
America 4 Japan
as a prerequisite for sustained
competitiveness and regional diversification
Economies of scale
13 ASEAN
as a lever to increase profitability
17 South
America
12 India
Relocation of production
as a step to increase profitability
and proximity to growth markets
Low consolidation pressure Medium consolidation pressure High consolidation pressure
Source: IHS Global, Deloitte Analysis & Deloitte Global Truck Study 2014
4 Who owns whom in the global truck market?

Global Daimler VW Volvo Fiat
51%
Volkswagen 72% FAW Jie Fang FAW
Scania Trucks Hino Motors Toyota Group FAW Group
Group AG 100% Truck Jie Fang
17%
MAZ-MAN Volkswagen
MAZ-MAN Trucks &
(Belarus) 75% 30% Hino
Buses Scania Isuzu
50%
50%
Cummins-Scania 80% Qingling Severtsalauto
Isuzu HICOM
MAN SE MAN Injection Motors Isuzu
(Malaysia) GAZ FAW TRW Fawer
(USA) (China) 6% (Russia) Deutz (Dalian)
100% (Russia) Commercial
Engine
50% 45% Vehicle Steering
(China)
(China)
20% 51% 29%
GM-Isuzu
MAN Force Qingling Commercial 50%
Trucks (India) Isuzu Motors
Motors 51% Truck
Steyr SITRAK CNHTC/
Jinan 75% 80% 45% (Nafta)
Isuzu
Isuzu 9% PT Isuzu
Xian Shaanxi Commercial Ural
50% Qingling Astra Motors GAZ GAZ
Cummins Heavy-duty 25% 35% Truck of America Truck
Automobile Engineering (Indonesia)
(China) (Nafta)
CNHTC Isuzu
Sinotruk Huanghe Philippines
25% Prince Ashok IPC
Leyland 100%
Automotive
Shaanxi Infotronics Smith Electrical
Private Vehicles 35%
(India)
Uralaz
50%
Jinan Huawo Howo
Trucks Ashok
International Hinduja Group Leyland Iveco Larimar
51% Avia
Motors Astra (South Africa)
Mahindra Iveco
Navistar Iveco
Automotives
Ltd
60%
Nissan Ashok
Ashok Leyland Beijing Automotive
Mahindra & Navistar Leyland
Nissan Vehicles 51% 50% Industry Holding
Mahindra International IC Bus Technologies Iveco-AMT
(India) Iveco Iveco Samotlor
49% (India) 66% (Russia) 33%
51% (Russia)
49% 50%
Mahindra 50%
Nissan Ashok
Navistar Leyland
Engines Powertrain
MWM (India) SAIC-Iveco
Comm. Vehicle Magirus Naveco
International Beiqi Foton Foton (China)
Investment 50% Iveco
Motors
Blue Diamand 100% 51% (China)
25% (Nafta) 75%
NC2 Global 50%

(outside Nafta) Dongfeng SAIC-Iveco
Nissan Motors
Chaoyang Hognyan Yuejin
Mitsubishi
Diesel Engine Group Comm.
Navistar
Beijing Foton Vehicles
Jianghuai 50% Foton (China)
Automobile 11% Daimler Auman
50% Automotive
(China) Dongfeng
Ford Otosan
Motor Co. 50%
(Turkey) NC2 Global
Mitsubishi 50%
50% Jianhuai Fuso
Automobile Mercedes Hongyan
(China) Benz
50%
41%
Dongfeng 89%
50% Dongfeng 55% DND
Dongfeng Commercial Renault
Motor Group Vehicles 45%
67% Daimler Trucks Freight- Fiat Chrysler
JAC Motors (China) BB Bharat Benz
100% liner Fiat Group
(Anhui Jianghuia 100% Automobiles
Automobile)
Ford Motor 50% 50%
Company Ford
100% Western
Star Li-Tec
Dongfeng (Germany)
Dongfeng Dongfeng 99% Engine Holding 50%
Cummins Renault Trucks
Motor Nissan-Diesel Renault
Corporation Engine 50% GmbH*
(China) Dodge
(China)
100%
32% Rolls-Royce
Novotruck Leyland Daimler Group Deutsche
18% Power Systems 100%
50%
Russia Trucks Accumotive
100% 50%
Jiangling
DAF
Motors Corp. 50% 100% Volvo Group Eicher Motors Fuso KAMAZ
8% Trucks
11% (Russia)
50%
Kenworth Paccar 50%
50% Tata Group
100% Mercedes-Benz 50%
Trucks Vostok Kamaz
VE Commercial (Russia)
Peterbilt Volvo Trucks Vehicles Eicher
UD Trucks 50%
(India)
Tata Tata Motors
Taiyuan Changan
Heavy Truck Co 50%
Karsan Kamaz Vectra Cummins
Motor Kama
51% 50% (Russia)
(India) Tata
Volvo 76%
Cummins
(India)
Mack Kamaz - Tata

Engineering Daewoo
Guanzhou (Kazakhstan)
Hyundai Hyundai Motor
Hyundai
Company 50%
(China)
*Stand 08/2014
OEM Other Player Joint Venture Brand

Ownership Strategic Partnership Joint Venture
Mercedes Benz is expected to lead Daimlers 2024 unit sales,
followed by Freightliner and Mitsubishi Fuso

Company Structure Units Sold by Brand in 2024 (%)

