New Product Development And Challenges Report Final Draft.docx

THE NEW PRODUCT DEVELOPMENT PROCESS (NPD) – OBTAIN NEW PRODUCTS

In order to stay successful in the face of maturing products, companies have to obtain new ones by a carefully executed new product development process. But they face a problem: although they must develop new products, the odds weigh heavily against success. Of thousands of products entering the process, only a handful reach the market. Therefore, it is of crucial importance to understand consumers, markets, and competitors in order to develop products that deliver superior value to customers. In other words, there is no way around a systematic, customer-driven new product development process for finding and growing new products. We will go into the eight major steps in the new product development process.

The 8 steps in the New Product Development Process

1. Idea generation – The New Product Development Process The new product development process starts with idea generation. Idea generation refers to the systematic search for new-product ideas. Typically, a company generates hundreds of ideas, maybe even thousands, to find a handful of good ones in the end. Two sources of new ideas can be identified:

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Internal idea sources: the company finds new ideas internally. That means R&D, but also contributions from employees.

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External idea sources: the company finds new ideas externally. This refers to all kinds of external sources, e.g. distributors and suppliers, but also competitors. The most important external source are customers, because the new product development process should focus on creating customer value.

2.

Idea screening – The New Product Development Process

The next step in the new product development process is idea screening. Idea screening means nothing else than filtering the ideas to pick out good ones. In other words, all ideas generated are screened to spot good ones and drop poor ones as soon as possible. While the purpose of idea generation was to create a large number of ideas, the purpose of the succeeding stages is to reduce that number. The reason is that product development costs rise greatly in later stages. Therefore, the company would like to go ahead only with those product ideas that will turn into profitable products. Dropping the poor ideas as soon as possible is, consequently, of crucial importance.

3. Concept development and Testing – The New Product Development Process To go on in the new product development process, attractive ideas must be developed into a product concept. A product concept is a detailed version of the new-product idea stated in meaningful consumer terms. You should distinguish 

A product idea à an idea for a possible product

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A product concept à a detailed version of the idea stated in meaningful consumer terms

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A product image à the way consumers perceive an actual or potential product. Let’s investigate the two parts of this stage in more detail.

Concept development Imagine a car manufacturer that has developed an all-electric car. The idea has passed the idea screening and must now be developed into a concept. The marketer’s task is to develop this new product into alternative product concepts. Then, the company can find out how attractive each concept is to customers and choose the best one. Possible product concepts for this electric car could be: 

Concept 1: an affordably priced mid-size car designed as a second family car to be used around town for visiting friends and doing shopping.

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Concept 2: a mid-priced sporty compact car appealing to young singles and couples.

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Concept 3: a high-end midsize utility vehicle appealing to those who like the space SUVs provide but also want an economical car. As you can see, these concepts need to be quite precise in order to be meaningful. In the next substage, each concept is tested.

Concept testing New product concepts, such as those given above, need to be tested with groups of target consumers. The concepts can be presented to consumers either symbolically or physically. The question is always: does the particular concept have strong consumer appeal? For some concept tests, a word or picture description might be sufficient. However, to increase the reliability of the test, a more concrete and physical presentation of the product concept may be needed. After exposing the concept to the group of target consumers, they will be asked to answer questions in order to find out the consumer appeal and customer value of each concept.

4. Marketing strategy development – The New Product Development Process The next step in the new product development process is the marketing strategy development. When a promising concept has been developed and tested, it is time to design an initial marketing strategy for the new product based on the product concept for introducing this new product to the market. The marketing strategy statement consists of three parts and should be formulated carefully: 

A description of the target market, the planned value proposition, and the sales, market share and profit goals for the first few years

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An outline of the product’s planned price, distribution and marketing budget for the first year

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The planned long-term sales, profit goals and the marketing mix strategy.

5.

Business analysis – The New Product Development Process

Once decided upon a product concept and marketing strategy, management can evaluate the business attractiveness of the proposed new product. The fifth step in the new product development process involves a review of the sales, costs and profit projections for the new product to find out whether these factors satisfy the company’s objectives. If they do, the product can be moved on to the product development stage.

