Deloitte Consultingresearch reportSmart car

How auto enterprises win the battle of Digitalization From Intelligent Internet Age

The following is the How auto enterprises win the battle of Digitalization From Intelligent Internet Age recommended by recordtrend.com. And this article belongs to the classification: Deloitte Consulting , Smart car, research report.

The world automobile industry is experiencing a great change that has not happened in a century. Driven by the digital trend, the major automobile enterprises have started to formulate their own digital strategies and increase the investment in intelligence and networking.

1、 Industry development trend

Looking at the development and evolution of the global automobile industry, the Chinese market plays an important role, and the intelligent Internet is the carrier and accelerator of the digitalization of the automobile industry, which will promote the digitalization transformation of the whole value chain. The Chinese market is an important participant and leader among them, and China will realize automobile electrification, intelligent interconnection and automatic driving more quickly.

2、 The logic of industrial evolution

The transformation of intelligent and networked vehicles is not achieved overnight. Improving product strength, improving infrastructure, and accumulating user scale are the prerequisites for the emergence and maturity of intelligent networked vehicles. In this process, the product form, value focus, business model, will experience dramatic changes. As a vehicle enterprise, how to grasp the opportunity in this process — actively explore new products, new services, new models, and finally realize the upgrading of the whole value chain is the key to success in this digital transformation.

3、 Value transfer of industrial chain

With the continuous promotion of the digital transformation of automobile enterprises by intelligent network, the value focus of automobile industry chain is accelerating the shift from traditional manufacturing to both ends of the value chain. In the process of value transfer in the industrial chain, the active layout of intelligent networking and grasping the development opportunities of the Internet of vehicles can help car enterprises grasp the value-added value. The specific measures can be divided into three stages: first, create new product selling points, increase product strength and increase sales volume; 2、 Tap the value of after-sales service and expand new profit growth points; 3、 Enabling the digital transformation of the whole industry chain, realizing the collaborative innovation of product R & D and the whole value chain.

4、 The epoch making influence of intellectualization and networking on automobile industry

In the process of automobile intellectualization and networking, the mechanical property of automobile is weakening, and the property of consumer electronics as an intelligent mobile terminal is becoming more and more obvious. In this process, the accelerated product cycle and high degree of software require enterprises in the automotive industry to change their development mode to keep up with the market changes brought about by the digital era. Deloitte believes that traditional automobile enterprises should be prepared in the following four aspects to meet the challenges in the development of the industry:

·Value focus: gradually from hardware production enterprises to automotive technology companies with software R & D capabilities as the core

At present, every time the auto industry starts to develop a new auto platform, the suppliers in the industry chain need to re develop, match and verify all the parts. In this process, a lot of resources are consumed, but it is difficult to form differences in product performance. Leading automobile enterprises propose to solve the problem of internal repeated research and development through modular platform, and standardize the hardware. Once hardware standardization is formed, its value will become very limited, and software will become the main driving factor of product differences.

·Development mode: the traditional waterfall development mode will gradually transition to the agile development mode, and practice the “double drill model” product development method

The first mock exam is to develop the development of the waterfall. The development teams are responsible for each module and then the whole process is done. In the agile development mode, the development team first completes the software prototype that customers are most concerned about, and then delivers it online. In the actual scenario, it makes up for the lack of requirements, quickly modifies it, and delivers it online again, so as to cycle until users are satisfied. This development mode can reduce the management cost, shorten the version cycle, and achieve the overall optimization through the cooperation of different development teams.

In addition, in order to more accurately grasp the trend of user demand, we need to introduce the product development method of “DDP double drill model” to realize the whole process of culture scene design verification, so as to come from users and serve users. The model includes: Based on the quantitative research of user group culture, the preference of interactive experience is defined; Based on user group, travel purpose and driving relationship, multi-dimensional scene database is defined; Innovative experience design, interface design, prototype development; Test and evaluation based on the evaluation system of human vehicle relationship.

·Management and control mode: the objective and key results (OKR) method makes the goal setting closer to the actual situation

The traditional key performance indicator (KPI) is a quantitative management index. Enterprises evaluate each independent KPI for performance management. However, this top-down performance management model is not enough to effectively reflect the current flexible digital work environment. The introduction of objective and key results approach (OKR) will help to solve this problem. It combines top-down goal setting (about 30%) and front-line staff’s suggestions based on the actual situation (about 70%), by ensuring that each OKR goal is consistent with the enterprise / product goal. And in the process of implementation, there is a corresponding person in charge to correct the deviation in time.

·Cooperation mode: cross industry cooperation will become a new mode of automobile development in the digital era

For traditional vehicle enterprises, it is difficult to transform themselves into an automobile technology company with software R & D capability as the core. At the same time, it giants and new car building forces are eager to try, trying to cross-border entry by virtue of their natural advantages in digitization. However, the new force of car manufacturing has not yet come out of the dilemma of production capacity and defects in technology, and the science and technology enterprises are inexperienced in industrialization. Therefore, whether it is traditional vehicle enterprises or high-tech companies, only through cooperation can they fill the shortcomings of both sides in their respective fields and bring a win-win situation to all parties.

Digital trend will bring new development opportunities and unlimited imagination to the automotive industry. In this process, with its important position and industry experience in the industrial chain, the automobile main engine factory, which originally occupied the best position in the industrial chain, grasps the huge commercial value, carefully chooses the strategic development path suitable for the enterprise situation, and speeds up the enterprise digital transformation.

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