5%
1%1%
Beiqi Foton
Motors
Foton
33%
21%
50%
Mitsubishi
Group Freightliner
Beijing Foton
Foton
11% Daimler Auman Mercedes Benz
Automotive
Mitsubishi Fuso
Mitsubishi
Fuso
50% Western Star
Mercedes
Benz Other
89% Bharat Benz
BB Bharat Benz Daimler Trucks Freight-

100% liner
39%
100% Western
Li-Tec
Truck Brands by Region Mercedes
Star Benz
(Germany)
99% Engine Holding 50%
GmbH* Other
Fuso
Western Star Foton
100% Freightliner
Mitsubishi Fuso
Rolls-Royce
Daimler Group Deutsche Mercedes Benz Mercedes
Power Systems 100%
50% Accumotive Western Star
Freightliner Benz
50% Trucks
Bharat Benz
Fuso Fuso
Fuso KAMAZ Fuso
Trucks
(Russia) BharatBenz
OEM Other Player 11%
50%
Joint Venture Brand
50% Mercedes
Freightliner
Ownership Mercedes-Benz 50%
Benz
Trucks Vostok Kamaz
Mercedes Western Star
Strategic Partnership (Russia) Benz Trucks
Joint Venture Freightliner
Fuso
Fuso
Source: IHS Global, Deloitte Analysis
In 2024, MAN will continue to be Volkswagen Groups top-selling truck
brand, harmonizing technical platforms across VW Group with much potential


<1%
22%
43%
MAN
Volkswagen 72%
Scania Trucks Scania
Group AG
17%
Volkswagen
MAZ-MAN MAZ-MAN Volkswagen Other
(Belarus) Trucks &
75% Buses 30%
Scania
50% 35%
Cummins-Scania
MAN SE MAN Injection
100% (USA)
MAN Force
Truck Brands by Region
Trucks (India)
Steyr SITRAK CNHTC/
Jinan Scania
Other Scania
Volkswagen
Scania MAZ-MAN Sitrak
Xian MAN
MAN
50%
Shaanxi
Cummins Heavy-duty
(China) Automobile Scania
Scania
CNHTC
Sinotruk Huanghe
25% Prince
OEM Other Player MAN
Shaanxi
Joint Venture Brand Scania Scania
Scania
Ownership
Volkswagen
Strategic Partnership Nutzfahrzeuge
Joint Venture MAN

In 2024, more than half of the Volvo trucks sold will be Volvo-branded,
but further developing scale across brands remains a key factor for success


10%
Dongfeng
Motor Co.
50%
Dongfeng 55%
Dongfeng
Commercial DND 20%
Dongfeng Motor Group Renault
67% Vehicles 45%
(China)
Mack
50% 50% 55% Renault
Dongfeng UD Trucks
Dongfeng Dongfeng
Cummins
Motor
Corporation Engine
Nissan-Diesel
50%
Renault Renault Trucks Volvo
(China)
(China)
18%
15%
100%
Volvo Group Eicher Motors

8%
50%
UD Trucks
Volvo Volvo
UD Trucks Volvo
VE Commercial Renault Mack Volvo
Volvo Trucks Vehicles Eicher Renault
UD Trucks 50% Mack
(India)
Renault DFM
Volvo
UD Trucks
Volvo
OEM Other Player Eicher
Joint Venture Brand
Mack Volvo UD Trucks
Ownership Volvo
Mack
Strategic Partnership Renault
Joint Venture Volvo

In 2024, Fiats Iveco brand will still be predominantly focused on
two regions: >70% in Europe and the remaining sales in South America

15%
Iveco Larimar
Astra (South Africa)
Iveco Iveco
60%
Iveco-AMT
Iveco
Iveco
Iveco Samotlor
(Russia) 33%
51% (Russia) Dodge RAM
50% Other
SAIC-Iveco
Investment 50% Iveco (China)
(China)
85%
SAIC-Iveco
Hognyan
Comm.
Yuejin
Vehicles
(China)
Other
RAM Iveco
Iveco
Iveco
Hongyan Dodge
Fiat Chrysler
Fiat Group
100% Automobiles
OEM Other Player
Joint Venture Brand Iveco
Ownership Iveco
Strategic Partnership
Iveco Astra
Dodge
Joint Venture

North America: Aftermarket Pricing is a key lever for profitable growth and
deserves even more management attention
The aftermarket accounts for approximately one third of total revenue Insights from OEMs
and is becoming a key differentiator for firms looking to improve profitability Q: In your opinion, how important are the
following levers to increasing profitabil-
Industry Trends in the NA Truck Industry ity of the aftersales segment?
Growing complexity of products and services
100
Inadequate coverage of older vehicles by network
Price-sensitive customer buying behavior 90
Changing distribution patterns short haul vs. long distance 80

30 38
and innovative delivery solutions 70
44
58
60 57
Immediate Priorities and Long-Term Opportunities in Aftersales
50
Implement advanced pricing capabilities moving from cost and
competition-based pricing to valuebased pricing strategies 40
Align product strategy to incorporate aftermarket requirements 30
55
49
44
Improve dealer market share by improving offerings for price sensitive customers 22
20 30
Alliances / partnerships to provide alternative channels
10
Deploy service products remote diagnostics, consulting and contract maintenance
0 22 12 10 10 10
5 5
6 5
-10
-20
Second New
Pricing Availability of Dealer brand for business
spare parts interface spare parts models
very important somewhat important

neutral somewhat unimportant

Very important
100
90
80
44 30 38
70
57 58
60
Winning in the aftermarket requires truck OEMs to extend current busi-
ness models with new service elements and cooperation partners
Trends and Challenges Immediate Priorities Future Opportunities
Trends within the trucking industry are putting increased pressure on OEMs to capitalize on aftermarket sales to support their primary business
Network and Customer Questions on

