Car Manufacturers How To Become A Mobility Services .
Car manufacturers How to become a mobility services operator ?US – France – Germany – India - ChinaESCP Europe - MBA in International Management - Class of 2019January 23rd, 2019
Approach and scopeBUSINESSTRENDANALYSISSTRATEGYFOR THEFUTURE1. Car makersinitiativesFocus on Individual urban mobilityAnd its impact on Car Manufacturers2. Competitiveplayers map3. Key SuccessFactors4. Strategy &Business modelMBA in International Management2
AgendaMOBILITY SERVICESOVERVIEWCAR MAKERS CHALLENGESAND INITIATIVESSTRATEGIES FOR THEFUTURE From “Car for freedom” to “Mobility as a lifestyle” Answering the “Mobility as a lifestyle” Are actual players making money ? Car makers facts & futures challenges Car makers in the mobility services business Business Model Key Success factors Strategies for the future AppendixMBA in International Management3
From “Car for freedom” to “Mobility as a lifestyle”Mobility ServicesPropertyUsage60%, would trade their cars for a robo-taxi/innovative mobility service27%, even if the total cost were equal or higher than owning a carSource: From 3,000 responders under 30 y.o. in cities from Germany, China, USA. McKinsey,“Profiling tomorrow’s trendsetting car buyers”, December 2018MBA in International Management4
Personal mobility services tree mapMobility ServicesMultiple actors with fragmented offers entered the mobility services business ranging fromtraditional taxi services to innovative services to answer the urban mobility complexity.FromownershipVehicle purchaseExample of such mobility playersIn ScopeOut of scopeVehicle leasingVehicle rentalVehicle sharingStation basedFree floatingCarBikeE-scootersRide sharingCollaborative driver/passengerDemand responsive sharingTraditional TaxicabTo mobilityas a serviceRide hailingDriver servicesPublic transportCarpoolingMBA in International Management5
Answering the “Mobility as a lifestyle”Mobility ServicesIn response to needs and dreams, multiple actors developed specifics offers, ranging fromtraditional taxi services to innovative last mile services to answer the urban mobility complexity.Based on our researches we drew thisworld map of mobility services.Each dot represent a city.Size of the dots represent the numberof mobility services in each city.3 main regions that match core market of topcar manufacturers: US, Europe, South-East Asia.Source: research done by ESCP team, 2018MBA in International Management6
Mobility services playersMobility ServicesDevelopment of mobility service business is fueled by: Constant trend of urban development leading to health and urban mobility efficiency concernsTechnological break through: smartphone, artificial intelligence, big data, wireless networks, batteries.Large Funding by VC, Tech companiesLeaderRide hailingVehicle sharing Closed loop Open loopRide sharing,on demandProfitabilityLow or negativedue to invest.Negative due tobusiness modelscalabilityNegative due toactual small scaleMain challengesOpportunities Local city regulations/bans Driver labor claimAutonomous vehicles Reduction of personalvehicles in citiesFleet investment and scalabilityFleet ownership risks: vandalismPartial service failure: Autolib, OfoSigns of services saturation Scalability & service level Third party efficiencyAnswer to urban trafficby increasing passengernumber per vehicleDespite tremendous expansion and search of global leadership, most of innovative mobility services are not profitableyet, but some of them will be in the future. At the image of smartphone begins, it took few years to see value in thedata flow and leverage it.MBA in International Management7
Mobility services business perspectivesMobility ServicesAn important development tobe tempered:the ultimate technology ‘Selfdriving vehicle’ is not ready yet. According to experts previsionsautonomous vehicules will morelikely enter the mainstream marketafter 2030 and will have to coexiston road with non-autonomusvehicules. Due to urban migrations andwealth increase, Asia is most likelythe area where mobility serviceswill increase the most.Source: “Accenture Mobility as a service:Mapping a route towards future success in the new automotive ecosystem”, 2018MBA in International Management8
