TNS Automotive Blog

Generation Y is “out of love” with cars

says Andy Turton of TNS’ Automotive Practice

Baby boomers and generation X have served the automotive industry well. Vehicles have come to play a central role in the lives of these generations and although demanding, their wants and desires have been well researched, understood and catered for.

Generation Y represent an entirely different challenge to the industry. They are “out of love” with cars; their passion is for technology. Like the rest of us, they are being swept into urban environments in which cars are often not necessary or are a hassle to drive and park; and their attitudes towards ownership are different. Renting, not buying, is normal to them in many aspects of life. Generation Y are the industry’s future. Auto brands need to listen well and think hard about how best to engage with them, including understanding how this generation utilize social media and identifying the times and places to listen and engage.

Capturing interest of the disengaged youth market

A number of avenues need to be thoroughly explored: new concepts of mobility are in development in which membership rather than ownership serve to equip generation Y with the right form of transport for each occasion and need; a new breed of small city cars are coming, perfectly designed for the urban environment and digitally enabled to match the connectivity required by generation Y. Functional,  cheap ‘disposable’ vehicles may capture the interest of some of these disengaged youngsters while the new breed of EV vehicles may serve to jolt generation Y out of their automotive apathy.

New business models & alliances needed

These simple examples illustrate the nature of the challenge the industry faces. This is not just about a new generation of vehicles. In order to respond to generation Y’s needs, the industry will need to develop completely new business models and alliances. In the mobility example above the industry understands just one piece of the puzzle, the car. So Auto brands need to identify alliances to complete the puzzle, and recognise that they will need their partners more than their “would be” partners need them. In the connected car, the interface is key, but this is an area in which tech companies are the experts and auto companies are unlikely to catch up under their own steam.

The pivotal role of consumer insight

The industry is facing a time in its history in which it has many more questions than answers. It is a time in which consumer insight and understanding should play a pivotal role. Growth will come to those brands that gain a subtle and detailed understanding of the way generation Y lives, what they value, how they spend their time and money and then respond creatively with products and services that push the boundaries of their business models into uncharted waters.

Find out more about TNS's Automotive practice: www.tnsglobal.com/automotive

What’s holding Electric Vehicles back?

asks Rémy Pothet, Global Automotive Practice Head 

At the peak of the global economic and automotive industry crisis, when new car registrations in mature markets slumped, Electric Vehicles (EV), alongside plug-in hybrids, were hailed the miraculous solution which could fundamentally change and therefore save the global automotive industry. As such it was thought that millions of consumers in highly populated fast growing markets could continue to become car owners without damaging the planet.

Energy efficiency, zero emissions, noise reduction & congestion relief aren’t enough

New EV car registrations worldwide are expected to grow significantly, even if manufacturer predictions of market share in 2020 are surprisingly different: from a conservative forecast of 2% on one side, to an optimistic 10% on the other. This makes quite a difference given the scale of the market, we’re talking about a difference of around 5-6 million vehicles here…  

But either way, it seems that promises of energy efficiency, zero emissions, noise reduction and congestion relief aren’t enough to conquer consumers’ hearts and minds.  

5 years on, what’s holding EV’s back?

I see three key obstacles. Firstly, the lack of public awareness and a limited range of EV’s for consumers to choose from, secondly high prices - despite financial incentives schemes introduced by many governments. Finally the insufficient infrastructure to support a “revolution” is a major obstacle: few charging stations, no standardisation of batteries or connections, limited vehicle autonomy, long charging times…  As a result there is no long term visibility of where EV’s are heading, which translates into a rather unconvincing offer for consumers to “Go Electric”.

Don’t get me wrong, progress has been made. Nearly all OEM’s have an EV in their range. Electric car-sharing schemes have been introduced in major cities like London and Paris. Tesla’s Model S has won numerous awards and Venturi has achieved a world-record-breaking “Shanghai to Paris” challenge in an electric vehicle.

Our relationship to cars may change. Owning a car in a large city may become “so last century”.

But what else needs to change? It’s not just a question of changing the type of motorisation. To achieve a large-scale breakthrough we should look beyond product to the bigger picture of consumer mobility and purchasing behaviour. Our relationship to cars may also change - ownership is still key to our relationship with conventional vehicles; less so with electric ones. Car ownership in major cities is decreasing as people turn their backs on traffic jams, lack of parking, and the financial burden of owning a car. The youth segment is increasingly disillusioned by the automotive industry. They are exploring alternative solutions: car sharing, journey sharing, renting from car owners in their community, or simply using taxis or public transport instead. Maybe one day owning a car in a large city will become “so last century”!

