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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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Featured Insights
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.
Featured Insights
Munich, April 2024
he year 2023 was characterized by changes in the automotive industry.
While numerous new suppliers and OEMs are trying to gain a foothold, the established OEMs are fighting for their position and strug- gling with their strategic realignment.
A high interest rate environment and low consumer spending due to the high inflation period suggest that 2024 will be another subdued year. Geopolitical tensions and disruptions in supply chains continue to prevent a sigh of relief.
Download the full insight now!
Featured Insights
he automotive industry is in the midst of immense transformation, affecting all departments and established industry mechanisms.
As part of that, sales and marketing functions are undergoing a huge shift toward a direct retail sales model.
Download the full insight now.
Featured Insights
Munich, March 2024
ow OEMs successfully navigate an insecure environment with volatile incentives and reluctant customers as well as retailers.
In 2024, the automotive industry is supposed to be at the tipping point of the transformation to the battery electric vehicle (BEV). This paradigm shift is exemplified by the imminent launch of over 50 new battery electric vehicle models in Germany alone, coupled with more than 15 Chinese brands operating in the fiercely competitive European market.
But will the shift happen, or will it be dismissed? The dramatic drop of BEV sales in December 2023 (compared with 2022), shows clear signals of a weakening commitment and volatile demand. So how do you navigate through this difficult time without wasting effort and budget?
Download the full insight now!
Featured Insights
Munich, April 2024
ncertain demand in a weak economy, a mix of powertrains, skills shortages and the influence of subsidies are making network design more important - and more complex
Automotive suppliers and OEMS are being forced to make hard decisions about their production networks, as they focus on efficiencies and protecting margins in an uncertain economy. Existing footprints are also being challenged by the electric vehicle (EV) transition, sustainability requirements, new skills needs and more political influence in the form of national subsidy programs.
Supplier ZF Friedrichshafen, for example, announced plans in January to close two plants in Germany with the intention of moving production to lower-cost locations in eastern Europe or India, and the future of Audi’s plant in Brussels is in doubt, according to multiple news reports. At the same time, Chinese EV maker BYD is building its first European factory in Hungary, which has a growing car battery industry.
Footprint decisions for suppliers are always complex because of the high costs involved – particularly after the rise in interest rates from years of historic lows – and the social and political impact of closures and job losses. But the range of current considerations, including the impact of generous new EV subsidies in the US under the Inflation Reduction Act, are making the process even more challenging.
Here we look at how suppliers can asses their overall network capacity in light of current and future market demands, to align with their strategic objectives.
Suppliers currently face complex additional footprint considerations, the first of which is undoubtedly politics. Governments are exerting more influence over where OEMs and suppliers locate production than they have done for a number of years, as national subsidy programs linked to the EV transition significantly affect the business case for factory locations.
The biggest is the US Inflation Reduction Act (IRA), signed into law by President Joe Biden in 2022. The IRA promises $433 billion of investments in the US economy, of which $369 billion are for energy security and climate change. The measures that directly affect the auto industry include tax incentives for consumers to buy EVs and grants to retrofit factories for low-emissions vehicle production. However, the subsidies only apply to EVs that are made with a proportion of materials that are sourced in the US or countries with US free trade agreements, such as Japan. The proportion was 30% in 2023, rising to 80% by 2027.
The earlier Bipartisan Infratsructure Law, signed in 2021, also awarded $6 billion of grants for companies investing in battery manufacturing and components.
The intention of the legislation is to build up the US’s domestic battery and EV production and reduce reliance on Chinese components, and the result is that OEMs and suppliers will have to move production to the US in order to sell EVs and components there.
We believe the effect on the automototive labor market will go beyond job losses in Europe and Asia if new factories are located or older ones re-located to the US. Tech talent is also likely to move to the US, because subsidies are focused on future clean technologies, and innovation will go with them. This will cause Europe to lose further ground against the US.
