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Exchange Rate Dashboard on 27 February 2026

 

Brief

The average daily indicative exchange rate from 23 February 2026 to 27 February 2026 was Rs.309.36/USD. The recorded maximum value was Rs.309.38/USD, and the recorded minimum was Rs.309.31/USD. The gap between the maximum and minimum values was Rs. 0.07. The average value of the exchange rate in the previous week (ending on 20 February 2026) was Rs 309.29/USD, and the gap between the minimum and maximum values was Rs.0.17.  Although, there is no visible change in the weekly average value of the exchange rate last week in comparison to the previous week, Sri Lanka Rupee has become depreciated by 0.02% in comparison to the USD.


Weekly movement of Daily Indicative Exchange Rate - From 23 February 2026 to 27 February 2026





Monthly movement of Daily Indicative Exchange Rate - From 28 January 2026 to 27 February 2026







Yearly movement of Daily Indicative Exchange Rate - From 05 Maech 2025 to 27 February 2026 






Summary Statistics of movement of daily indicative exchange rate 






Point to point comparison of major currencies


          Note-Values in LKR




Presented by Deveconomics


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Introduction to Strategic Investments

Keywords: Strategic investments, Strategic decision-making, Risk and Uncertainty, Strategic Investment Process


Content

1.           Overview

2.     Definition of strategic investments

3.     Comparison of key elements in Strategic Decision-Making in different Sectors 

        Strategic Decision-Making: Concept and Meaning

5.     Nature and Characteristics of Strategic Investment Decisions

6.     Key Concepts in Strategic Investment Decision-Making

7.     Strategic Investment Decision-Making Process

8.     Strategic Investment Decisions in a Changing Environment

9.     Conclusion


1.     Overview

Investment decisions play a crucial role in determining the long-term success and sustainability of organizations, governments, and even individuals. Unlike routine operational decisions, investment decisions typically involve substantial financial commitments, long time horizons, and a high degree of uncertainty. Therefore, such decisions must be taken strategically.

Strategic investment decisions involve the process of identifying, evaluating, and selecting investment opportunities that align with long-term objectives and competitive positioning while considering risk, resources, and the external environment.

In an increasingly complex global economy—characterized by technological change, market volatility, climate risks, and policy uncertainty—strategic investment decisions have become more critical than ever. This article discusses the concept of strategic investment, the nature and characteristics of strategic decisions, key decision-makers involved, and the fundamental concepts that guide strategic investment decision-making.

                                


2. Definition of Strategic Investment

A strategic investment can be defined as an investment decision that involves a significant commitment of resources and is intended to achieve long-term objectives by strengthening an organization’s competitive position, capacity, or strategic advantage.”

Strategic investments differ from short-term or tactical investments in several ways. They are typically large in scale, irreversible or difficult to reverse, and have long-lasting implications for performance and growth. Examples of strategic investments include:

  • Establishing a new manufacturing plant
  • Entering a new market or country
  • Investing in research and development (R&D)
  • Acquiring or merging with another firm
  • Investing in infrastructure or advanced technology
  • Large-scale public investments in transport, energy, or housing

3. Comparison of key elements in Strategic Decision-Making in Private Sector, Public Sector, and International Organizations

Aspect

Private Sector Organizations

Public Sector Organizations

International Organizations

Primary Objectives

Profit maximization, shareholder value, market growth, competitive advantage, long-term sustainability

Public welfare, economic and social development, service delivery, equity, accountability, national priorities

Development impact, poverty reduction, global or regional stability, humanitarian goals, sustainable development

Strategic Focus

Market positioning, cost leadership or differentiation, innovation, expansion, efficiency

Policy effectiveness, social outcomes, infrastructure development, inclusive growth, risk reduction

Program effectiveness, cross-country cooperation, aid effectiveness, global public goods

Key Decision Makers

Board of Directors, Chief Executive Officer (CEO), top management team, shareholders

Political leadership, senior civil servants, Commissions

Governing councils, executive boards, donor representatives, senior management

Stakeholder Influence

Shareholders, customers, investors, competitors

Citizens, taxpayers, political actors, civil society, interest groups

Member states, donors, beneficiary countries, NGOs, multilateral partners

Decision-Making Process

Relatively fast, flexible, market-driven, based on financial and strategic analysis

