Automotive Consulting


Assessing Growth Opportunities for an Auto Component Manufacturer

The client was an auto component manufacturer and intended to explore the opportunities for expanding its business. The client requested UC to identify domestic as well as international markets (mostly European countries) for various auto components.

Defining the Corporate Strategy of a Leading Auto Ancillary Company

The client is a large auto component supplier having presence in eight product categories mainly supplying to two wheeler segment; management was looking for realigning its capabilities and businesses for future growth. The client had a presence across both, the price pressured and high tech product categories

Developing a Blueprint for Growth for a Leading Auto Design House

The client had a presence in the following business lines: Advisory/ consulting to leading auto companies in India and internationally, concept and prototype design and development of products, customised styling of automobiles - normally LCVs, manufacturing, marketing and distribution of styling kits for Indian vehicles, and trading of other accessories

Defining a Growth Strategy for a Leading Automotive Castings Company

The client belonged to one of the largest industrial houses in India which had diversified into manufacturing castings and had two manufacturing plants located in Maharashtra. The client was evaluating opportunities for growth in the castings space and requested assistance from UC in defining a growth strategy in the casting space considering a number of aspects. The opportunity assessment had to be done across metal types, application industries and weight categories

Defining the Standard Processes for a Leading Tyre Distributor in Qatar

The client, a leading tyre distributor had partnered with 5 international tyre manufacturers to distribute their tyres in Qatar

Defining the Growth Strategy for a Leading Tyre Distributor in Qatar

The client, a leading tyre distributor in Qatar wasprimarily engaged in selling to the institutional customers and had five outlets for retail sales and tyre related services. The company had grown rapidly at a compound annual growth rate of approximately 15 percent over the last 13 years, with a current annual turnover of QAR 19 million

Aligning the Organisation with its Strategy for a Clutch Manufacturer

The client was engaged in the manufacturing and assembly of automotive clutches for the heavy and commercial vehicle segment. They had been growing at greater than 40% in the last couple of years and top management believed that the growth rate would continue to remain for next 4-5 years. The company has its manufacturing facility at Baroda and was planning to put up two more plants around Mumbai

Strategy to Increase the Organisational Effectiveness and Define HR Policies for an Auto-Components Group

The organisation was facing a number of issues across various aspects of its organisation design. It had a tense work culture and poor communication and teamwork. Its appraisal systems were characterised by ambiguity and poor transparency. It had unclear career growth paths and inadequate growth for performers. There were no reward systems and no clearly defined HR policies

Develop and Implement a Global Sales Acceleration and Account Management Strategy

An automotive component supplier was a market leader in bearings races in India; it had suffered a slump of ~65% in demand in its major US European and Indian markets in 2008 and 2009 recession. A private equity investor had invested in the company just before the recession and was faced with a dilemma on whether to immediately exit the company cutting its losses or salvage the situation by developing a global sales acceleration and account management strategy and aggressively implement it in

Creating a Customer Focused Organisation Structure for an Auto and Industrial Rubber Component Manufacturer

Our client was engaged in the manufacturing of automotive and industrial rubber components largely for OEMs and after-market clients. The company had been growing at greater than 30% per annum over five years and the top management believed that the growth rate would continue for the next few years