This is not to say Europe is stepping back from the race to build up its EV and battery production capacity. EU member states made €6.1bn available to support battery innovation and production through two Important Projects of Common European Interest (IPCEI) agreed in 2019 and 2021. There are no restrictions on the origin of the raw materials for batteries, in order to build up production of EVs and battery cells in the region.
From 2026, the European Union’s Carbon Border Adjustment Mechanism (CBAM) means companies will have to pay for certificates to cover the cost of emissions created during the production of goods they import, making low-carbon local production sites more financially attractive.
There are also EU subsidies available to build up manufacturing in less wealthy parts of the bloc such as eastern Europe. Building new plants with the latest automation and digital production tools will increase efficiency and likely will cost less than modernizing an existing production site. The cost advantage will be a strong factor in suppliers’ footprint decisions.
Beyond politics, new types of workforce considerations are also now affecting footprint decisions. The first issue is the availability of people with the right skills: new, highly digitalized and automated factories need workers with a broad range of technology skills, including engineering, computer science, robotics and experience with artificial intelligence (AI). Creative problem-solving by humans will become increasingly important as routine production tasks are taken over by machines, and we see a growing need for hybrid experts, who combine technical skills with creativity.
We expect a significant impact on traditional factory job profiles as a result of increased digitization and automation, especially at the operational level in factories making lower-cost, mass-produced models (we define these as volume or variant champions here). We see the number of shopfloor logistics roles declining by 63% in volume champion sites and 56% at variant champions’ plants by 2035 while the number of factory operator roles will shrink by 53% and 40% respectively, and the number of line managers by 24% in both types of factories.
In their place, we see high demand for new job profiles as the use of smart machines increases, and databases and data flow become more important. The number of data engineer roles is expected to increase by 78% in volume champion factories and 98% in variant champions’ sites, for example.
For employers, recruiting people to fill these roles will be highly competitive because their skills are in short supply across all manufacturing sectors. Suppliers will need to adjust wages accordingly and offer additional benefits to attract skilled staff to their production sites. The location of plants will become increasingly important – factories close to existing tech or automotive hubs, for example, may find it easier to hire the talent they need.
Figure 1: Global Footprint Strategy
Source: Berylls Strategy Advisors
Looking in detail now at a typical supplier’s footprint decision process (see chart above), the first step has not changed despite the complex new challenges described above. Footprint decisions need to be aligned with the company’s strategic objectives, and whether the current network meets them. How is demand expected to develop in different markets and can production sites adapt?
The next step is 360-degree site assessments of performance, cost structure and capacity, to give transparency over each production site’s future potential and improvement opportunities.
Suppliers can then shape the ideal future footprint, defining the plant archetypes and logistics networks they will need. These become the guiding concepts for scenario analysis, that will cover each of the major areas that would be impacted by a change in footprint: cost; the potential effect of subsidies and other government initiatives; the supply chain and logistics network; regulatory compliance; environmental impact; technology and innovation; human resources, and risk assessment.
The evaluated scenarios are narrowed down to a shortlist for evaluation by a wider group of stakeholders, and the final stage is a business case calulation on the short-listed network options, before moving into implementation planning and final decision-making.
Footprint decisions are among the most crucial that any auto supplier will make. The right production network is a critical part of the long-term financial and non-financial success of the company: new production facilities are very expensive, but so is keeping under-used or inefficient sites open. The impact of the investment decision, good or bad, will be felt by the company for years.
Cost efficiency is still a top priority for any footprint decision, but after a period of time in which the auto industry has been hit with one crisis after another, resilience is now ranked just as highly. Important production network considerations to reduce complexity and increase flexibility can include building factories close to customers to reduce the chance of supply chain disruption, and ensuring sites are located in places where there are enough skilled staff, or that are attractive to new hires.
Sustainability throughout the supply chain is also a key consideration for OEMs, and suppliers must be able to ensure their production locations meet customer and regulatory ESG requirements.
