Challenge

• Generate understanding of impact of ride-hailing on car ownership on metropolitan areas

Solution

• Develop integrated market model based on publicly available data on car ownership, modal shares, income distribution and household formation

Result

• Report leading to significant clarification and in-depth understanding of mechanics of urban mobility markets and (sometimes non-existing) correlation with car parks

Challenge

• Assess shared-mobility market size to assess future revenue potential

Solution

• Research detailed data on mobility behavior, pricing and settlement structures in more than 400 cities worldwide, develop integrated mobility market model, including modal shift patterns and influence of AD

Result

• Model signed off and re-deployed for several years; laid foundation for strategic decision-making on mobility market segment prioritization

Challenge

• OEM looked for a repositioning of its brand and product portfolio to adapt to changing customer behavior

Solution

• Analysis of different lifestyle segments based on NCBS data
• Creation of lifestyle segments to gain better understanding of customer requirements
• Mapping of product portfolio to lifestyle segments
• Product positioning of new models based on target segments
• Derivation of customer-experience touchpoints along customer journey

Result

• Customer lifestyle profiles
• Customer-experience use cases
• Product positioning map, including competitor models
• Experience touchpoint proposal along customer journey

Challenge

• A leading volume OEM sought help in setting up a dedicated car software development organization and defining a new development process for software-enabled use cases

Solution

• Within a use case, the customer moves through various steps while coming into contact with multiple touchpoints
• For the implementation of customer-centric use cases, different elements must be coordinated, including UX, channels, business processes, IT backend, and product and service enablers

Result

• The UCE-Matrix “bridges the gap” between the idea and the active customer-centric service in market
• The UCE-Matrix does this by linking a particular customer use case to functional aspects such as responsibility, channels, processes, functions and technical enablers

Challenge

• As the pace of innovation accelerates, new trends can emerge rapidly. Some trends like Big Data, connectivity and blockchain have already become mainstream. Others such as AI-powered chatbots or the metaverse are only just on the horizon.

Solution

• To answer whether a new trend is important, companies need to be able to separate the signal from the noise
• One way to achieve this is to look at how ideas gain traction with investors in the start-up space

Result

• The BDV Start-up Radar is a one-stop solution that scouts trends and aggregates key insights on mobility start-ups
• The Start-up Radar tracks funding behavior by location, investment and investor type, as well as funding rounds and values, and long-term funding trends

Challenge

• Client must build a comprehensive, viable business around autonomous driving for MaaS and TaaS
• Newly installed leadership team needed to grow together and share one vision and strategy
• Collaboration with internal and external partners had to be improved

Solution

• Leadership team development and coaching via a series of workshops
• Workshops included strategy development, OKR definition and review support, culture development, as well as team-building across critical interfaces

Result

• Defined leadership vision and strategy with clearly defined OKRs and review cycles
• Improved collaboration within the leadership team, as well as with partners
• Significant steps toward the target culture based on clear measures and continuous review

Challenge

• Volume and complexity growth in the current product organization, including BEV-platform development
• Vehicle-independent development gaining importance and previous project structures are insufficient to cope with charging and connectivity
• The result is an increasing workload in product lines and the need for a future-proof set-up

Solution

• Future-proof redesign of the PassCar product line in respect to technological and organizational challenges
• Framework design to handle vehicle-independent development
• Balancing responsibilities to ensure manageability of product lines

Result

• Defined roles and responsibilities, detailed organizational structure incl. sizing, employee transfer lists, etc.
• Processes defined and adapted
• Steering model defined, including committees and financial responsibilities.
• Communication and change concept

Challenge

• Transformation to e-mobility dramatically attacks core business
• Project launched to integrate two affected divisions with ~30,000 people in 15 countries
• Support mutual mindset, understanding and engagement toward big change; make people fit for the transformation of the industry
• Ensure highest learning participation in times of uncertainty and work overload

Solution

• Integration of the capability-building initiative into the group’s transformation process
• Conception, content creation and production, platform set-up, roll-out for the largest HR initiative in the group’s history
• Creation of basic and expert learning journeys for several target groups for a global community
• Accompaniment of conception and all live sessions by top experts in industry and e-mobility

Result

• Spirit of optimism and transformation from top management to whole organization
• Fully-fledged e-mobility e-learning environment dedicated to the needs of automotive industry
• Holistic e-mobility knowledge model with offers from awareness to up- and re-skilling
• More than 12,500 active users with up to 40 hours of self-learning each, 150 online life-events, corporate roll-out underway

