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Sales
comparison between 2005 and 2004 shows a record growth of
31.7%
A YEAR ago,
we witnessed an increase in sales of new medium and heavy
commercial vehicles in of no less than 28% between 2003 and
2004. Few could then have predicted that the next
year-on-year increase would be closer to 32%.
For the
industry as a whole, Naamsa, the representative body
commented (on 10 January 2006) that during 2005, South
Africa had probably the bestperforming new vehicle market in
the world.
Table A
highlights the 2005 performance quarter by quarter for all
new vehicle sales, including cars and light commercials. The
highest index figure for each category is highlighted,
showing that the third quarter was the strongest for all
sectors except medium commercials, which continued to show
growth in Q4.
Again with the
aid of indices, Table B shows the strength of 2005 compared
with both 2004 and 2003.
Over the
two-year period, the combined figure for medium and heavy
commercials, or M/HCVs (the "mediums",
"heavies", "extra heavies" and
"buses" of Tables 2, 3, 4 and 5) grew faster than
those of the lighter vehicle categories and approached the
all-time record set up no less than a quarter of a century
ago, when 30 742 M/HCVs were sold in 1981.
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Table
A.
Quarterly
unit sales and index
comparisons for 2005 |
| |
Q1 |
Q2 |
Q3 |
Q4 |
|
Cars |
85 983 |
100 |
89
234 |
104 |
103
175 |
120 |
98
502 |
115 |
|
LCVs |
35 642 |
100 |
40
101 |
113 |
43
811 |
123 |
41
157 |
115 |
|
MCVs |
2 448 |
100 |
3
243 |
132 |
3
243 |
132 |
3 315 |
135 |
|
HCVs |
3 024 |
100 |
3
806 |
126 |
4
379 |
145 |
3
955 |
131 |
|
Total market |
127
097 |
100 |
136
384 |
107 |
154
608 |
122 |
146
929 |
116 |
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Table
B.
Sales by Naamsa members and index
comparisons for the years 2003, 2004 and 2005 |
| |
2003 |
2004 |
2005 |
|
Cars |
247 259 |
100 |
301 154 |
122 |
376 894 |
152 |
|
LCVs |
104 88 |
100 |
127 692 |
122 |
160 711 |
153 |
|
M/HCVs |
16 327 |
100 |
20 820 |
128 |
27 413 |
168 |
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Total market
(1) |
368
470 |
100 |
449 603 |
122 |
565 019 |
153 |
|
Exports (2) |
126 621 |
100 |
110 507 |
87 |
144 400 |
114
(3) |
Notes:
(1) Naamsa comments that sales of new vehicles not at
present reported in detail through the industry body
"are estimated to have added 52 432 units to the 2005
figures . . . This effectively translates into an annual
all-time record aggregate South[ern] African . . . market in
excess of 617 000 vehicles."
(2) The export numbers include only some 400
M/HCVs.
(3) Estimate.
In the
numbered tables which follow, it will be seen that the
Indian company Tata, which has been operating in this
country for barely two years, is making large inroads into
the commercial sectors of the total industry. Tata is now
third in overall sales (Table 1), second for MCVs (Table 2),
fifth for heavy trucks (Table 3) and ninth for extra-heavy
trucks (Table 4).
M/HCVs make a
significant contribution to South Africa’s GDP, with the
figure for 2005 totalling some R13.5 billion. The sector
breakdown was some R2.7 billion for MCVs, R2.0 billion for
heavies, R8.0 billion for extraheavies and R0.7 billion for
buses.
The outlook
for the year ahead is less easy to predict than was the
industry’s good performance in 2005. There is no doubt
that the industry is now achieving its potential both in
Southern Africa and in the wider world. (Indeed, although
they affect the heavier sectors only peripherally, vehicle
exports in 2006 are expected by Naamsa to total some 200 000
units, or close to 40% higher than the 2005 figure.)
The positive
influences are likely to come from the strength of the South
African economy and the parallel business confidence levels.
With GDP growth expected to be about 5%, a continuing strong
rand and stable interest rates that are low in recent
historical terms, the prospects for sales of medium and
heavy commercials must be good.
It might,
however, be overly optimistic to expect another year-on-year
increase of the order of 20% or more. This is mainly because
the 2005 performance was itself so strong. Indeed, M/HCVs
might do well to consolidate at levels perhaps 10% higher
than those of 2005.
Another 2005
indication was the relative frailty of some of the smaller
established players in the face of exceptionally strong
challenges by the newer contenders, led by Tata. The
managements of some of the smaller established players will
need to be innovative and flexible if they are to regain
their attractiveness and competitiveness in a market
characterised by higher levels than before of both quality
consciousness and price awareness.
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