Products and Services Channel Coverage Buying Behavior Future Trends
Vehicle lifecycle Extended Dealer Support Dealers need Buying sophistication Changing Distribution
part life due to improving quality support to capture price-sensitive Price-sensitive customers demand Networks Will the long-dis-
Private label Use of private, customers lower-priced part options tance freight model change to
value line parts to penetrate the Dealer alternate channel Driver Safety Increased short haul?
price-sensitive market Dealers have employed alternate scrutiny of safety / compliance The Future of Fuel How will
Value-added services channel offerings to serve the programs alternate fuel technologies im-
Expanded value-added services price-sensitive market Alternate dealer suppliers pact aftermarket support ?
offerings to improve service levels Warehouse & Distribution Dealers are developing relation-
and retain business consolidation ships with WDs and OES for non-
Major push to increase scale and proprietary parts
network / buying power
Low-Cost Suppliers 3rd Party Manufacturers Direct Sales with Dealers Retail Environment
These trends manifest themselves across the entire shipping industry ecosystem,
OEMs must devise ways to strengthen relationships with players at each point to succeed

OEMs have four key levers at their disposal to arrive at a smarter
competitive approach in the aftermarket business

Priorities Deep Dive Pricing
4 Improve dealer market share

Improve e-commerce capability
Utilize end-customer analytics to find market opportunities
Enhance end-customer segmentation
3 Integarte supply chain to get visibility into dealer inventory

and buying patterns
Utilize dealer and customer incentives
2
Develop loyalty program
Execute end-customer campaigns
Provide dealer incentives
Manage dealers inventory
1 Align product strategy

Manage lifecycles
Innovate to improve proprietary content
Introduce value line products
Enhance competitive analysis
If executed successfully, the
above strategies may lift
Strengthen pricing capabilities operating margin by 6% - 8%
Utilize advanced pricing analytics
Employ segment-based pricing
Implement pricing tools
Ensure organization alignment

Value Pricing is the most developed concept for price setting
and has the greatest impact on profitability

Priorities Deep Dive Pricing
Impact of profit driver improvements Pricing Evolution From Cost-Based to Value-Based Pricing
1% improvement in How much

value am I Basis for
improves operating profit by creating for Price Setting
my customer?
Strong What price
will the Value-based
pricing Perceived
market customer value
Price 12,3% bear?
What was
the price Economy-
Profitability Impact
Variable Cost 6,7% based Economic and
of the best pricing industry trends
alternative?
Unit Volume 3,6% How do Competi-

tion based Competitor prices
I recover pricing
my cost?
Fixed Cost 2,6%
Cost-based
pricing Historic costs
Weak
Reactive Pricing Maturity Proactive

0 3 6 9 12 15
Pricing has 3-4 times the effect on profitability Value Pricing is a price setting method that derives the perceived customer value
than other improvement measures Offerings are defined based on customer preferences and willingness to pay
The average 5% improvement in returns on sales A value-based pricing initiative results in a win-win situation for both
from improved pricing creates $1,5 billion of additional customersand the seller
value over 5 years for an average S&P 500 company

OEMs must be open to new partnerships across the entire ecosystem
and reshape their process model accordingly
Targeted Ecosystem Partnerships Potential Opportunities
Opportunities exist to partner with a number of differ-

ent sectors within the trucking ecosystem to build rela-
tionships and gain access to new truck owners
Truck Service Providers: Develop part-supply relationships

Suppliers with third-party contract maintenance service providers
Owner-Operator-Aggregators: Develop relation-

Fleet
Management ships with owner-operator- aggregators to gain access
to the independent owner-operator segment
Service Owner Operator
Providers Aggregators
Insurance Providers: Obtain the first right to provide

Insurance replacement parts in the event of an accident
Providers
These alliances/partnerships could be particularly effec-

tive in penetrating the old-VIN vehicles that traditionally
do not use the OE dealer network for repairs

4 In Europe the telematics business is a game changer for truck OEMs
New business models have emerged that shift from selling a truck to providing Insights from OEMs
customers with new ways to improve total cost of ownership Q: In your opinion, is the field of telem-
atics important for European OEMs? If
Telematics has undergone a few transitions since first appearing on the scene yes, why?
Having evolved from a supporting role to providing major value-added to drivers, owners,
and OEMs, telematics puts entire new revenue streams within reach. OEMs have traditionally
Because telematics have
focused on two core revenue streams from automotive telematics: an influence on TCO
Vehicle price markup
Telematics subscriptions
Information
But with all the data available and the potential use of that data, even more is possible. Telematics as the central management
element of future service creates added
offerings value
Future OEM business models might focus on services rather than the truck itself
In 2024, the global OEM telematics market may total up to $20B US, with Europe account-
ing for the largest share
Increasing connectivity and mounting cost pressure in the transportation business are the Telematics as an enabler of
Highly important
main drivers for this growth further optimization
for CRM
In a very competitive market, a trucks efficiency increasingly becomes the main buying
criterion for the customer.
Allows OEMs to collect