AgendaMOBILITY SERVICESOVERVIEWCAR MAKERS CHALLENGESAND INITIATIVESSTRATEGIES FOR THEFUTURE From “Car for freedom” to “Mobility as a lifestyle” Answering the “Mobility as a lifestyle” Are actual players making money ? Car makers facts & futures challenges Car makers in the mobility services business Business Model Key Success factors Strategies for the future AppendixMBA in International Management9
Challenges for car makersCar Makers challenges BuyinghabitsSafety &emissions As the governments and citizens around the world become more environmentallyconscious, new and challenging regulations on safety and emissions are expected tocontinue to tighten in the future. Technology Added valueFrom 2007 to 2011, the number of cars purchased by people aged 18 to 34 fell almost 30%, and thepercentage of Millennials without cars continues to grow.With the advent of new ride sharing businesses and practices, consumers are beginning to see cars as aservice, rather than a prized possession.In its strive to produce a more efficient, cost effective and environmentally friendly car which respectsthe global norms and standards, a car manufacturer needs to be on the forefront of adopting newtechnology. Heavy investments made by car manufacturers in Hydrogen fuel cell based electric cartechnology and research is the testament of this newAutomobile companies are increasingly expected to be part of an ecosystem that mergesmobility, communication and information which leads to a higher customer value.Future customers are expected to produce greater demand for connected technologiesand smarter service experiences to go with their smart cars.Detailed PEST(EL) analysis can be found in the appendix (Link)MBA in International Management10
Car sales will still increase in near futureCar Makers challenges Cars sold worldwide is increasing overthe years, with about 82 millions unitsin 2018.Fast increase from 1990 till 2015(around 20%)A slower increase is seen from 2016till 2018 (around 2%), and will followthis trend until 2030.Car-manufacturers interviews confirmthese trends and optimisticprojections for sales due to importantrural demand and electrical vehicleinterest.Asia will continue to drive car salesvolume increase in the next decade.Source : ScotiaBank, Statista 2018MBA in International Management11
A shift in the target-segment of car manufacturerCar Makers challengesMastering mobility services can be a leverage for carmanufacturer considering that an estimation of 35% ofsales will be for new mobility services* in 2025 in ChinaU.S with the biggest market of mobility services afterEurope and ChinaSource: Roland Berger, Lazard, 2015Source: PwC, Strategy&, Business Insider, 2017* “New mobility services” include car sharing, ride hailing, and Robocabs, but not conventional taxis or rental car services.MBA in International Management12
Car makers to include mobility services in their activitiesCar Makers challengesThe automotive revenue pool will grow and diversify becoming a USD 1.5 trillion market in 2030.Estimated global automotive revenue based on consumer spending in 2016, by segment (in USD billions). Does not include traditional taxi and rentals.Source: McKinsey, January 2016MBA in International Management13
Entering the mobility services is crucialCar Makers challengesTop 5ChinaUS 28,176mUnited States US 15,612mIndonesiaUS 3,706mUnited Kingdom US 2,421mGermanyUS 1,002mSource: Statista – November 2018Source: Statista – November 2018o 24% expected annual growth in revenues from 2018 to 2019o Revenues in the ride hailing market will continue to increase thus car manufacturers should consider the mobilityservices as an important part of their revenues streams in the futureMBA in International Management14
Sharing services account to the highest investmentCar Makers challengesSource: McKinsey, 2014 through September 2017ooooSource: Oliver Wyman , 201625.4 Billions were invested in the mobility services activities38% of these investments was spent on the sharing solutions and 25% on autonomous solutions79% of automobile-related startups investments are on mobility servicesThus to become a player in the mobility services, car makers should invest the most on sharing solutions (car or ride sharing)MBA in International Management15
