Kompaniya Tata na Rossiyskom rynke avtomobilestroeniya v perspektive
Kompaniya Tata na Rossiyskom rynke avtomobilestroeniya v perspektive
Understanding Global Markets
Tata Motors – the best to the masses
Tata’s Entry Into
Russian Automobile Market
Prepared by:
Rashid Mukhamedov
Prepared for :
Eliana Senna
MAIBA January 2006
May 25th 2006
Bournemouth University
Contents :
Introduction
……………………………………………………………..2
Market
opportunities for Tata in Russia………………………4
Macro-environment
…………………………………………………..5
Country’s
pest analysis………………………………………………5
Political factors………………………………………………………………5
Economical factors………………………………………………………….5
Socio-cultural factors……………………………………………………….6
Technological factors……………………………………………………….7
Industry
factors and competitive forces………………………7
Direct competitors and rivalry
among existing companies……………...7
Micro-environment
…………………………………………………...8
Swot
analysis……………………………………………………………..8
Strengths and weaknesses…………………………………………………8
Opportunities and threats…………………………………………………..8-9
Market
entry mode……………………………………………………9
Market
segments……………………………………………………….9
Marketing
mix………………………………………………………….10
Product ……………………………………………………………………...10
Price …………………………………………………………………..11
Place…………………………………………………………………
11
Promotion……………………………………………………………...11
Conclusion………………………………………………………………12
References
………………………………………………………………13
Introduction
“Tata – the
best to the Mass”
Today Tata is India’s biggest car manufacturer with a 59% market
chare .Established in 1945 Tata Motors, is one of India's largest automobile
makers, has been manufacturing buses, commercial trucks and
tractor-trailers, passenger cars (Indica V2, Indigo, and Indigo Marina), light
commercial vehicles (TATA 407), and utility vehicles (Tata Safari EX+, Tata
Sumo SE+, Tata Spacio) for sale primarily in India but also in other Asian
countries and in Africa, Australia, Europe, the Middle East, and South America.
With such a large export presence, the company operates plants in Bangladesh, Kenya, Malaysia, South Africa, and Ukraine. Tata Finance, in which Tata Motors held a
12% stake, has merged with Tata Motors. Tata Motors, a Company that cares about
the future. True to the tradition of the Tata Group, Tata Motors is committed
in letter and spirit to Corporate Social Responsibility. It is a signatory to
the United Nations Global Compact, and is engaged in community and social
initiatives on labour and environment standards in compliance with the
principles of the Global Compact. In accordance with this, it plays an active
role in community development, serving rural communities adjacent to its
manufacturing locations.
Tata
Motors believes in technology for tomorrow. Its products stand testimony to this.
Their annual expenditure on R&D is approximately 2% of our turnover
Today ambitious Indian vehicle makers are driving
overseas to build a global presence for their brands, encouraged by robust
domestic sales. Companies are setting up manufacture and assembly operations
for everything from tractors to motorbikes in countries like Indonesia and South Africa, taking advantage of tax benefits and expanding markets beyond
traditional destinations in South Asia .
Tata Motors Ltd., which owns 21 percent of Spanish bus
maker Hispano Carrocera and this month formed a joint venture with Brazilian
bus maker Marcopolo, is stepping up production at its bus building facility in South Africa and is looking to assemble pickup trucks in Thailand with a local firm.
Mahindra & Mahindra, which has a joint venture with China's Jiangling Motors for tractors, has plans to assemble pickup trucks in Malaysia through a unit of DRB-HICOM, while TVS Motor has entered a joint venture in Colombia and is setting up an assembly unit in Indonesia.
The year 2003 was extremely significant for Tata Motors, and
not just because the company changed its name. The high point of an eventful
12-month period was the trailblazing debut on European roads of the City Rover,
an improved version of the Indica. The year also saw Tata Motors reaching the
3-million milestone in vehicles produced.
On July 29, 2003 the company changed its name from Tata
Engineering to Tata Motors. The new name reflects the company’s core business
of designing, manufacturing and marketing automobiles. Less than a month later,
in August 2003, Tata Motors produced its 3-millionth vehicle, reaching a
landmark that exemplifies the company’s ambition and progress.
