The wave of auto innovation has taken off with remarkable speed: Electrification. Driver assistance systems. Automation. Artificial intelligence. Connectivity. And, of course, we’re seeing major progress toward bringing autonomous vehicles onto the road. But more noteworthy than the pace of this innovation is its breadth—and the opportunity it poses to some automakers.
As you look ahead to the future of mobility, we hope you are thinking big. We can help you deliver even bigger. At Strategy&, we use our strategy capabilities to transform perspective into pragmatism and ambition into action. The result? Strategy that works for years to come!
An OEM needed to be a leader in the field as the auto industry transitions from ownership to usership. Strategy& assessed the economic viability of a standalone subscription model and defined the required key capabilities including changeover, utilisation management and customer relationship management. We provided a recommendation on the viability of standalone solutions and analysis of required utilisation to reach the break-even point. We also developed options for increasing fleet utilisation by pooling complementary mobility demands.
A large privately held group with diverse automotive (and non-automotive) business activities in production and distribution engaged Strategy& to create a multiyear strategic roadmap to grow its business 2X and reduce its portfolio risk. After developing the roadmap, Strategy& also collaborated with corporate and business unit management to monitor execution through financials, key milestones, and a corporate dashboard. This achieved organic growth at twice the historic performance, led to inorganic growth of 20%+ over the following 3-year period, and attracted a higher calibre of talent based on committed growth plans in the new businesses.
An automaker engaged Strategy& in advance of launching its 5th generation of a light utility vehicle because the product’s pricing needed to be very competitive, but legislative changes were bringing additional costs. As part of our strategy work, we created transparency across the current creative pipeline, introducing and applying new methods for the generation of cost-cutting ideas. We also motivated the vehicle project team to take ownership of new ideas and introduced a new project governance to support rapid decision-making. This directly resulted in savings of more than €200 per vehicle and a pipeline for an additional €200 per vehicle. The new cost-cutting methods and processes were used on all future projects.
An OEM needed to be a leader in the field as the auto industry transitions from ownership to usership. Strategy& assessed the economic viability of a standalone subscription model and defined the required key capabilities including changeover, utilisation management and customer relationship management. We provided a recommendation on the viability of standalone solutions and analysis of required utilisation to reach the break-even point. We also developed options for increasing fleet utilisation by pooling complementary mobility demands.
