lixPartners und Berylls ergänzen sich exzellent, um weltweit Automobilhersteller und Zulieferer entlang der gesamten Wertschöpfungskette zu unterstützen
München, 06. Mai 2024 – Die globale Unternehmensberatung AlixPartners hat mit der renommierten und auf die Automobilindustrie spezialisierten Unternehmensberatung Berylls eine Vereinbarung zur vollständigen Übernahme des Beratungsgeschäfts von Berylls Strategy Advisors und Berylls Mad Media getroffen. Berylls hat sich in 13 Jahren zur führenden Spezialberatung im Automobil-Sektor entwickelt und wird seit Jahren unter anderem mit dem Hidden Champions Award ausgezeichnet. Die Übernahme wird 160 Berylls-Mitarbeitende umfassen, die überwiegend in Deutschland, aber auch in Großbritannien, der Schweiz, in Österreich, den USA, in Südkorea und China tätig sind. AlixPartners wird damit in der DACH-Region auf über 400 Mitarbeitende wachsen. Berylls Digital Ventures, Berylls Green Mobility and Berylls Equity Partners verbleiben bei der Berylls Group.
Die Transaktion soll vorbehaltlich der üblichen behördlichen Genehmigungen im Laufe des 2. Quartals 2024 abgeschlossen sein. Über die Details haben die Beteiligten Stillschweigen vereinbart.
Berylls wird für seine herausragende Strategie-, Vertriebs- und Digitalberatung für internationale Automobilhersteller und Zulieferer wahrgenommen und genießt eine hohe Reputation sowie starke Markenbekanntheit in der Branche. Die Berylls-Expertise ergänzt das komplementäre Beratungsangebot von AlixPartners als führendem Anbieter von Restrukturierungs-, Transformations- und Performance Improvement-Services sowohl für OEMs als auch für deren Zulieferer optimal. Nach Vollzug der Übernahme werden die Dienstleistungen der übernommenen Unternehmensberatungs-Einheiten unter dem Namen „Berylls by AlixPartners“ angeboten.
Dr. Jan Burgard, CEO und Mitgründer von Berylls, wird die Rolle des Co-Leaders der globalen Automotive & Industrial Practice von AlixPartners übernehmen. Dr. Jan Dannenberg, Executive Partner und Mitgründer von Berylls, wird Co-Leader für AlixPartners in Deutschland gemeinsam mit Andreas Rüter, der seit neun Jahren das hiesige Geschäft für AlixPartners leitet. Andreas Radics als Geschäftsführer der Berylls-Einheiten und Andreas Rüter werden gemeinsam die Integration leiten.
Andreas Rüter über die geplante Akquisition: „Diese Transaktion ist ein entscheidender Meilenstein für unser weiteres Wachstum in Deutschland und darüber hinaus. Wir freuen uns sehr, unsere neuen Kolleginnen und Kollegen von Berylls in der AlixPartners-Familie willkommen zu heißen. Wir beobachten Berylls schon lange und sind tief beeindruckt von der Aufbauleistung und Kompetenz des Teams. Ich habe eine Kultur kennengelernt, die wie wir auf Kollaboration und unternehmerischen Spirit setzt, einen Umsetzungs-Fokus hat und auf tiefer Expertise aufbaut. Diese Transaktion ist ein weiterer Schritt, unsere strategische und funktionale Industrie-Kompetenz auszubauen und kritische Unternehmenstransformationen entlang der gesamten Wertschöpfungskette unterstützen zu können. When it really matters“.
Dr. Jan Burgard, geschäftsführender Gesellschafter und Mitgründer von Berylls, ergänzt: „Jeder bei Berylls ist unglaublich stolz darauf, was wir seit unserer Gründung vor 13 Jahren aufgebaut und erreicht haben. Das Übernahmeangebot von AlixPartners bestätigte uns darin, dass wir in der absoluten Top-Beratungsliga unterwegs sind und fortan gemeinsam weltweit unser ambitioniertes Wachstum als führendes Beratungsteam für die Automobilindustriefortsetzen werden. Mit AlixPartners haben wir den richtigen Partner gefunden und freuen uns sehr darauf, Teil eines fantastischen Teams zu werden, mit dem wir unseren Kunden noch umfassendere Beratungsdienstleistungen anbieten können werden.“
v. l. n. r.: Andreas Radics, Berylls Executive Partner; Andreas Rüter, AlixPartners Deutschland Chef; Dr. Jan Burgard, Berylls Group CEO und Dr. Jan Dannenberg, Berylls Executive Partner
Über AlixPartners
Expertise, Umsetzungsstärke, Verantwortung – AlixPartners steht für messbare Ergebnisse „when it really matters“. Als global agierende Unternehmensberatung helfen wir unseren Klienten dabei, schnell und entschlossen auf ihre wichtigsten Herausforderungen zu reagieren. Unsere erfahrenen BeraterInnen sind spezialisiert darauf, Unternehmenswerte zu schaffen, zu schützen und wiederherzustellen. Vom „manager magazin“ und der Wissenschaftlichen Gesellschaft für Management & Beratung (WGMB) wurde AlixPartners 2023 als umsetzungsstärkstes Beratungsunternehmen ausgezeichnet. Seit über 40 Jahren unterstützen rund 3.500 MitarbeiterInnen in 25 Büros weltweit die Klienten von AlixPartners.
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ie Analyse zur Nutzung von Elektromobilität in 35 Ländern weltweit zeigt: Im Jahr 2023 ist der Absatz elektrischer Fahrzeuge in Europa¹ erneut leicht gewachsen. Obwohl 2024 holprig startete, wird im Jahresmittel weiterhin ein Anstieg im Bereich der E-Auto-Verkäufe erwartet – und das ist mit Blick auf die ab 2025 in Europa geltenden CO₂-Grenzwerte für die Hersteller auch dringend erforderlich.
¹ Europa = EU-Länder, EFTA-Länder + Vereinigte Königreich
Ein turbulentes Jahr für die globale Wirtschaft und die Automobilindustrie liegt hinter uns. Nach der Chip-Krise und der daraus resultierenden Angebotsverknappung machte sich auch die Inflation beim Fahrzeugabsatz bemerkbar. Trotz der globalen Herausforderungen konnte der Marktanteil batterieelektrischer Fahrzeuge (BEV) in vielen Märkten aber weiter erhöht und damit der Erfolg des Vorjahres fortgesetzt werden (ABBILDUNG 1).
Wirklich starke BEV-Wachstumsraten wurden jedoch nur noch in einzelnen Märkten erreicht. Während Norwegen weiterhin unantastbar an erster Stelle des Rankings, gemessen am BEV-Absatz, steht, steigt Finnland einen und Dänemark drei Plätze auf und sie überholen somit die Niederlande. Belgien macht sogar sechs Plätze gut. Diese Bewegungen spiegeln die Entwicklungen im Steuermodell der jeweiligen Länder wider – hier wurden die Steuern auf Fahrzeuge mit Verbrennungsmotor erhöht und die Steuern auf emissionsfreie Fahrzeuge gesenkt. Dagegen verlor Deutschland vier Plätze und das Vereinigte Königreich sogar sieben Plätze – zwei Länder, deren Steuermodell noch sehr attraktiv für Verbrenner bleibt.