Market
opportunities for Tata in Russia
The next step to exploiting new markets is sending absolutely new product of
Tata Motors to Russian Federation . The Russian Federation is the largest of
the 21 republics that make up the Commonwealth of Independent States. It
occupies most of eastern Europe and north Asia, stretching from the Baltic Sea in
the west to the Pacific Ocean in the east, and from the Arctic Ocean in the
north to the Black Sea and the Caucasus in the south. It is bordered by Norway and Finland in the northwest; Estonia, Latvia, Belarus, Ukraine, Poland, and Lithuania in the west; Georgia and Azerbaijan in the southwest; and Kazakhstan, Mongolia, China, and North Korea along the southern border.
At the start of 1992, Russia embarked on a series of dramatic economic reforms, including the freeing of prices
on most goods, which led to an immediate downturn. A national referendum on
confidence in first president Yeltsin and his economic program took place in
April 1993. To the surprise of many, the president and his shock-therapy
program won by a resounding margin. In September, Yeltsin dissolved the
legislative bodies left over from the Soviet era.
With the population of 142 mln people and
unexplored opportunities Russia creates very attractive market for any
businesses. According to its slogan, Tata will focus on the middle class
which is 60mln people with average wages 900GBPounds a month (in big cities). In
our case Tata motors is going to enter this market in spite of strong
competitors such as Mercedes, BMW, Toyota, Nissan and others.
Macro-environment
Pest analysis
1.Political factors
Russian Federation one of the
largest countries on the map in the world consists of 21 republics, 48 regions.
President is a chief of the government. The government is divided into 3
branches:1. executive 2. judicial 3. legislative
The prime minister is a head of
government and Cabinet of ministers (executive branch) which is composed of 12
ministers. The legislative branch comprise Council of Federation ( consists of
178 seats) and State Duma (Russian parliament with 450 seats) . And the last
one is Judicial branch which consists of Constitutional Court, Supreme Court
and Arbitral Court. The political and social
environment of Russia is stable, and the government is sympathetic and have
positive attitude towards business. Quite strong legal system, stringent
guidelines on intellectual property, and competitive corporate tax rate shows
the government's understanding of the needs of businesses.
2. Economical factors
Russia ended 2005 with its seventh straight year of growth, averaging 6.4%
annually since the financial crisis of 1998. Although high oil prices and a
relatively cheap ruble are important drivers of this economic rebound, since
2000 investment and consumer-driven demand have played a noticeably increasing
role. Real fixed capital investments have averaged gains greater than 10% over
the last five years, and real personal incomes have realized average increases
over 12%. During this time, poverty has declined steadily and the middle class
has continued to expand. Russia has also improved its international financial
position since the 1998 financial crisis, with its foreign debt declining from
90% of GDP to around 31%. Strong oil export earnings have allowed Russia to increase its foreign reserves from only $12 billion to some $180 billion at
yearend 2005. These achievements, along with a renewed government effort to
advance structural reforms, have raised business and investor confidence in Russia's economic prospects. The middle class’s life standards have increased recently. Russia
posted gross domestic product growth of 8.3 % in 2000 and most of industrial
sector posting double digit growth figures, the GDP grew about 5 % in 2001 and
4.3 % in 2002 It is expected to grow about 6.5 % in 2003. This is still higher
than most of the other countries.
The Russian GDP,
however, has contracted an estimated 45% since 1991, despite the country's
wealth of natural resources, its well-educated population, and its diverse -
although increasingly dilapidated - industrial base.
By the end of 1997, Russia had achieved some progress. Inflation had been brought under control, the ruble
(national currency unit) was stabilized, and an ambitious privatization program
had transferred thousands of enterprises to private ownership. Some important
market-oriented laws had also been passed, including a commercial code
governing business relations and the establishment of an arbitration court for
resolving economic disputes.