In order to estimate sales, the company could look at the sales history of similar products and conduct market surveys. Then, it should be able to estimate minimum and maximum sales to assess the range of risk. When the sales forecast is prepared, the firm can estimate the expected costs and profits for a product, including marketing, R&D, operations etc. All the sales and costs figures together can eventually be used to analyse the new product’s financial attractiveness.

6. Product development – The New Product Development Process The new product development process goes on with the actual product development. Up to this point, for many new product concepts, there may exist only a word description, a drawing or perhaps a rough prototype. But if the product concept passes the business test, it must be developed into a physical product to ensure that the product idea can be turned into a workable market offering. The problem is, though, that at this stage, R&D and engineering costs cause a huge jump in investment. The R&D department will develop and test one or more physical versions of the product concept. Developing a successful prototype, however, can take days, weeks, months or even years, depending on the product and prototype methods. Also, products often undergo tests to make sure they perform safely and effectively. This can be done by the firm itself or outsourced. In many cases, marketers involve actual customers in product testing. Consumers can evaluate prototypes and work with pre-release products. Their experiences may be very useful in the product development stage.

7.

Test marketing – The New Product Development Process

The last stage before commercialisation in the new product development process is test marketing. In this stage of the new product development process, the product and its proposed marketing programme are tested in realistic market settings. Therefore, test marketing gives the marketer experience with marketing the product before going to the great expense of full introduction. In fact, it allows the company to test the product and its entire marketing programme, including targeting and positioning strategy, advertising, distributions, packaging etc. before the full investment is made.

The amount of test marketing necessary varies with each new product. Especially when introducing a new product requiring a large investment, when the risks are high, or when the firm is not sure of the product or its marketing programme, a lot of test marketing may be carried out.

8.

Commercialisation

Test marketing has given management the information needed to make the final decision: launch or do not launch the new product. The final stage in the new product development process is commercialisation. Commercialisation means nothing else than introducing a new product into the market. At this point, the highest costs are incurred: the company may need to build or rent a manufacturing facility. Large amounts may be spent on advertising, sales promotion and other marketing efforts in the first year. Some factors should be considered before the product is commercialized: 

Introduction timing. For instance, if the economy is down, it might be wise to wait until the following year to launch the product. However, if competitors are ready to introduce their own products, the company should push to introduce the new product sooner.

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Introduction place. Where to launch the new product? Should it be launched in a single location, a region, the national market, or the international market? Normally, companies don’t have the confidence, capital and capacity to launch new products into full national or international distribution from the start. Instead, they usually develop a planned market rollout over time.

In all of these steps of the new product development process, the most important focus is on creating superior customer value. Only then, the product can become a success in the market. Only very few products actually get the chance to become a success. The risks and costs are simply too high to allow every product to pass every stage of the new product development process.

Product Life Cycle Stages

As consumers, we buy millions of products every year. And just like us, these products have a life cycle. Older, long-established products eventually become less popular, while in contrast, the demand for new, more modern goods usually increases quite rapidly after they are launched. Because most companies understand the different product life cycle stages, and that the products they sell all have a limited lifespan, the majority of them will invest heavily in new product development in order to make sure that their businesses continue to grow.

