20160809-毕马威-Global_Automotive_Executive_Survey_2016_52页_2mb_2mb

Summary of KPMG's Global Automotive Executive Survey 2016

Core Content

KPMG's Global Automotive Executive Survey 2016 marks the 17th consecutive year of assessing the automotive industry's current state and future outlook. The survey highlights a significant shift in the industry from a product-centric model to a service-driven digital model, emphasizing the impact of connectivity and digitalization as the key trend dominating the strategic agenda until 2025.

Key Trends and Findings

• Connectivity and digitalization has moved from #9 in 2015 to #1 in 2016, indicating its rapid rise as a critical trend.
• Market growth in emerging markets (especially China) remains a top concern, but digitalization now takes precedence.
• Alternative drivetrain technologies are also gaining traction, with hybrid electric vehicles at #2 and battery electric vehicles at #3.
• Autonomous driving is becoming a crucial differentiator, with over 82% of executives believing a major business model disruption is extremely or somewhat likely within the next five years.
• Regulation continues to be a significant influence, especially regarding emission rules and eco-friendly technologies.
• Customer focus is shifting from product features to total cost of ownership (TCO) and real-time service-oriented functionalities.

Main Viewpoints

• Customer relationship shift: The center of gravity in customer relationships is moving towards ICT companies, especially from Silicon Valley.
• OEMs are at risk: While BMW and Toyota are seen as leading innovators, many OEMs are still focused on traditional models and may struggle to retain the customer interface.
• Clockspeed dilemma: The one product development cycle is no longer viable. The industry must now manage multiple clockspeeds for innovation, development, and corporate culture.
• Differentiation through data: Data is becoming a critical asset. Companies that can engineer and manage data effectively will be better positioned to succeed in the digital age.

Key Insights

• Consumer expectations: Customers are becoming more aware of the value of their data and are looking for trusted entities that offer real benefits in return.
• Regional differences: Executives from China, India, and South America are more likely to anticipate disruption, while those from Japan, Western Europe, and North America remain more conservative.
• New business models: The future of the automotive industry will require service and data-driven models, with a focus on real-time customer needs and mobility solutions.
• ICT sector's role: Companies from the ICT sector are increasingly seen as key players in the connected car ecosystem, especially in data and service domains.
• Adaptation is key: Low-cost manufacturers are less affected by disruption, while volume and mass market manufacturers are at the highest risk. Premium manufacturers are better positioned to adapt due to strong brand trust and revenue potential.

KPMG Insight

• Clockspeed dilemma: The automotive industry operates in a different clockspeed compared to other sectors like ICT. This difference is due to cultural, business model, and process-level variations.
• Split product development cycles: The industry must adopt three distinct product development cycles:
  • Long-term (3–5 years): Focused on metalsmith-based (traditional manufacturing).
  • Mid-term (1–2 years): Focused on software and exchangeable components.
  • Short-term (1 month to 1 year): Focused on release on demand.
• Human resources: The industry needs new talent with a digital mindset and experience in fast-paced environments.

Conclusion

The automotive industry is facing a fundamental transformation driven by digitalization and connectivity. To stay competitive, companies must rethink their business models, embrace new technologies, and adapt to changing customer expectations. The clockspeed dilemma presents a significant challenge, requiring flexible processes, innovative thinking, and strategic alignment with the service-driven future.

The survey underscores the importance of data, the rise of ICT companies, and the need for a shift in focus from product ownership to mobility services. It also highlights the divergence in strategies between traditional OEMs and innovative players, as well as the regional variations in perception and response to disruption.