ABBILDUNG 1 – ENTWICKLUNG DES ANTEILS DER BEV-NEUZULASSUNGEN IM JAHR 2023 IM VERGLEICH ZUM VORJAHR, NACH LÄNDERN
(in %-Punkten)
Quelle: Berylls Strategy Advisors
Anders verhält es sich mit den Plug-in-Hybriden (PHEVs): Hier setzte sich der negative Trend des vorherigen Jahres fort, der Anteil der Neuzulassungen sank in vielen europäischen Ländern (ABBILDUNG 2). Primär in den skandinavischen Ländern zeigt sich deutlich, dass die Zeit der PHEVs zu Ende geht und diese mittelfristig durch BEVs abgelöst werden. Hingegen nimmt China mit einem großen Anstieg der PHEV-Verkäufe in den letzten zwei Jahren eine besondere Rolle ein. Da PHEVs hier gemeinsam mit den BEVs als „New Energy Vehicles“ (NEVs) gelten, sind sie nach wie vor relevant für Chinas OEM-Ziele hinsichtlich NEV-Fahrzeugen.
ABBILDUNG 2 – ENTWICKLUNG DES ANTEILS DER NEUEN PHEV-VERKÄUFE IM JAHR 2023 IM VERGLEICH ZUM VORJAHR, NACH LÄNDERN
(in %-Punkten)
Quelle: Berylls Strategy Advisors
Ein Treiber für die Zunahme an BEV-Neuzulassungen ist der weitere Ausbau der Ladeinfrastruktur (ABBILDUNG 3). Während sich die Situation beim Standard- und Schnellladen (bis zu 150 kW) weiter verbessert, lag in 2023 der Fokus insbesondere auf dem Ausbau des Ladepunktnetzes fürs Ultraschnellladen (150 kW und mehr). Hierbei kann die Batterie in wenigen Minuten aufgeladen werden, was für die Kunden vor allem auf Langstrecken wichtig ist. Mit zumeist dreistelligen Wachstumsraten wurden in Europa marktübergreifend Ladepunkte für ultraschnelles Laden installiert. Gleiches gilt für Osteuropa, auch wenn hier derzeit im Vergleich noch ein deutlicher Rückstand besteht. Durch diese Entwicklungen wird das Argument „fehlende Langstreckentauglichkeit bei BEVs“ zunehmend entkräftet.
ABBILDUNG 3 – ENTWICKLUNG DER ANZAHL DER ÖFFENTLICHEN LADEPUNKTE PRO 10.000 EINWOHNER IM JAHR 2023 IM VERGLEICH ZUM VORJAHR, NACH LÄNDERN
(in Einheiten)
Quelle: Berylls Strategy Advisors
Im Jahr 2025 tritt die zweite Stufe des EU-Gesetzes zur Reduzierung der CO₂-Emissionen von in Europa zugelassenen Neufahrzeugen (Verordnung [EU] 2019/631) in Kraft. Diese Stufe sieht eine gegenüber den heutigen Zielen um weitere 15 % gesteigerte Reduktion der CO₂-Emissionen für OEMs in Europa vor. Gipfeln soll dies im Jahr 2035 in dem Verbot von Neufahrzeugen mit Verbrennungsmotor – auch wenn dieses ehrgeizige Ziel in Politik sowie Wirtschaft regelmäßig in Frage gestellt wird und 2026 erneut überprüft werden soll.
Daher wird für das Jahr 2024 zwar ein leichter Anstieg der BEV-Neuzulassungen in Europa erwartet. Dieser dürfte aber ähnlich wie im vergangenen Jahr mit einer erwarteten Marktdurchdringung von rund 16 bis 18 % (15,7 % in 2023) relativ gering bleiben. Im Gegensatz dazu wird für das Jahr 2025 vor dem Hintergrund der neuen europäischen Anforderungen an die CO₂-Emissionen ein sehr starkes Wachstum erwartet. So sollen BEVs im Jahr 2025 knapp ein Viertel der europäischen Neuzulassungen ausmachen.
Um dieses ehrgeizige Ziel zu erreichen, müssen die OEMs ihr BEV-Portfolio erheblich ausbauen und die Attraktivität ihrer Fahrzeuge steigern. Aus diesem Grund wurden bereits zahlreiche neue Modelle angekündigt (z. B. Fiat Panda) oder schon vorgestellt (z. B. Citroën ë-C3, Renault 5 oder Audi Q6), die bis Ende 2024 verfügbar sein werden. Insbesondere in den Segmenten B (Kleinwagen) und C (Mittelklasse), die sich in Europa bei weitem der größten Beliebtheit erfreuen, wird die Modellauswahl auf dem Markt deutlich gesteigert werden. Bisher gab es hierfür nur ein sehr begrenztes und wenig wettbewerbsfähiges Elektroangebot. Besondere Relevanz werden die preiswerten Modelle Renault 5, Citroën ë-C3 und Fiat Panda haben, die ab 2025 für weniger als 25.000 € bei einer vernünftigen Reichweite (über 300 km nach WLTP) angeboten werden sollen und damit einen völlig neuen Markt eröffnen werden.
Andererseits werden die OEMs den BEV-Absatz auch in den süd- und osteuropäischen Ländern steigern müssen, die bisher nur eine marginale Rolle bei der Elektrifizierung in Europa gespielt haben. Da Norwegen eine nahezu vollständige Elektrifizierung der Fahrzeugzulassungen erreicht hat (über 90 % Absatz-Anteil von BEVs und PHEVs in 2023), ist hier kaum noch Wachstum zu erwarten. Große Märkte wie Italien und Spanien, die 12 % bzw. 7 % der Verkäufe Europas ausmachen, werden sich daher stärker an der Elektrifizierung der Neuzulassungen in Europa beteiligen müssen.
Obwohl die öffentliche Debatte über dieses Thema noch sehr angespannt ist, gibt es zahlreiche Anzeichen dafür, dass viele europäische Endkunden bereit sind, den Kauf eines BEVs in Erwägung zu ziehen. Zwar ist ein BEV heute in der Anschaffung noch oft teurer als ein vergleichbares Verbrennerfahrzeug, jedoch punktet das Elektrofahrzeug hinsichtlich der Gesamtbetriebskosten – so fallen die Betriebskosten (Kraftstoff, Wartung usw.) gegenüber einem Verbrenner geringer aus.
Dass geringere Kosten ein wesentliches Argument für die Anschaffung von BEV-Fahrzeugen sein können, zeigt auch das Beispiel des Sozialleasings für einkommensschwache Haushalte in Frankreich. Hierbei konnte für 100 € pro Monat ein in Europa hergestelltes Elektrofahrzeug geleast werden; dies wurde teilweise vom Staat finanziert. Das Programm wurde Anfang 2024 gestartet – und nur einen Monat später wieder eingestellt, da das Jahresbudget bereits überschritten war. Ein Beleg dafür, dass die BEV-Kunden da sind – sofern das Angebot finanziell attraktiv ist.