Formal, rule-based, bureaucratic, influenced by political and legal frameworks

Consensus-based, consultative, multi-layered, often slow due to coordination needs

Investment Appraisal Criteria

Net Present Value (NPV), Internal Rate of Return (IRR), payback period, strategic fit

Cost–benefit analysis, social rate of return, fiscal sustainability, policy alignment

Economic rate of return, development effectiveness, poverty and social impact

Time Horizon

Medium to long term, aligned with business cycles and strategy

Long term, often aligned with political cycles and national plans

Long term, aligned with multi-year programs and global agendas

Main Risk Consideration

Market risk, financial risk, competitive risk

Political risk, fiscal risk, implementation risk

Country risk, institutional risk, coordination and fiduciary risk

Accountability Mechanism

Shareholders, market performance, financial reporting

Parliament, audit institutions, public scrutiny

Member states, donors, evaluation offices, international accountability standards

Flexibility in Decision Making

High flexibility and adaptability

Limited flexibility due to regulations and procedures

Moderate flexibility constrained by mandates and agreements

Success Measurement

Profitability, market share, return on investment

Social outcomes, service coverage, development indicators

Development outcomes, program impact, achievement of global targets

 

4. Strategic Decision-Making: Concept and Meaning

Strategic investment decision-making involves:

  • Setting long-term investment goals
  • Identifying feasible investment alternatives
  • Assessing risks, returns, and uncertainties
  • Aligning investments with vision, mission, and policy objectives
  • Selecting projects that deliver sustainable value

Unlike operational decisions, strategic decisions are non-routine, complex, and often made under conditions of incomplete information.


5. Nature and Characteristics of Strategic Investment Decisions

5.1 Long-Term Orientation

Strategic investments focus on long-term outcomes rather than immediate gains. Benefits may accrue over many years, sometimes decades, especially in infrastructure, education, or energy projects.

5.2 High Capital Commitment

These decisions often involve substantial financial resources. Once committed, funds are difficult to recover, making errors costly.

5.3 Irreversibility

Many strategic investments are partially or fully irreversible. For example, constructing a power plant or highway cannot easily be undone without significant losses.

5.4 High Risk and Uncertainty

Strategic investments face risks and uncertainties related to:

  • Market demand
  • Technological change
  • Regulatory and policy shifts
  • Macroeconomic conditions
  • Environmental and climate risks

 

5.5 Complexity

They involve multiple variables and stakeholders, including suppliers, customers, regulators, communities, and investors. This makes analysis and coordination challenging.

5.6 Broader Impact

Strategic investment decisions affect the entire organization or economy by shaping capacity, cost structures, employment, and competitiveness.


6. Key Concepts in Strategic Investment Decision-Making

6.1 Strategic Alignment

A fundamental principle of strategic investment is alignment with the organization’s vision and mission. Investments should support long-term goals such as growth, innovation, sustainability, or social development.

For example, a company aiming to become a leader in renewable energy should prioritize investments in clean technologies rather than fossil fuels.

 

6.2 Risk and Return Trade-Off

Strategic investment decisions require balancing expected returns against associated risks. Higher potential returns often come with higher risk. Decision-makers must assess:

  • Financial risk
  • Operational risk
  • Market risk
  • Political and regulatory risk
  • Environmental and social risk

Tools such as scenario analysis and sensitivity analysis are commonly used.

6.3 Time Value of Money

Strategic investment appraisal is based on the principle that money today is worth more than money in the future. Therefore, future cash flows must be discounted to their present value.

Common financial evaluation techniques include:

  • Net Present Value (NPV)
  • Internal Rate of Return (IRR)
  • Benefit–Cost Ratio (BCR)
  • Payback Period

Among these, NPV is widely considered the most appropriate for strategic decisions.

6.4 Opportunity Cost

Opportunity cost refers to the value of the next best alternative forgone when a particular investment is chosen. Strategic decision-makers must consider whether resources could be used more productively elsewhere.

6.5 Strategic Fit and Competitive Advantage

Investments should strengthen the organization’s competitive advantage, such as cost leadership, differentiation, or market access. Strategic fit ensures that new investments complement existing capabilities and resources.

6.6 Sustainability and ESG Considerations

The projects implemented by Governments and the international Development Partners will be focused on Sustainable Development Goals. Modern strategic investment decision-making in Private Sector increasingly incorporates Environmental, Social, and Governance (ESG) factors. Sustainable investments aim to balance economic returns with social responsibility and environmental protection.