While many studies show how telematics can improve truck operations and vehi- data on customers and
cle management, the big question remains how OEMs stand to benefit vehicles
Telematics is not about technology. To win the market against often cheaper aftermarket
organizations, OEMs must offer complete solutions
OEMs need to lever their existing competitive advantage in trucks diagnostics while devel- Source: Deloitte Global Truck Study 2014
oping independent business models, that require integrating different skill sets from outside
the organisation
Source: Deloitte Analysis
In telematics, the OEM hardware segment will show superior growth
Market Outlook Market Trends Recommendation
Commercial Vehicle Telematics Forecast 2014 2024 for OEM Hardware ($bn)
25
CAGR +17.2%
20 Expected
15
market size is
$11B for
10
telematics by
5 the end of
0
2014
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
ROW
Commercial Vehicle Telematics Forecast 2014 2024 for Aftermarket Hardware ($bn)
Asia
15
Europe CAGR +6.4%
Latin America
10 North America
0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 North America Latin America Europe Asia ROW
Source: Visiongain
ROW
& Deloitte Analysis
Asia
Usually, telematics are primarily employed to address TCO. Increasingly theAddressed b
view on TCO is broadened to include resources and operations management GIT 3
Market Outlook Market Trends Recommendation Licence b

Addressed
Overview Telematic Areas Potential Applications for Area 3 New Telematics
Total costMedium
of ownership for MCV & HCV vehicles Insights from OEMs Interest
GIT
Commercial Trucks
Q: In your opinion, is the business area
13 T telematics important for European
5 years
45.000 miles
22% 39% 13% 13% 6%
OEMs? (% of respondents) Trailer
Licence
0 20 40 60 80 100
Optimization
80%
Heavy Commercial Trucks of resources
Tyres
Interest
26 T Fuel optimization 70%
6 years 26% 31% 15% 14% 7%
50.000 miles Operations
40 T
6 years 32% 24% 17% 9% 7%
Management
(billing, delivery notes)
50% Insurance
Trailer
70.000 miles
Vehicle
availability 40%
0 20 40 60 80 100
Safety 30% Repair
Tyres & Ma
Fuel1 Wages Overheads2 Depreciation Repair & Maintenance
Insurance Tyres Trailer Interest Licence GIT3
Navigation 30%
Addressed by telematics
1 Based on 101 pence per litre Diesel

0 10 20 30 40 50 60 70 80 Depreciatio
Insurance
90 100
2 Overheads are all business costs not specifically covered in the other cost types
3 Goods in transit insurance Source: Deloitte Global Truck Study 2014
More than anything else, increasing cost pressure in the transportation business
Overheads 2
Repair & Ma
drives telematics implementation. In a very competitive market, truck efficiency is
increasingly becoming the main buying criterion for customers.
Wages
Depreciatio
Source: Road Haulage Association, Cost Tables, Deloitte Analysis

Fuel 1
Overheads
There are 3 major application areas, ranging from core to
adjacent to new telematics offerings

Area 1: Core Telematics Area 2: Adjacent Telematics Area 3: New Telematics

Security/Safety Management Fuel Optimization Leverage Telematics assets
Track and trace Fuel POI tracking 1. Telematics data
Stolen vehicle tracking Charging station 2. In-vehicle screen to create value
Critical event alerts Battery swap facility location in non-automotive industries like:
Fuel-tax filing Advertising
Vehicle Uptime Maximization Energy
Remote Diagnostics Mobile Resource Management Financial Services
Prognostics Driver and vehicle connectivity Health
over cellular and WiFi networks
Smart Navigation Two-way communication
Dynamic Navigation V2I + V2V Communication
Telematics-based fuel EOBR, HOS
Green routing Electronic vehicle inspection
Electronic toll collection Handheld device connectivity
Real-time parking
OEM value:
Increase revenue by: Growing truck sales through Providing new business solutions
Boosting truck prices due to enhanced CRM via telematics outside the core automotive field
telematics features Offering fleet management services
OEMs telematics assets have business value for other industry sectors

Potential Value Streams for Level 3 new telematics

OEMs have traditionally focused
on two core revenue streams from
automotive telematics:
1. In-vehicle 2. In-app advertising
display & audio
Partner Company
capability
3. Text and audio ads
Customers of
Vehicle price markup
Advertising OEM Advertisers
6. Payment for
e.g. App developers
5. Payment for 4. Payment for
OEMs telematics
Telematics subscriptions
display & audio use telematics advertising application usage
However, telematics provides new

1. Telematics data
2. Data, Analytics 3. Targeted channels of access to customers as
platform promotional offers
Energy OEM Oil Major Gas station
Telematics
Customers well as new and valuable customer
5. Payment for 4. Payment for
6. Payment for data
gasoline gasoline insights
When aggregated and distributed

1. Vehicle and 2. Policy aligned with 3. Improved risk
surrounding data
Partner Company
accurate risk profile
Common Customers
profiling for all customers
Partners by partners these assets can gener-
Financial Services OEM
e.g. Auto Ins. Comp. (to OEM and PC) customers only
6. Payment for data 5. Insurance premium 4. Insurance premium
ate incremental profits for OEMs
Augmentative telematics business