3.Socio-cultural factors
The population of Russia is 142.8 mln people. Nearly 100% of
population can read and write. Age structure of population is as follows:
0-14 age – 14.2%
15-64 years – 71.3%
65 and over – 14.4%
The average life expectancy is 67 years .Russian is a state
language. The dominating religion is Christianity with Russian ortodox 15-20% ,
Muslims- 15 %, other Christians 2%, the rest are non-believers.
4.Technological factors
Russia is an attractive market
for both big businesses seeking to penetrate post Soviet are markets. Russia has a strong transport and communications infrastructure that is connected to all
the major economies in the world through sea, air and other telecommunication
services.
Industry factors and competitive
forces
Direct and indirect competitors
Graph1. Market shares
of car manufacturers’ in Russian market (2001)
As we can see from the above graph , market is
dominated by German cars( BMW, Mercedes, Audi). But these cars are oriented for
upper class of population, whose income is minimum $70-80000 a year. Tata’s
direct competitor will be “Avtovaz” - local domestic company which has been
manufacturing mostly light passenger cars since 1970s. Its prices vary from
$2900 to 6500$ which is more expensive than Tata offers . Furthermore
“Avtovaz”’s cars do not meet world standards, most of their cars are still
not equipped with basic componets such as ABS braking system, Power-assisted
steering , Airbags and others. Considering Russian climate, especially winter
Tata’s X-1 models will be exclusively equipped with powerful ignition system
which is resistant to low temperature up to -35*C (below zero).
Micro-environment
Swot analysis
“The overall evaluation of a company’s strength, weakness,
opportunity and threat is called SWOT analysis.”(Kotler, 2000:p76). SWOT
analysis includes both internal and external analysis. In SWOT analysis, a firm
evaluates its internal factors like strength and weakness in relation to the
external factors like opportunities and threats.
Strengths
-
Tata
holds 59% of Indian market
-
One of
the biggest growing car manufacturers in more than 20 countries across the
world
-
Wide
range of world standard design, which may suit to any customer
Weaknesses
-
Low
brand value when compared to other international well established brands
-
Newcomer
in the market compare to world brands
-
Low
price may give low brand image
-
Difficulties
in competition with world brands
-
Less
experience in former soviet zone market
Opportunities
-
Tata
is one of the largest growing and well-known world car manufacturers
-
Availability
and of Russian TV channels and newspapers to advertise and promote product
-
Most
of the population familiar with brand
-
Access
to Russian market is open
-
Stable
political and social environment
Threats
-
Strong
competition from well established international brands
-
Low
quality may be attributed because of its origin
-
Competition
from the low priced Chinese and domestic companies
Market
entry mode
In the opinion of Tata ‘s management licensing would be
the most appropriate entry mode for the company . Joint – venture will require
large investments ,which is risky in a new market as we are not sure if new car
will be adapted and accepted by the customers in new market. According to
Russian law , government , trying to protect and support domestic car
manufacturer from foreign competitors , adopted high import taxes . Thus export
is not suitable for Tata either . Marketing department elaborated strategic
plan : at the moment due to high competition Russian car plant “Ij-Moskvich” is
on the edge of bankruptcy . Tata is negotiating to license them , to send them
first 200 car components so they could assemble cars in “Moskvich” plant. The
cars will be distributed through “Moskvich” dealer shops across the country. If
everything goes successfully, Tata will restructure “Moskvich” plant and
establish long-term business with them on licensing basis . It is considered
that it will be cheaper to manufacture car components in India(regarding labour cost and materials ) and to send these components to Russia. Finally cars can be assembled in Russia in “Moskvich “plant.
Segmentation
In the Russian market, Tata will be using variables like gender,
age, income and behaviour to segment the market. The targeting strategy would
be differentiated global marketing where it offers its cars to five segments
with multiple marketing mix offerings. The segmentation for the Tata Cars in
Russian Market will be as follows.
·
Segment 1 Young people
·
Segment 2 Average income group
·
Segment 3 Mature people (Formal, and
casual)
·
Segment 4 Low income
·
Segment 5 Working Women
As it was
mentioned before Russian middle class with average income will consist of 62
mln people.