Product Life Cycle Stages Explained The product life cycle has 4 very clearly defined stages, each with its own characteristics that mean different things for business that are trying to manage the life cycle of their particular products. Introduction Stage – This stage of the cycle could be the most expensive for a company launching a new product. The size of the market for the product is small, which means sales are low, although they will be increasing. On the other hand, the cost of things like research and development, consumer testing, and the marketing needed to launch the product can be very high, especially if it’s a competitive sector. Growth Stage – The growth stage is typically characterized by a strong growth in sales and profits, and because the company can start to benefit from economies of scale in production, the profit margins, as well as the overall amount of profit, will increase. This makes it possible for businesses to invest more money in the promotional activity to maximize the potential of this growth stage. Maturity Stage – During the maturity stage, the product is established and the aim for the manufacturer is now to maintain the market share they have built up. This is probably the most competitive time for most products and businesses need to invest wisely in any marketing they undertake. They also need to consider any product modifications or improvements to the production process which might give them a competitive advantage. Decline Stage – Eventually, the market for a product will start to shrink, and this is what’s known as the decline stage. This shrinkage could be due to the market becoming saturated (i.e. all the customers who will buy the product have already purchased it), or because the consumers are switching to a different type of product. While this decline may be inevitable, it may still be possible for companies to make some profit by switching to less-expensive production methods and cheaper markets.

Extending the Product Life Cycle For successful products, a business will want to do all it can to extend the growth and maturity phases of the life cycle, and to delay the decline phase. What can businesses do to extend the product life cycle? To do so, it may decide to implement extension strategies - which are intended to extend the life of the product before it goes into decline. Examples of extension strategies are: 1. Advertising – try to gain a new audience or remind the current audience 2. Price reduction – more attractive to customers 3. Adding value – add new features to the current product, e.g. improving the specifications on a smartphone 4. Explore new markets – selling the product into new geographical areas or creating a version targeted at different segments 5. New packaging – brightening up old packaging or subtle changes

Evaluating the Product Life Cycle Model The product life cycle model is by definition simplistic. It is used to predict a likely shape of sales growth for a typical product. Whilst there are many products whose sales do indeed follow the classic shape of the life cycle model, it is not inevitable that this will happen. For example, some products may enjoy a rapid growth phase, but quickly move into a decline phase if they are are replaced by superior products from competitors or demand in the market overall declines quickly. Other products with particularly long life cycles seem to enjoy a maturity phase that lasts for many years.

Example of SWOT of New Products Launching a new product requires addressing the four marketing pillars of price, product, promotion and place of sale. To analyze each of these areas, examine your Strengths, Weaknesses, Opportunities and Threats to help minimize your risks and maximize your resources before you run your first ad or hold your first promotion.

Appraise Your Strengths Your new product should be built around two concepts: satisfying the need or demand of a specific target audience and doing so with a unique selling benefit. This requires conducting focus groups and surveys of potential customers and a thorough examination of your competition. Your strengths might include your price, perceived value, customer service, unique features, online or retail store availability or a warranty. Marketing messages should communicate your unique benefit, rather than just your features. Create strength in your profitability by effectively managing your cost of production and using distribution channels that give you the biggest sales volumes at the lowest prices.

Understand Your Weaknesses A weakness related to a new product launch doesn’t necessarily mean you’ve done something wrong – it might just signal that your competition has an advantage you have to overcome. For example, until you gain market share, you might need to spend more on marketing and give away more free samples. You might need to sell your product at break-even or at a loss for a short time to introduce yourself to customers. If your competition has negotiated exclusive endorsements and distribution agreements, that will further weaken your position. Even if your product is as good as or better than the competition and competitively priced, customer brand loyalty is hard to break. Use free sampling and the endorsements of trusted individuals or group to combat this challenge.

Identify Your Opportunities Because you’ve got a new product, you have some built-in opportunities. Early adopters and influencers like to be the first to try the hottest new thing, telling the masses who follow the lead of these groups their experience with a new product. This allows you to set your prices higher for a short period if competition isn’t an issue. If you have lower overhead costs than a mature competitor, you might be able to price yourself more competitively. Take advantage of the media’s interest in new products by mounting an aggressive public relations campaign that educates news outlets.

Assess the Threats Once you enter the marketplace, your competitors will likely react. One of the biggest threats you face is your competition changing the playing field after you launch. Have backup plans for your pricing, promotion and distribution channels so you can respond to competitor changes. Consider launching in a few test markets to see how your competitors respond before you roll out your entire marketing and distribution campaigns.