Auch war das meistverkaufte Modell im letzten Jahr in Europa (und auch weltweit) ein Elektrofahrzeug: das Tesla Model Y. Es hat Tesla vor allem dazu verholfen, mit sehr beliebten Automarken wie Citroën oder Fiat gleichzuziehen (gemessen am PKW-Verkauf in Europa) und etablierte Hersteller wie Volvo oder Nissan auf dem europäischen Markt zu überholen. Dieser Trend bestätigt sich, wenn man einen Blick auf die chinesischen Hersteller wirft. So schnellten beispielsweise bei den Herstellern MG (SAIC) oder BYD die Verkaufszahlen in Europa in die Höhe, was größtenteils auf ein sehr wettbewerbsfähiges Elektroangebot zurückzuführen ist. MG schaffte es 2023 unter die Top-20-Marken in Europa – ein Novum für eine chinesische Marke – und sein Spitzenmodell, der elektrische MG4, sicherte sich einen Platz unter den Top 5 der meistverkauften Elektrofahrzeuge 2023 in Europa. Dies unterstreicht, wie wichtig es für die etablierten Hersteller ist, ein wettbewerbsfähiges Portfolio an Modellen in den Hauptmarktsegmenten Europas anzubieten, um nicht Anteile an neue Marktteilnehmer zu verlieren.
Der Markt beginnt, sich an diese neue Realität anzupassen, indem viele Hersteller die Preise für ihre Elektromodelle (teilweise erheblich) senken, um sie auf dem Markt wettbewerbsfähiger zu positionieren. Dies war beispielsweise bei Renault und Volkswagen der Fall, aber auch bei Toyota, wo die Preise für das Mittelklasse-SUV bZ4X in Frankreich zwischen Mitte 2023 (damals ab 55.000 €) und Februar 2024 (ab 35.000 €) um 20.000 € gesenkt wurden. Durch den zuvor deutlich höheren Preis wurde das Fahrzeug im Jahr 2023 in Frankreich nur 626-mal verkauft.
Bereits seit einigen Jahren werden die von den europäischen Regierungen angebotenen Prämien für den Kauf eines BEVs sukzessive reduziert, da deren Attraktivität (Preis, Ladeinfrastruktur, technische Reife) steigt und die Zulassungen zunehmen. Das Jahr 2024 bildet hier keine Ausnahme; so wurde z. B. in Frankreich die Prämie für den Kauf eines BEV von 5.000 € auf 4.000 € gesenkt. Diese Absenkungen haben bisher nie die schrittweise Erhöhung des Anteils von BEVs an den Neuwagenverkäufen behindert, was das Beispiel Norwegen sehr gut veranschaulicht: So hatte das nordische Land eine vollständige Mehrwertsteuerermäßigung für BEVs eingeführt, die am 1. Januar 2023 abgeschafft wurde. Zwar hatte dies zur Folge, dass der Anteil der BEVs in den ersten Monaten des Jahres 2023 deutlich zurückging, der Aufwärtstrend über das gesamte Jahr wurde dadurch jedoch nicht umgekehrt.
Subventionen für BEVs sind ein Weg der Politik, die Elektrifizierung zu beschleunigen – auch die Besteuerung der Verbrennerfahrzeuge dient diesem Zweck, teilweise wird darüber auch die Subventionierung finanziert. So haben Norwegen, die Niederlande und bis zu einem gewissen Grad auch Frankreich ein Steuersystem implementiert, das den Kauf von Fahrzeugen mit Verbrennungsmotor – insbesondere solchen mit hohem CO₂-Ausstoß – wesentlich unattraktiver macht (ABBILDUNG 4, ABBILDUNG 5).
ABBILDUNG 4 – KOSTENVERGLEICH ZWISCHEN DEM KAUF EINES HYUNDAI KONA (B-SUV–SEGMENT) IN EINER BEV-VARIANTE UND EINER BENZINVARIANTE IN AUSGEWÄHLTEN EUROPÄISCHEN LÄNDERN
(in Tsd. EUR)
Quelle: Berylls Strategy Advisors
Deutschland stellte aus vorwiegend exogenen Gründen (Bundeshaushalt 2024) sein Fördersystem für den Kauf von BEVs im Land zum Jahresende 2023 abrupt ein.
Im Gegensatz zu anderen Ländern gab es hier jedoch keine entsprechende Anpassung oder Änderung des Steuermodells, die den Kauf von Fahrzeugen mit Verbrennungsmotoren unattraktiver machen würde. Die Kombination aus diesen beiden Aspekten hat zur Konsequenz, dass die Attraktivität von BEVs gegenüber Verbrennern gesunken und infolgedessen der BEV-Absatz im ersten Quartal 2024 deutlich geschrumpft ist. Da die CO₂–Flottenziele der OEMs auf dem Spiel stehen, müssen die OEMs in Deutschland potenziell höhere Rabatte gewähren, um ihre Elektrofahrzeuge wieder attraktiv zu machen und das Auslaufen der Umweltprämien teilweise zu kompensieren. Dies fällt bei hochwertigen Modellen deutlich leichter, da hier die Margen am höchsten sind und der Preisunterschied zu einem Verbrennerfahrzeug weitaus geringer ist – teilweise sogar zum Vorteil des vergleichbaren BEV-Modells (ABBILDUNG 5).
ABBILDUNG 5 – KOSTENVERGLEICH ZWISCHEN DEM KAUF EINES BMW X5 / iX (E-SUV–SEGMENT) IN EINER BEV-VARIANTE UND EINER BENZINVARIANTE IN AUSGEWÄHLTEN EUROPÄISCHEN LÄNDERN
(in Tsd. EUR)
Quelle: Berylls Strategy Advisors
Die Einstellung der Prämien wird vor allem Privatkunden treffen, da die Steuervorteile für elektrische Dienstwagen beibehalten werden (oder sogar ausgeweitet werden, wenn man die Erhöhung der Preisobergrenze für den reduzierten Steuersatz auf 0,25 % berücksichtigt). Da Firmenfahrzeuge 60 % des deutschen Automobilmarktes ausmachen (im Vergleich zu z. B. 20 % in Frankreich), dürfte dies einen möglichen Rückgang der BEV-Verkäufe in 2024 abfedern. Die OEMs sind also gut beraten, insbesondere im Bereich des Dienstwagenleasings attraktive BEV-Angebote zu machen und sie hervorzuheben.
Die Ladeinfrastruktur ist von langfristigen Investitionen abhängig und unterliegt nicht so stark den Schwankungen des Automobilmarktes. Neben dem Anstieg der Anzahl von Ladepunkten um 38 % im letzten Jahr in Europa (ABBILDUNG 6) verdeutlicht insbesondere die Verdoppelung (+110 %) der Ladepunkte für ultraschnelles Laden (150 kW und mehr) die Dynamik in Europa (ABBILDUNG 7).