We need some disruptive innovation!

Maybe we don’t have all the answers within the Automotive industry. In which case we should look further afield to other industries for inspiration and innovative solutions. Are there opportunities for strategic partnerships with innovative players from other sectors - energy, IT or digital for instance? Some “disruptive innovation” via a strategic partnership of innovative players could put the EV breakthrough back on the map. In the same way Apple has changed our way of consuming music, and the lifestyle changes brought about by the launch of Smartphones, electric vehicles have the potential to change our way of getting from A-B. The perks of free parking and use of bus and taxi lanes certainly sound like a tempting alternative to idling in traffic with conventional vehicles or circling to find a parking space!

“Going green? A grey area in Chinese consumers' minds…”

"The earth is blue like an orange", a French surrealist poet once famously said … And Chinese roads are still green like an exhaust pipe, car manufacturers could similarly say today…Six years after the introduction of the Toyota Prius on the Chinese market, talking about green in the auto industry remains a rather abstract concept: in 2011, only 8,159 hybrid/EV vehicles were sold in China - a drop in the ocean compared to the 14.5 million vehicles sold there last year!

"We should drive green to protect the environment": a consensus on the principle…
A recent study conducted by TNS in China shows that Chinese car owners are well aware of pollution, and are especially concerned about air and water pollution and its direct impact on their health. Most motorists also agree that solving this environmental crisis has now become urgent.

… But there are still a lot of hurdles to overcome
Firstly, when it comes to the car market offering, consumers struggle to find a "green" model in the specific segment and price range they are interested in: while most manufacturers have EV or hybrid technology in their product plans (Roewe E50, Denza…), less than 20 EV-hybrid models are currently on offer in China, and even fewer pure EVs available. Small numbers compared to the 450+ car models selling on the Chinese market!

A second issue is the image that Chinese drivers have of green vehicles: although EV and hybrid technologies are perceived as being innovative, distinctive, fuel efficient and ecological by definition, motorists still question their affordability, reliability, power and practicality - all of which are key considerations.

How can OEMs win the green race in China?

Four keys to success can be identified:

• Re-orientating the communications strategy from a purely ecological USP to an 'ecolo-nomical' one. When buying a vehicle, Chinese consumers prioritize economy over ecology. This statement is also valid in mature markets, where EV and hybrid sales have been driven by gas prices: in the USA for instance, whilst fuel prices hit record highs in February, Prius sales surged by 52%, reaching their highest level in four years. To successfully promote green cars, manufacturers should therefore emphasize either the cost per km or the overall cost of ownership.
• Improving the image consumers have of hybrid-EV cars' driving capability, by giving Chinese motorists the opportunity to test-drive these technologies! Experiencing the drive of an EV or hybrid car would clearly demonstrate the exhilaration that it gives the driver through powerful acceleration, a smoother ride and unique comfort.
• Improving practical aspects such as charging time and autonomy. Although China has made huge investment in these areas over the past years, this has so far mainly been directed to captive-fleet vehicles, i.e. buses, taxis, corporate fleets, etc. Making this efficient infrastructure available to private car drivers will require closer collaboration among the various stakeholders involved - officials, energy suppliers and manufacturers.
• Meeting the very specific needs of Chinese drivers in terms of status, by positioning green vehicles as exclusive and therefore premium products. China is the world's second largest luxury car market: its consumers perceive luxury cars as status symbols, which allow their owners to show off. Thus there is an opportunity for manufacturers to position green cars as "exclusive" or distinctive: buying EV or hybrid vehicles also means being the first to own the latest technology!

The Driving Green (R)Evolution is a battle which will only be won with team work: marketers will play a key role, together with officials, engineers and … consumers!

Glocalisation and differentiation are the keys to growth for mass-market auto brands

says Frédéric Casellas, Global Account Director

It is widely recognised that consumers have a strong emotional connection to their car brand: the automotive sector enjoys a brand commitment level of 60% worldwide, one of the highest scores after healthcare (67%) and finance (64%).

