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Business model innovation in the automotive industry: a whole new world.

Winter, J. (2020).  Business model innovation in the automotive industry: a whole new world.. 28th Gerpisa International Colloquium.

28th International Gerpisa Colloquium / Call for papers / Virtual conference
Corresponding/first author: Dr. Johannes Winter, winter@acatech.de

Business Model Innovation in the Automotive Industry: a whole new world.
By Johannes Winter, acatech – National Academy of Science and Engineering

Keywords: Automotive Industry, Business Models, Business Model Innovation, Automation, Autonomous Systems, Smart Services, Digital Transformation, Mobility provider

Table of contents

0. Summary 3
1. Business model innovation in the automotive industry: a literature review 4
2. Methodology 5
3. The digital transformation of the mobilty sector 6
3.1 Trend #1: Data drives the transformation of the mobility sector 6
3.2 Trend #2: Digital business models complete outdated product offers 7
3.3 Trend #3: Co-evolution and collaboration in the automotive industry 8
3.4 Trend #4: From optimized production to data-driven business model innovations 8
3.5 Trend #5: From car manufacturer to mobility provider 9
3.6 Discussion: Trendsetting questions for automotive companies 10
4. A look ahead: Europe's path in the digital age 10
5. Conclusion: no competitiveness without transformation 11
6. References 13

0. Summary lire la suite

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From optimized production to data-driven business model innovations in the automotive industry (own fig.)

Renault va mal et compte sur l’Alliance, Nissan va très mal et n’en parle pas

How long have we been married for? (Behrouz MEHRI / AFP)
Avant que ne soient communiqués les résultats financiers de 2019 de Renault vendredi, avait eu lieu à Yokohama la veille la présentation des résultats de Nissan pour l’avant dernier trimestre de l’année fiscale japonaise et donc pour les neuf premiers mois .
Les dirigeants de Nissan en ont profité pour revoir à la baisse leurs prévisions de chiffre d’affaires et de profits pour l’exercice en précisant que lesdites prévisions ne tenaient pas compte des effets probables du coronavirus.
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Renault is doing badly and counts on the Alliance. Nissan is doing very badly and doesn't talk about it.

How long have we been married for? (Behrouz MEHRI / AFP)
Prior to the release of Renault's 2019 financial results on Friday, the presentation of Nissan's results for the third quarter of the Japanese fiscal year, and thus for the first nine months, took place in Yokohama the day before.
 
Nissan executives took the opportunity to revise downwards their revenue and profit forecasts for the year, stating that these forecasts did not take into account the probable effects of the coronavirus.
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Renault-PSA : l’un est intercontinentalisé, l’autre pas

Renault dans le rouge en France. Mais ailleurs?

Les résultats commerciaux des deux français ont été publiés la semaine dernière et, derrière l’homologie de façade que représentent la proximité des volumes (3,75 millions pour Renault et 3,48 millions pour PSA) et leurs baisses (- 3,4% pour Renault et -10% pour PSA), les chiffres viennent souligner les profondes différences des deux constructeurs. lire la suite

Renault-PSA: one is intercontinental, the other is not.

Renault dans le rouge en France. Mais ailleurs?

The commercial results of the two French carmakers were published last week and, behind the facade homology represented by the similarity of volumes (3.75 million for Renault and 3.48 million for PSA) and their decline (-3.4% for Renault and -10% for PSA), the figures underline the significant differences between the two manufacturers.
 
Thus, seen from France, one would get the impression that PSA is outperforming Renault. In most segments except B, Renault products are barely outperforming Peugeot products and the latter obviously give PSA a "pricing power" that Renault is struggling to conquer. The financial results corresponding to the commercial results published last week are likely to confirm this in February.
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VW's imperialist enterprise in the media sphere

Dieselgate : and the winner is...

This November, Volkswagen's offensive in the electrical vehicle resulted in an impressive series of announcements and statements by the group's top executives, who seem to want to convince everyone that the inevitable move towards battery-powered electric vehicles is underway and that Volkswagen is the most ready of all manufacturers to lead this change.
 
There is undoubtedly a "Coué method" dimension here that leads managers, afraid of the risks they take, to want to convince themselves, their teams and customers that the battery-powered EV is the right choice.
Above all, there is obviously a very political will to impose a global standard and to create competitive rules of the game for the automotive industry, which will be all the easier for Volkswagen to respect as they will have been largely designed around its convictions and proposals.
 
One of the signs of this political work was given when Angela Merkel, at the beginning of the month, honoured the invitation of the group's leaders to attend the launch of the ID3 assemby plant at the Zwickau plant in eastern Saxony.
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L’entreprise impériale de Volkswagen dans l’espace médiatique

Dieselgate : and the winner is...

En ce mois de novembre, l’offensive électrique de Volkswagen se traduit par une impressionnante série d’annonces et de déclarations des dirigeants du groupe qui semblent vouloir convaincre chacun que l’inéluctable marche vers le véhicule électrique à batterie est en cours et que c’est Volkswagen qui, parmi tous les constructeurs, est le plus prêt à conduire cette mutation.
 
Il y a sans doute là une dimension "méthode Coué" qui conduit les dirigeants effrayés par les risques qu’ils prennent à vouloir se convaincre, convaincre leurs équipes et convaincre les clientèles que l’électrique à batterie est le bon choix.
Il y a surtout d’évidence une volonté très politique d’imposer un standard mondial et de fabriquer, pour l’industrie automobile, des règles du jeu concurrentiel qui seront d’autant plus facile à respecter pour Volkswagen qu’elles auront été en large partie conçues autour de ses convictions et propositions.
 
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Toyota et Honda : différents mais solides

Looks like a no-deal

En ce mois de novembre, nous parviennent les résultats financiers des constructeurs japonais pour le premier semestre de leur exercice qui se clôt fin mars. En attendant ceux de Nissan qui ne seront rendus publics que cette semaine, on peut se pencher sur ceux de Toyota et Honda qui révèlent d’ores et déjà l’inégale exposition des uns et des autres au reflux de la demande mondiale qui se précise.
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Toyota et Honda : different but strong

Looks like a no-deal
This November, we receive the financial results of Japanese automakers for the first half of their fiscal year, which ends at the end of March. Awaiting of Nissan, which will only be made public this week, we can look at those of Toyota and Honda, which already reveal the unequal exposure of Japanese carmakers to the decline in global demand that is now taking shape.
 
From this point of view, Toyota impresses by posting increasing volumes, sales and results.
Toyota sold 4.64 million vehicles from April to September, 220,000 more than last year. Its turnover increased by 600 billion yen (almost 5 billion euros), i.e. by 4%, and its operating income by 140 billion yen (1.16 billion euros, +11%). Its operating margin was 8.6% of turnover for the first half of the previous year, compared to 9.2% for the first six months of 2020.
 
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