Marketing mix
In marketing ,one such conceptual framework that is
particular useful in helping practitioners structure their about marketing
problems is “marketing mix”. Marketing mix includes
factors like product, price, place and promotion, which is commonly known as
the 4Ps of marketing. A proper evaluation of the marketing mix has to be done
in order to understand how the marketing mix has to be adapted to meet the
target market requirements( Baker M. J,2000)
Product ,Price, Place, Promotion
1. Product
The basis of any business is product or offering(
Kotler ,1999) A company aims to make the product different and better in some
way that will cause tha target market to favour it and even pay price premium.
Let us return 15 years back to Russian history.
After dissolution of USSR and lack of boundary, legislation control the fake
and law quality products from India, China Turkey and other 3rd
world countries bombarded Russian market. An important but unconventional
service in Russia's economy was "shuttle trading"--the transport and
sale of consumer goods by individual entrepreneurs, of whom 5 to 10 million
were estimated to be active in 1996. Traders used to goods in foreign countries
such as China, Turkey, and the United Arab Emirates then sell them on the
domestic market where demand is highest. Yevgeniy Yasin, minister of economics,
estimated that in 1995 some US$11 billion worth of goods entered Russia in this way. Shuttle traders have been vital in maintaining the standard of living
of Russians who cannot afford consumer goods on the conventional market .
Copying international brands like Panasonic(Chinese versions :Panasoanic, Sany
and Adidos), Sony Adidas and others spoilt business image of these countries
.Nowadays anything that comes with labels “made in China ,India or Turkey” is considered
as very low quality products. Therefore when entering Russian market, Tata’s
department of marketing and management decided to cover brand and to change the
name of model .
According to Doyle, a positive or successful brand
can be defined as follows :
A successful brand is a name
,symbol, design, or some combination which identifies “product” of particular
organization as having a sustainable differential advantage(cited in Baker J,M pp 295,
2001)
2. Price
Price differs from other
three marketing mix elements in that produces revenue, the other elements
produce costs. Consequently companies try to increase their price as high as
their level of differentiation will support. In our case we need to take into
consideration that the market has been formed already, and Tata will be facing quite strong competition from international
brands. However Tata cars are oriented on middle class customers with average
incomes. Only 3% of Russian population can afford expensive cars such Mercedes,
Bmw , Toyota and they will buy them anyway. High pricing helps to create a
brand image in the market(but not in our case). The penetration pricing policy will
be used because of the tough competition in the low price segment from the low
priced Chinese and Russian cars.
3. Place
Every seller must decide how to make its goods
available to the target market. The two choices are to sell the goods directly
or to sell them through middlemen. Traditionally automobile manufacturers have
sold their cars through franchised dealers. But in our case it we will license
Russian company “Moskvich” to assemble and sell our cars in Russia.
4. Promotion
X-1 Advertising Campaign
The fourth,
promotion, covers all communication tools that can deliver message to a target
audience: Advertising, Sales promotion, Public relations, Sales force and
direct marketing.(Kotler ,1999)
Advertising is
the most potent tool for building awareness of a company, product, service or
idea.
Regarding
very strong competition in automobile market in Russia massive advertisement
needs to be launched across the country. It will cost company approximately $40
mln. ( equal to 21.9 mln. GBPounds).
This is
one of the examples which may be released on TV, Newspapers and journals This
is absolutely new model of Tata which was created by Tata ‘s professional
engineers ,designers and technicians in 2006. The new Indica V2 Xeta. In our
case this car will be renamed to Euro X-1.Its eXtra Efficiency Torque
Advantage petrol engine delivers 12.4 kgm torque, for a smoother and more
responsive drive. With instant pick up and fewer gear changes in stop-start
city traffic.
The technologically superior MPFI engine comes with a 32-bit microprocessor,
and sports 12 sensors, including a knock control sensor to reduce damage from
adulterated fuel. The result? Even more enjoyable long drives, with a frugal
fuel consumption at 14 kmpl.
Its spacious cabin - the biggest in its class, seats three people comfortably
in the rear, with ample elbow room and generous leg room. The luxurious beige
interiors come as a standard feature. Just a car to suit you. Only $2200 Car finance is available.
