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Topic: Automotive

Brexit

Navigating the Potential Impact of Brexit on the Chemicals and Allied Industries

Brexit stands for British exit from the European Union. In order to calm the rising Euroscepticism of his own party and of vocal rival parties, such as the UK Independence Party (UKIP), Prime Minister Cameron announced in January 2013 his intention to give U.K. voters the opportunity to decide in a referendum on whether the United Kingdom should be IN or OUT of the European Community. On June 23, 2016, the result was that the electorate voted to leave the EU by a narrow margin of 51.89% to 48.11%. In fact, the majority in England and Wales were in favor of leaving, while the majority in Scotland and Northern Ireland voted to remain. Cameron had taken a risky gamble on the referendum and had underestimated the strength of Brexit feeling in certain parts of the United Kingdom. He paid for this miscalculation with his own political career. 

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Amplify B2B Innovation

Breaking the Mold: Five Ways to Amplify B2B Innovation

Innovation has been called the “lifeblood of the organization,” fueling the development of new and improved products and services, identifying ways to satisfy unmet customer needs, and creating growth and value for the business. While innovation is most often discussed in a B2C context, many B2B companies have also earned recognition for tremendous strides in implementing a culture of innovation.

Despite the success of companies such as BASF and Dow, there are still many other B2B executives who are concerned about the ROI of innovation within their own companies and are worried that “they do not do innovation well.”

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Even in Flat or Markets with No Growth, “Premium” Lubricants Offer Many Opportunities—Are You Ready to Play?

Even in Flat or Markets with No Growth, “Premium” Lubricants Offer Many Opportunities—Are You Ready to Play?

Lubricant demand is impacted by many factors such as vehicle/equipment/machinery sales and production, miles driven, operating rates, fuel prices, employment, synthetic penetration, industrial production and activity, OEM technical demand, maintenance practices, fluid drain intervals, government and industry policies, transportation preferences, construction activity, infrastructure spending, consumer behavior, and GDP growth. Demand for high performance, “premium” quality lubricants is expected to accelerate in both developed and developing country markets, regardless of whether there is overall top level growth, stagnation, or contraction.

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Growth Strategy

Climbing the Ladder: The 5 “Rungs” of a Killer Growth Strategy

It seems rather obvious that most companies want to grow, in one way or another, and grow profitably at that. Whether it is to increase revenue, profits, or market share or physically expand with new facilities and more employees, striving for growth is a critical part of nearly every business strategy. 

However, what that growth goal really looks like—and how to get there—are often not quite as obvious. For many companies, growth is an abstract goal. They have no clear and compelling agenda for exactly what they want or need to achieve. Articulating this vision is absolutely crucial, as this forms the solid foundation upon which any successful growth strategy must be firmly based. In order to get there, you have to first establish where “there” is. Otherwise, how will you know if/when you’ve arrived? Or if you’ve veered off course? 

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Lubricants in BRIC Countries

Lubricants in BRIC Countries

According to a September 2013 International Monetary Fund (IMF) report, the global economy is experiencing transition on an “epic” scale, with turbulence within emerging markets potentially negatively impacting global growth by 0.5% to 1.0%. The report further claimed that all emerging markets – in particular Brazil, India, and Indonesia – have suffered due to the threat of slowing asset purchases by the U.S. Federal Reserve, which has effectively tightened their respective money supplies. By contrast, both the United States and European Union have returned to – albeit sluggish – growth.

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Lubricant Formulations

The Twilight of Group I: How changes in lubricant formulations are driving fundamental shifts in base oil supply and pricing

The move toward lower viscosity, higher VI, lower volatility automotive engine oils demanded by modern vehicles per U.S. ILSAC GF-5 (and, prospectively, GF-6) and European ACEA standards has caused blenders to move to higher-performance Group II+ and Group III, and away from Group I, base oil stocks as they reformulate their recipes. While the initial impacts of these reformulation trends are being felt in the OECD countries, global advancements in engine oil formulations are inexorable.

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From Cracks to Crankshafts: How the shale gas boom is shifting natural gas conversion and lubricant base stock manufacturing

From Cracks to Crankshafts: How the shale gas boom is shifting natural gas conversion and lubricant base stock manufacturing

The boom in shale gas resource acquisitions and development in North America over the past three years has brought a formerly niche play into the spotlight. Once primarily the province of under-capitalized independent producers who refined horizontal drilling and hydraulic fracturing technology to tap into the once-marginal tight gas reservoirs in Appalachia, the Central U.S. and Western Canada, the massive reserve has now sparked attention from the major industry players. ExxonMobil, through its acquisition of XTO Energy in 2010, other supermajors, and a host of gas-short Asian players have since taken positions in the U.S. and Canadian shale gas play, with total capital commitments exceeding $100 billion.

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Change and Uncertainty in the Global Lubricants Industry

Change and Uncertainty in the Global Lubricants Industry

First published in Petroleum Review April 2013 Licensed for print and electronic distribution to Kline Management Consulting and sites owned by Kline Management Consulting exclusively.
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