Challenge

• Highly complex e-mobility component developed by a Tier-1 automotive supplier for a global OEM
• Various development challenges (in HW / SW) led to a delay of >10 months, with additional challenges from COVID-19 lockdown
• Different geographies and multicultural teams posing communication difficulties
• Relatively young teams with little experience and high fluctuation

Solution

• Performed a 360° maturity assessment and set up a task force to initiate recovery
• Established methodological best practices for SW and test management and aided SW and testing leads in daily management
• Assessed potential of predictive analytics to shorten the validation cycle
• Created systematic release planning and refined test strategy in communication with the subproject leads

Result

• Stabilized project and secured the OEM’s critical milestones such as homologation
• Created transparency on real project situation and derived a realistic project schedule
• Reporting efforts were reduced with better structures, templates, and automation
• Developed improved test-evaluation approaches using data analytics with data sets of approx. 700m data points per test

Challenge

• Provide direction on how to proceed after completion of public AD pilots

Solution

• Develop future scenario of AD in PT setting, perform SWOT, develop strategic roadmap, plan out immediate action

Result

• Strategy and action plan signed off by C-level with a high level of support and commitment, funding for several years secured

Challenge

• Integrate acquired AD SW company in OEM R&D operations

Solution

• Perform full PMI program consisting of 11 work streams over ~13 months

Result

• Successful integration of teams, leading to substantial increase of understanding of AD operations in OEM’s senior management

Challenge

• Supplier was confronted with a changing OEM customer landscape and changing value-chain requirements through new technologies

Solution

• Assessment and forecasting of vehicle volumes
• Assessment of competitor landscape
• Derivation of future portfolio needs and demonstration of strategic options

Result

• Vehicle volume forecast
• Assessment grid for strategic options
• Competitor analyses along the value chain

Challenge

• Transformation toward e-mobility attacks client’s core business
• Project started to integrate powertrain and e-mobility divisions involving around 30.000 people in 13 countries and 41 sites
• E-mobility Academy started as the biggest HR initiative in client’s history
• E-mobility transformation with huge social impact on workforce

Solution

• Make people fit for the transformation of the whole industry by providing fundamentals on e-mobility and a common knowledge base

Result

• Learning concept, including targeted people, knowledge model and didactical model
• Provision of a custom online learning platform, hosting all learning journeys, including all created multimedia content
• Roll-out with panel discussions and interactive live sessions

Challenge

• OEM sources its battery cells from an international network of suppliers
• Maturity levels of production lines vary (from pre-launch to series production)
• OEM quality requirements are currently not met, causing incidents in the field
• Supplier as well as OEM purchasing lack product and process capabilities to ensure the quality of the “cell of tomorrow”

Solution

• Adaptation of existing and new developments of innovative Q-concepts
• Transformation of current issues into sustainable, forward-looking solutions
• Initiation of lessons learned and capability building processes at OEM and suppliers
• Initial piloting, cross-supplier roll-out, active implementation support, change management

Result

• OEM Q-standards and innovative Q-concepts globally implemented by managing all cultural and change issues in parallel
• Comprehensive learning process at OEM and suppliers with strong improvement of core KPI
• New working model at the interface of OEM and supplier with joint mindset and language
• Establishment of an up-skilling and onboarding knowledge base for OEM purchasers

Challenge

• Client wants to significantly increase supply-chain resilience, taking a holistic view and deriving a joint strategic direction for development, sourcing, and operations

Solution

• Structured support of strategy development, including derivation of improvement levers, strategic options, strategic direction, success-critical tasks and requirements for organizational development

Result

• Strategic directions toward resilient supply chains, including development, sourcing and operations perspective
• Clarity on success-critical tasks and requirements for organizational development in partner management, infrastructure and HR systems

Challenge

• R&D division had just undergone a transformation toward a system-oriented organization
• Procurement was suffering under high loads from supply-chain issue handling leading to lack of capacity for strategic work

Solution

• Evaluation of a system-oriented design for procurement
• Strengthening preventive supply-chain risk management
• Balancing load between operative and strategic functions

Result

• Outside-in analysis of procurement trends and organizational implications
• Organizational structure: Role and responsibilities description, organizational structure, including sizing and employee transfer lists

Challenge

• Leading automotive OEM launches new product in a complex, time-critical setting with high risk of failure
• Supplier experiences challenges in cell and pack product maturity, and quality and production process industrialization
• OEM and supplier require conceptual, technical and process support to safeguard the SOP