Governments, International Agencies and firms now assess basically following areas in Strategic Investment:

  • Environmental impact
  • Social inclusion
  • Climate resilience
  • Governance and transparency


7. Strategic Investment Decision-Making Process

A typical strategic investment decision-making process includes the following steps:

  1. Identification of Investment Needs and Opportunities.
    Arising from National and sectoral development plans, policies or external and internal changes/trends.
  2. Preliminary Screening.
    Eliminating non-feasible or misaligned options.
  3. Detailed Feasibility Analysis.
    Financial, economic, technical, environmental, and social assessments.
  4. Risk Analysis and Mitigation.
    Identifying risks and developing mitigation strategies.
  5. Decision and Approval.
    Final decision by top management or governing authority.
  6. Implementation and Monitoring.
    Ensuring the investment is executed as planned and delivers.

 8. Strategic Investment Decisions in a Changing Environment

In today’s dynamic environment, strategic investment decisions must respond to:

  • Digital transformation and automation
  • Global supply chain restructuring
  • Climate change and disaster risks
  • Demographic changes
  • Policy and regulatory reforms

Strategic flexibility—such as phased investments or real options—is increasingly used to manage uncertainty.

 

9. Conclusion

Strategic decision-making for investment is a critical function that shapes the long-term trajectory of organizations and economies. Strategic investments involve large, long-term, and often irreversible commitments made under uncertainty. Therefore, such decisions must be carefully planned, aligned with strategic objectives, and evaluated using robust analytical frameworks.

Understanding the nature of strategic investment, the roles of decision-makers, and the key concepts—such as risk–return trade-offs, strategic alignment, opportunity cost, and sustainability—enables better decision-making. In an era of rapid change and increasing complexity, effective strategic investment decision-making is essential for achieving sustainable growth, competitiveness, and socio-economic development.

 

Key questions

  1. Define the concept of strategic investment with real world examples
  2. Compare following elements of strategic decision making in Public Sector, Private Sector and International Development Organizations - Primary objective, Strategic Focus, Key Decision Makers, Stakeholder influence, Decision Making Process, Investment Appraisal Criteria, Time Horizon, Main Risk Consideration, Accountability Mechanism, Flexibility in decision making, Success measurement
  3. What are the key considerations in strategic decision making
  4. Briefly explain key characteristics of strategic decision making
  5. Briefly explain following concepts in relation to strategic investments - Strategic alignment, Risks and Return Trade-Off, Time value of money, Opportunity cost, Competitive advantage, Sustainability consideration
  6. What are the common financial evaluation techniques in strategic investments?
  7. Explain the key consideration in sustainable development goals and ESG
  8. List and briefly explain key steps in strategic decision-making process

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Global car Industry: Structure, Trends, and Future

 

1. Key highlights

v The global automotive industry was valued at USD 4.6 trillion in 2025 and is projected to grow to USD 6.68 trillion by 2032 and to USD 7.8 trillion by 2035.

v After a decline between 2019 and 2022, global car sales recovered, with strong growth in China (+10.8% vs 2019) and India (+51.7% vs 2019), indicating resilience in major emerging markets.

v China dominates production (27.5 million units in 2024), followed by Japan (7.1M), India (5M), Germany (4.1M), and South Korea (3.8M), with China’s share rising from 21.4% to 27.5% between 2019–2024.

v Toyota remains the world’s best-selling automaker with 10.79 million vehicles sold in 2024, highlighting the dominance of mass-market strategies alongside luxury players.

v Electric vehicle sales surged from negligible levels pre-2016 to 17–18 million units in 2024, accounting for 22% of global car sales, driven by technological progress, falling battery costs, infrastructure growth, and government incentives, with EVs expected to reach 30% of new car sales by 2030.


2. Overview

The global car industry is one of the most significant and complex industrial sectors in the world. It seats at the nexus of manufacturing, technology, global trade, consumer markets, and environmental policy. Over more than a century, it has driven economic growth, innovation, and mobility, but today it faces profound transformation — from electrification and digitization to supply-chain reconfiguration and shifting geopolitics.