This score is hardly surprising given that 1) pretty much all OEMs are now offering good-quality and reliable vehicles and 2) purchasing a new car isn’t a light-hearted decision but rather a high-involvement process: it represents a substantial expenditure - even more so for car buyers in emerging markets, and involves an emotional risk for increasingly brand conscious consumers.  

Looking beyond the average to unveil growth opportunities

If this 60% score highlights the imperative for OEMs to invest in loyalty programs to hold onto their existing consumers, and encourage them to spend more, more often, it also poses the question of growth potential - especially for mass-volume brands who are fighting hard for market share.

In order to identify and unlock growth opportunities, mass-market OEMs need to look beyond this average score, and truly understand individual consumer behaviour and competitive context.

Going “Glocal”

Commitment to car brands varies enormously across countries; it ranges from 80% in Northern Europe to 40% in some emerging markets, with key drivers to commitment differing from one country to another. In Eastern European markets, where a relatively high proportion of motorists (30% vs. 8% in mature markets) aren’t particularly fussed about the car brand, OEMs should implement transactional strategies or develop “hero models” rather than focusing on the brand. In Mediterranean countries, up to 20-30% of car owners are dissatisfied with their current brand, which implies that manufacturers should look at understanding this group’s unfulfilled needs prior to launching new customer acquisition strategies.

Driving attractiveness through differentiation

The gap in commitment between the market leaders (usually VW or Toyota) and their followers remains wide, while the gap among the latter (mostly mass-market brands) has almost disappeared.

Competition has also intensified in mature markets as car owners perceive little difference in terms of attractiveness between their current brand and alternatives. In addition, motorists are nowadays less likely to pay an “ownership premium” for a mass-volume brand.   

To gain a foothold in their target markets, mass-market auto brands should direct their marketing budgets to developing differentiation strategies. Communications will play a key role in this context: instead of continuing to invest in communicating basic attributes such as quality, security or leadership which are already “owned” by VW, mass-market brands need to emphasize their differences in new, refreshing ways. They should communicate on attributes around the pleasure of driving, talk about the emotions arisen from the car design, or focus on developing a “caring” approach.

Only then will they be able to truly drive differentiation and increase attractiveness.

 

Are Russian OEMs ready for the boom of the second-hand car market?

asks Yaroslav Zaitsev, Head of Automotive Research, TNS Russia

With its relatively low level of car ownership – 260 vehicles per 1000 people vs. 800 in the USA and around 550 in many European countries –  Russia represents a significant growth potential for the automotive industry. But as new car sales continue to grow in Russia, so does the number of second-hand vehicles…and the need to find owners for them.

Vehicles bought during Russia’s auto boom are now hitting the used car market

New vehicle owners hold onto their cars for 3.5 to 5 years on average, selling them before they depreciate too much in value. With Russian sales of new cars hitting a record 2.9 million in 2008, a large proportion of these vehicles are now flooding the used car market, bringing it to an astonishing 46% of the total car market in 2011 vs. 27% in 2007.

As a result, the offer of second-hand vehicles in Russia now largely exceeds the demand: unsurprisingly, 84% of new car owners will only consider a new vehicle for their next purchase, while almost half of used car owners also aspire to purchasing a brand new vehicle.

Russian car buyers are heavily reliant on credit

It may be no surprise that most consumers would prefer buying a new car, but only a few actually have the financial means to afford such a purchase. Russian car buyers are heavily reliant on auto loans: in the pre-crisis year of 2007, nearly half of new vehicles were purchased on credit. Although this number dropped to less than a third in 2009 as auto loans dried up, it quickly picked up again and in 2011 almost 40% of cars were bought with a debt financing scheme.

The situation in the used car market is somehow different. Only 20% of second-hand cars are currently purchased on credit as the number of financing schemes available for used cars is limited, and loan conditions aren’t as attractive as those offered for new vehicle purchases. 

The used car market in Russia might have some rosy days ahead…

Today’s used car market is largely dominated by private sellers, and as such perceived as being risky – with little visibility over the vehicle quality and market value, and no warranty offered.

But there is a fantastic opportunity for car dealerships to tap into this huge and booming second-hand car segment: by offering both peace-of-mind and finance options, they could dramatically change the face of the Russian auto market over the next few years.

A professional, regulated sales channel for used vehicles would indeed appeal to cash-strapped consumers and to those who prefer purchasing reputed foreign brands second hand over new vehicles of domestic brands whose reputation and image remain poor.