And as described above, the auto industry has become a key part of many governments’ industrial policy as they seek to meet commitments to transform their economies. Striking the balance between the short-term benefits of subsidies and the long-term results of choosing a particular location is now an important part of the footprint decision-making process. Some uncertainty is inevitable, as for example in the US where the outcome of the presidential election in November may change the position on EV subsidies.
However, what suppliers can do is make a thorough assessment of their product portfolio and expected future market demands, and consider the results alongside subsidy benefits, to see whether government support makes entering a new market worthwhile. They should also consider how reliant their product portfolio is on subsidies, and how that impacts their production network flexibility.
All these factors – cost, resilience, sustainability and subsidies – deserve thorough consideration in footprint decision-making, to reduce the risk inherent to such large and long-lasting decisions.
At Berylls, we have worked with clients on production network strategy and supply chain design for years, building up deep expertise in defining the right criteria and evaluations for your company’s footprint decisions. We would be delighted to discuss this or any other aspect of manufacturing footprint with you.
Featured Insights
Munich, March 2024
ometimes, the automotive industry tends to use military terminology. Understandably, this is typically the case when the stakes are high and time is running out. Task forces are a prime example of this phenomenon.
Usually, they are formed when there is a risk of a production shutdown with high follow-up costs or when development and industrialization projects fail to reach their milestones. Mechanisms are then set in motion that are common practice and pathbreaking to achieve the desired results. How do these mechanisms work? Where in the company can they still be deployed with success and what are their restrictions? And why are they unavoidable, despite every effort?
A task force is formed when a specific problem needs to be resolved within a very short time and a great deal of money is at stake. On the one hand, there are requirements and performance indicators regarding deadlines, costs, and quality to be considered and, on the other hand, a team of experts that has been put together on a temporary basis. The attentive reader might possibly recognize that this description comes very close to the definition of a “project.”
HOWEVER, THERE ARE SEVERAL SIGNIFICANT DIFFERENCES TO A NORMAL PROJECT:
Basically, it’s already too late for the solution
A lot of time and money has already been squandered. Preventive measures have failed, and the effort is mainly about damage limitation. The goal seems unattainable – and yet it must be pursued by all means
Every day costs money
When it comes to delivery bottlenecks, for example, every minute of lost time can be measured directly in lost profitability per component and ultimately per vehicle. The pressure on the people involved can become unbearable.
The problem is incredibly complex
Open heart surgery is required. Every change to the strained system can cause effects that need to be considered in advance and no single process can simply be changed separately. Every measure needs to be scrutinized in terms of success, failure, and unintended side effects. Often a few simple, clearly communicated, aligned (de-escalation) targets are needed to help resolve the situation.
A task force has a prior history of escalation
The nerves of those involved are frayed, several attempts have already been made to solve the problem, personal careers are at stake, and trust has been undermined. On the one hand, a speedy and structured problem-solving is often hampered by the personal and political tactics employed by those involved, while on the other hand, the process tends to be fraught with nervousness and hectic activities. Calm, fact-based communication and effective leadership are often simply disregarded.
The markets are unforgiving
A delayed product launch goes hand in hand with the scheduling of new model series and always involves a considerable loss of profit and reputational damage. As a result, sales, controlling, and marketing teams understandably have limited patience for those in development, production, and the supply chain who are constantly striving to catch up on milestones and performance indicators. The pressure, therefore, is sizzling, demanding tangible signs of progress each day. These factors alone are a clear indication that a task force needs to operate with a variety of specific project management tools.
Task forces are like agile project management on steroids
The timing is very tight. The daily schedule starts in the early morning for the team with the daily check-in and ends with the daily check-out. In between, the agreed measures need to be rigorously implemented – independently and without lengthy committee meetings. Success, therefore, greatly depends on nominating the right team members. The right experts need to be integrated and the team spirit must be sound, regardless of the organization and job title, whether OEM, supplier, or consultant. In the end, the integrated efforts of those involved make all the difference.
Discipline and a keen focus on suction are basic requirements
It sounds so simple but is unfortunately not always given that scheduled agreements are adhered to. Unforeseen obstacles must be communicated and resolved immediately as they arise and not only when someone fails to provide the agreed result.