The car industry is a massive global system encompassing vehicle design, manufacturing, supply chains, distribution, sales, after-sales services, finance, and increasingly software and digital services. It is structured around three broad segments:

Vehicle Manufacturers (OEMs)

Original Equipment Manufacturers (OEMs) are companies that design, develop, assemble, and sell vehicles under their own brand names. They are the central players in the automobile industry, responsible for overall vehicle architecture, styling, engineering, safety standards, and final quality. OEMs coordinate a complex global value chain by sourcing parts and systems—such as engines, batteries, electronics, and interiors—from Tier-1 and Tier-2 suppliers. While many components are outsourced, OEMs retain control over key decisions related to product strategy, technology adoption (e.g., electric and autonomous vehicles), brand positioning, and regulatory compliance. They also manage manufacturing plants, logistics, dealer networks, and after-sales services.


Figure 1: Value chain in the global automobile industry


Suppliers and Tier Chains

Suppliers form the backbone of the automobile industry by providing parts, components, systems, and materials required for vehicle production. To manage this complex supply network, the industry is organized into tier chains based on the level of proximity to the Original Equipment Manufacturers (OEMs). This tiered supplier structure enables specialization, cost efficiency, and innovation, while also creating interdependence across global supply chains. Effective coordination among suppliers and tiers is essential for quality, cost control, timely production, and resilience in the automobile industry.

Figure 2: Value chain in the global automobile industry


Distribution, Retail and Aftermarket services

Distribution and logistics in the automobile industry involve the planning, movement, storage, and delivery of vehicles, parts, and components from manufacturers to dealers and end customers. This function connects production facilities with domestic and international markets, ensuring timely and cost-effective availability of automobiles. Retail in the automobile industry represents the final interface between manufacturers and end customers, where vehicles are marketed, sold, and delivered. This function is primarily carried out through dealer networks, showrooms, online sales platforms, and authorized agents. Retailers handle activities such as vehicle display, test drives, financing, insurance, registration, and trade-in services.

Aftermarket services refer to all activities that take place after a vehicle is sold, aimed at maintaining, repairing, and enhancing its performance over its lifecycle. These services include maintenance and repairs, spare parts supply, warranty services, vehicle inspections, roadside assistance, and upgrades or accessories.

3. Market Size and Global Production

As it has been estimated that, the global automotive industry in 2025 was USD 4.6 trillion, covering passenger cars, commercial vehicle, parts and services. It has been projected that the industry will grow to USD 6.68 trillion in 2032. The compound average growth rate of the industry is approximately 6 % (M&A World Wide, 2025).

Electric vehicles (EVs) have emerged as the most rapidly expanding segment of the global automotive industry. In 2024, the worldwide EV market was valued at approximately USD 1.33 trillion, and the market could grow to nearly USD 6.5 trillion by 2030, representing an exceptional compound annual growth rate of over 30 percent (M&A World Wide, 2025). The projected market size in global automotive industry by 2035 is USD 7.8 trillion. Further, the market share of passenger car industry was 48% in 2025 (Future Market Insights Inc., 2025). Electric car is in rising trend in global car manufacturing industry and it is expected that Electric Vehicles will contribute 30% of global new car sales by 2030 (WifiTalents, 2026).

4. Car sales analysis

Although global new car sales declined between 2019 and 2022, the market has begun to recover since 2023. Sales increased by 11.9 % from 2022 to 2023, followed by a further growth of 4.5 % from 2023 to 2024. Chart 1 illustrates the trend in annual car sales from 2010 to 2024, highlighting both the period of decline and the subsequent recovery. Chart 2 compares car sales in selected countries for the years 2019 and 2024. Among the major automobile markets, only China and India recorded higher sales in 2024 than in 2019. In China, car sales in 2024 were 10.8% higher than in 2019, while India experienced a much stronger recovery, with sales increasing by 51.7 %over the same period.


Chart 1: Number of new car sales around the world


 Chart 2: Comparison of number of cars sold based on the country in 2019 and 2024

 


5. Key Players and Country Dynamics

The chart 3 illustrates the number of cars manufactured in the world’s top five car-manufacturing countries in 2024. China clearly dominates global car production, manufacturing approximately 27.5 million vehicles, which is far higher than any other country. Japan ranks second with about 7.1 million cars, followed by India with around 5.0 million units. Germany and South Korea occupy the fourth and fifth positions, producing roughly 4.1 million and 3.8 million cars respectively. Overall, the chart highlights China’s leading role in the global automobile industry and shows a significant production gap between China and the other major car-manufacturing nations.