Asia with the biggest share of the carsharing marketCar Makers challengeso Asia is currently (37.5%) and is expectedto be leading ( 50%) the carsharingmarket in 2021 followed by Europe andNorth America20.0%27.5%33.0%35.0%47.0%37.5%o In order to increase worldwide car sales,carmakers are particularly keen ontapping into the growing affluence ofAsian markets, where passenger vehiclesales have doubled over the past sevenyears. Between 2008 and 2016, car saleswere on the rise in Indonesia and India;o Car manufacturers should consider theasian market to develop their mobilityservices operationsSource: Roland Berger, 2015MBA in International Management16
United States-Congestion on the streetsVery little available parking spaceWillingness to own carsMost advanced in terms of new mobilityMBA in International Management17
Situation in the US 1/2Car Makers challengesCollaborationInvestment500 M Acquisition581 M 65 M - ended jan. 2019InternalInitiativeStrategydescriptionCar sharing IOTstrategy- Focus on carsharing and userexperienceAll out trialstrategy- Exploring alloptions beforekilling a fewAll out trialstrategy- Exploring alloptions beforekilling a fewFocussedindependentdevelopment- Organicallygrowing its ownsubsidiaryIsolated holisticdevelopment- LimitedcollaborationMBA in International Management18
Situation in the US 2/2Car Makers challengesCollaborationInvestment2.75 B Acquisition500 M InternalInitiativeStrategydescriptionElectric Carsupplier space- Dependent on‘Owners’ globalstrategyConceptualfuturistic designand drive- Autonomous- New designsFocus on backendtech and becominga ‘specializedsupplier’ strategyBig singularpartnershipstrategyMBA in International Management19
SWOT Car Makers challengesStrengths Brand namePresent everywhere andpotential/resources to expandanywhereOn demand serviceNo fixed asset requirementAcceptabilityCustomer engagementLow delayOpportunities New marketsNewer segments throughdiversified servicesMarket capitalizationAcquisitionWeakness High commissionsLow midwest presenceAbsence of customer serviceexecutivesLegal tanglesContinued burnThreats Regional playersControversy(bad press)Political situationCar operators tie up withdifferent playersUber’s strategy: Land and conquer Burn cash until you capture it Brand image Conquer with data Driver background checks“Transportation as reliable as running water,everywhere for everyone.”-Vision of Uber, Company WebsiteMBA in International Management20
Europe (France & Germany)-Vehicle restrictions in city centersSaturation of roads and publictransportation systemsDevelopment of last mileMBA in International Management21
Situation in Europe (France & Germany)Car Makers rnalInitiativeStrategydescriptionGlobal mobilitystrategy testing &customer centric- Acquisition ofsmall players andtechnologyleading verydiversifiedinvestment policy1 Umbrella brand& plateform formobility services(Free2Move)providing thirdparty services tocustomers.- Car sharing inFrance, Spain andproject in China.Strategydescription300 M SpecializedstrategyStrong car sharingactivity 5000carsFleet managementstrategy ?Specialized ?Strong activity withCar2goDiversification- Watching mobilityservices testinvestments,aiming at being akey OEM- Try innovativeservices with MoiaMBA in International Management22
SWOT Car Makers challengesStrengths Global leader in premium carsDiversified (trucks, coaches,cars)Smart, adapted for urban mobExperience and heavyinvestments in mobilityservicesStrong brand and robust imageStrong R&D F1Opportunities Electric incentives on EuropeanmarketTechnology progress onautonomous drive/sensorsPromotion of premium carswith car mobility servicesWeaknesses High maintenance costs ofvehiclesLower popularity amongyoung peopleDaimler’s strategy: Strengthening our global core business (CORE) Leading in new future fields (CASE) Adapting our corporate culture (CULTURE), and Strengthening our divisional structure (COMPANY). The benchmark for each of these strategic components is ourfifth and most important C: CUSTOMERS.Threats Ban of cars in city centres(London, Paris next?)Dieselgate and disapproval ofdiesel engines; couldundermine their investingcapabilitiesCongestion in cities“By these five components we want to achieveprofitable growth, increase the value of ourcompany and significantly shape the future ofmobility.”-Vision of Daimler, Company WebsiteMBA in International Management23