ABBILDUNG 6 – ENTWICKLUNG DER ANZAHL DER ÖFFENTLICHEN LADEPUNKTE IM JAHR 2023 IM VERGLEICH ZUM VORJAHR, NACH LÄNDERN
(in Tsd.)
Quelle: Berylls Strategy Advisors
ABBILDUNG 7 – ENTWICKLUNG DER ANZAHL DER ÖFFENTLICHEN LADEPUNKTE FÜR ULTRASCHNELLES LADEN (150 KW UND MEHR) IM JAHR 2023 IM VERGLEICH ZUM VORJAHR, NACH LÄNDERN
Quelle: Berylls Strategy Advisors
Dieser Trend dürfte bis 2024 und sogar darüber hinaus nicht nachlassen, da bereits zahlreiche Investitionen angekündigt wurden, die oft mit staatlichen oder europäischen Fördermitteln kombiniert werden. Die EU unterstützt die Entwicklung der Ladeinfrastruktur durch ihr AFIR-Gesetz. Dieses verpflichtet die Mitgliedsstaaten dazu, zwei Bedingungen zu erfüllen: zum einen eine bestimmte installierte Leistung pro im Land zugelassenem Elektrofahrzeug (1,3 kW pro BEV und 0,8 kW pro PHEV) sicherzustellen und zum anderen eine Mindestabdeckung der Hauptverkehrsachsen mit Ladepunkten für ultraschnelles Laden (eine Ladestation von mind. 150 kW pro 60 km im europäischen „Core TEN-T Network“ bis 2025) zu gewährleisten. Ersteres hat zum Ziel, den Druck auf die EU-Staaten aufrechtzuerhalten, damit die Infrastruktur in Zukunft mit ausreichender Geschwindigkeit ausgebaut wird und so der Bedarf der immer größer werdenden BEV-Flotten gedeckt werden kann. Zum gegenwärtigen Zeitpunkt erfüllen alle EU-Staaten außer Malta dieses Kriterium. Bei der zweiten Bedingung geht es darum, die Entwicklung einer ausreichend schnellen Infrastruktur zu beschleunigen, um komfortable Fernreisen durch ganz Europa zu ermöglichen – ein Punkt, der in einigen osteuropäischen Ländern derzeit noch ein Problem darstellen kann.
Viele Ladebetreiber sowie Energieversorger und Ölkonzerne steigen weiterhin in diesen dynamischen Markt ein bzw. investieren hier zunehmend. So trat beispielsweise Mercedes-Benz Mobility im letzten Jahr in den Markt fürs Ultraschnellladen ein, während Total Energies in 2023 einige seiner Tankstellen vollständig in Ladestationen für Elektrofahrzeuge umgewandelt hat – und damit einen weiteren Schritt auf seinem Weg vom reinen Ölkonzern hin zum Energieversorger geht. Der schnell wachsende Markt macht hohe Investitionen in den Ausbau der Infrastruktur erforderlich. Diese werden sich jedoch erst später auszahlen. Auch müssen die vielen neuen Akteure aktuell entsprechend viel investieren, um später eine Rolle auf dem zukunftsträchtigen Markt zu spielen. Da dieser jedoch zurzeit noch nicht so groß ist, sind die Unternehmen bisher nicht profitabel. Der Markt steuert somit zwangsläufig auf eine Konsolidierung zu.
Munich/Detroit, April 2024
he digital revolution is transforming automotive sales and marketing at an accelerating pace as economies bounce back from the pandemic.
Amid the upheaval, the winners will be those players that capture the opportunities created by new, data-driven technologies to improve the customer journey.
Berylls Mad Media has developed a direct-to-consumer sales and marketing approach which we call the “Infinity Loop” to give you a head start over the competition. The loop delivers continuous optimization of the customer journey through constant interaction between data-driven end-to-end (E2E) marketing activities and omni-channel sales.
Time is short. The sales and marketing transformation race is a sprint where the winners will emerge at speed. For this reason, Berylls Infinity Loop leverages five key transformation levers to help you cross the finishing line by 2025.
Discover more in our point of view.
ffective Pricing Strategies amidst the Global BEV Price War.
Today, the global automotive industry is faced with an unprecedented realm of pricing challenges characterized by ever escalating price wars that threaten both market stability as well as profitability. In our most recent study, we have analyzed the price developments of the BEV used car market in Europe and its impact on the new car market.
This article will delve deeper into the global trend of falling car prices (new and used) with particular emphasis on effective pricing strategies. Our main aim will be to provide a strong framework for OEMs, captives, leasing companies and everyone involved in car (re-)sale to respond effectively against these price wars using a set of proven levers. We recommend promptly setting up a cross-functional task force to develop and swiftly implement customized pricing strategies suited to different vehicle ranges and models to best profit from the given circumstances during price wars.
The global automotive industry is at an inflection point where BEV price wars are active across regions. Triggered by the price cuts that Elon Musk does at Tesla and fueled by discontinued subsidies in countries like Germany and France, this price war has reached substantial proportions. Tesla has slashed new car prices for their models between 2022 and today by between 16% (Model 3) and up to 33% (Model X) in the US.
TESLA LIST PRICES SINCE 2020 FOR THE US, IN USD
Source: Berylls Strategy Adivsors, Car and Driver
Discounts and price cuts are back! After a longer period of high prices due to demand bottlenecks, BEV discounts are about to become the new normal. This is not affecting single brands or segments but can be observed across the board.
TOP 20 DISCOUNTS BY BRAND AND MODEL
Source: Berylls Strategy Advisors
Once a price war has started, it is obviously difficult to act against or even stop it. The trick is to make the best out of given circumstances short-term and to execute the most effective levers out of the pricing toolbox. By doing so, companies will profit from additional effects on profitability despite the negative effects the price war will have without a doubt.
A price war represents a highly competitive situation in the market. It occurs when a business reduces its prices to attract more customers and increases its market share, leading other competitors to lower their prices as well, to remain competitive.
PRICE WAR – UNDERSTANDING TRAD-OFFS
BEV market is experiencing decreasing prices due to higher sales pressure. The risk of a price war with its vicious cycle is rising. Various opportunities and threats must be traded off precisely by the OEMs.
Source: Berylls Strategy Advisors, Autovista24, part of Autovista Group
Like conflicts among nations, price wars often stem from escalating tensions or significant disparities within the market landscape. The onset of such wars is almost inevitable once these conditions are in place. Price wars do not emerge spontaneously but are the result of various contributing factors and certain triggers:
In industries where a few large corporations dominate, alongside a considerable number of smaller entities, the risk of a price war escalates.
To prevent new competitors from gaining a foothold, existing businesses might reduce their prices, thereby intensifying the competition over pricing.
When consumers frequently switch providers seeking lower prices, companies might engage in fierce price reductions to attract and keep these price-sensitive shoppers.
