Autos represent one of the last areas of almost exclusively physical sales. The first companies to sell new cars online will be able to improve their market share and profit margins and reduce incentive spending.
2020 has exposed vulnerabilities in automotive supply chains. New capabilities are needed that can anticipate, detect, and flexibly adapt to the current level of disruption.
The automotive industry, already rife with uncertainties in the move towards an electric era, has been brought to its knees by the COVID-19 pandemic. What new proprieties have emerged for navigating future changes?
Car sales could decline 20% in 2020. To survive, automakers need contingency plans to deal with a range of scenarios.
How? By navigating the near-term impacts with fortitude and foresight. Here’s some guidance.
Automotive suppliers face a clear call to action should new vehicle sales decline in 2020. Now is the time for strong, bold moves.
Learn more about the world’s best-selling truck and its legacy in the United States.
Manufacturers can implement win-win actions in their production and logistics operations that benefit the environment and create financial value.
Sales of electrified vehicles will seize a third of the global market by 2025 and 51% by 2030. Are governments and the industry ready?
To keep complex, business-centric, transformative initiatives on track, companies must let go of dogmatic approaches and create a balance between the startup world and the corporate world.
COVID-19 and the New Leadership Agenda
The COVID-19 outbreak underscores the need to be resilient in the face of transformative global risk.
Here’s what we learned from a survey of urban residents worldwide about their mobility choices during lockdown—and how their attitudes are likely to affect usage over the near and medium terms.
Understand how factors like car pride, the status quo bias, and outgroups affect mobility decisions in order to nudge commuters toward greener, more sustainable options.
Since bursting onto the scene in 2017, e-scooters have taken off with breathtaking speed. But becoming a staple of micromobility will take more than achieving profitability.
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.
These innovative services can benefit passengers and cities by improving access while reducing pollution and congestion.
This paper, evaluates the various ‘vehicle-fuel’ options from a sustainability and economics perspective and presents a range of solutions across fuel types in the near and medium term.
Auto customers today are digitally native, time starved and expect a high degree of personalization. This perspective reflects on how a platform approach can generate exponential value and customer loyalty in an industry faced with evolving expectations, data explosion and rapid innovation. It outlines the value of platforms to OEMs and its various partners that will work together to meet customer needs across discovery, purchase and ownership.
Ridesharing has the potential to be a vital part of the solution to India’s transportation needs and can reduce up to 33%-68% of private cars and congestion by 17%-31% across biggest cities. Uber has commissioned the Boston Consulting Group to assess the potential benefits that greater adoption of ridesharing may bring. Realizing these benefits would depend on collaboration between the rideshare ecosystem and the public sector.
The Boston Consulting Group was the knowledge partner for Society of Indian Automobile Manufacturers (SIAM) 53rd annual convention, on which, BCG released the publication "Perspectives on importance of automotive industry".
Autos generate reams of data—a valuable commodity that has created a nascent industry. We chat with the founder and CEO of a leading car data platform company.
Dealers face substantial challenges and threats on many fronts. They should prepare now.
Armed with foresight into how conditions will change, a company can take actions to preempt unfavorable outcomes and promote competitive advantage.
To succeed, OEMs and suppliers must prioritize investment and strategic growth—and maximize their funding power and flexibility now.
The economic foundations of sharing are broad. Many other industries could soon face the disruption that hotel chains and taxi fleets have already experienced.