SWOT Car Makers challengesStrengths Ability to scale organisation(alliance ventures innovationand partnership teams forexample are autonomous 1million investment decisions)Leaders with EVBest sellers worldwide (thanksto alliance)Opportunities Electric incentives onEuropean marketTechnology progress onautonomous drive/sensorsPromotion of premium carswith car mobility servicesWeaknesses Weak presence in the USRenault Alliance’s strategy: Provide cars and services in a customer centric way Valuing at every moment customer satisfactionThreats Ban of cars in city centers(London, Paris next?)Congestion in citiesRisk of schism followingCarlos Ghosn issues withJapanese justice“Connected mobility for everyone. At the core ofthe work of the Alliance technology teams is avision of a future with zero emissions and zerofatalities.”-Vision of Renault, Company WebsiteMBA in International Management24
SWOT Car Makers challengesSthrengths Customer service orientedInnovative and green serviceprovided with fully electric cars(e.co Renault Zoe)Lowest commission of themarket, high driver loyaltyBacked by Renault RCI (carsand finance)Opportunities Electric incentives on EuropeanmarketPositive attitude of urbanresidents toward electricvehiclesDifficult relationship betweendrivers and uberWeaknesses Low market share and poorknow howOnly in France (Paris region)for nowMore expensive thancompetitors (eg. uber)Marcel’s strategy: Be the first service 100% electric and anticipate thefuture diesel ban in most of major European citiesThreats Ban of cars in city centers(London, Paris next?)Congestion in citiesDifficulty to enter newmarkets (high rivalry)“Marcel believes in a quality transport activity,more fair and sustainable!”- Vision of Marcel, Company WebsiteMBA in International Management25
SWOT Car Makers challengesSthrengths Early installed service,important establishmentAccess to vehicle via DaimlerAlliances with municipalitiesHigh capital with DaimlersupportAttractiveness of pricesStrong brand imageWeaknesses Less incentive to innovatethan competitors (assubsidiary of Daimler)Poor marketing due to widecustomer targetChina: cars need to beimported, so have highercost.“Flexible carsharing reduces traffic in towns andcities, frees up valuable parking space andimproves air quality. Car2go thereforecontributes to an increase in the quality of life,Opportunities Willingness of cities to proposemobility servicesPublic awareness andacceptanceChina:Electric incentives/increasing demandThreats High level of competitionwith low differentiationChina: Limited parking placesin cities./ Do not have muchprice advantage compare tolocal taxi and local playerswhile at the same time precisely meeting themobility requirements of those who live in thetowns and cities.”Olivier Reppert, CEO car2go Group GmbHMBA in International Management26
India-Air quality concernsGovernment support for EVHigh congestion in public transportsGrowing urban population and incomeMBA in International Management27
Situation in IndiaCar Makers challenges Ford & Hyderabad Metropolitan Development Authorityto explore Integrated Mobility Solutions for Smarter CityCommute. Ford to invest 50 million on center forintegrated mobility in MaharashtraCollaborationInvestment Ford (USD 24m) and Mahindra (USD 40m) together haveinvested USD 64m in Zoomcar along with other investors.26M 40M Ford Motor has begun an experimental ‘smart shuttleservice’ for its employees at the production unit inChennai - could see wider gydescriptionCollaboration &InvestmentHelping localauthorities tomodernize mobilityinfra. Investmentsin mobility servicesproviders.Collaboration &InvestmentPartnering withlocal authorities &private players tosupply EVs.CollaborativeStrategyPartnering withlocal authorities. Tata Motors and Mahindra will jointly deliver 10k EVs toState-owned Energy Efficiency Services Ltd. (EESL) for theDelhi-NCR region. Tata also delivered 25 Electric buses toMumbai government. India needs 4.5 trillion by 2040 to develop Infra, ofwhich it will be able to garner about USD 3.9 trillion: EcoSurvey. Govt trying to seek help from private sector tobridge the gap.MBA in International Management28
