AbstractIn 1900 the United States contained two thousand motor vehicles and twenty million horses. In 2000 the nation had more motor vehicles than licensed drivers. The development of the motor vehicle revolutionized American systems of production and patterns of consumption. Heading into the twenty-first century, the motor vehicle led yet another revolution, overturning the systems of production and patterns of consumption that had dominated the nation in the previous hundred years (Rubenstein, 2001). The three most industrial facilities and production were owned and operated primarily by the Big Three which included GM, Ford and Chrysler. In fact, the U.S. motor vehicle industry is the largest manufacturing industry in the world which despite its power, is an industry constantly struggling to redefine itself and assure its success. Making and Selling Cars through Innovation and Change in the U.S. Automotive Industry shows how this industry made adjustments and fostered innovations in both production and marketing in order to remain a viable force throughout the twentieth-century.General Industry Business Analysis OverviewFrom the creation of fast food, to the design of cities, to the character of our landscape, the automobile has shaped nearly every aspect of modern American life. Along the way there were many missteps and challenges—the Edsel, the fuel crisis, and the ascendancy of Japanese cars in the 1980s. The industry met these types of problems with new techniques and approaches thereby constantly finding new ways to reinvent itself. The Automotive and car dealership industry began and about its methods for building cars and the modern American marketplace in the era of production and consumption (Rubenstein, 2001).U.S. light vehicle production reached almost 12 million passenger vehicles in 2016. Light vehicle sales reached 17.5 million units in 2016. The industry, which includes dealerships, historically accounts for approximately 3 to 3.5 percent of U.S. gross domestic product. Motor vehicles and parts manufacturers employed, on average, more than 940,000 people in 2016 ( selectusa.gov, n.d). The overwhelming numbers show that the U.S. automotive industry has been and vestiges an energetic and dynamic modifier for the US economy. Competitive Environment The worldwide auto business is more challenged than majority people can contemplate. Through the external , the financial outlook of the auto industry can be deemed as strong. Major competitor of the US market is from China both in terms of production and sales. Innovative designs, streamlined features, automated services, green technology has been continuously implemented over the years by majority of the auto producers in order to stay in the forefront in the industry. Car dealership Industry uses the prospective numbers and production quantities to offer new plans and purchase options to buyers. Dealers are offering the biggest discounts since the Great Recession, and a combination of historically low gas prices and improvements in fuel efficiency mean consumers can upgrade from cars to SUVs without forking over a huge chunk of their paycheck to gas stations each month. These discounts averaged about $3,900 per vehicle in the first three months of 2017, or about 10.5% of the average manufacturer’s suggested retail price (MSRP) for a new vehicle in US (Kurtz, 2017) The dealership industry is using tactics to keep in pace with the production thereby offering new prospective options to the buyers. And with the economy growth and earning expenditure & spending on the rise by households and consumers towards a better lifestyle, car dealership industry along with it supplementary industries and suppliers are also on the rise. The US company, Ford Motor Company still ranks among the leading manufacturers of passenger cars, its most popular passenger car model currently being the Ford Focus, which was also one of 2016’s best selling light vehicles worldwide. In terms of revenue, Volkswagen, Toyota and General Motors topped the list of major automobile makers in 2015, while the automotive supplier industry was dominated by Bosch, Continental, Denso and Magna. Over the next decade, Internet-connected car technologies and autonomous vehicles are set to stir up yet another revolution in the automotive sector (Laporte, n.d) In 2016, some 40 percent of U.S. respondents aged between 25 and 34 stated that they were willing to use fully autonomous vehicles, presumably because they consider autonomous vehicles to be safer than conventional cars. The global market for autonomous driving hardware components is expected to grow from 400 million U.S. dollars in 2015 to 40 billion U.S. dollars in 2030 (Laporte, n.d).Hence, The automotative and car dealership industry’s competitive strength comes