Overly optimistic growth expectations can prompt managers to compete aggressively for a larger share of the market.
When offerings are seen as similar, there's a higher tendency towards price wars, as with limited options for differentiation, businesses might lean towards cutting prices.
Companies weigh the potential gains from lowering prices against the risk of competitive retaliation. This balance influences whether they decide to lower prices or avoid doing so.
These elements are reliable indicators of the potential for price wars to erupt. In automotive, it is a combination of different triggers, that lead to the current price war. Market concentration is still high, although the number of new OEMs especially from China has considerably lowered it. New entrants are setting new price levels for certain vehicle ranges that are much lower than what was the case before, thereby educating consumers towards low prices. The expectation of high market growth might have influenced the decision of Tesla to lower prices, expecting to gain market share. The same rationale might hold true for especially Chinese manufacturers. Subsidies are being reduced or stopped etc.
Understanding the reasons behind a price war is important as to some extend it influences the possible reactions on the pricing side.
During a price war, businesses often face significant pressure to lower prices to maintain competitiveness, which can lead to a race to the bottom and potentially harm long-term profitability. However, there are several pricing approaches that companies can adopt to navigate through a price war effectively without solely relying on cutting prices.
Choosing the right strategy depends on the company’s market position, product or service offerings, customer base, and overall business goals/ pricing strategy. Before deciding on a set of pricing approaches, the pricing strategy must be clearly defined and the focus on volume vs. margin determined for those products in focus at least.
It’s also crucial to monitor the effectiveness of the chosen strategy and be prepared to adjust as the market conditions change.
Here are the 10 most suitable pricing strategies to use during price wars (of course not only then):
PRICING APPROACHES DURING PRICE WARS
10 most suitable pricing strategies to use during price wars (of course not only then).
Emphasize customer value; justify higher prices for select segments.
Instead of competing on price, focus on the value offered to customers. This involves understanding what aspects of your product or service are valued by your customers and setting prices based on that perceived value. By differentiating your offerings, you can justify maintaining higher prices at least for certain parts of the portfolio and selected customer segments.
Set higher prices for unique features or superior quality.
Maintain a premium pricing strategy for products or services that offer unique features, superior quality, or exclusive benefits not available from competitors. This strategy relies on branding and market positioning to appeal to customers who are willing to pay more for perceived higher value. This can for example be applied to certain accessories or parts of a vehicle range.
Combine products for increased perceived value and sales.
Combine products or services into a package deal at a price lower than the total of each item sold separately. This can increase the perceived value for customers and discourage direct price comparisons with competitors' individual products. Bundling can e.g. be done for cars and service packages (higher margin business).
Temporarily lower prices to gain market share quickly.
Temporarily lowering prices below competitors to gain market share and attract price-sensitive customers. Once a solid customer base is established, prices can be gradually increased. This strategy requires a careful balance to avoid long-term profit erosion. It can make sense in a situation where a bigger cost advantage exists compared to competition.
Price products to cover costs and ensure profit.
Ensure pricing covers costs and includes a margin for profit. This strategy is more about internal cost management than market competition, but it can help avoid selling at a loss during a price war.
Employ tactics to make prices more appealing.
Utilize pricing tactics that make your prices appear more attractive, such as pricing products at $999 instead of $1.000. This can make your offerings seem cheaper without significantly reducing the price. Rounding logics can of course be applied to accessories as well. There are further psychologically driven pricing tactics that can be applied such as “reason discounts”, “prestige prices”, “versioning” etc.
Adjust prices based on real-time market conditions.
Adjust prices in real-time based on market demand, competitor prices, and other external factors. This requires sophisticated pricing algorithms and data analysis but can help you stay competitive without initiating a downward price spiral.
Offer discounted items to attract customers; boost sales of higher-margin products.
Offer one or more products at a loss or very low margin to attract customers into the retail store or onto the platform with the expectation that they will purchase other, higher-margin items.
Retain customers with rewards and incentives.
Implement or use existing programs that reward repeat customers with discounts, exclusive offers, or other perks. This encourages customer retention and can help maintain sales volumes without directly engaging in price cuts.
Lower prices strategically to remain competitive.
Instead of across-the-board price reductions, selectively lower prices on key items that are most sensitive to competition. This can be an effective way to remain competitive on hot-ticket items while maintaining margins on others.
Applying these strategies can be complex as there´s no silver bullet in pricing, but it is rather a combination of different approaches that will lead to success.
Different strategies can be necessary for certain parts of the portfolio as well as for the regions or countries. Products are positioned differently, and the strategy might as well be. The regional focus of pricing strategies as well depends on the targets that should be achieved. Local adaptation of measures such as bundling or psychological pricing must be done because of market and customer habits.
From our many years of experience, there are three main mistakes that companies make during price wars:
1. The “do nothing” mistake: Price wars are an uncomfortable situation for managers. You know that you are losing substantial profit, you cannot really stop the price war, nor do you know when it will end. Quite often the reaction is to try and not make it worse by any actions for which the outcome is unknown. Managers simply sit, observe, and wait until the price war is over.
2. The “we must act not, it is serious” mistake: During price wars, companies start losing profits immediately and the effect is getting bigger every day and week. All reports show negative deviations and pressure will be high for management to act. The pricing function in automotive OEMs, captives, leasing companies etc. is still underdeveloped in many cases. Data and tools are not sufficient, processes rather manual than digital and the like. For price war situations often there´s no toolbox existing, that pricing managers can make use of. The result often is a hectic and not well thought about approach with measures that are more driven by pressure than based on a strategy.
3. The “lone wolf” mistake: Of course, there are people that know what to do or at least believe they do. This sometimes results in isolated measures for e.g. a single product, region, or the like. The problem with this is, that spill-over effects to other products or customer segments are not considered. The complexity of pricing measures is simply underestimated because one is looking at a local optimum. The result can sometimes be the opposite of what you wanted to achieve.
Those mistakes must clearly be avoided and there´s a recipe for how to make sure that price wars are being managed in a positive way.
Pricing task force
In a first step, we recommend businesses to build a pricing task force for the immediate management of counter actions in a price war. Why task force? Because it is necessary to act quickly and involve resources and data from different departments to work systematically and with high pressure to develop and implement solutions. And because a local optimum of one department is often not enough, but a more global optimum is required.
The task force must identify the most important fields in which measures mustbe implemented first. This can be parts of the portfolio, regions, sales channels,or the like. For each priority field, the situation is analyzed, including competitor activities, purchase behavior of clients etc. Based on this, a pricing strategy is developed, considering volume and profitability aspects. Financial targets must be defined, in a worst-, realistic- and best-case scenario. Based on this, a team of experts from different functional areas such as sales, marketing, pricing, financeetc. will develop measures and evaluate their effect before starting to step-by-step implement. Dedicated reports from the markets in focus will make sure that effects in the market become visible and measures can be adjusted accordingly.
