Lado do Brazil is struggling to remain a profitable importer of cars in the Brazilian market. To remain profitable LDB needs to increase its sales and maintain its efficient cost structure. The recession, regulatory uncertainty, and increased competition are all factors that are reducing and threatening the sales and profitability of the company. In order to counter these threats and increase sales, LDB needs a more aggressive sales strategy, needs to continue to leverage its existing relationships with dealers, local parts manufacturers, and the local government, and should solely focus on being a low cost provider. This should allow LDB to maintain profitability throughout the recession, and continue to be the import leader in a growing and underserved Brazilian auto market. Although the relationship with the Russian auto supplier (VAZ) is not the primary focus of our analysis, it is important to note that VAZ is in the midst of an uncertain economic and political period. Their ability to provide LDB with cars could be jeopardized, thus, a contingency plan is essential. LDB should explore partnerships with other automakers, Toyota or Hyundai. CURRENT CHALLENGES
The most pressing challenge faced by Lada is declining sales. In the second half of the year, sales declined consistently. LDB’s market share declined in Q4, indicating its competitive edge is diminishing. Mitigation of the challenges below is imperative. Market
The Regulatory Environment is a hindrance to our price competitiveness and profitability. The primary issues are high tariffs and potential price freezes, but constantly changing rules (ex. tax exceptions, rate changes) threaten our competitiveness.
High inflation and Foreign exchange risk are both consistent threats to our ability to compete in Brazil. High inflation leads to constant re-pricing and decreases the availability of financing. It also leads to cruzerio devaluation relative to the dollar and has caused us to lose money on otherwise profitable sales in the past (taxis). Increased price competitiveness of the market is also of concern. Domestic producers have recently agreed to cut prices in exchange for tax breaks, and there is speculation of new low cost cars entering the market. Internal
As the USSR transitions away from Communist rule to a free market economy, VAZ becomes unable to serve its demands for domestic and foreign supply. The ability of VAZ to provide LDB with cars at a competitive price is at risk. In addition, theres are speculations that Fiat will purchase a 30% stake in VAZ, increasing uncertainty of the future of LDB’s parent company. RECOMMENDATION
By enhancing sales strategies as outlined below, and by taking steps to protect our price advantage, sales should increase and we will retain our position as a price leader. Sales Strategies
Refine Product Offering
LDB’s value proposition is selling low cost vehicles. The higher priced Samara has consistently sold poorly and dilutes LDB’s brand. LDB should phase out the Samara in favor of the Laika and Niva. The Laika has been the best seller and should continue to be popular as a cost conscious choice. The Niva’s strong summer sales, coupled with the less competitive S.U.V. market suggests that the Niva is the best opportunity for sales growth. Increase Direct Sales
LDB should expand the direct import program. The elimination of a middle man is advantageous because it reduces consumer prices and can increase LDB’s profitability. Implement “Just-in-time Delivery”
To reduce dealer price risks and to incentivize dealers to sell more Ladas, LDB should leverage their bonded warehouse by executing a policy of “Just-in-time Delivery” of the cars. Instead of requiring dealers to front capital and use inventory space, they hold a minimum inventory and could purchase cars as needed knowing LDB would deliver promptly. This helps eliminate currency risk because money and cars are exchanged simultaneously....
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