Managing Director & Senior Partner
Car sharing services will generate global revenues of $4.7 billion in 2021….It will bring changes to urban driving, driver behavior, and business models of OEMs and new entrants.
Gang Xu leads Boston Consulting Group’s Industrial Goods practice in Greater China.
Throughout his career, Gang has focused on product development, innovation, digitalization, and operational improvement. At BCG, he has led more than ten projects for a domestic automotive original equipment manufacturer (OEM) in China, covering product strategy and planning, overseas market entry, technology assessment, product development benchmarking, voice-of-customer analysis, and module strategy development.
He has also piloted numerous other projects, including the development of new business models and downstream strategies for Chinese OEMs, new mobility solutions and digital business building for domestic and international carmakers, lean manufacturing and factory improvement for a global mining equipment manufacturer, and projects in the automotive aftermarket space for two Chinese domestic OEMs.
He has led brand enhancement and new product launch projects for a leading joint-venture OEM, as well as an enterprise-wide process-improvement and ERP implementation project for the top Chinese manufacturer of commercial airliners.
Before joining BCG in 2015, Gang was a partner at PricewaterhouseCoopers and a principal at A.T. Kearney, working more than 16 years in consulting and focusing on automotive industries. Before that, he worked at Ford Motor Company conducting advanced powertrain research.
With demand and regulation forcing the global shift to green trucks, manufacturers must develop new strategies to survive. The first step: convincing fleet operators and creating the charging infrastructure.
How? By navigating the near-term impacts with fortitude and foresight. Here’s some guidance.
Here’s what’s been happening to automotive supply chains in China—in Hubei province, in particular—and how companies can respond to this and future global challenges.
New-energy powertrains, autonomous technology, and connectivity are fueling unprecedented change in the market. How should players prepare for a radically different future?
Domestic automakers are rapidly gaining an edge in ride-hailing services, self-driving cars, and electric vehicles. Foreign players need a bold and nimble strategy to remain competitive.
Innovation alone won’t save the industry’s economics. Manufacturers must adopt digital technologies to produce battery cells cost-effectively.
Automobile powertrains are shifting toward electrification at an accelerating pace. What’s driving the trend, and what powertrains will be required by 2030 for owned and shared mobility?
To transform themselves from “hardware” manufacturers into mobility solutions providers, automakers must follow tech industry rules.
JV activity is booming, but progress is slow and many multinationals are disappointed with the value these partnerships deliver. Here are eight ways to succeed.