Institutionalize
As a second step (or in parallel, depending on resource availability), the taskforce work must be institutionalized. As part of the existing pricing governance and operating model, the necessary elements for price war situations must be added.
The most important elements are to define committees that will be put in placewith a clear governance and a pricing toolbox for the price war situation as well as a dedicated process.
With these two steps, maneuvering through a price war can be done systematically and with maximum impact.
Nota bene: It is obviously the better option to avoid price wars if possible and to make sure that an existing price war can be ended quickly, for example by sending out appropriate communication into the market.
With all these price wars, the global automotive industry is passing through challenging times with threats to decades‘ traditional business models. However, with a systematic and comprehensive approach towards pricing and market positioning OEMs, captives, leasing companies and everyone involved in car (re-)sale can ride the tide in these turbulent times. Formulation of a dedicated task force is thus an important first move to make use of data and pool resources across functions to make better and faster decisions and focus on rigid execution.
V STARTUPS ON THE STOCK MARKET – A JUSTIFIED HYPE?
In the last five years, many new EV players entered the stock market. Companies like NIO, Rivian, Lucid, VinFast, and XPENG are among the firms in the hunt for fresh capital to fund their ambitious endeavors. Initially, investors seemed to be on the edge of their seats, eagerly anticipating who was going to follow in the footsteps of EV pioneer Tesla. When Rivian went public at the Nasdaq stock exchange in November 2021, it resonated like an earthquake in automotive circles. At an initial valuation of USD 66.5 bn, they were valued at a similar level to established players Mercedes-Benz and BMW, only two months after producing their first ever customer-ready car.
However, despite this initial hype around newly emerging EV players, the recent performance of Rivian and its EV-peers on the stock market is quite underwhelming. While the rise of new electric vehicle manufacturers seemed very attractive for investors from the get-go, popular companies like Rivian, Lucid or Fisker are currently valued at less than 20% of their initial valuation. This underperformance of many emerging BEV players on the stock market raises question marks. Was the hype around EV startup stocks justified?
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n 2023 the hype around artificial intelligence (AI) and specifically GenAI reached its peak.
This can be seen in 2 major aspects. First, the valuation of leading AI companies like Microsoft or OpenAI went through the roof. OpenAI is in early talks to raise a fresh round of funding at a valuation at or above $100 billion¹. Second, the high number of projects that have been launched in the automotive industry across the entire value-chain created a high demand on AI expertise. Companies formed teams or complete organizations defining hundreds of use cases for launching pilot projects to increase the customer experience, create efficiency or support other strategic goals in their company & product strategy.
Berylls Digital & Technology serves as the center of competence AI within the Berylls group. Therefore, we are leveraging AI for our own business, working with customers on projects and observing market developments closely. Over the last 12 months we saw that companies tend to be more cautious with the implementation of GenAI at the beginning. While early pilot projects are often rolled out with standardized services of business software providers, e.g. copilots, later stage GenAI use cases are more customized and developed inhouse or with in cooperation with partners to target specific problems.
Successfully navigating through a plethora of potential use cases as well as implementing the most impactful ones necessitates a robust validation process and significant organizational change. The pace and extent of these transformations are influenced by a company’s strategic decision to either lead as an innovator and first mover or to adopt a fast follower approach. Drawing from this study and our experience in client engagements, we advocate for at least being an early adopter, particularly in integrating Copilots into standard enterprise software. Our observations from numerous projects highlight an immediate beneficial impact: the license costs per user are quickly offset by short-term efficiency gains. Proper integration and customization of these tools within existing processes can further enhance productivity and reduce labor requirements in specific roles.
At Berylls, we specialize in guiding automotive car makers and suppliers through their journey from initial exploratory ideation to becoming efficient, scaling organizations. Indeed, the potential of AI is immense in multiple fields of application, yet we also see a significant number of failed pilots & projects through our work with clients. We will discuss the reasons for failing in AI use cases in another Berylls insights edition in more detail. However, in this article we want to set the focus on an area where AI delivers a significant improvement on speed and efficiency for coding projects: The usage of GitHub Copilot by Microsoft in “real” software development projects.
The automotive industry is spending over 4 billion euros annually due to poor vehicle launches caused by ineffective project management, missing information, and late execution of measures. As a result, many vehicle launches end up in task force mode. Properly managing these task forces in stressful situations requires full focus, which is why efficient collaboration is essential. Nonetheless, modern processes are complex and multilayered dependencies across departments pose information asymmetries, leading to the distribution of outdated information and time inefficiencies.
Leveraging our decades of experience in managing task forces at Berylls, we have developed a solution to overcome these challenges. Together with our software development partner Avochoc, Berylls is launching “elyvate”, a digital task force solution custom-built for the automotive industry. This is our digital approach to optimize performance in project and shop floor management.
Our software as a service (SaaS) solution is the next level of task force management and focused on user-friendliness as well as simplicity, ensuring an intuitive experience. elyvate is designed to integrate seamlessly into your workflow, enhancing efficiency without the complexity. It offers an all-in-one reporting solution that includes automated KPI and measure tracking to optimize performance in project and shop floor management. elyvate allows to digitally steer task force projects with ease, proactively plan and follow up on KPIs, implement measures, as well as most importantly, track their efficiency.
Source: Berylls Strategy Adivsors
Through “elyvate”, Berylls provides our customers with a tool to address these challenges.
During the development phase we jointly decided to leverage AI development support tools as far as possible, not only to make the process more efficient but also to get hands on understanding of the advantages and challenges of these.
Using AI tools in a business context needs clear and robust legal governance model for using such applications. Particularly AI usage must comply with applicable laws and regulations as well as aspects like intellectual property (IP), data protection (GDPR), and business secrets become critical. We will cover this in detail in our latest newsletter. This is especially challenging since the local / regional regulations are just being updated to reflect the questions in IP and data protection.
Today we want to share our experiences leveraging GitHub Copilot by Microsoft.
Our experiences with GitHub and AI features:
Coding can often be a laborious and lengthy process. Nowadays, developers are perpetually seeking innovative methods to enhance their productivity, precision, and efficiency in programming. One tool of choice for development teams is GitHub.
GitHub is an AI-powered developer platform that allows developers to create, store, and manage their code.² Features like access control, bug tracking, software feature requests, task management, continuous integration, and wikis are included in the software. Acquired by Microsoft in 2018, the platform is now used by more than 50,000 organizations and 1.3 million paid subscribers, representing the most broadly facilitated AI developer tool worldwide.³
Introduced in late 2021, GitHub Copilot represents one of the latest innovations by GitHub. Marketed as an ‚AI pair programmer‘, Copilot employs AI to auto-generate code within your editor. It is accessible as an extension for Visual Studio Code, the JetBrains IDE suite, and Neovim, broadening its usability across different development environments.
GitHub Copilot is an innovative AI tool driven by OpenAI Codex, designed to improve the coding experience for developers. Its primary function is to propose code snippets based on the context within the file, such as function names, code comments, docstrings, file names, cursor position, and more. By simply pressing the Tab key, developers can accept these auto-generated proposals, which are derived from open-source code within GitHub’s public repositories. This AI tool is proficient in numerous common languages including TypeScript, Python, JavaScript, Ruby, among others.