SWOT Car Makers challengesSthrengths Strong venture capital supportOver 110 cities , 1M drivers(0.9M vehicles)Large fleet of cars, SUVs,‘Autos’ & motorbikesDriven by a hyperlocalapproach45% market shareOpportunities Increasing demand for mobilityservicesMany potential cities are yet tobe coveredSaturated public transportExpansion of Ola PedalGDP growth rate of 7.1%Weaknesses No Control over DriversWeak customer supportDependence on InternetLess penetration in ‘nontech-savvy’ populationOla’s strategy: Convenient, transparent, and quick service fulfilment Leveraging the best of technology Building innovative solutions ground-up that arerelevant at global scale. Threats Increasing competitionSwitch option for customers.Conflict with traditionalbusiness, eg. taxiAmbiguous governmentregulationOffering a highly personalised experience“Driven by a hyperlocal approach, Ola iscommitted to its mission of building mobility for abillion people.“- -Vision of OLA, Company WebsiteMBA in International Management29
SWOT Car Makers challengesStrengths Separate e-mobility division Already delivered an e-car andan e-busWeaknesses Sub-brand: TAMO- anincubation centre of innovation Heavy investment in cloudbased architecture and end toend mobility Opportunities Indian government’s vision forelectric vehicles by 2030Partnership with thegovernment for publictransportIncubation platform couldprovide future partnershipsAlready behind the curvecompared to the globalplayersVery large workforce owingto traditional operationsSegregation betweenproducts and servicesTata’s strategy: Always focus on investing in upgrading key systems Advance technology vehicles Reducing carbon footprint of operations Building a socially responsible value chain Strengthening waste managementThreats Entry of global playersDifferent governments havedifferent policies on evehicles and mobility servicesHigh speed internet is stilllimited to cities“We innovate mobility solution with passion toenhance quality of life.”- -Vision of TATA(mobility), Company WebsiteMBA in International Management30
China-Heavy urban air pollutionHigh level of congestionLicense-plate lottery for buying new carMBA in International Management31
Situation in ChinaCar Makers challengesCollaborationT3 Travel50%from PSA T3 TravelWith VWT3 Travel228M in 4 gydescriptionIntermediatemobility strategy- First player whoprovide EV- Just launched ridehailing service(Xiangdao) inDecember 2018.Testing stage- Collaborated withother two “bigfour” OEMs (T3)- L3 autonomousdriving platform by2020, and L4 by2025.Testing stage- Cooperated withmany players- Willingness topartner on thecapital level tojointly develop atravel ecosystem.Testing stage- Cooperated withdifferent players incar sharing.- Together withVW, built fivemanufactory centerin 2018.Collaboration strategy- ToGo collaborated withmany car makers in order togive customer more choices.- ToGo has been faced witha refund plight sinceDecember 2018MBA in International Management32
SWOT Car Makers challengesSthrengths Biggest platform in China Business range from taxi to car hailingCover 400 cities and have450m usersImmediate active afterregisteringOpportunities High demand of mobility servicesLarge numbers of potentialusersGovernment support oninternet businessWeaknessesDidi’s strategy: No hardware facility No technical barrier Customers do not have switch costHas difficulty managingdrivers Creating customer value Data-driven thinking Win-Win collaboration Integrity is the bedrock of our foundation Growth comes with accepting challengeThreats“To Become a Global Leader in the Revolution in Intense competition Conflict with traditional business, eg. taxiRegulations are not clearTransportation and Automotive Technology.“-Vision of Didi, Company WebsiteMBA in International Management33
SWOT Car Makers challengesSthrengths Can leverage resources fromSAICFirst player providing EVCover 64 cities and have morethan 3M usersOnline registration withdepositWeaknesses Need to register in advance(2-3 days)Mainly focus on car sharingHigh operational costEvcard’s strategy: To be the leader in the industry of time sharing rentaland adhere to explore more intelligent,environmentally friendly, open and friendlyexperience mode for usersOpportunities Government support on EVHigh demand on mobilityservicesLarge numbers of potentialusersThreats Increasing competitionCongestion in citiesLimited charging stations“Sharing, Eco-friendly, Efficiency and Innovation.“-Vision of EVCARD, Company WebsiteMBA in International Management34