Automotive industry in Pakistan The Automotive industry is one of Pakistan's growing industries dominated by Japanesemanufacturer's, most of whom have assembly plant's in the country. Pakistan’s market is considered among the smallest but the fastest growing in South Asia, with 180,000 cars were sold in the 201415 fiscal year, rising to 206,777 units 2015-16 fiscal year.[1][2][3] The market is dominated by three Japanese automobile companies, Toyota, and Suzuki, each of the two has assembly plant's in Karachiand Honda has its plant in Lahore , all co-owned with local partners.[4] The auto policy passed on March 19, 2016, which offers tax incentives to new entrants to help them establish manufacturing units.[5] In response, Renault-Nissan and Audi have expressed interest in entry into Pakistan's automobile industry.[1][6]

History According to Ministry of Industries, Pakistan produced its first vehicle in 1953, at the National Motors Limited, established in Karachi to assemble Bedford Trucks. Subsequently buses, light trucks and cars were assembled in the same plant. The industry was highly regulated until the early 1990s. After deregulation, major Japanese manufacturers entered in the market thereby creating some competition in this sector. Assemblers of HINO Trucks, Suzuki Cars (1984), Mazda Trucks, Toyota (1993) and Honda (1994) in particular, entered once deregulation was introduced. Assembly of Daihatsu and Hyundai cars (1999) and various brands of LCVs and range of mini-trucks commenced recently. From 1953 to 2011, the journey of auto industry has been rough, tough and sometime very smooth. Car industry saw boom in 2006-2007 when sales touched record peak of 180,834 thanks to rising car financing up to 70-80 per cent by banks due to low interest rates and rising rural buying. Since then the industry has been surviving hard to reach the same sales level amid high interest rates and Yen appreciation against the rupee but high farm income is giving much support to car sales. Good crops this year will keep the car sales brisk despite increase in prices. The car industry has invested over Rs 20 billion in the last four to five years to meet growing demand. The direct employment in car industry hovers between 5,500-6,000 persons.Motorcycle production hit the country's record level of over 1.5 million units in 2010-2011 by the effort of Pervaiz Musharraf Government's decision that opened bike market to low cost Chinese bikes. Auto sector now employs 192,000 people directly and around 1.2 million indirectly and has Rs 98 billion of investments and contributes Rs 63 billion as indirect tax in the national exchequer. Auto Sector remains the second largest payer of indirect taxes after the Petroleum Sector. In Pakistan's context there are 10 cars in 1,000 persons which is one of the lowest in the emerging economies which itself speaks of high potential of growth in the auto sector and more so in the car production. Rising per capita income with changing demographic distribution and an anticipated influx of 30 to 40 million young people in the economically active workforce in the next few years provides a stimulus to the industry to expand and grow [7]

In 2007, the automotive industry made up 2.8% of Pakistan's GDP which is likely to increase up to 5.6% in the next 5 years. It currently contributes 16% to the manufacturing sector which is predicted to increase 25% in the next 7 years. Many cars in the country have dual fuel options and run on CNG which is more affordable and cheaper than petrol in the country.

Cars Pak Suzuki Motors Pak Suzuki motors was once the market leader in Pakistan, with over 60% of market share and complete dominance of the small car sector however this figure has dropped considerably and JDM vehicles have overtaken Pak Suzuki owing to the fact of selling third rate vehicles with zero safety and minimal comfort features at very high prices since the past 30+ years. The firm was founded in September 1982 as a joint venture between the government of Pakistan and Suzuki motor company Japan, formalising the arrangement by which Awami Auto Ltd. had produced the Suzuki SS80 from 1982.[8] Suzuki originally owned 25% of the stock, and have gradually increased their holding; they now own 73.09%.[9] Pak-Suzuki was a joint venture between the state-owned Pakistan Automobile Corporation (PACO), who had earlier overseen local assembly from kits.[10] All vehicles produced and sold by Paksuzuki are globally retired models sourced from Suzuki Japan that do not meet any consumer safety standards or modern emission standards. Models produced include:           