First 15 customers will get 5% discount
Conclusion
While considering macro level situation in Russia, the future of the Tata’s cars in Russian market is bright. Using licensins as its
entry strategy, the investment in this aspect would be much lower compared to
other entry modes. But massive expenses need to be incurred on advertising and
boosting the brand in a dynamic market like Russia, which is the playground of
huge international companies. Titan is likely to have initial problems while
entering in Russian market because of the presence of international well
established firms. But large population and the demand for cheap reliable
Indian cars provides a strong base for Tata in the market. After considering
the various factors, it is clear that an invest in Russia, provides a huge perspective
and successful entry in this market and will open the doors for entry into the
other Post Soviet Republics as Kazakhstan, Uzbekistan , Tajikistan and others.
References
1. Brassington, F. Pettitt S., 1997 .Principles of
marketing . . - London : Pitman
2. Baker, Michael J., 2000- Marketing strategy
and management . - 3rd ed. . – Basingstoke : Macmillan Business
3. Barrell - Exploring and exploiting new markets for
profitable business growth . - Cambridge
4. Kotler, Ph .1999, How to create, win,
and dominate markets . - London : Simon & Schuster
5. Lancaster, G. A. 2001.- Marketing management .
- 3rd ed. . - London : McGraw-Hill
Electronic sources:
1.
www.autoworld.agava.ru
(accessed
May 20, 2006)
2.
#"#">www.avtovaz.ru
(accessed May 19, 2006)
Appendices
Country name:
|
conventional long form: Russian Federation
conventional short form: Russia
local long form: Rossiyskaya Federatsiya
local short form: Rossiya
former: Russian Empire, Russian Soviet Federative Socialist Republic
|
Government type:
|
federation
|
Capital:
|
Moscow
|
Administrative
divisions:
|
48 oblasts (oblastey, singular - oblast), 21 republics (respublik, singular -
respublika), 9 autonomous okrugs (avtonomnykh okrugov, singular - avtonomnyy
okrug), 7 krays (krayev, singular - kray), 2 federal cities (singular -
gorod), and 1 autonomous oblast (avtonomnaya oblast')
oblasts: Amur (Blagoveshchensk), Arkhangel'sk, Astrakhan', Belgorod,
Bryansk, Chelyabinsk, Chita, Irkutsk, Ivanovo, Kaliningrad, Kaluga, Kamchatka
(Petropavlovsk-Kamchatskiy), Kemerovo, Kirov, Kostroma, Kurgan, Kursk, Leningrad,
Lipetsk, Magadan, Moscow, Murmansk, Nizhniy Novgorod, Novgorod, Novosibirsk,
Omsk, Orenburg, Orel, Penza, Pskov, Rostov, Ryazan', Sakhalin
(Yuzhno-Sakhalinsk), Samara, Saratov, Smolensk, Sverdlovsk (Yekaterinburg),
Tambov, Tomsk, Tula, Tver', Tyumen', Ul'yanovsk, Vladimir, Volgograd,
Vologda, Voronezh, Yaroslavl'
republics: Adygeya (Maykop), Altay (Gorno-Altaysk), Bashkortostan
(Ufa), Buryatiya (Ulan-Ude), Chechnya (Groznyy), Chuvashiya (Cheboksary),
Dagestan (Makhachkala), Ingushetiya (Magas), Kabardino-Balkariya (Nal'chik),
Kalmykiya (Elista), Karachayevo-Cherkesiya (Cherkessk), Kareliya
(Petrozavodsk), Khakasiya (Abakan), Komi (Syktyvkar), Mariy-El (Yoshkar-Ola),
Mordoviya (Saransk), Sakha [Yakutiya] (Yakutsk), North Ossetia (Vladikavkaz),
Tatarstan (Kazan'), Tyva (Kyzyl), Udmurtiya (Izhevsk)
autonomous okrugs: Aga Buryat (Aginskoye), Chukotka (Anadyr'), Evenk
(Tura), Khanty-Mansi, Koryak (Palana), Nenets (Nar'yan-Mar), Taymyr
[Dolgano-Nenets] (Dudinka), Ust'-Orda Buryat (Ust'-Ordynskiy), Yamalo-Nenets
(Salekhard)
krays: Altay (Barnaul), Khabarovsk, Krasnodar, Krasnoyarsk, Permskiy,
Primorskiy (Vladivostok), Stavropol'
federal cities: Moscow (Moskva), Saint Petersburg (Sankt-Peterburg)
