But capturing market share in them will become largely a one-off exercise as new entrants and the increasing strength of local competition erode growth opportunities.
为了维持未来的增长，汽车制造商将需要专注于市场（无论是在美国和欧洲等新兴经济体还是发达经济体），最适合基于其特定业务模型的存在，产品阵容和品牌定位。换句话说，未来的盈利增长将取决于公司将正确的车辆领域与正确市场中正确功能相结合的能力，无论它们在世界范围内。
This will become increasingly crucial as companies ramp up manufacturing to respond to demand for more fuel-efficient and greener cars, as well as in-vehicle technologies such as infotainment (IVI) systems that provide safety, infomobility and other services.
According to Accenture research, which analyzed the performance of 16 of the top public auto manufacturers, a select group of six companies are managing to overcome industry challenges and position themselves to take advantage of future growth opportunities wherever they exist. They are doing so by focusing on three building blocks, which underpin high performance in all industries.
寻求长期增长的汽车制造商应将这些构建基金会适应其特定情况，以继续前进高性能的道路。这三个构件是：
1. Market Focus and Position—High performers identify suitable growth opportunities by tailoring a territorial footprint, product line-up and brand position.
2.独特的功能—They develop two essential capabilities based on a superior cost structure that include:
• Lean Enterprise—a combination of low material costs, flexible and demand-driven manufacturing, and back-office efficiency that results in high product quality
• Customer-centric Enterprise—a focus on sustaining customer loyalty and generating new customers through rapid product development, including leading-edge IVI systems and telematics, aligned with multi-channel retail and zero-time-lost service experiences.
3. Performance Anatomy——形成一种文化和操作模型驱动a winning mindset and superior execution.
• Centralized Control—Maintaining strong and continuous leadership with centralized decision-making
• Talent—Developing and retaining an exceptional talent base.
These building blocks will remain at the core of sustaining high performance. But again, future success will continue to be closely linked to specific market and segment combinations. For example, companies focused on the mass-market segment will need to expand their footprints in emerging markets, while continuing to develop the capabilities that support lean operations and build a distinctive company culture that nurtures and retains talent.
Sustaining growth
随着全球汽车工业继续evolve, auto manufacturers will face increasing challenges in terms of new sources of competition, shifting vehicle demand and consumer preferences for ever-more sophisticated in-vehicle technologies. The choice of both product segments and markets will vary from company to company. But, those agile enough to act on the specific market and segment combinations that will best fit their individual products and sales profiles will be in a much better position to sustain growth and high performance.
James Robbins, james.a.robbins@accenture.com, is a senior executive for Accenture, a global management consulting, technology services and outsourcing company.
为了维持未来的增长，汽车制造商将需要专注于市场（无论是在美国和欧洲等新兴经济体还是发达经济体），最适合基于其特定业务模型的存在，产品阵容和品牌定位。换句话说，未来的盈利增长将取决于公司将正确的车辆领域与正确市场中正确功能相结合的能力，无论它们在世界范围内。
This will become increasingly crucial as companies ramp up manufacturing to respond to demand for more fuel-efficient and greener cars, as well as in-vehicle technologies such as infotainment (IVI) systems that provide safety, infomobility and other services.
According to Accenture research, which analyzed the performance of 16 of the top public auto manufacturers, a select group of six companies are managing to overcome industry challenges and position themselves to take advantage of future growth opportunities wherever they exist. They are doing so by focusing on three building blocks, which underpin high performance in all industries.
寻求长期增长的汽车制造商应将这些构建基金会适应其特定情况，以继续前进高性能的道路。这三个构件是：
1. Market Focus and Position—High performers identify suitable growth opportunities by tailoring a territorial footprint, product line-up and brand position.
2.独特的功能—They develop two essential capabilities based on a superior cost structure that include:
• Lean Enterprise—a combination of low material costs, flexible and demand-driven manufacturing, and back-office efficiency that results in high product quality
• Customer-centric Enterprise—a focus on sustaining customer loyalty and generating new customers through rapid product development, including leading-edge IVI systems and telematics, aligned with multi-channel retail and zero-time-lost service experiences.
3. Performance Anatomy——形成一种文化和操作模型驱动a winning mindset and superior execution.
• Centralized Control—Maintaining strong and continuous leadership with centralized decision-making
• Talent—Developing and retaining an exceptional talent base.
These building blocks will remain at the core of sustaining high performance. But again, future success will continue to be closely linked to specific market and segment combinations. For example, companies focused on the mass-market segment will need to expand their footprints in emerging markets, while continuing to develop the capabilities that support lean operations and build a distinctive company culture that nurtures and retains talent.
Sustaining growth
随着全球汽车工业继续evolve, auto manufacturers will face increasing challenges in terms of new sources of competition, shifting vehicle demand and consumer preferences for ever-more sophisticated in-vehicle technologies. The choice of both product segments and markets will vary from company to company. But, those agile enough to act on the specific market and segment combinations that will best fit their individual products and sales profiles will be in a much better position to sustain growth and high performance.
James Robbins, james.a.robbins@accenture.com, is a senior executive for Accenture, a global management consulting, technology services and outsourcing company.
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