Mobile technologies are making major inroads into the automotive industry. e-Mobility and efficient use of natural resources are becoming ever more important in defining the image of OEMs. With improved mobile connectivity and telematics putting the concept back on the agenda, Arthur D. Little’s (ADL) latest viewpoint “The Connected Car – Finally coming true?” outlines how OEMs must create the framework today to overcome start-up hurdles and achieve competitive advantage in a saturated market. “OEMs find themselves in a real dilemma” says Andreas Gissler, Director for the Automotive, Manufacturing and Mobility Group at ADL. “There is a need for action to fulfil the requirements of the ecosystem on connected vehicles and telematic systems – but, there are still no existing market models that have been successfully applied.” The amount of use cases within the connected vehicle environment is manifold. OEMs need to understand which services are relevant to which group and build on a common infrastructure that can be seamlessly integrated into the according ecosystem requirements. For example, car sharing and integrated transportation concepts are spreading with the development of smart cities. Functions such as location based traffic, weather information and remote locking concepts are of value to future mobility providers and their users. OEMs therefore need to set up the prerequisites now to be able to serve business models in the future. OEMs have to create the framework today. ADL believes the development of customer experience relevant services, the prevention of revenue losses, and the differentiation from competition can be achieved with a three step approach:
- Trends and Vision: Analysis of markets and user trends is key to identifying corresponding use cases
- Joint Strategy: The organisation as a whole should develop the strategy and a rough roadmap created to compare the expected benefits with costs and technical feasibility
- Implementation Plan: A comprehensive plan detailing the required changes in the internal structural and process related organisation must be formulated. Core competencies and capabilities should be defined and a search for partners for optimal service implementation initiated
Notes for EditorsAbout Arthur D. Little Founded in 1886 as the world’s first consulting firm, Arthur D. Little has continually transformed business thinking and practice by applying its expertise in the areas of strategy, technology and innovation. Today, Arthur D. Little helps companies to create growth, overcome strategic challenges, improve innovation capabilities, and increase efficiency and competitiveness in a globalised marketplace. Arthur D. Little has a global footprint in 20 countries with a network of over 1,000 people.
Further InformationFurther images and information from: Sue Glanville/Cate Bonthuys