1. Safety warning based 2. In-vehicle health
on driver condition, monitoring data &
3. In-vehicle
health advice
value opportunities in sectors adja-
health/fitness advice Telematics display/audio Health Insurance
Health OEM
Health Customers Company cent to automotive as well as the
4. Payment for safety & 5. Payment for data
health service and display potential profit for OEMs

Building the right telematics organization is key to winning the market
Common Telematics Organizational Challenges How to Win the Market
Those without a vision for and a focus on the telematics organization Telematics is not about technology. To win the mar-
have faced greater growth challenges; organizations without a longer- ket against often cheaper aftermarket organizations,
term focus have had difficulty laying the groundwork for innovative OEMs must offer complete solutions
future products and services.
Telematics solutions must be embedded in a service
Start regionally, moving towards global implantation or start as a organization to ensure that OEMs leverage their com-
global entity at the outset; typically seen started as a focused, regional petitive advantage, which is Truck Diagnostics and its
level and scaled up. The drawback is a lack of global consistency at influence on the optimization of total cost of ownership
the outset for data analysis and executive reporting, and an inconsist-
ent customer experience. In addition, the cost of multiple stand-alone The challenge is developing an independent business
solutions is greater and comes at the expense of regional flexibility model with different lifecycles and supply chains for
and customization. the telematics organization
The telematics organization is sometimes grouped together with the In the People dimension, content, application develop-
engineering and IT organizations. This may lead to the organization ment, and integration require a different skill set than
becoming a cost center, limiting future revenue growth focus. truck design or enhancement
Building a telematics organization usually requires expertise and re- OEMs that follow these steps consistently will
sources of limited availability within the organization, which may need win the market
to look externally for talent; skills and know-how. While such a step
may lead to advanced expertise being available, any externally fueled
growth needs to be balanced with organic growth.

4 South East Asia Market Options:
Gaining a larger share in these markets requires a tailored approach
Southeast Asia is the leading growth region but a one-size-fits-all approach Insights from OEMs
will not work due to different country maturities and needs Q: In your opinion, In which regions
will your companys turnover grow
in the future? (% of respondents)
The respondents in Deloittes Global Truck Study consider South East Asia the leading region
for future growth. Chinas market is seen to expand only slightly while the saturated Japane-
se market is expected to stagnate.
Four groups of countries dominate the regional economic landscape

With a per-capita GDP U.S.$10,000, Singapore and Brunei represent the most mature
markets, where OEMs expand their business beyond truck sales & after-sales ASEAN
With a per-capita GDP U.S.$5,000, Thailand and Malaysia will evolve away from their
emerging market status, allowing OEMs to offer the entire range of their service portfolios.
33%
With a per-capita GDP U.S.$2,000, Indonesia and the Philippines offer an opportunity
to expand sales through dealers while transitioning into higher value added services
With a per-capita GDP <U.S.$2,000, Vietnam, Cambodia, Laos and Myanmar repre-
USA
sent markets to be nurtured and strongly reliant on the development of logistics networks
13%
A set of key drivers will holistically trigger an evolution across all groups
Development of logistics networks and increasing transport efficiency will allow re-
China
manufacturing and salvage businesses in less mature markets 11%
Domestic demand expansion and exploitation of resources will propel the after-sales
and parts business and increasing use of customer information
Mature markets will see progressing connectivity in rural areas and increasing use of
telematics and cross-industry partnerships Source: Deloitte Global Truck Study 2014

ASEAN countries vary by population, market size and level
of economic development
Market Predictions Recommendations Cases

Region Group A Group B Group C
ASEAN consists of Northern and

Myanmar North
Southern members
Continental Asia
65M
North
Thailand-centric market (hub & spoke)
Thailand Laos
ASEAN highway construction will facili-
7M South tate the interchange of people and goods
68M
Maritime Asia
Cambodia
Vietnam South
15M
Domestic demand-led market
87M
Philippine
Malaysia
97M
Brunei
30M
0.4M
Singapore
5M Indonesia
248M
Group S: Per-capita GDPUS$10,000
Group A: Per-capita GDPUS$5,000
Group B: Per-capita GDPUS$2,000
Group C: Per Capita GDP<$2,000
Bubble size represents population
Source: IMF, Euromonitor

Group A: Countries such as Thailand and Malaysia with high maturity

Thailand Malaysia 2014 2024
Developed Mature
Market almost saturated Market highly developed
OEMs provide all services OEMs expand business beyond
Maturity
truck sales & after-sales service
16 7 20 9
3 2 6 4 MCV HCV
Market Development
in K Units
Transport efficiency
Logistics volume
Market deregulation
Main Driver
Focus Area Low-cost mass High value-added Cross-industry

Eco-friendly car body building Telematics
transport partnership
Group B: High market potential but less profitability

Indonesia Philippines 2014 2024
Expanded Developed
Widespread use of trucks Market almost saturated
OEMs expand sales through deal- OEMs provide all services
Maturity
ers
17 71 33 89
2 2 MCV HCV
Market Development
in K Units
Resource development
Trade volume
Government incentives
Main Driver
Focus Area After-sales Use of customer High-quality Remanufacturing Parts sales

service information bodybuilding business
Group C: Small markets with high industrialization potential

Vietnam Cambodia 2014 2024 Myanmar Laos
Nurtured Expanded
Little use of trucks Widespread use of trucks
OEMs make few inroads OEMs expand sales through dealers
Maturity
into the market
1 3
1 1
16 31
1 1 7 1 14 11
MCV HCV
Market Development
in K Units
Resource development
Thailand Plus One
Labor-intense industrialization
Main Driver
Focus Area After-sales Start of customer Remanufacturing New truck Parts sales
network development management business sales
OEMs must tailor their market growth strategies to a set of
very diverse market needs