One of the key aspects that sets GitHub Copilot apart from similar tools is the level of control it offers to the users. Unlike other products, GitHub Copilot empowers the user with the flexibility to accept or reject code suggestions, manually modify them, and explore different alternatives. As the user interacts with the tool, it gradually adapts to the coding style, leading to progressively refined and relevant suggestions over time.
A distinctive feature of GitHub Copilot, further differentiating it from other solutions, is its ability to comprehend natural language, encompassing both programming and human languages. This feature is especially beneficial for developers working with unfamiliar frameworks and libraries, as Copilot can navigate through open-source documentation quickly, reducing the need for manual searches.
To maximize the benefits of GitHub Copilot, it is recommended to divide the code into smaller functions, write effective comments and docstrings, and use meaningful names for function parameters. These practices aid Copilot in understanding your intent more accurately.
However, it is important to note that GitHub Copilot does not generate flawless code. While it strives to comprehend the developer’s intent, some proposals may not function as expected or even make sense. It does not test any of the code it suggests, which means the suggested code might not compile or run. Therefore, developers still need to meticulously review and test the code before assuming it’s usable.
In general, GitHub Copilot is likely the best autocomplete tool available, offering a wide array of solutions to problems beyond basic suggestions. The variety of proposals for a code snippet is impressive, often reducing the need to consult external sources like Stack Overflow.
Despite its capabilities, it is crucial to understand that GitHub Copilot is merely a tool and far from replacing human developers. You cannot depend solely on Copilot, and it is still up to the developer to accept the suggestions and make necessary modifications.
Let’s delve deeper into different examples:
GitHub Copilot is able to transform your comments into usable output (executable code), similar to the ChatGPT overlay. Simply by writing a prompt that describes the desired logic, Copilot can automatically generate code suggestions based on that description. As a programmer, you can then easily accept these suggestions with a press of the Tab key.
Consider, for instance, you are crafting a Python function and have included a comment detailing its intended functionality. For Copilot to generate high-quality code proposals, it is vital to write clear and precise comments and docstrings. Ambiguous or poorly written comments can pose a challenge for Copilot in accurately grasping your intended functionality.
GitHub Copilot can immensely cut time spend for coding, especially when it comes to speeding up the writing of repetitive code segments. When dealing with large blocks of standard code, simply providing a few examples of the desired pattern is enough. Copilot then efficiently handles the rest, streamlining the coding process.
As previously stated, GitHub Copilot does not perform testing on the code it generates. Nonetheless, it can be used to recommend tests that are compatible with your code implementation. This provides an effective way to quickly incorporate a test unit package. While it is still necessary to verify the logic and functionality of the code, using Copilot for this purpose offers a faster option compared to writing the test code entirely on your own.
This scenario is perhaps the most effective use of Copilot. It acts as a crucial aid for developers using an unfamiliar language or framework. Imagine, for example, you wish to create a specific function in a new programming language. The approach to coding can vary greatly based on the language you are using. Even if you have some proficiency in this new language, the autocomplete feature of Copilot remains a significant time-saving tool.
Our experienced developers have found great value in using Copilot while delving into languages they are not familiar with. Although Copilot’s suggestions may not always be perfect, they often accurately capture the basic syntax. Furthermore, it guides users towards common programming idioms, library functions, and more. Copilot can even function as a self-teaching tool for programmers, aiding in their learning process.
Developers frequently know precisely what needs to be done but sometimes overlook the finer details of the process. For example, they might need to normalize matrices or create complex functions with particular parameters. Copilot’s autocomplete feature enables developers to concentrate on the method, while Copilot handles the completion of the code. This capability saves developers valuable time, as they do not have to consult books or websites to look up methods.
Since copilot makes use of a lot of historical data, it also has an in depth understanding on which tools developers use. As tech evolves, so do the tools the developers use. Generally, the way of accomplishing certain tasks stays relatively consistent, with small changes in function names or syntax. As Copilot has insight to this, it can generate the correct code if guidance is given.
Much of the functionality in the software realm is possible, because computers adhering to specific sets of rules for communication, commonly known as protocols. Among the most prevalent protocols are RADIUS (for your ISP to grant internet access), CSMS (to communicate with electric vehicles), TCP/IP (for reliable data transmission over the internet), etc. While these protocols are thoroughly documented, they often encompass hundreds of pages, necessitating extensive reading for developers to implement them. Copilot, however, can adeptly predict the methods developers should use and accurately assist in implementing these protocols.
As copilot has context of the code, it is able to correctly predict which functions and variables need to be used for the next part of the code. This assists developers by reducing cross referencing in their own code base, allowing the development to be streamlined.
Hands-on Insights:
While it is not strictly necessary to do this before using Copilot, it is highly beneficial to define the purpose and objective, especially if you are new to the tool. Avoid diving into GitHub Copilot with a “let’s just see what happens” attitude. This could lead to confusion and prevent you from fully utilizing the tool’s capabilities. Once you have determined how you intend to use Copilot for your upcoming project, the subsequent steps will be much simpler.
Many coders utilize GitHub Copilot when they have a clear picture of what they want to create but might need to deal with a programming language they are not familiar with. Copilot then assists them in getting the syntax correct and understanding basic library functions.
GitHub Copilot is not a standard feature of many programming platforms and their editors. Therefore, you will need to register and install the extension before you can begin using it. The platform offers different subscription packages⁴, choose which option suits your needs best.
After installing the extension, Copilot will ask you to authorize the plugin by logging into GitHub. Once authorized, you should be automatically redirected back to the editor.
As you write, GitHub Copilot will start to automatically suggest autofill options based on the context. It is your decision whether to accept or reject these suggestions. If you are not satisfied with what Copilot is suggesting, you can always view other suggestions to see if they are more applicable.
It may take some time to get used to Copilot, but with more usage, you will become more comfortable with the suggestions as well as the Copilot building those based on your objective.
As mentioned earlier, Copilot is not flawless. Therefore, you cannot blindly accept the suggestions and assume they are perfect. You will probably need to make adjustments to the code. As always, you should run tests before incorporating the code into your project.
GitHub evaluated Copilot’s accuracy by reviewing a set of Python functions in open-source repositories. They removed the function bodies and asked Copilot to fill them in. Copilot correctly completed the functions 43% of the time on its first try. When Copilot was given 10 attempts, the code was correct 57% of the time.⁵ Our experiences were slightly better but still manual checks and adaptations are a must do.
While copilot can drastically improve a developer’s workflow, as it really shines with trivial repetitive tasks, this only holds when a developer can properly guide it. Copilot cannot solve new problems, but it can save hours in repetitive tasks and documentation reading.
Since the tool is always trying to suggest potential edits based on the code you build, it might not unleash its full potential. For example, in the hands of a strong developer, copilot is a tool that will save the developer hours of time. In the hands of an inexperienced developer, the suggestions may be unsecure and may cause the developer to take longer to complete a task as they would need to do more debugging than usual.