FX Mehran[11]) (very basic version of the globally retired Second generation Suzuki Alto 1984–1988) Suzuki Alto (he Suzuki Alto HA12 chassis fitted with a 1982-1984 Suzuki F10A 970 cc engine. Discontinued in 2012) Baleno[8] Cultus (basic version of the globally retired Suzuki Cultus Generation 2) Liana[8] Suzuki Swift (trimmed down version of the international 2004-2010 Suzuki Swift 1.3 without safety features introduced in Pakistan after it was phased out elsewhere) Suzuki Wagon R[12] Suzuki Carry (basic version of the Seventh generation (ST30/40/90) 1979–1985 Suzuki Carry) Suzuki Kizashi (Imported) Suzuki APV (Imported)

Honda Atlas Honda Atlas Cars is a joint venture between Honda Motor Company Limited, Japan and the Atlas Group, Pakistan. The company was incorporated on November 4, 1992 and a joint venture agreement was signed on August 5, 1993. The company is listed on Karachi, Lahore and Islamabad Stock Exchanges. On July 14, 1994, booking of Honda cars started at six dealerships in Karachi, Lahore and Islamabad. Since then, the company has developed twenty one 3S dealers (Sales, Service and Spare Parts) twenty 2S dealers (Service and Spare Parts) and six 1S dealers (Spare Parts) network in all major cities of Pakistan.[13][14] Models produced include:    

Honda Accord Honda City Honda Civic Honda CR-V

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Honda CR-Z Honda HR-V

Indus Motor Indus Motor is a joint venture between the House of Habib, Toyota Motor Corporation, Japan (TMC), and Toyota Tsusho Corporation, Japan (TTC) for assembling, progressive manufacturing and marketing of Toyota vehicles in Pakistan since July 1, 1990. Indus Motor Company are Manufacturers, assemblers, distributors and importers of Toyota and Daihatsu vehicles, spare parts and accessories in Pakistan. Models produced include:    

Corolla Hilux Vigo Champ Fortuner

Indus Motor also retails the following models imported from Japan:         

Camry Land Cruiser Prado RAV4 Avanza Hiace Coaster Terios Prius

Ghandhara Nissan The Ghandhara Nissan Limited (GNL), was incorporated in 1981 as a Private Limited Company having the sale licensee for the distribution of Nissan vehicles in CBU condition in Pakistan, later in 1992 it was converted into a Public Company listed in Karachi Stock Exchange. Ghandhara Nissan has Technical Assistance Agreement with Nissan, Japan and joint Venture Agreement with Nissan Diesel Company, Japan for the progressive Assembly of Passenger Cars, Light Commercial Vehicles and Heavy Duty Vehicles. Ghadhara Nissan's Car and Truck Plants are located at Port Qasim, Karachi, adjacent to each other. Ghandhara Nissan is a group Company of Bibojee Services (Private) Limited. On January, 1997, Ghandhara Nissan announced "Nissan passenger cars are now being assembled at Ghandhara Nissan's plant under the direct supervision of Japanese engineers."[1]. However, after it was later discontinued and currently no passenger cars are being assembled at Gandhara.

Commercial vehicles Hino Pak Motors Hino Motors Japan and Toyota Tsusho Corporation in collaboration with Al-Futtaim Group of UAE and PACO Pakistan formed Hinopak Motors Limited in 1986. In 1998, Hino Motors Ltd., and Toyota Tsusho Corporation obtained majority shareholding in the company after disinvestments by the other two founding sponsors. This decision to invest in Hinopak at a time when the country's economy was passing through a depression and the sale of commercial vehicles was at an all-time low reflects the confidence our Principals have in our company and their commitment to the Pakistani market. Hinopak is the trusted market leader with over 50% share in the Pakistani Truck and Bus industry.

