In order to analyze the approach of the main automotive players regarding the electrification path each one is following, this report assesses those aspects required for a consistent corporate product strategy. As distinctive differences are found in terms of the scope of products, some boundaries are defined based on the mobility concept, establishing the differentiation of the current automotive business into two separated industries. After analyzing each of the industries, the report focuses on four automotive OEMs and the way they are coping with the competition for profit in each scenario. The paper also analyses and assesses both each OEM strategic choice and business model. (1) The current important drawbacks that the electric vehicles present (autonomy, testimonial recharging net, high costs) hamper its use following the traditional mobility model (for everyday use, reliable and durable, easy to use and fix, and affordable for the majority of citizens) for which hybrid solutions are perfectly fitted. (2) Although its use limitations, the role of the urban early adopters is the key for the EV to succeed. (3) As the electric motors and the batteries become the components with the highest added value, the influence of the suppliers over the OEM increases up to the point that the car manufacturer could become an integrator of Tier1's products or even observe a forward integration from the suppliers that could become themselves a car producer. (4) For the current EV industry, the validation in an urban environment is for the moment compulsory. HEV are tested and approved without specific requirements. (5) In order to properly assess the strategies of the main OEMs regarding electric and hybrid products, it is necessary to analyze both industries separately. (6) The forces that define the profitability of the EV industry are: the power of suppliers, the rivalry among competitors and the power of buyers. (7) The forces that define the profitability of the classical automotive industry (including hybrids) are: the rivalry among competitors, the power of buyers and the threat of new entrants. (8) OEMs must define those assets that permit them to cope with the forces that shape the industry in which they are competing. (9) In developing a strategy in an industry observing revolutionary technological changes, the firms face a high level of uncertainty about the needs of customers, the products and the services. Under these circumstances, imitation and hedging are rampant. (10) The current features of the electric or the hybrid vehicles, define the kind of strategic positioning that the product may adapt. Some business models try to ease the drawbacks implicit for a specific positioning equalizing both. (11) Most of the firms have been forced to do trade-offs. Depending on capabilities or degree of commitment with a certain technology, classic OEMs usually discard technical options while newcomers straddle. (12) The fitting among activities generates interesting synergies that reinforce the technical development of the multiple solutions. A proper coordination of activities is the only argument that can justify straddling. (13) The consistency of a product definition strategy not only lies in the correct alignment of technology mastering with core segments, core markets and product portfolio but also in the establishment of a network of alliances, joint ventures or partnerships that can guarantee the provision and testing of key components. (14) The mastering of an specific technology represents a competitive advantage that avoids technical dependence and permits the generation of revenues from its trading. Diversification from this stage is advisable. (15) For those generalist new-comers that are defining their technologies portfolio, diversification can become a risky strategy: technical development is long, expensive and hazardous and first-movers have already established dominant positions in the market.
OEM's electric vehicle strategies: Risk assessment
EVS, Electric Vehicle Symposium, 26 ; 1879-1920
2012
42 Seiten, 42 Bilder, 2 Quellen
Aufsatz (Konferenz)
Englisch
hohe Kosten , Elektrofahrzeug , Risikoabschätzung , Elektrifizierung , Wettbewerb , elektrischer Motor , Produktstrategie , Wertschöpfung , Wirtschaftlichkeit , Validierung , Automobilindustrie , Kundenbedürfnis , Hybridfahrzeug , technische Entwicklung , Diversifikation , elektrische Anlage , Positionierung , Strategie
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