Solution

• Conduct project and plant assessments to understand baseline and challenges
• Structure project with tangible targets, de-escalation criteria and clear responsibilities
• Create transparency and identify critical path
• Support cell and pack plant industrialization, and software and systems maturity

Result

• Sample phases successfully supported with battery supply
• Product maturity stabilized through stable requirements management
• Significantly reduced delays in cell and pack plant establishment, including successful SOP

Challenge

• Supplier was escalated as set quality and quantity target were not met, leading to shutdowns of OEM’s plant
• Performance on the shop floor not sufficient to ensure stable supply to OEM (Press shop ~40% OEE, assembly lines ~ 50%)
• No integrated KPI reporting leading to a lack of transparency on production performance and root-causes for downtimes

Solution

• Set-up of task force structure, including definition of work packages, meeting structure, daily and weekly reports
• Acting as neutral third party between supplier and OEM to ensure that the team makes fact-driven decisions
• Support of functional work streams along and across the value chain to ensure best practices are shared, evaluated and implemented

Result

• Successful de-escalation of Tier 1 supplier by the OEM due to stabilized delivery performance and quality
• Sustainable production performance improvement: press shop from 40% to 75% OEE, assembly lines from 55% to 85%
• Part quality improved significantly: PPM reduced from 450 to < 40 and number of faulty parts sent to OEM’s plant drastically reduced

Challenge

• Current supplier was not capable of delivering additional required volume completely
• Tight timeline for partial resourcing and industrialization of second supplier during ongoing series production
• Project experience from prior projects with similar set-up
• Extensive part number ranges due to double supplier sourcing structure

Solution

• Define and implement project organization, meeting and escalation structure, as well as risk and issue management process
• Implement multi-scenario ramp-up model
• Implement stable logistics concept to assure timely deliveries from both suppliers despite Brexit turbulence during ramp-up phase

Result

• Achieved relocation readiness within three months and smooth relocation without delivery shortages within one year

Challenge

• Single-source seat cover supplier not able to consistently deliver required volumes. High risk of current supplier cut-off due to financial issues, including potential insolvency
• OEM needed to fund supplier multiple times in the past to secure production
• Ramp-up support required at seven supplier sites located across seven countries worldwide

Solution

• Conduct supplier assessment to understand baseline and challenges
• Implement hourly supply-situation tracking
• Develop and KPI-track ramp-up plans

Result

• Realized supplier industrialization within four months instead of regular 24-month period
• Developed garment production site to automotive standards
• Successfully completed product qualification process
• All suppliers achieved peak performance
• Accelerated ramp-up plan multiple times to achieve more than +20%

Challenge

• OEM was confronted with price increase requests of up to 50% to secure solvency of interior and exterior body parts supplier
• Quality issues at supplier were stopping shipment of cars from OEM plant
• Changes in volume, product mix and unrealized planning assumptions caused high additional costs at supplier and created the risk of insolvency of the plant

Solution

• Assessed operations and planning at supplier
• Analyzed cost structures and integrated financial planning of supplier
• Developed and implemented operational and financial plant restructuring program and developed concept for future pricing structure
• Created joint perspective for the business until end of production and created a fair and transparent pricing structure

Result

• Assured long-term viability and liquidity of supplier operations while keeping additional costs at OEM to a minimum
• Safeguarded stable and in-quality supply of parts to OEM based on an ambitious but realistic restructuring program

Challenge

• OEM to ramp up global EV production, putting battery supplier under pressure
• Supplier output in multiple countries suffering acute quality issues
• Quality requirements of OEM not met as field cases occurred that could be traced back to quality defects in suppliers’ production

Solution

• Stabilize quality situation and establish preventive quality management at supplier production sites
• Identify causes for particle contamination in production and derive counter measures
• Definition of new, innovative Q-methods, guidelines and standards

Result

• Employees successfully trained in application of newly developed Q-methods
• Comprehensive quality understanding established
• Preventive actions to improve particle contamination during production implemented

Challenge

• Transformation of the automotive industry and industry logic
• Uncertainty about future sales figures
• Need to increase efficiency at an established production site with many indirect functions and employees
• Need for new business models and future job security

Solution

• Development of a target picture (10 years plus) in a tailor-made workshop design with plant executives
• Breakdown of the target picture in individual work packages (business model, human resources, digitalization, financial KPI, layout)