Al Ghazi Tractors Al Ghazi Tractors is a commercial vehicle manufacturer in Pakistan. Al-Ghazi Tractors's plant manufacture New Hollandtractors and generators in collaboration with Fiat New Holland. Since 1991, Al-Futtaim Group of Dubai has been managing the company by acquiring 50% of its shares. Its corporate Head Office is in Karachi, Pakistan. Models produced include:       

New Holland 480S New Holland 640 New Holland 640S Ghazi New Holland NH 55-56 New Holland NH 60-56 New Holland NH 70-56(4WD)

Master Motors Master Motors is a lorry manufacturer based in Port Qasim, Karachi, Pakistan as a part of the Master Group of Industries. Master Motors signed an agreement with Mitsubishi Fuso Truck and Bus Corporation (Daimler AG has come to hold 85% of the company[15]) to manufacture and assemble Mitsubishi Fuso-based trucks and buses in Pakistan. It has developed into the leading brand in Pakistan in the 3 ton trucks (25% market share) and 3 1⁄2 and 4 1⁄2 ton trucks (50% share). Models produced include:      

Highland - 1 1⁄2 tonne lorry Forland Super - 3 ton truck Econo - 3 1⁄2 tonne lorry Grande - 4 1⁄2 tonne lorry Rocket - 6 1⁄2 tonne lorry M-410B Bus - 25-30 passenger bus

Motorcycles Ghani Automobile Industries Ghani Automobile Industries is a Pakistani manufacturer of motorcycles based in Lahore. Ghani Automobile is a collaboration of two industrial groups, Ghani Group of Companies & Chongqing Yingang Science and Technology Group Company Limited, and is a public limited company quoted on the stock exchange in Pakistan. Ghani Automobiles is a company of Ghani Group, and is listed on Stock Exchanges. Established in 2004, the company started its commercial production of the two wheelers during 2005. The head office is in Model Town, Lahore, Pakistan while the plant is situated at 49 km Multan Road, Lahore covering an area of approx. 218,000 sq. feet (5 acres). Models produced include:    

Ghani Gr-05 CC (Black) Ghani Gi-70 CC (Black & Red) Ghani Gi-100 CC (Black & Red) Ghani GR-100 CC (Hamsaffar Black & Red)

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Ghani Gi-125-18 (Black) Ghani Gi-150-9 (Black)

Suzuki Suzuki motorcycles produced in Pakistan include:   

Suzuki Sprinter ECO Suzuki GS 150 cc Suzuki GD 110cc

Yamaha In 1976, under the umbrella of the Dawood Group of companies, Dawood Yamaha Limited (DYL) was formed in a joint venture with Yamaha Motor Company (YMC), Japan. The joint venture with YMC ended and DYL introduced a new product the YD-70 Dhoom in the year 2008. The Dhoom is the economical cousin of the YB-100 Royale which has been produced in Pakistan for the last thirty years, and most recently the YD-100 Junoon, which was designed and engineered by in Pakistan. Its sister company Balochistan Engineering Works (BEWL) produces the frame, fuel tank, rear arm, fenders, gears, hubs, leavers, crank and cover cases. The assembly plant for our motorcycles is based in Uthal, where the plant manufactures motorcycles in accordance with very high quality standards laid down by Yamaha Motor Company, Japan. Since 2013 DYL and its sister concern BEWL facilities have been shut down and currently production is being carried out at Brighter Engineering (Pvt) Limited at Lahore. The company are in sever financial crises and not able settle creditors, financial institutions, and employees full and final settlement. SITARA GUANGTA SITARA AUTO IMPEX, Karachi, Pakistan Assembler of SITARA GUANGTA motorcycles is one of the main contributor in Changes of Govt. Policy for bike assembling owner of SITARA, Mr. Muhammad Sabir Shaikh who is the Chairman of Association of Pakistan Motorcycle Assemblers APMA (www.motorcycleexport.com) did a lot in last 20 years for the betterment of Chinese-based bike assembling in Pakistan.

United Auto Industries From Wikipedia, the free encyclopedia

United Auto Industries (Pvt) Ltd.