autonomous oblast: Yevrey [Jewish] (Birobidzhan)
note: administrative divisions have the same names as their
administrative centers (exceptions have the administrative center name
following in parentheses)
|
Independence:
|
24 August 1991 (from Soviet Union)
|
National holiday:
|
Russia Day, 12 June (1990)
|
Constitution:
|
adopted 12 December 1993
|
Legal system:
|
based on civil law system; judicial review of legislative acts
|
Suffrage:
|
18 years of age; universal
|
Executive branch:
|
chief of state: President Vladimir Vladimirovich PUTIN (acting
president 31 December 1999-6 May 2000, president since 7 May 2000)
head of government: Premier Mikhail Yefimovich FRADKOV (since 5 March
2004); First Deputy Premier Dmitriy Anatolyevich MEDVEDEV (since 14 November
2005), Deputy Premiers Aleksandr Dmitriyevich ZHUKOV (since 9 March 2004) and
Sergey Borisovich IVANOV (since 14 November 2005)
cabinet: Ministries of the Government or "Government"
composed of the premier and his deputies, ministers, and selected other
individuals; all are appointed by the president
note: there is also a Presidential Administration (PA) that provides
staff and policy support to the president, drafts presidential decrees, and
coordinates policy among government agencies; a Security Council also reports
directly to the president
elections: president elected by popular vote for a four-year term;
election last held 14 March 2004 (next to be held March 2008); note - no vice
president; if the president dies in office, cannot exercise his powers
because of ill health, is impeached, or resigns, the premier serves as acting
president until a new presidential election is held, which must be within
three months; premier appointed by the president with the approval of the
Duma
election results: Vladimir Vladimirovich PUTIN reelected president;
percent of vote - Vladimir Vladimirovich PUTIN 71.2%, Nikolay KHARITONOV 13.7%,
other (no candidate above 5%) 15.1%
|
Legislative branch:
|
bicameral Federal Assembly or Federalnoye Sobraniye consists of the Federation
Council or Sovet Federatsii (178 seats; as of July 2000, members appointed by
the top executive and legislative officials in each of the 88 federal
administrative units - oblasts, krays, republics, autonomous okrugs and
oblasts, and the federal cities of Moscow and Saint Petersburg; members serve
four-year terms) and the State Duma or Gosudarstvennaya Duma (450 seats;
currently elected by proportional representation from party lists winning at
least 7% of the vote; members are elected by direct, popular vote to serve
four-year terms)
elections: State Duma - last held 7 December 2003 (next to be held in
December 2007)
election results: State Duma - percent of vote received by parties
clearing the 5% threshold entitling them to a proportional share of the 225
party list seats - United Russia 37.1%, CPRF 12.7%, LDPR 11.6%, Motherland
9.1%; seats by party - United Russia 222, CPRF 53, LDPR 38, Motherland 37,
People's Party 19, Yabloko 4, SPS 2, other 7, independents 65, repeat
election required 3
|
Judicial branch:
|
Constitutional Court; Supreme Court; Supreme Arbitration Court; judges for
all courts are appointed for life by the Federation Council on the
recommendation of the president
|
Economy
GDP (purchasing power
parity):
|
$1.539 trillion (2005 est.)
|
GDP (official exchange
rate):
|
$740.7 billion (2005 est.)
|
GDP - real growth
rate:
|
5.9% (2005 est.)
|
GDP - per capita
(PPP):
|
$10,700 (2005 est.)
|
GDP - composition by
sector:
|
agriculture: 5%
industry: 35%
services: 60% (2005 est.)
|
Labor force:
|
74.22 million (2005 est.)
