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Chapter1
ExecutiveSummary
ExecutiveSummary1-1
Chapter2
NorthAmericanAutomotiveAftermarket
NorthAmericanAutomotiveAftermarket2-1
AutomotiveAftermarket:Overview2-1
IndustryChallenges2-2
RisingMaterialandManufacturingCostsForcePriceIncreasesthroughout
theDistributionChannel2-3
AdaptationtoCheapForeignImports2-3
EfficientInventoryManagementPreventsUnnecessaryCosts2-4
BrandDevelopmentBecomesTopPriority2-5
MarketConsolidationThroughMergers，Acquisitions，andStrategicAlliances2-5
KeyMarketDriversandRestraints2-6
MarketDrivers2-6
IncreasedNumberofVehiclesontheRoadIncreasesUnitDemand2-6
LackofPublicTransportationUpkeepstheUsageofPersonalVehicles2-8
AggressiveDrivingStylesAidtheFastWearofParts2-8
RisingMaterialCostsDrivesPriceIncreases2-9
VehicleOwnersPerceivetheIndependentAftermarkettobeLessCostly
thantheOESChannelandPrefertoServiceTheirVehiclesintheIndependentAftermarket2-10
MarketRestraints2-10
ReplacementRatehasbeenStretchedduetoanIncreaseofPartLifespan2-11
OverallTightEconomicConditionshaveConsumersSeekingLowerCostProducts2-11
GrowthofPrivateBrandsandBigBoxStoresDepressingPricing2-11
PopularityofVehicleLeasingRestrainsUnitSales2-11
ForecastsandTrends2-12
RevenueForecasts2-12
NetProfitTrends2-13
RevenuesbyVehicleCategory2-15
RevenuesbyGeographicRegion2-17
Chapter3
StrategicAnalysisoftheNorthAmericanAutomotiveAftermarketDistribution
Channels
OverviewandDefinitions3-1
Overview3-1
CompetitiveStructure3-5
CollisionChannel3-5
MaintenanceChannels3-6
SalvageandRemanufacturingChannels3-8
CompetitiveAnalysis3-9
OEMsversusNon-genuinePartsManufacturers3-9
OESChannelversusIndependentAftermarket3-11
ImportProductsversusLocalManufacturedProducts3-12
DIYversusDIFM3-13
Trends3-14
CurrentDistributionTrends3-14
EstimatedRevenueDistributionThroughouttheChannels3-17
KeyBuyingFactorsbyDistributionChannel3-17
SWOTAnalysisoftheIndependentAftermarketChannels3-18
AutoPartsRetailers3-18
Strengths3-19
LowerPurchasingCostsDuetoLargerOrderSizes3-19
SmallInventoriesatEachStoreReduceCosts3-19
LowPricePerceptionAmongConsumers3-19
Weaknesses3-20
LessExperiencedEmployees3-20
HavingLowerSKUCountsThanaTypicalJobberLimits
theAmountofBusiness3-20
Oversaturation3-20
Opportunities3-20
CommercialSalestoInstallers3-20
IncreasedBuyingPower3-20
Threats3-21
ASlowdownInDIYPurchases3-21
PartsProliferation3-21
StrongerCompetition3-21
IndependentWDsandJobbers3-21
Strengths3-22
AftermarketExperience3-22
ProductCoverage3-22
Weaknesses3-22
LargeInventoriesandInefficiencies3-22
LackofResources3-22
Opportunities3-23
ProgramGroups3-23
ImprovedInventoryManagementSystems3-23
Threats3-23
IncreasingCompetitionfromProgramDistributors3-23
ShrinkingProfitMarginsAsVendorsPassOnCosts3-23
AutoPartsRetailers3-23
Two-StepDistribution3-23
PartsProliferation3-24
ProgramGroups3-24
Strengths3-25
BroadestandDeepestProductCoverage3-25
SuperiorDelivery3-25
ImprovingMarginManagement3-25
IncreasingUseofTechnology3-25
Weaknesses3-26
LargeInventoriesandInefficiencies3-26
LackofUnity3-26
Opportunities3-26
ImprovedInventoryManagementSystems3-26
WarehousesPurchasingTheirOwnJobberStores3-26