from its all-seasoned production and consumption from not only world-known companies , suppliers , innovators but it also has a ready base of consumers and purchasers. Industry EnvironmentOn an Industrial front from within US, car dealership Industry might be on a brink of decline despite the prospective production numbers and sales forecasts worth billions. The industry is facing a risk of an aftereffect. Worldwide sales reached a record 88 million autos in 2016, up 4.8 percent from a year earlier, and profit margins for suppliers and auto makers (also known as original equipment manufacturers, or OEMs) are at a 10-year high. Nonetheless, viewed through the lens of two critical performance indicators, the industry is in serious trouble (Kurtz, 2017).Dealers are offering the biggest discounts since the Great Recession but the story is entirely different for U.S. carmakers and dealers. Although the auto industry has enjoyed record sales recently, there are early signs that the party could soon be over.For companies in any industry, deciding what to invest in is complicated. In the auto sector, where we are already witnessing revolutionary product changes and where more are certain to come, it is especially difficult (Kurtz, 2017). So viewing the sector through the lens of return on capital is absolutely critical. The current low rates of return are unsustainable in this environment, and improving returns will ensure that the industry can continue to attract the capital it requires to create the types of vehicles customers want most.Part of the reason why dealers are offering such deep discounts is because they’re producing more cars than there is demand. After record sales for two years running, there’s less appetite from consumers to replace older vehicles (Kurtz, 2017). In accumulation of countless dealerships and production will result in a proliferation of extra cars and vehicles. Accountability over extra production should also be undertaken by the automotive industries. Finally, automakers and dealers have to resort to two last options wherein they have to either cut assembly manufacturing or announce even sharper and higher discounts to keep marketing and retailing prospective number of cars and vehicles. In order to avoid wastage and redundancy of used cars storage , companies need to undertake a new strategy wherein sustainability management of cars needs to be implemented. New strategy needs to be in place to take care of the used cars management in order to sustain the product market niche advantage rather than produce just to meet the timely market standard. Financial AspectOn the surface, the financial performance of auto industry is strong and the numbers connoting tremendous valuation. Worldwide sales reached a record 88 million autos in 2016, up 4.8 percent from a year earlier, and profit margins for suppliers and auto makers (also known as original equipment manufacturers, or OEMs) are at a 10-year high (Parkin, Wilk, Hirsh & Singh, n.d). USA currently has over 16,708 licensed and contracted dealers sold a record 17.5 million new automobiles.Total sales valuation of new-vehicle resulted in an estimated return of $995 billion.Out of those data sales results, dealerships estimated an amount of 300 million in repair orders, with provision and quantities transactions of nearly $110 billion.Innovation and Technologies in Automation and dealership IndustryWhen discussing business-level strategies, both competitive and cooperative business strategies should be taken into consideration. The competitive strategy raises the following questions: How would our organization compete? Should we compete on the basis of cost, or should we differentiate our product portfolio on the basis of quality? I believe that in order to maintain the competitive edge that dealership industries have progressed and maintained over time, they need to have a deep knowledge of their surroundings thereby inculcating many features that customers require in order to be adapted in the modern era of globalization and digitization while being mindful about the environment. There may be a need for a creative interpretation and adaptation of the value propositions, or business models, in each situation. In other words, there are important implications for new and emerging methods of R management (Enkel, Gassmann and Chesbrough 2009). Improved R that inculcates the actual preferences of the customers rather than the one assumed and implemented by the company should be instilled for higher customer retention. The U.S. automotive sector is at the forefront of innovation. New research and development initiatives are transforming the industry to better respond to the opportunities and competition of the 21st century. According to the Auto Alliance, the automotive industry