|
Labor force - by
occupation:
|
agriculture: 10.3%
industry: 21.4%
services: 68.3% (2004 est.)
|
Unemployment rate:
|
7.6% plus considerable underemployment (2005 est.)
|
Population below
poverty line:
|
17.8% (2004 est.)
|
Household income or
consumption by percentage share:
|
lowest 10%: 1.7%
highest 10%: 38.7% (1998)
|
Distribution of family
income - Gini index:
|
40 (2002)
|
Inflation rate
(consumer prices):
|
11% (2005 est.)
|
Investment (gross
fixed):
|
17.5% of GDP (2005 est.)
|
Budget:
|
revenues: $176.7 billion
expenditures: $125.6 billion; including capital expenditures of $NA
(2005 est.)
|
Public debt:
|
15.6% of GDP (2005 est.)
|
Agriculture -
products:
|
grain, sugar beets, sunflower seed, vegetables, fruits; beef, milk
|
Industries:
|
complete range of mining and extractive industries producing coal, oil, gas,
chemicals, and metals; all forms of machine building from rolling mills to
high-performance aircraft and space vehicles; defense industries including
radar, missile production, and advanced electronic components, shipbuilding;
road and rail transportation equipment; communications equipment;
agricultural machinery, tractors, and construction equipment; electric power
generating and transmitting equipment; medical and scientific instruments;
consumer durables, textiles, foodstuffs, handicrafts
|
Industrial production
growth rate:
|
4% (2005 est.)
|
Electricity -
production:
|
931 billion kWh (2004)
|
Electricity -
consumption:
|
811.5 billion kWh (2004)
|
Electricity - exports:
|
24 billion kWh (2003)
|
Electricity - imports:
|
14 billion kWh (2002)
|
Oil - production:
|
9.15 million bbl/day (2005 est.)
|
Oil - consumption:
|
2.8 million bbl/day (2005 est.)
|
Oil - exports:
|
5.15 million bbl/day (2004)
|
Oil - imports:
|
75,000 bbl/day
|
Oil - proved reserves:
|
69 billion bbl (2003 est.)
|
Natural gas -
production:
|
587 billion cu m (2005 est.)
|
Natural gas -
consumption:
|
402.1 billion cu m (2004 est.)
|
Natural gas - exports:
|
157.2 billion cu m (2004 est.)
|
Natural gas - imports:
|
12 billion cu m (2004 est.)
|
Natural gas - proved
reserves:
|
47.57 trillion cu m (2003)
|
Current account
balance:
|
$89.31 billion (2005 est.)
|
Exports:
|
$245 billion (2005 est.)
|
Exports - commodities:
|
petroleum and petroleum products, natural gas, wood and wood products,
metals, chemicals, and a wide variety of civilian and military manufactures
|
Exports - partners:
|
Netherlands 9.1%, Germany 8%, Ukraine 6.4%, Italy 6.2%, China 6%, US 5%,
Switzerland 4.7%, Turkey 4.3% (2004)
|
Imports:
|
$125 billion (2005 est.)
|
Imports - commodities:
|
machinery and equipment, consumer goods, medicines, meat, sugar, semifinished
metal products
|
Imports - partners:
|
Germany 15.3%, Ukraine 8.8%, China 6.9%, Japan 5.7%, Kazakhstan 5%, US 4.6%,
Italy 4.6%, France 4.4% (2004)
|
Reserves of foreign
exchange and gold:
|
$181.3 billion (2005 est.)
|
Debt - external:
|
$230.3 billion (30 June 2005 est.)
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Economic aid -
recipient:
|
in FY01 from US, $979 million (including $750 million in non-proliferation
subsidies); in 2001 from EU, $200 million (2000 est.)
|
Currency (code):
|
Russian ruble (RUR)
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Exchange rates:
|
Russian rubles per US dollar - 28.284 (2005), 28.814 (2004), 30.692 (2003),
31.349 (2002), 29.169 (2001)
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Fiscal year:
|
calendar year
|
Telephones - main
lines in use:
|
39.616 million (2004)
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Telephones - mobile
cellular:
|
74.42 million (2004)
|
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