MUMBAI // Members of the car industry, gathered at the New Delhi motor show this week, remain divided over Bajaj Auto's latest model - the RE60.
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Everyone attending the expo has plenty of questions about it. Is it a car? Is it an auto rickshaw? Is it a box on wheels? The company has the answers. It calls its latest creation an "intracity passenger carrier".
Analysts, however, say Bajaj might as well create an entirely new category for its mini four-wheel people carrier.
"The company is trying to create a new segment with the RE60. This seems to be targeted towards the small-car buyer but in fact it's a unique proposition," said Abdul Majeed, the automotive practice partner at PricewaterhouseCoopers in Chennai. "The company needs to convince its customers there is value in this. It could be difficult, but as long as it manages to attract a customer demand, they could do well."
The competition in the small-car sector in India is fierce and the segment has had a bad year. Car sales in the country are expected to be flat for the current financial year, ending in March, compared with sales growth of about 30 per cent the year before, according to the Society of Indian Auto Manufacturers (Siam).
"The small-car segment has not managed to attract the buyers, it has been suffering from high interest rates, cost in raw materials and rising oil prices," said Sugato Sen, the senior director at Siam.
"We are anticipating the low-cost sales will rise for 2012. There are plenty of new models coming up, the industry is looking healthier and the customers are looking for value in this segment," he said.
The RE60 was developed in collaboration with Renault-Nissan and was initially meant to be a low-cost small car to compete directly with Tata's Nano - dubbed the world's cheapest car and retailing for about Dh12,130.
The RE60 and Nano do have similarities. Both are compact, extremely fuel-efficient and have a low maximum speed. The price of the RE60 has not been revealed yet.
It was the Nano that really started the craze for low-cost cars in India.
The car was the brainchild of Ratan Tata, the head of the Tata Group, who is due to retire at the end of this year.The Nano has a rear-mounted 624cc engine and plenty of headroom but limited storage space.
But the ride for the Nano has been anything but smooth, and many company-watchers said Tata Motors, part of one of India's biggest business houses, has a long road ahead to lift sales to its targeted 250,000 units a year.
Farmer protests disrupted early production and the first buyers did not get their cars until July 2009. Reports of fires scared away customers, would-be buyers had difficulty securing financing, and the price rose well above the initial 100,000 rupees (Dh6,898) mark.
The car has struggled to find a core market. "There was just so much media, so much attention, that the wrong kind of buyers started buying the Tata Nano in the beginning," said Ashvin Chotai, the managing director of Intelligence Automotive Asia in London.
"Rather than being a functional step above a motorcycle, it became known as a cut-price car," he said.
Tata has taken numerous steps to spur demand, including extending the warranty, improving marketing and financing options and expanding distribution to smaller towns. It recently rolled out a model that is more powerful, more fuel-efficient and has improved suspension and steering. What Tata has not done is launch a diesel Nano. Petrol in India costs 56 per cent more than subsidised diesel. Some analysts had expected a diesel Nano to be unveiled this week at the India Auto Expo in New Delhi, the same event where the original model made a splash at its launch four years ago.
Yesterday Mr Tata insisted that the Nano was not a flop, telling journalists: "We never really got our act together when the 100,000 were depleted," he said, referring to the first batch of Nanos sold through a lottery system when initial demand exceeded supply. "I don't think we were adequately ready with an advertising campaign, a dealer network. In sum, I don't consider it to be a flop. I consider that we have wasted an early opportunity."
Last month, Tata sold 7,466 Nanos, the most since April, but far from the 20,000-plus monthly pace that would get its plant in the western state of Gujarat running at full throttle.
Hormazd Sorabjee, the editor of Autocar India, said the RE60 was unlikely to attract the mass market. "It's not for the small-car buyer, it's for auto-rickshaw drivers and taxi drivers, so I don't see it as a direct competition for Nano," he said.
Rajiv Bajaj, the managing director, said the company was also mulling opportunities outside India.
"We see markets like Sri Lanka, which could be the first export market, has huge potential for RE60."
* with Reuters
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The specs: 2018 Nissan Altima
Price, base / as tested: Dh78,000 / Dh97,650
Engine: 2.5-litre in-line four-cylinder
Power: 182hp @ 6,000rpm
Torque: 244Nm @ 4,000rpm
Transmission: Continuously variable tranmission
Fuel consumption, combined: 7.6L / 100km
Results
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5.30pm: Wathba Stallions Cup – Maiden (PA) Dh70,000 (T) 1,600m; Winner: AF Afham, Tadhg O’Shea, Ernst Oertel
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6.30pm: Emirates Colts Classic – Prestige (PA) Dh100,000 (T) 1,600m; Winner: Yas Xmnsor, Saif Al Balushi, Khalifa Al Neyadi
7pm: The President’s Cup – Group 1 (PA) Dh2,500,000 (T) 2,200m; Winner: Somoud, Adrie de Vries, Jean de Roualle
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David Haye record
Total fights: 32
Wins: 28
Wins by KO: 26
Losses: 4
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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
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- Do not submit your application through the Easy Apply button on LinkedIn. Employers receive between 600 and 800 replies for each job advert on the platform. If you are the right fit for a job, connect to a relevant person in the company on LinkedIn and send them a direct message.
- Make sure you are an exact fit for the job advertised. If you are an HR manager with five years’ experience in retail and the job requires a similar candidate with five years’ experience in consumer, you should apply. But if you have no experience in HR, do not apply for the job.
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