Sales Market Entry Custom tariffs
High market potential Suggestions for OEMs
Thailand Offer differentiated services to:

Malaysia - Increase customer loyalty
Telematics Cross-industrial - Better serve mature markets
partnership
Indonesia Develop low-cost strategy to compete with

local/upcoming competitors
Philippines
After Sales Customer Parts sales
Management
Vietnam Enter the market via the used vehicle business since
Cambodia new vehicle market growth will be slow due to local
policies and poor infrastructure
Myanmar Remanufacturing
Business
Laos

Market Entry Strategy: OEMs can increasingly take advantage
of Free Trade Agreements (FTAs) and lowered tariff barriers

Recommended Hub-Approach
For products traded among ASEAN member states, tariffs To tackle the growing and dynamic ASEAN markets
are decreasing while technological and homologation
requirements are becoming harmonized and comply with ASEAN content requirements,
OEMs commonly use one country as a regional hub,
taking advantage of low regional trade barriers
To enjoy these benefits, an ASEAN-produced content of
40% is required
Considerations when establishing a regional ASEAN
hub include
Goods brought to the ASEAN region are subject to the respective -D ifferent entry tariffs and regulations for
requirements, incentives and tariffs of the entry country
each member state (e.g. CKD regulations)
-R egional and bilateral FTAs
ASEAN has concluded FTAs with China, Japan, South Ko- - L ocation decision criteria (e.g. the right set of
rea, India, Australia and New Zealand location decision criteria to make sense of dif-
ferences in factor costs, workforce qualification,
infrastructure etc.)
Some ASEAN member states have concluded bilateral FTAs
Individual markets should be addressed as required
by their respective size, maturity, and import duties
*FTA= Free Trade Agreement

Regional manufacturing strategies have to be built around
localizing production and enabling a regional hub

CBU (Completely built-up) CKD/SKD and CBU Tariffs LCVs, Trucks and Heavy Trucks1)
Vehicles do not require any additional assembly
Indonesia Malaysia
High effective tariffs
Higher transportation cost Regular
EU China India
Regular
EU China India
Customs Rate Customs Rate
50
CKD/ SKD (Completely/ Semi knocked down)
40 40% 40% 40%
Local assembly complies with ASEAN content 30
26% 30% 30% 30% 30%
requirements 20 20%
But local assembly adds supply chain complexity 10 15%
10% 10%
0
Applicable CKD/ SKD requirements to be considered 0% 0% 0% 0%
Lower effective tax rate
Leverages location factors
Thailand Vietnam
Regular
Regular EU China India
EU China India Customs Rate
Customs Rate
50 50% 50% 50%
40 40% 40% 40% 40%
30
20 20% 20% 20%
15% 15% 15%
10
5%
0
Effective Duty Rate CBU Effective CKD/SKD Rate Gap Tariff for individual parts applicable
1) Based on Tariff Codes 8704.22 (GVW > 5t 20t ) and 8704.23 (GVW > 20t). Including individual customs rate, excise tax and other import
fees. Serves as an overview and does not include rates applicable to special types of LCVs, trucks, and heavy trucks
OEMs have taken bolt action to win in the ASEAN market,
with creating customer value at the core of the initiative
Business Cases
Forecast demand for cars/parts

Thailand OEM for construction, mining Know replacement timing of parts
and industrial machinery
Malaysia Use data for credit management
Offering diverse services by using Telematics Protect against theft (vehicle monitoring)
telematics
Provide fleet management by contract

Indonesia Global OEM Use genuine parts
Philippine Offering a wide range of af- Provide 24h-service-and-parts support
ter-sales services After Sales Offer safe-driving courses
Provide high-quality products at a low price

Vietnam Global Heavy Duty Truck OEM Buy back used parts
Cambodia Building a remanufacturing Offer financing solutions
business
Myanmar Remanufacturing
Business
Laos

4 Contacts
Authors
Christopher Nrk Ranjit Singh Britta Mittlefehldt Julia Pabst
Partner DC Principal Manager Senior Research Analyst
Deloitte Consulting Germany Deloitte Consulting United States Deloitte Consulting Germany Deloitte & Touche Germany
cnuerk@deloitte.de ransingh@deloitte.com bmittlefehldt@deloitte.de jpabst@deloitte.de
Michael Maier Manish Prabhu Kei Hayase Henning Buchholz

Director Senior Manager Senior Manager Senior Consultant
Deloitte Consulting Germany Deloitte Consulting United States Deloitte Consulting Japan Deloitte Consulting Germany
mimaier@deloitte.de mprabhu@deloitte.com kehayase@tohmatsu.co.jp hbuchholz@deloitte.de
Global Automotive Team

Global Germany US India
Joe Vitale Thomas Schiller Bruce Brown Kumar Kandaswami
Global Automotive Sector Leader Partner Principal Senior Director
Deloitte Consulting United States Deloitte Consulting Germany Deloitte Consulting United States Deloitte Consulting India
jvitale@deloitte.com tschiller@deloitte.de brubrown@deloitte.com K.Kumar@deloitte.com
Italy Asia Sweden China