The key question is whether Russian car makers will be able to overcome this new trend and develop strong strategies to win the hearts and minds of car buyers.  

 

Brands must harness today’s multi-faceted automotive path to purchase

says Andy Turton, Global Development Director, TNS Automotive

For more than fifty years, the automotive industry planned its communication strategies around a linear model of the purchase process, in which the 5 main traditional media played specific roles over the course of several months, with dealers owning the final stages of this process and 'closing the deal'.

The advent of digital and social blurred the picture and brought a great deal of uncertainty to the industry.

Automotive brands were in the dark about the impact that online conversations were having on the way consumers chose their new car; they also were unsure whether these new digital channels complimented or competed against their own messages conveyed through broadcast media.

Car buyers are heavy users of the Internet, with 67% using digital sources to research new cars - more than any other category! They also rely heavily on these sources to form their opinions: 60% of new car buyers in the UK or China who read about car makes & models often change their mind based on online reviews...

With these figures in mind, knowing when, where and how to best engage with consumers is vital to car manufacturers.

A recent study conducted by TNS in China has shed some light on these challenges. It looked at new car buyers' media use and make & model shopping list development throughout their journey to purchase, tracking in real time every influence affecting consumer decision-making.

Below are three of the multiple thought-provoking insights and implications for OEMs that emerged from this unique study; these are facts of life for all brands in China:

Communication strategies must address the multiple paths to purchase.

On average, Chinese consumers take 2-3 months to complete their buying cycle. As so often, the average masks the insight: in China the path to purchase is a polarised picture, with more than 40% of consumers making their choice within less than 1 month and almost 50% taking 4 months or longer: planning communications for the average buyer is dangerous. In China, the fast and the slow buyers use media in different ways and for different purposes. Brands must recognise these multiple paths to purchase and plan for each accordingly.

Brand websites need to act as vehicles to convey brand values and promises.

Brand websites are currently designed for consumers reaching the end of their purchase journey, focussing on vehicle specification details and comparisons with carefully selected competitors. Chinese consumers whose buying process exceeds 1 month actually visit brand websites right from the beginning to the very end of their buying process. To meet the needs that consumers have at different stages, brand websites need to grow beyond spec comparisons to clearly convey the brand's values, qualities and promises.

Dealerships remain a key part of the buying process.

Although Chinese car buyers often turn to friends & family and online consumer reviews for advice - checking and validating the claims made by brands - dealers retain a key role in the process. In contrast to developed automotive markets, car dealers in China are the most trusted source of advice, and often play a decisive role in make/model choice.

Later this year, as we roll this study out to other parts of the globe, we'll discover the relevance of these insights beyond China.

One thing is already clear though: brands that learn how to reach and engage potential customers in each discrete path to purchase will win in the race to sell more vehicles than last year and more than the competition.

Check out the world's first real time analysis of the car-buying process: www.tnsglobal.com/tapps

Big is beautiful too!

says Pradeep Saxena, Head of Automotive Research, TNS India

As in previous years, the 11^th edition of the Delhi Auto Expo which took place last month attracted a crowd of over 100,000 on peak days. The one big difference from past editions however, was in terms of the models being displayed which stand a good chance of being launched in India.

The Indian car market is dominated by both small size and small price vehicles

The popularity of the small-car segment on the Indian market is well known. What is less understood though is that small doesn’t only translate into size but also into price: whatever car model is available for a small price flies off the shelves.  As a result, the Suzuki Dzire, a sedan which sells at US$ 12,000, and the Mahindra Bolero, a MUV priced at US$ 14,000, consistently feature among India’s top 10 best selling cars, despite neither of them qualifying as small-sized cars.

Every major car manufacturer - with the exception of Mahindra - has a small hatchback and at least one successful sedan in its portfolio; however few are those who offer a SUV or MUV worth raving about.

The 2012 Delhi Auto Expo showcased a surprisingly high number SUVs and MUVs

The most successful models in India’s currently under-developed (yet fast-growing) SUV market, range from US$ 21,000 for the Tata Safari or Mahindra Scorpio, to US$ 48,000 for Toyota Fortuner.