AgendaMOBILITY SERVICESOVERVIEWCAR MAKERS CHALLENGESAND INITIATIVESSTRATEGIES FOR THEFUTURE From “Car for freedom” to “Mobility as a lifestyle” Answering the “Mobility as a lifestyle” Are actual players making money ? Car makers facts & futures challenges Car makers in the mobility services business Business Model Key Success factors Strategies for the future AppendixMBA in International Management35
Strategy to capture Mobility BusinessStrategies for the futureTo be successful in entering and lasting in mobility services business, car manufacturers will have to capturea significative part of the mobility business as a key growths drivers.TomorrowTodayEmpowered MOD squadsPeriodic introspection and partnering/partnership evaluationEfficient M&ACar manufacturerNewer manufacturing practices at scaleactivityContinuousresilientfundingcar manufacturerUrbanUnderstanding the customer/city natureactivitymobilityInvest in Autonomous DriveUrbanmobilityServicesMBA in International Management36
Business ModelStrategies for the futureXxx New items to be included in the business model for mobility servicesKey ResourcesKey Partners InvestorsOEMAlliancesJoint venturesCollaborationCosts Customer relationshipsManufacturing plantsLicensesDistribution networkIT and digital facilitiesValue proposition Provide the customer with a vehicle Provide the customer with amobility serviceKey activities R&D / Engineering / Design /ManufacturingMarketing / sales /after salesDistributionProduct developmentUX and services design R&D / ManufacturingDistributionMarketingMaintenance and cleaningMobile applications developmentProvide a brand that connects tothe user on a daily basisRevenues Customer assistanceBrand awarenessCustomer loyaltyCustomer experienceCustomer supportChannels Dealers / Stores /ResellersExhibitions and eventsMobility plateformsMobile applicationsParking spotsCustomersegments Mass marketOrganizationsMobilityservicesprovidersSale of carsAfter sales servicesMobility services activitiesMBA in International Management37
Business model to cope with mobility activity 1/2Strategies for the futureValue propositionKey Partners Car manufacturers will not anymore providetheir customers with cars from a one time salebut rather with a brand that connects them tothe users on a daily basis through the mobilityservices they offer.Car manufacturers will not reinvent the wheel. Partners are crucialduring the phase of becoming mobility provider Collaboration with mobility services operating without fleet Joint ventures with car makers performing well in the mobilityservices Investments in tech startups and companies working on electric andautonomous cars. In addition to investments in safety and radarsystems that are an important pillar in the autonomous industry.Key activities In terms of key activities, these will remainintact as they will still build cars for selling andmobility purposes. However the model of thecar will change due to different needs and thusthe manufacturing will be directly impacted.Sturdy but yet comfortable cars need to bebuilt ; The size of the car will be reduced asthey are targeting cities and urbandestinations. For autonomous and electric carmanufacturing, the R&D team would have tolaunch a specific project for that matter.Key Resources Along with the existing resources, IT and digital facilities (servers forinstance) will be needed. Mobility services will accessed throughdifferent digital channels and thus the need for resources to host thisactivityMBA in International Management38