Marco Martina Yuki Kuboshima Joakim Torbjorn John Hung
Partner Partner Partner Partner
Deloitte Consulting Italy Deloitte Consulting Asia Deloitte AB Deloitte Touche Tohmatsu
mmartina@deloitte.it ykuboshima@tohmatsu.co.jp jtorbjorn@deloitte.se johnhung@deloitte.com.cn

4 Scope of the Analysis
Vehicle Classification Regions
Commercial Vehicles European Union
Austria Latvia
Belgium Lithuania
Trailer/
Trucks Buses Vans semi-trailer Other Bulgaria Netherlands
Czech Rep. Norway

Eastern Europe
Denmark Poland
United States Ukraine
Weight in t Scope of analysis Weight in 1,000 lbs Estonia Portugal Russia
Kazakhstan
Finland Romania
Heavy CommercialVehi- Central America Belarus
cle (HCV) Class 8 France Slovakia Japan
Schwere Costa Rica Uzbekistan
15.0 Heavy Germany Slovenia
Lastkraftwagen Class 7 Trinidad & Tob. Turkey
Duty Greece Spain China
12.0 Mexico
Medium Commercial Class 6 Hungary Sweden
Mittelschwere Vehicle (MCV) 19.5 Honduras India
Lastkraftwagen Ireland Switzerland
Class 5 Colombia
Brazil Italy Ud Kingdom
7.5 Medium
Class 4 Venezuela Asean
6.0 Duty
Leichte Light Commercia Guatemala Indonesia
Lastkraftwagen Vehicle (LCV) Class 3 South America
Panama South Korea
10.5 Uruguay Rest of World (ROW)
3.5 Class 2 Nicaragua Vietnam
Light Argentina Pakistan Peru
Kleinlaster Light Vehicles/Cars Duty Thailand
Class 1 Chile Bahamas Jamaica
Domi. Rep Australia Malaysia

Paraguay
Germany IHS United States Neth Antilles Cuba Taiwan
Bolivia
Saudi Arabia Barbados Philippines
El Salvador
Canada Haiti
Productsegments Ecuador
Bermuda Belize
Medium Duty Trucks Heavy Duty Trucks New Zealand Oth Caribbean
Low Cost 14.000 - 40.000 22.000 - 45.000 South Africa
Midmarket 20.000 - 50.000 35.000 - 65.000

Regions have been defined based on materiality and country-specific availability of sales data for MCV & HCV segment 1
Premium > 45.000 > 65.000
About the Survey

The Deloitte Global Truck Survey was conducted by Deloittes Global Automotive Practice. The results of the survey are based on data from IHS Global,
analysis by the Deloitte Global Automotive Practice, and in-depth interviews with hand -selected senior executives of global truck OEMs.
4
51%
Volkswagen 72% FAW Jie Fang FAW
Scania Trucks Hino Motors Toyota Group FAW Group
Group AG 100% Truck Jie Fang
17%
MAZ-MAN Volkswagen
MAZ-MAN Trucks &
(Belarus) 75% 30% Hino
Buses Scania Isuzu
50%
50%
Cummins-Scania 80% Qingling Severtsalauto
Isuzu HICOM
MAN SE MAN Injection Motors Isuzu
(Malaysia) GAZ FAW TRW Fawer
(USA) (China) 6% (Russia) Deutz (Dalian)
100% (Russia) Commercial
Engine
50% 45% Vehicle Steering
(China)
(China)
20% 51% 29%
GM-Isuzu
MAN Force Qingling Commercial 50%
Trucks (India) Isuzu Motors
Motors 51% Truck
Steyr SITRAK CNHTC/
Jinan 75% 80% 45% (Nafta)
Isuzu
Isuzu 9% PT Isuzu
Xian Shaanxi Commercial Ural
50% Qingling Astra Motors GAZ GAZ
Cummins Heavy-duty 25% 35% Truck of America Truck
Automobile Engineering (Indonesia)
(China) (Nafta)
CNHTC Isuzu
Sinotruk Huanghe Philippines
25% Prince Ashok IPC
Leyland 100%
Automotive
Shaanxi Infotronics Smith Electrical
Private Vehicles 35%
(India)
Uralaz
50%
Jinan Huawo Howo
Trucks Ashok
International Hinduja Group Leyland Iveco Larimar
51% Avia
Motors Astra (South Africa)
Mahindra Iveco
Navistar Iveco
Automotives
Ltd
60%
Nissan Ashok
Ashok Leyland Beijing Automotive
Mahindra & Navistar Leyland
Nissan Vehicles 51% 50% Industry Holding
Mahindra International IC Bus Technologies Iveco-AMT
(India) Iveco Iveco Samotlor
49% (India) 66% (Russia) 33%
51% (Russia)
49% 50%
Mahindra 50%
Nissan Ashok
Navistar Leyland
Engines Powertrain
MWM (India) SAIC-Iveco
International Beiqi Foton Foton (China)
Investment 50% Iveco
Motors
Blue Diamand 100% 51% (China)
25% (Nafta) 75%
NC2 Global 50%

