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The impact of the crisis on the Hungarian automotive industry Katalin Antalóczy, MÜTF Magdolna Sass, IE HAS EACES 2010 bi-annual conference, Tartu, 26-28 August 2010 Financially supported by the Hungarian Competition Office Background 1 The Hungarian automotive industry: Actors
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Katalin Antalóczy, MÜTF
Magdolna Sass, IE HAS
EACES 2010 bi-annual conference, Tartu, 26-28 August 2010
Financially supported by the Hungarian Competition Office
1. Foreign owned OEMs: Suzuki, GM/Opel, Audi, according to Pavlinek (2002) Suzuki: greenfield, embedded; GM/Opel and Audi: greenfield, not-embedded, changing over time (Mercedes: greenfield, ?, starting production from 2012)
2. Foreign owned suppliers: e.g. Robert Bosch, Luk, Zollner, ZF, Knorr Bremse; Hungary: more specialised on suppliers than on OEMs in CEE comparison
3. Hungarian owned suppliers: some large (e.g. Videoton, Karsai, Hajdú), mainly SMEs; supplying local OEMs/suppliers or foreign firms (according to exports data, supplies to firms abroad is more important) – special emphasis on these during the research
3. Competitivenesss based on low costs eroding in certain segments (India, China)
Questionnaire based interviews with leading managers of 13 companies in Hungary
Interview with the president of the Association of Hungarian Automotive Suppliers
Interview with the expert of ITDH dealing with automotive suppliers
Statistical data used only to a limited extent (problems of sector definition and lack of fresh data)
Sample of companies distorted: those were welcoming which felt they handled the crisis successfully
Hungarian or foreign ownedSizeTier
(both at home and through exports)
5HungarianSmall1 (unique products)
B1. They can be suppliers to more than one company,
B2. They can carry out production in more than one sector,
B3. They can produce parts and components which can be used in many sectors.
Difference between foreign owned and Hungarian owned
Foreign owned: decisions taken at the headquarter, less maneouvring room for local affiliates, response to the crisis usually: cutting costs by either laying off workers and/or cutting wages
Domestic owned: different responses, but the main direction seems to be the same, however, the process has been initiated even before the crisis by some companies (others joined in during the crisis)
The most important characteristics of successful companies were the following:
„Next generation” of Hungarian local automotive suppliers with increased cooperation with the buyer company, with offering additional services and higher value added, with more (registered or unregistered) R&D and innovation activities
Even before the crisis (increased int’l competition) but for some companies the change was initiated as a response to the crisis, thus the crisis quickened up the process
We could not make an estimation of the share of this kind of companies in total local automotive suppliers
We could only indicate that there is a profound change going on among domestically owned automotive suppliers