annually spends nearly $105 billion on R worldwide, $18 billion of which is spent in the United States (Rubenstein, 2001). Research and development should be one aspect in terms of sustainability management of car and vehicle maintenance and storage. Another aspect should be efficient and effective production of vehicles. However , looking at the innovative frontier provides positive outlook and promise for the automative and dealership industry. What is particularly notable about the current wave of innovation in automobiles is not so much the speed with which it has emerged (though that is remarkable) as the breadth of the innovation — how much it is altering the basic contours and features of the traditional automobile and amplifying the difficulty and cost of manufacturing cars. Ubiquitous electronics, a variety of digital services, and novel powertrains and connectivity systems are hastening the need for expensive new parts, components, and functions. For OEMs, the price tag is high — as much as 20 percent greater than the cost of the previous generation of automobiles (Parkin, Wilk, Hirsh & Singh, n.d).Consider the car’s interior, until recently a relatively stable component in terms of engineering and value to the automobile. Now, interior surfaces are potential real estate for ambitious enhancements of safety or entertainment. New technologies such as 3D laminated glass, haptic sensors, and augmented reality heads-up displays — which offer drivers alerts, safety aids, and warnings on invisible screens embedded in the windshield — have entered the vocabulary of traditional suppliers (Parkin, Wilk, Hirsh & Singh, n.d). Large navigation and entertainment display screens in the dashboard offer Web-based information and media as well as data arrays picked up from networked roads and other cars. The autonomous car will further up the ante, and soon. It will change the “living space” dimension of automotive interiors. The front seat may be reoriented to face the back seat, so passengers can converse as they would in their living rooms while the car cruises to a destination (Parkin, Wilk, Hirsh & Singh, n.d). Or seats could face a windshield that’s become a large movie screen. Little wonder, then, that vehicle electronics could account for up to 20 percent of a car’s value in the next two years, up from only about 13 percent in 2015. Innovative software developments may make tomorrow’s vehicles exceptionally expensive: OEMs and suppliers must earmark resources for acquiring new technology and recruiting experienced technical talent (Parkin, Wilk, Hirsh & Singh, n.d). Many of the new features going into cars require the expertise of software engineers, who by and large prefer the ostensibly more dynamic work environments of Silicon Valley startups to those of the automotive industry. As a result, some of the recent mergers and acquisitions in the automobile sector were undertaken to augment in-house technical knowledge and capabilities. Many automotive companies are highly involved in developing the new technologies their customers want — whether it is the human–machine interface for infotainment, autonomous features, or the components for electrification (Parkin, Wilk, Hirsh & Singh, n.d). Therefore, innovation in this 21st century is at the frontier for car industry which provides a niche opportunity and prospectus for dealership industry. However, maintaining a marketing edge in an ever-growing competitive digital world in order to maintain the sustainable superiority and control in the marketplace is vital. I believe in this competitive marketplace this is vital to withstand a company’s corporate strategy and goodwill in the long run. Sustainable management within an innovative integration will help foster a maintainable future for vehicle and car dealership industry within the marketplace in the coming years. ReferencesEnkel, E., Gassmann, O. and Chesbrough, H., 2009. Open R&D and open innovation: exploring the phenomenon. R&d Management, 39(4), pp.311-316.Kurtz, A. (2017, April 12). Donald Trump Over-Cheered an Auto Industry That Has Already Peaked. Retrieved December 11, 2017, from http://fortune.com/2017/04/12/auto-industry-decline/Laporte, J. (n.d.). Topic: Automotive Industry. Retrieved December 11, 2017, from https://www.statista.com/topics/1487/automotive-industryMaking and Selling Cars. (n.d.). Retrieved December 11, 2017, from https://books.google.com/books/about/Making_and_Selling_Cars.html?id=2SpJDgcgoMQCParkin, R., Wilk, R., Hirsh, E., & Singh, A., 2017. 2017 Automotive Trends. Retrieved December 11,2017, from https://www.strategyand.pwc.com/trend/2017-automotive-industry-trendsRubenstein, J. (2001). Making and selling cars : Innovation and change in the u.S. automotive industry. Baltimore: Johns Hopkins University Press.