(outside Nafta) Dongfeng SAIC-Iveco
Nissan Motors
Chaoyang Hognyan Yuejin
Mitsubishi
Diesel Engine Group Comm.
Navistar
Beijing Foton Vehicles
Jianghuai 50% Foton (China)
Automobile 11% Daimler Auman
50% Automotive
(China) Dongfeng
Ford Otosan
Motor Co. 50%
(Turkey) NC2 Global
Mitsubishi 50%
50% Jianhuai Fuso
Automobile Mercedes Hongyan
(China) Benz
50%
41%
Dongfeng 89%
50% Dongfeng 55% DND
Dongfeng Commercial Renault
Motor Group Vehicles 45%
67% Daimler Trucks Freight- Fiat Chrysler
JAC Motors (China) BB Bharat Benz
100% liner Fiat Group
(Anhui Jianghuia 100% Automobiles
Automobile)
Ford Motor 50% 50%
Company Ford
100% Western
Star Li-Tec
Dongfeng (Germany)
Dongfeng Dongfeng 99% Engine Holding 50%
Cummins Renault Trucks
Motor Nissan-Diesel Renault
Corporation Engine 50% GmbH*
(China) Dodge
(China)
100%
32% Rolls-Royce
Novotruck Leyland Daimler Group Deutsche
18% Power Systems 100%
50%
Russia Trucks Accumotive
100% 50%
Jiangling
DAF
Motors Corp. 50% 100% Volvo Group Eicher Motors Fuso KAMAZ
8% Trucks
11% (Russia)
50%
Kenworth Paccar 50%
50% Tata Group
100% Mercedes-Benz 50%
Trucks Vostok Kamaz
VE Commercial (Russia)
Peterbilt Volvo Trucks Vehicles Eicher
UD Trucks 50%
(India)
Tata Tata Motors
Taiyuan Changan
Heavy Truck Co 50%
Karsan Kamaz Vectra Cummins
Motor Kama
51% 50% (Russia)
(India) Tata
Volvo 76%
Cummins
(India)
Mack Kamaz - Tata

Engineering Daewoo
Guanzhou (Kazakhstan)
Hyundai Hyundai Motor
Hyundai
Company 50%
(China)
*Stand 08/2014
OEM Other Player Joint Venture Brand

Ownership Strategic Partnership Joint Venture
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (DTTL), its network of member firms, and their related entities.
DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global) does not provide services to clients. Please see www.
deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms.
Deloitte provides audit, tax, consulting and financial advisory services to public and private clients spanning multiple industries; legal advisory services in Germany are provided by
Deloitte Legal. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality service to
clients, delivering the insights they need to address their most complex business challenges. Deloittes more than 200,000 professionals are committed to becoming the standard of
excellence.
This communication contains general information only not suitable for addressing the particular circumstances of any individual case and is not intended to be used as a basis for
commercial decisions or decisions of any other kind. None of Deloitte & Touche GmbH Wirtschaftsprfungsgesellschaft or Deloitte Touche Tohmatsu Limited, its member firms, or
their related entities (collectively, the Deloitte network) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be
responsible for any loss whatsoever sustained by any person who relies on this communication.
Issued 09/2014

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Truck Market 2024

We look forward to continuing this important strategic conversation with you.

Using this report

2014 Deloitte Consulting GmbH

China 10% 70% 10% 10%

Brasil 10% 20%

Russia 50% 40% 10%

Japan 38% 24% 38%

Mature Market Insights from OEMs

New business models to open

increase in sales volume?

Global Insights EU 38% 62% Aft

Increasing Profit in Eastern Europe 25% 25% 50%

the Aftermarket Pre

Source: Deloitte Global Truck Study 2014, Reference page

2014 Deloitte Consulting GmbH

Market growth (units, CAGR 2024e in %), source IHS Global

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Development of Global MCV and HCV Sales to 2024e

3000 37% 3000

Development of global MCV and HCV sales until 2024

k units 2014 Deloitte Consulting GmbH

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

America 2014e Eastern Europa 48.100 +1%

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Expected Volume of Truck Sales in 2024e by Country

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Expected Market Growth in 2024e by Country

Growth in % Market Growth:

BRIC EU ROW East Europe Asean South/Central America

Source: IHS Global & Deloitte Analysis

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Expected Volume of Incremental Unit Sales in 2024e by Region

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

T he German truck market provides an example of a mature marketAebi dom-

Mercedes Ford Group

Iveco Iveco DAF DAF DAF Multicar

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Navistar portation that strengthened domestic truck manufacturers Crane

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

a good product portfolio in Turkey General Mo

Manufacturer und Model. Farbe zeigt Details zu Manufa

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Expected Indonesian Sales and Production Units of HCV und MCV

118 117 112 126

Manufacturer und Model. Farbe zeigt Details zu Manu

Market Outlook Outlook by Region Outlook by Country Country Deep Dives

Unit Sales 2014 Deloitte Consulting GmbH

Global Market Share Export Capabilities Sales Split by OEM

OEM Regional Unit Market Shares in 2024e

Global Market Share (Units)

Source: IHS Global & Deloitte Analysis

2014 Deloitte Consulting GmbH

Global Market Share Export Capabilities Sales Split by OEM

OEM Global Sales Reach (Units 2024e)

OEM-Headquarter Volume Sales-Area Volume

China 33% 23%

Italy 3% India 12%

USA 13% USA 14%

Source: IHS Global & Deloitte Analysis

2014 Deloitte Consulting GmbH

Global Market Share Export Capabilities Sales Split by OEM

T he German truck market provides an example of a mature marketAebi dom-

Changing distribution patterns short haul vs. long distance 80

3 Integarte supply chain to get visibility into dealer inventory