As shown in Chart 4, China’s contribution to global car manufacturing increased significantly from 21.4 percent in 2019 to 27.5 percent in 2024, reinforcing its position as the world’s leading automobile producer. In contrast, Japan’s share declined from 8.3 percent to 7.1 percent over the same period. South Korea maintained a stable contribution of around 3.6 percent throughout 2019 to 2024. Germany also experienced a decline in its share of global car production, falling from 4.7 percent in 2019 to 4.1 percent in 2024. Conversely, India recorded steady and continuous growth, with its share in global car manufacturing rising from 3.6 percent to 5 percent during the period.


Chart 3: Number of cars produced in top 5 car manufacturing countries in 2024



Chart 4: Number of cars produced in top 5 car manufacturing countries from 2019 to 2024


Although the global automobile market consists of many competing brands, charts 5 and 6 illustrate the companies with the highest market capitalization at the end of 2024 and the number of car units sold in 2024 respectively. Toyota remains the world’s best-selling car manufacturer, offering a wide range of vehicles that cater to diverse customer segments, from affordable budget models to premium luxury cars. In 2024, Toyota sold approximately 10.79 million vehicles worldwide, reflecting its mass-market, high-volume strategy. In contrast, Ferrari sold only 13,752 vehicles during the same period. Despite this vast difference in sales volume, Toyota’s market capitalization is only about 2.9 times higher than that of Ferrari. This reflects the fundamentally different business models of the two companies: Toyota pursues a high-volume, lower-margin strategy aimed at the broad consumer market, whereas Ferrari focuses on the ultra-luxury segment, prioritizing exclusivity over sales volume.


Chart 5: Top ten companies with highest market capitalization in car manufacturing industry


Chart 6: Number of units sold by top ten market capitalization companies in 2024


6. Structural trends in car market

The charts 7 and 8 illustrate the structural transformation of the global automobile market between 2010 and 2024 by comparing annual sales of electric and non-electric vehicles and the changing share of electric vehicles in total car sales. During the early years of the period, global car sales were overwhelmingly dominated by conventional internal combustion engine vehicles, while electric vehicle sales remained negligible, accounting for less than one percent of total sales until around 2014. However, from approximately 2016 onward, electric vehicle sales began to grow steadily, and this growth accelerated significantly after 2019 due to technological advancements, declining battery costs, expanding charging infrastructure, and supportive government policies. At the same time, sales of non-electric vehicles gradually declined from their peak levels, reflecting shifting consumer preferences and regulatory pressure toward cleaner transportation. By 2024, global electric vehicle sales had risen sharply to around 17–18 million units, representing roughly 22 percent of total global car sales. Together, the graphs demonstrate a clear and accelerating transition in the automotive industry from traditional fossil-fuel-powered vehicles toward electric mobility, signaling a fundamental and long-term shift in the composition of global vehicle demand.

Chart 7: Number of units sold – comparison between electric cars and non-electric cars




Chart 8: Percentage of electric car sales in total car sales



 7. Conclusion

The global automobile industry has demonstrated remarkable evolution and resilience, transforming from its early 20th-century roots into a highly complex and strategically significant sector. Despite recent challenges such as supply-chain disruptions, changing consumer preferences, and regulatory pressures, the industry has rebounded, with global car sales showing steady recovery since 2023. China and India have emerged as key growth markets, with China leading global production and India showing rapid expansion, while Japan, Germany, and South Korea remain important contributors.

Electric vehicles are driving the most dynamic change in the sector. From negligible sales before 2016, EVs have grown rapidly, reaching 17–18 million units in 2024 and representing roughly 22 percent of total global car sales. Technological advancements, falling battery costs, expanding infrastructure, and supportive policies have accelerated this transition, positioning EVs to account for an estimated 30 percent of new car sales by 2030.

Overall, the global automotive industry is poised for sustained growth, with projected market size reaching USD 6.68 trillion by 2032 and USD 7.8 trillion by 2035. The combination of strong manufacturing hubs, leading global brands like Toyota, and the shift toward electrification underscores a future defined by innovation, sustainability, and strategic market leadership.

Prepared by Deveconomics.

 

 

 

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