Type

Private

Industry

Automotive

Founded

1999; 20 years ago

Headquarters

Lahore, Pakistan

Key people

Sana Ullah Chaudhary (CEO)

Products

Motorcycles, Vehicles, Auto rickshaws

Website

unitedmotorcycle.com.pk(for motorcycles)unitedcars.com.pk(for cars and trucks)

United Auto Industries (Pvt) Ltd. (United Motors; Urdu: ‫ ) موٹرزیونائیٹڈ‬is a Pakistani automobile manufacturer based in Lahore, Punjab, Pakistan since 1999. It is Pakistan's second largest selling motorcycle brand after Atlas Honda, and claims to be the number one bike assembler of Chinese bikes in Pakistan.[1]

Contents  

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1History 2Products o 2.1Cars o 2.2Motorcycles & Rickshaws 3See also 4References 5External links

History[edit] United Auto Industries (Pvt) Ltd. came into existence in 1999 by introducing economical 4stroke motorcycles and Auto rickshaws with the brand name of UNITED.[citation needed] United Auto is now engaged in manufacturing of loaders, scooters, rickshaws and bikes in Pakistan. It has plans to launch an 800cc car named "United Bravo" in September 2018 and a 1000cc light commercial vehicle in fall 2018 or mid 2019. In 2017, the United Auto Industries had applied for IPO for copyright of vehicles’ design and announced to launch 800cc and 1000cc vehicles in the country. The company is also looking for interested 3S dealership candidates for their upcoming vehicles. It has a joint venture with a Chinese automaker to produce these two new vehicles for the Pakistani market.[2]

Products[edit] Cars[edit] United Bravo

Motorcycles & Rickshaws[edit]                

United 70cc United 100cc United Scooty 100cc United Jazba 100cc United 125cc United 125cc Deluxe United 150cc (Ultimate Thrill) United Motorcycle for Special Person United Motorcycle Rickshaw 100cc United Auto Rickshaw 200cc United Auto Rickshaw 6 Seater 200cc High Roof Rickshaw 200cc Motorcycle Loader 100cc United Loader 100cc United Loader 150cc United Loader 200cc

8 new automakers got permit to enter into Pakistan auto industry The government of Pakistan has given permission to 8 new automakers to set up their assembly and manufacturing plants in the country, revealed by Mr. Asim Ayaz Deputy Manager General of Engineering Development Board (EDB) of Pakistan at the open hearing organized by Competition Commission of Pakistan in a bid to discuss competition and consumers issues. Moreover, 7 applications are under review, he further added. With many new entrants coming to Pakistan the gap between demand and supply of cars will not be an issue in coming years. The companies will not only manufacture commercial vehicles but also passenger cars as well, he stated at the open hearing. The general manager didn’t mention all the entrants whose application has been granted for setting up new manufacturing plant; however, according to our research, below mentioned are the companies which are setting up new assembly and manufacturing plant in Pakistan.

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Hyundai-Nishat Kia-lucky Motors United Motors Regal Automobile Renault Khalid Mushtaq Motors Sazgar Engineering Works Changan in collaboration with Master Motors. The company is building assembly plant from where it will assemble and sell Changan’s vehicles in Pakistan.

Aside from the companies which are building new plants to introduce their cars, there are also other companies which are gearing up to launch new vehicles in the country, which are as follow: Ghandhara Nissan (Datsun, JAC vehicles and Renault trucks) Dewan-Daehan ( The company has already launched Daehan Shehzore) SsangYong in collaboration with Dewan-Daehan While talking at the meeting Mr. Asim also asserted that Ford might also come to Pakistan, which is indeed a surprising and at the same time a good news for the local industry. Additionally, Haier Group might also launch their vehicles. The auto policy 2016-21 indeed seems to be revolutionary for the automobile industry and it seems that the monopoly of local Japanese automakers will soon end in Pakistan. This list of the new entrants is based on our findings, if you have more add, please comment below.