The structure of a task force covers the entire range of solutions and usually consists of several work packages. When setting up the work packages, it is important not only to address the obvious topics (e.g. “OEE increase”), but also to work on the underlying causes (e.g. “strategic resource management”). When forming the team, it should be borne in mind that everyone involved must actively collaborate and be aligned with the overarching goal as defined and guided by the higher management. It is key to manage interdependencies between work packages within the Task Force Team on a regular basis and with mutual support. This combination is the only way to solve acute problems and at the same time create a robust system.
Each measure must have verifiable objectives
In addition to precisely documenting each defined measure, it goes without saying that feedback on completion is provided at the agreed due date. Another decisive factor for ensuring success is the prior linking of the measures with the expected impact on a targeted key performance indicator. This requires some effort and practice but leads to two elementary effects: a) A measure without a defined outcome will simply not be implemented, as it would be wasteful. b) A measure with a defined outcome is then not only reviewed regarding implementation, but also for the fulfillment of the expected outcome.
Task forces align with and follow higher management
There is no time for committee meetings and long decision-making processes. In a task force, serious decisions sometimes need to be made several times a day. Depending on the size of the company, the uppermost hierarchical levels need to be either directly involved on a daily basis or at least accessible. If they are not directly involved, decisions must be prepared precisely with the necessary information and clearly communicated. The required effort should not be underestimated and must be prepared in parallel to the technical work. However, the power of facts is there to override political controversies.
Empathy and emotional intelligence are critical success factors
This point may sound surprising, given that task force situations are connected to a military style of communication. Ultimately, the personalities involved need to be understood and positively motivated. This requires an excellent understanding of the respective situation and motives for action by the task force leadership and the consultants involved.
However, a sustainable improvement of the situation can only be achieved if people act intrinsically different afterwards, a fact that also highlights the limitations of task forces in general, as they only work effectively within a clearly defined timeline and organizational framework. The preceding paragraphs clearly illustrate the significant pressure on the people involved, leading to long-term sustainability concerns. The usual organizational and operational structures are also temporarily insignificant. Sooner or later, the situation must be transitioned back to a robust and efficient disciplinary line management system.
For this reason, every good task force needs to prepare its own end from scratch
Criteria for de-escalation must be clearly and transparently defined. Embedded in an overarching schedule, they must be regularly communicated and not subject to change. Once the targets have been achieved, the task force is no longer required. The criteria therefore need to be defined so that a return to normal working mode within robust processes is subsequently possible. The combination of deliberately defined work packages and criteria for their de-escalation therefore determines the subsequent sustainability of the success right from the start.
We at Berylls have spent decades honing our expertise in mastering task forces within the operations environment. The focus in terms of content has increasingly shifted towards e-mobility components but is not limited to this field alone. The task force life cycle we have developed as a result is a unique approach that incorporates all the success factors mentioned above:
Figure 1: The Berylls task force life cycle
Source: Berylls
Pronounced for us was the successful transfer of experience from more than 100 successful de-escalated task force projects to enable early escalation preventive programs in future development and production planning. This is where our tried and tested Safe Launch System Certificate comes into play, which certifies that suppliers and OEMs have their development, industrialization and launch management processes under control.
But we wouldn’t be “but dyfferent” if we didn’t go one step further with our clients. When it comes to monitoring and controlling a task force, we offer our tool called “elyvate”. Our colleague Christian Kaiser has already described the additional use of IT tools and artificial intelligence for efficient support here.
In our following articles, we will also look at how task forces can lead to success, even in a well-oiled marketing machine or a dynamic sales environment. The instruments simply need to be adapted to the respective circumstances. Nevertheless, based on our experience, we strongly advise our clients to have a standardized task force approach as well as management mechanism for early problem identification at hand so that it can be swiftly utilized as and when needed.
Featured Insights
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.
Featured Insights
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.
Copyright Berylls by AlixPartners