Business model to cope with mobility activity 2/2Strategies for the futureChannels Mobility services will be at the reach ofcustomers via mobility platforms which includeswebsites and mobile applications for instance.In addition, car makers will have to secure spotsfor the vehicles to be accessible thus thetremendous need for parking spotsCustomer relationship As a mobility service operator, the carmanufacturer will need to ensure the clients areenjoying a good experience starting frombooking the service till the end of the ride.Customer satisfaction and customer experienceare important to keep a good relationship withthe client and ensure they will be frequent andloyal users of the services offered.Costs As more customers will be using the car on a dailyand monthly basis, additional responsibilities arisein order to keep the image of the brand;Maintenance as well as cleaning are crucial tosecure a good experience for the users during theirjourney. On the other hand, this variable cost willimpact the cost of this service to the customers.Revenues In terms of revenue streams, the mobility servicesactivity is generating a new source of income; itcovers subscriptions to bundles, tariffs of theactivity and extra options booked by theconsumers such as navigation systems.Moreover, developing online platforms to makethe services reachable for users is of paramountimportance. This cost include developing,designing, maintaining and support the clients onthese applications.MBA in International Management39
Car makers among the mobility services’ stakeholdersStrategies for the futureTech companies and start-upsCar manufacturersNavigation data providers& safety suppliersMobility services platforms without fleetMobility services with fleetMBA in International Management40
Car manufacturers need a clear vision of their futureStrategies for the future3 different types of visions for car manufacturerwith increasing level of difficulty:WFull mobility serviceproviderWCar mobility serviceproviderWB2B providerCar manufacturerCustomers will still want tobuy and own cars. Thisactivity will remain but mightnot be the core market for carmakers. Produce vehicles “built-forservice” targeting mobilityservices operators. Partnerships andinvestments done with techcompanies (focusing on EVand autonomous cars). Provide their customerswith mobility services include electric andautonomous cars ownersof a vehicle fleet.Become a full stack mobilityprovider and owning themobility service platform.Difficulty W: work forceMBA in International Management41
Identifying Key Success Factors is critical for successOur research identifies the key success factors that help shape winning strategies:Strategies for the futureValueHighly flexible and agileorganizational structureMasteringITAgileOrg.FinancialsupportIT and the Org structurehave a crossflow of data forquicker and better decisionmakingInnovativeecosystemHighly flexible and agileorganizational structureMutually beneficialpartnershipsCustomerKnowledgeSuccessful integration ofdifferent mobility servicehardwarecomponents(Bikes, Cars,Scooters rand ImageEase of implementingUnderstanding and quicklyreacting to customer needsEffective communicationand projecting the mostrelevant brand image totargeted customersegmentsMBA in International Management42
A framework to use the right leversStrategies for the futureIn order to achieve their vision, car manufacturers need to draw a strategybased on the right Key Success Factors:FutureVisionsTodayKey Success FactorsPartnershipsAgileCustomerComm. && Financialorganization Knowledge Brand imagesupportCorebusinessHardwareintegrationIT / DataInnovativeecosystemsClassic carmanufacturer //// B2Bprovider / / Car mobilityserviceprovider Full mobilityserviceprovider MBA in International Management 43
Strategies for the future 1/4Strategies for the futureCustomer behavior and expectations data gathering Car makers should understand in detail what and how are the user experiencing mobility in general. This could bedone on different avenues, data generation from telematics services within owned
o Car manufacturers should consider the asian market to develop their mobility services operations Source: Roland Berger, 2015 Asia with the biggest share of the carsharing market 16 Car Makers challenges 27.5% 35.0% 37.5% 20.0% 33.0% 47.0%. MBA in International Management-Congestion on the streets
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Page 2 UK Specialist Car Manufacturers Report 2017 THE SOCIETY OF MOTOR MANUFACTURERS AND TRADERS THE SOCIETY OF MOTOR MANUFACTURERS AND TRADERS UK Specialist Car Manufacturers Report 2017 Page 3 A WORLD LEADING SUCCESS STORY FOREWORD EXPORT OF THEIR VEHICLES 65% 60% FUTURE INCREASE to 52,000 units by 2020 COMPONENTS SOURCED FROM UK 65% 95% across the broader EU
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