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INTRODUCTION Under the able leadership of Mr. Sana Ullah chaudhary UNITED has established its expertise in segments of utility commuter and sports motorcycles & intra-city vehicles. United Auto Industries (Pvt) Ltd key strategies are to build a robust product portfolio across categories, explore growth opportunities globally, continuously improve its operational efficiency aggressively expand its reach to customers, continue to invest in brand building activities and ensure customer delight. United Auto Industries (PVT) Ltd. came into existence in 1999. It has introduced durable and economical 4-stroke motorcycles and Rickshaws with the brand name of UNITED. Our manufacturing / assembling plant is situated at 1-km off Kot Radha Kishan Road, Multan Road, Bhai Pheru Lahore, Pakistan. At present our? production capacity is 450000 units per annum in 8 hours shift. By the grace of Almighty Allah, our Vehicles got a very favorable response in the market. Our Motorcycle factory is accommodated on a land measuring 720,000 Sq.ft. and cover Area of the factory is about 156,000 Sq.ft. Land measuring 200,000 Sq.ft with covered area of 150,000 Sq.ft further added for Car plant. As Pakistan's No.1 National Brand Durability and Quality with best Price is the key feature of UNITED products. UNITED products are equally popular in both rural and urban areas of all over Pakistan. By the Grace of Almighty Allah United Motorcycle is Got substantial share in the motorcycle industry. Standardization is also the key feature of UNITED products. All products are assembled in accordance with the International Standards as approved by Pakistan Standard and Quality Control Authority (PSQCA). UNITED also a key partner of dozens of Public Organizations both Federal Government and Provincial Governments. Defense Ministry of Pakistan is also our valuable customers. In private sector organizations United have the very good position all over Pakistan. We have a team of professionals in all departments such as Marketing & Sales, Quality Control, Production and Finance & Accounts. We have a comprehensive network of Sales, Service and Spare Parts in almost all over the Pakistan which is increasing day-by-day.

Vision Our vision is to see the world a wonderful place to live, where Technological wonders may help mankind to enjoy peaceful life. United Auto Industries (Pvt) Ltd. Must be a partner to the technological advancement for the delight of mankind. Mission Our Mission is to establish Hi-Tech base to develop capability enough to adopt latest technology for innovation and production of sophisticated products of International Standards at affordable price to serve local and global markets

New product development United bravo car The most-anticipated car of the year United Bravo— an 800cc hatchback, is being launched in the local market on 8 September 2018, and people are eagerly waiting to test it out on Pakistani roads. There is no doubt that the upcoming car will diversify the local auto industry while, competing with Suzuki Mehran and giving an additional option to countrymen to choose from. Even before the announcement of its official launch date, the car was being searched and kept on trending in new car section page of PakWheels.com– Pakistan’s no.1 online portal of buying, selling cars and auto parts. Industry analysts are hoping that if the car happens to be economical, it can be a serious threat to Mehran’s monopoly in locally produced 800cc hatchback segment. However, on the other hand, some are also arguing that being a Chinese product the car might not perform well on Pakistani roads, as opposed to being portrayed as a potential Mehran killer. Whatever the case may be, whether it performs well or not, it is indeed a good sign that local manufacturers are making efforts to give options to local consumers. As per our credible sources, the car will come equipped with features like Rear Parking Camera, Seat-belt Warning indicator, Power Windows, Touchscreen Infotainment System, RPM and Speedometer Dials, Digital Info Cluster, Front fog lamps, Vacuum booster, etc. and with these many features the car will surely be a great treat for the people. Moreover, the car will house an 800cc 3cylinder water-cooled engine that makes 40 BHP and 60 Nm torque same as Suzuki Mehran.

It is also quite possible that Bravo comes in two different variants, one base version with fewer features and the other one the higher variant with features as mentioned above. In my humble opinion, if the carmaker launches the car with a price tag between 6.5 to 7 lac, then the chances of Bravo making a mark and acquiring its share in the local auto industry are very high. The company is organizing a launch event in this regard, so stay tuned to PakWheels.com for all the exciting updates regarding United Bravo.

Development process