As the AI tool is trained with public data and code, discussions arose about potential copyright / IP infringement by GitHub CoPilot over the last months in the US. Dating back to a claim from November 2022, a judge looked into these claims which will have a significant impact on GitHub and other AI large language models (LLMs), but potentially also your generated code by the Copilot.
These claims represent developers’ allegations of the algorithmic reproduction of their source code by CoPilot, filed against GitHub, OpenAI, and Microsoft. Some cases have been dismissed, yet there is still a high risk of infringement. In fact, the judge allowed three damage claims so far, which gives room for more as well as anticipated changes to the services of Copilot in the future.
Do not miss this opportunity to revolutionize your business with AI technology! Take the first step towards a transformative journey and discover how our cutting-edge automotive reference projects at Berylls can enhance your business processes. Act now and contact us to explore a world of possibilities with AI – Let’s innovate together.
For more insights go to:
We will cover governance models for AI usage in business context in detail in our latest newsletter.
About AvoChoc
At AvoChoc, since our inception in 2015, we have been dedicated to delivering unparalleled digital experiences that captivate audiences and elevate businesses across diverse sectors. Our expertise in experience development, blending artistic vision with technological prowess, allows us to create exceptional web designs and complex systems. Our diverse portfolio includes work in education, medical, children’s development, coding for kids, manufacturing, clean energy, electric vehicles, sports, and private security, highlighting our versatility and commitment to innovation.
We extend our services beyond technical solutions, providing business consulting and boasting an in-house team of UI/UX designers. This ensures holistic insight and design excellence in every project. Our dedication to exploring the latest tech, frameworks, libraries, and languages keeps us at the forefront of technology, enabling us to offer the most advanced and effective solutions to our clients.
About Berylls Digital & Technology
The Berylls Group unites expertise in strategy consulting, data-driven marketing transformation, venture building and equity investing. We focus exclusively on what we call the global automobility sector – because we believe that today’s automotive industry is about much more than the manufacturing and selling of cars.
Berylls Digital & Technology, for instance, is dedicated to the digital consulting & project execution and scaling of digital products. Our two focus areas are consulting in the area of software-defined vehicles (SDV) and the execution of software taskforce projects, safeguarding projects that are in distress. With our strong set of external partners, we are uniquely positioned to serve our customers, “but different”.
Our focus on digital innovation and its commitment to driving advancements in the automobility sector demonstrate our role as a transformative force in this industry, particularly through our technological and digital offerings.
Notes:
¹ Bloomberg: https://www.bloomberg.com/news/articles/2023-12-22/openai-in-talks-to-raise-new-funding-at-100-billion-valuation
² Wikipedia: https://en.wikipedia.org/wiki/GitHub
³ Microsoft: https://www.microsoft.com/en-us/Investor/events/FY-2024/earnings-fy-2024-q2.aspx
⁴ Github: https://github.com/features/copilot/plans
⁵ Medium: https://medium.com/codex/what-is-github-copilot-6c3e99ba7c41
n the worldwide movement towards carbon neutrality Germany aims to reach 80% in renewable electricity share by 2030 from around 50% in 2023.
This increased share of renewable energies (wind, solar and hydro) also necessitates temporary storage of electric energy to stabilize the electric grid. A prominent and cost-effective way to increase storage capacity drastically and thereby stabilize energy supply is the integration of electric car batteries into the electricity grid. The method to not only charge car batteries from the electric grid, but also supply energy back from the car to households or factories through grid is known as V2G (vehicle to grid).
V2G serves as an alternative to other grid stabilization options such as pumped storage power plants, with few suitable locations left, or the significantly more expensive stationary battery storage. In the long run, commercial returns from V2G can reduce the total cost of ownership of an EV through reduction in charging and overall electricity bill.
The V2G score corresponds to the readiness of a country to utilize V2G potential. The most significant factors for the same are smart meter rollout (to enable bidirectional energy flow between EVs and grid) and share of V2G capable EVs in the fleet. The study shows that the V2G potential in most countries is not limited by smart meter roll-out, but the amount of available V2G capable vehicles. It also strikingly shows that Germany is significantly behind the leading nations in terms of V2G readiness. This is mainly due to a very low smart meter rollout in the country so far (around 1% of all household are equipped with a smart meter currently). The smart meter rollout in Germany was slowed down in the past by regulatory uncertainties and a lack of dynamic electricity pricing models requiring the smart meters. In the beginning of 2023, a new law came into place requiring a 95% smart meter rollout by 2032.
So far V2G has only been demonstrated through pilot projects and studies. For unleashing its true potential, both electrical and electric vehicle (EV) infrastructure of a country plays a prominent role. For example the amount of required charging points is increased, as vehicles serving as grid stabilizers block the charging point for this time.
If you want to discuss the opportunities and challenges that come with V2G, please feel free to contact Dr. Alexander Timmer.
023 was a highly turbulent year for the Chinese auto market, which saw it engulfed in a vicious circle – a “rat race” with no end in sight and price wars as the weapons of choice.
In the following insight report, we want to explore this rat race in greater detail and provide an outlook for 2024, including the challenges that lie ahead as well as the focal points of foreign OEMs in the highly complex Chinese market.
“卷” or the involution of the Chinese auto market Overall performance
The term “卷” (spelled “Juǎn” in Chinese Pinyin) was undoubtedly the prevailing expression in the Chinese automotive market in 2023. It is understood to mean “involution” or “rat race,” depicting a scenario in which all market participants are entangled in an intense battle for market share with no foreseeable conclusion.
And that exactly describes the Chinese auto market with the emergence of a price war as the ultimate solution, while favorable governmental subsidies are on the way out – a vicious circle.
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eschäftsumfeld der Zulieferer trübt sich in diesem Jahr ein, nach spürbarem Aufwind bei Umsatz und Marge im Jahr 2023.
Berylls-Rück- und Ausblick auf die Zuliefererbranche: 2024 wird erneut ein herausforderndes Jahr.
Die ersten drei Quartale 2023 waren eine Phase der Zuwächse bei den weltweit größten Zulieferern, Umsatz und Marge stiegen teilweise signifikant. Bereits in Q4 2023 trübten sich die Bedingungen ein, dieser Trend wird 2024 fortbestehen.
China bleibt größter Fahrzeugmarkt, aber bedingt durch die Währungsschwäche, die zunehmende Komplexität der Beziehungen zu China und Entscheidungsfindungen vor Ort, bekommt das positive Bild Risse.
Osteuropas Bedeutung für die Automobilindustrie ist hoch und wird weiterwachsen.
Steigende Lohnkosten in der Region und geopolitische Risiken, machen Standortentscheidungen zu Osteuropas Gunsten, jedoch zunehmend schwieriger.
Berylls-Experten sehen wachsende Relevanz von Zulieferer-Produktionsstandorten in Nordafrika.
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