The Auto Show this year revealed a first-time interest for global car makers in the lower-price band: Ford (EcoSport) and Maruti Suzuki (XA Alpha) both displayed SUVs priced at around US$ 20,000, with the launch of the EcoSport scheduled for early 2013. Meanwhile Indian manufacturers are set to venture into the mid-price band; Mahindra is planning to launch its SsangYong’s Rexton which will sell at around US$ 36,000.

Among the MUVs unveiled last month, the Stile by Ashok Leyland and Ertiga by Maruti Suzuki will both hit the Indian market at around US$ 20,000.   

So, what is spurring carmakers to focus on SUVs and MUVs?

Car manufacturers are relying on India’s multi-generational households to fuel growth

Almost half of Indian car-buying households either purchase an additional vehicle or replace an existing one – and 15% of these households opt for a SUV or MUV.

India is a country where multi-generational households continue to prevail, as Oprah Winfrey found out during a recent visit: she was astonished to learn that Abhishek Bachchan, one of India’s biggest film stars, still lived with his father - even after marriage!

Such a household obviously needs to purchase a larger vehicle to accommodate a higher number of passengers.  When buying an additional car - be it for a family or individual need - the combined disposable income of its members also means that it can actually afford a SUV or MUV. As most of these models come with diesel engines, their lower running costs make them even more accessible.

However, for most Indian middle-class households, US$ 20,000 remains the maximum amount which they’re prepared to spend on a new vehicle.

Whether car manufacturers succeed in luring them into breaking this ceiling, with the launch of these attractive SUVs unveiled at the Delhi Auto Expo, remains to be seen… 

Tarnished El Dorado needs new polish

says Guillaume Saint, Senior Director, TNS Automotive China

The Chinese market has been seen as the El Dorado of the automotive world. Following several years of sharp increases in new car sales that delighted manufacturers, the pace of growth has somewhat slowed. The prospect of double-digit growth in the coming years is no longer a given.

In recent years, the major challenges for auto manufacturers were to turn out enough cars to meet very strong demand and to expand dealer networks to ensure that no sales opportunity would be missed.

Intense competition

The situation is now changing, and whilst the country became the focus of so much attention - with every car manufacturer wanting to be in the China market - the competition quickly intensified: in 2011, more than 90 different car brands were offering more than 470 different models. This is by far the widest choice offered to potential car buyers, compared to every mature auto market.

As the Chinese market is facing a relative slowdown in new car sales and the toughest competition ever seen, it is apparent that car manufacturers can no longer rely on market dynamism to develop sustainable sales. Increasing one’s own slice of the cake becomes critical to sustainability. It means that every car brand has to offer something different and unique to attract buyers.

The question is: How to stand out when each model has to compete with 469 others?

It’s time to innovate, with a deeper understanding of the complex needs and desires of car buyers. All brands need to be managed so that they are internally consistent and reflective of consumer needs. Three major dimensions have to be considered when it comes to uniqueness: the functional needs, the identity needs and the emotive needs.

• Functionality relates to the size of the car, the number of seats, the engine power, fuel economy, price, the carriage capacity, and other physical attributes.
• Identity relates to the identification of peer groups, the income level expressed by a car and the lifestyle image that the car projects.
• Emotional needs relate to feelings, such as adventure, power and caring, and to personal aspirations, such as ambition and individuality.

Most of the time, offering a clear answer to functional needs is pretty clear-cut and achievable.

Some brands on the market already have established their image based on this multi-layered structure of needs.

However, the majority of automotive players have not yet fully developed their reputation and image as far as car buyers are concerned. These brands are consequently exposed to price pressures. They do not provide reasons to pay more.

Of course, foreign car brands that enjoy a long heritage built in their home countries and their expansion abroad have clear advantages there. However, recent launches of new car brands in mature markets, such as Dacia in Western Europe or Latin America, demonstrate that it is still possible to build a differentiating positioning within a short period and to attract a significant number of new car buyers.

Developing a unique position is a first step: making it clear to potential new car buyers is another challenge.

In that respect, the key success factors lie in the consistency of the ‘messages’ the brands convey to consumers. Beyond traditional media, car drivers are exposed to multiple touch points, including visits to a dealer showroom or a motor show, Internet forums and word-of-mouth. All contribute to shaping a car’s image in people’s minds. The consistency of messages pushed across touch points is crucial to ensuring that the message received is unique, loud and clear.