NewMarketingandMerchandisingProgramstoAttractDIYBusiness3-27
PrivateLabeling3-27
Threats3-27
AutoPartsRetailers3-27
Two-StepDistribution3-27
PartsProliferation3-27
OriginalEquipmentService(OES)3-28
OESChannel3-28
Strengths3-28
BroadestCoverageforaParticularMake3-28
HighestProductQualityPerception3-29
SuperiorToolsandTraining3-29
BetterGuaranteeService3-29
Weaknesses3-29
InferiorDeliverySchedules3-29
HighestProductPricesPerception3-29
Opportunities3-30
SecondLines3-30
MoreAggressivePricing3-30
FurtherDevelopmentofWholesalePrograms3-30
Stand-AloneRepairFacilities3-30
Threats3-30
GrowingAftermarketParticipationofOEMs3-30
GrowingCompetitionforServiceandPartsintheAftermarket3-31
KeyChannelParticipants3-31
WDandJobberChannel3-31
ProgramGroups3-32
Retailers3-32
Chapter4
Appendix
AcronymsandAbbreviations4-1
Equations4-2
CurrencyExchangeRates4-2
ConversionEquations4-10
Distance4-10
FuelConsumption4-10
LiquidMeasures4-11
Power4-11
Speed4-11
Temperature4-11
Torque4-11
Weight4-11
Volume4-12
CompoundAnnualGrowthRate4-12
Definition4-12
Equation4-12
Example4-12
Chapter5
DecisionSupportDatabase
DecisionSupportDatabase5-1
NumberofRepairShopsintheUnitedStates5-1
AverageAnnualDisposableIncomeperHousehold5-2
For the purpose of this study, the aftermarket is defined as products installed on a vehicle after the initial sale of the vehicle from the dealer. Aftermarket sales can be through a jobber, warehouse distributor, automotive retailer, mass merchandiser, or vehicle dealer (original equipment service). The aftermarket includes any product that the consumer pays for after the initial sale of the vehicle. It is very important to note that the aftermarket does not include warranty sales carried out by the vehicle manufacturer as warranty sales are initially paid for by the end-user at the time of vehicle purchase. It is also important to note that Wheels, Tires, and Chemicals are not included within the scope of the study to follow industry procedures. The distribution information on tires and wheels are available in Frost & Sullivan’s F759 North American Wheel Aftermarket and F760 North American Tires Aftermarket.
The North American automotive aftermarket is mature and distribution is becoming increasingly important. The aftermarket is facing intense pricing pressures, vendor consolidation, intense distributor consolidation, parts proliferation, increasingly powerful distributors, and a fundamental shift in the allocation of business to the two end-user groups. These two aftermarket end-user groups are the do-it-yourself (DIY) consumer and the do-it for- me (DIFM) consumer.
外商投資企業(yè)協(xié)會會員單位
最具品牌價值行業(yè)門戶
發(fā)改委十佳創(chuàng)新案例金典獎
電子行業(yè)協(xié)會副會長單位
哈爾濱最佳項目策劃智庫單位
深圳市商業(yè)聯(lián)合會會員單位
珠海招商合伙人
重慶市產(chǎn)業(yè)招商聯(lián)盟單位
中投顧問協(xié)辦的濟陽區(qū)（深圳） "新能源汽車產(chǎn)業(yè)"專題推介會
中投顧問受邀為合肥市投促部門作機器人產(chǎn)業(yè)招商培訓(xùn)
中投顧問為珠海全市招商系統(tǒng)培訓(xùn)產(chǎn)業(yè)招商大腦獲得圓滿成功
中投顧問為漢中市作"大數(shù)據(jù)招商、精準招商"培訓(xùn)
中投顧問項目組赴安慶迎江經(jīng)開區(qū)調(diào)研
湖州市吳興區(qū)駐深辦來訪中投顧問
河北邢臺南宮市駐深領(lǐng)導(dǎo)赴中投顧問拜訪
中投顧問陪同廣州某經(jīng)開區(qū)領(lǐng)導(dǎo)赴外商協(xié)會治談合作