Dismissing these fundamental dimensions or being late in implementing winning strategies will expose car brands to the high risk of disappearing from the Chinese El Dorado.

That won’t be good news for new car buyers.

Are low-cost car owners really committed to their brand?

asks Remy Pothet, Global Practice Head of TNS Automotive

With the increasing polarisation of the new car market, global market growth over the next decade will be driven mostly by the budget and premium car segments, leaving the mass volume OEM's to fight for market share in the middle.

OEM's are tapping into growth opportunities at both ends of the market.

In fast growing emerging markets, the rising number of new affluent consumers who aspire to exclusive and luxury models, is encouraging car manufacturers to develop their high-end product portfolio. At the current pace, the premium car segment could well reach up to 8% of the global car market by 2020.

At the other end of the spectrum, growth in the low-cost car segment is forecast to accelerate, reaching 20% of the global car market by 2020. This increasing demand for budget cars is fuelled by a combination of factors: the rise of middle-class consumers from BRIC and Central Europe with a limited budget (US$ 10k) for their new car purchase, the long-term market trend towards small, environmentally-friendly cars, and the rising demand in Western markets for basic, no-frills cars as consumers choose to divert their spending from automobiles to alternative categories that better reflect their priorities.

Innovation is at the heart of the budget car segment.

Low-cost cars are no longer synonymous with poor quality, obsolete technology or cheap imitations! Instead, traditional car manufacturers and newcomers from China and India are increasingly investing in highly innovative and cost-effective processes to develop sturdy and reliable models that meet consumers' specific functional needs.

Traditional OEMs under mounting pressure.

Dacia is a perfect illustration of the shift in the automotive industry. Initially designed to address consumer needs in emerging markets, the Dacia Logan by Renault achieved unexpected success among Western European consumers who rapidly adopted this cheap, yet robust model. This success story unsurprisingly prompted all of the big players in the car industry to follow in Renault's footsteps...

But are low-cost car owners really committed to their brand? I certainly think so, and so do car owners in France. Dacia recently astonished many car industry insiders by taking second place on the Car360 podium, in terms of brand performance as voted by vehicle owners, behind Audi and ahead of Mercedes. This illustrates that Dacia has indeed succeeded in attracting highly committed consumers who appreciate the brand for delivering on its promises at a very attractive price!

One thing is clear: traditional OEMs need to re-think their marketing strategies quickly and find innovative ways to reposition themselves in this increasingly dynamic market if they don't want to see their market share being squeezed further by the low-cost car phenomenon.....

Smart phones are the future of in-car “infotainment”

says Remy Pothet, Global Sector Head at TNS Automotive.

With more than 5 billion users on earth, mobile phone popularity exceeds that of cars (900 million). Almost every motorist is a mobile phone user and almost every new car buyer owns a smart phone! Consumer demand for compatibility is increasingly impacting the automotive industry.

Improving the customer’s driving experience

Mobile phones offer a great opportunity for car manufacturers to improve their competitive advantage. Firstly, they can help improve the customer’s driving experience. OEM’s should work closely with mobile phone manufacturers, telecom & IT providers and specialised digital agencies to develop interfaces to allow drivers to use new features in vehicles. Ford’s partnership with Microsoft to create Sync is a great example of this.

Smart phones are fast replacing expensive navigation systems as the same features are often available free. And numerous apps have been developed for drivers: locate your parked car, traffic conditions, tracking fuel costs, breakdown assistance, read emails aloud while you drive… or BMW Evolve which compares users’ driving habits to how BMW’s future electric vehicles would perform, which could help address consumer concerns about EV’s.   

Engage customers in on-going conversations

Secondly, smart phones open up an innovative channel for brand and dealer marketers to reach and engage customers in on-going conversations. Now is the time for switched-on marketers to use mobile to alert them of recalls, expiring warranties, send service reminders and advise them on future new car purchases. And of course new car buyers use their smart phone to research car purchases, especially in rapid growth markets where smart phones are the primary (if not the only) way of accessing the web.

Valuable customer feedback

Finally, mobile represents an exciting new way for manufacturers to collect feedback. Researchers analyse and interpret mobile feedback alongside existing customer data to present valuable insights which can be incorporated into the design of new vehicles.

It’s clear that mobile is influencing the automotive industry on many levels, and this is just the beginning.

Check out the world’s largest study into today’s global mobile consumer: www.discovermobilelife.com