Result

• Future processes, personnel profiles, organizational structures, and layout
• Personnel strategy developed
• Target image for digitalization clarified
• Targets developed and agreed for own costs, number of employees, EUR / vehicles, HPV
• Core / non-core business defined

Challenge

• The ramp-up organization of a German premium OEM has so far been divided into two large departments with many interfaces with development, production planning and the plants
• The management intends to merge and reorganize the two departments to create one global partner within the group

Solution

• Strategy development for the ramp-up organization and support of the target picture and concept phase with focus on structuring and management of the strategy process

Result

• Developed tailored target pictures for:
  > Process landscape
  > Organization
  > Interfaces and partners
  > Steering model, KPIs, and committees

Challenge

• Fuzzy definition of own depth of added value for parts to be machined
• Modernization of machinery and investment are necessary to maintain core competence
• Employee turnover and qualification at the German location are problematic
• Acute desire of employees for clear strategic guidelines for location selection

Solution

• Evaluation of existing sites in Germany and Hungary
• Pre-selection of sites for future processing, taking into account a future-oriented set of criteria
• Estimation of the investment volume
• Consolidation of the results in a business-case calculation

Result

• The business case comparison is a base case with a 100% additional purchase of the machining operations
• Five scenarios were compared, based on 170 regions from eight potential countries, evaluated by 58 criteria
• Location decision for best scenario by Executive Board and Supervisory Board

Challenge

• Leading automotive OEM intends to introduce innovative Automated Guided Vehicle (AGV) conveyor technology in body-shop environment in a complex, time-critical project setting with high risk of failure
• OEM and supplier require project management support to start series production at three international production sites

Solution

• Definition of critical path and coordination of deadlines across the value chain
• Identification of roadblocks, as well as development and implementation of countermeasures. Continuous monitoring and reporting of project status and risk assessment
• Conceptual test design and execution to ensure vehicle readiness and safeguard successful introduction of AGV technology

Result

• Realized successful implementation of AGV systems and seamless start of series production
• Achieved project transition from escalation status at project takeover to transparency and timely implementation of agreed initiatives through established work and reporting processes
• Safeguarded system readiness through structured resolution of technical complexities

Challenge

• Leading automotive OEM launches new product in a complex, time-critical setting with high risk of failure
• Supplier experiences challenges in product maturity, product quality, or process and equipment industrialization
• OEM and supplier require project management support to start series production

Solution

• Structuring of project combined with tangible targets, de-escalation criteria and clear responsibilities
• Created transparency and identified critical path
• Development of countermeasures and ensuring successful implementation
• Set-up of proper communication and reporting to enable management decision processes

Result

• Successful industrialization of product and seamless start of production
• Delivery in quantity, quality and time according to OEM requirements
• Achieved project transition from escalation status at project takeover to transparency and timely implementation of agreed initiatives through established work and reporting processes

Challenge

• Driven by the crisis in Ukraine harness supply is under heavy pressure
• Duplicate harness-assembly production capacity is required with a harness supplier in Tunisia

Solution

• Review current project set-up and already-started activity status
• Develop critical path within an end-to-end project plan, supported by KPIs for tracking
• Conduct risk mitigation and time amplification analysis
• Implement measures to support safe launch
• Secure HR availability and equipment supply in situation of strong capacity constraints

Result

• Project transparency achieved during the full project phase
• Equipment ramp-up stabilized in close collaboration with OEM and equipment suppliers
• Ramp-up targets met, including product quality adherence

Challenge

• Different structural body parts cast for various OEMS at the same production site
• Launch of a high-volume program
• Insufficient production volume and quality (OEE at 30%)
• High employee turnover
• Collaboration lacking within management team
• Leadership challenges and culture of excellence lacking

Solution

• Set-up of task force structure, including definition of work packages, meeting structure, daily and weekly reports
• Define safe launch process
• Define, prioritize, coordinate and support all measures to ensure production targets
• Assess current organizational challenges and reorganize plant to implement a culture of excellence

Result

• Successful launch of the new program with improved OEE from 30% to 65% for all parts
• Reorganization of key departments, including quality, engineering and operations to improve span of control, lower complexity, and free up resources
• Shop-floor organization improved through daily and weekly meetings and KPI-based visual management
• Collaboration within management team fostered, breaking down silos and implementing fact-based decision-making

Challenge

• Different body-in-white parts manufactured for various customers at the same production site, with significant growth in recent years
• Insufficient production output of stampings and class-A assembly
• Insufficient production quality (geometry, surface, weld quality)
• High employee turnover and lack of training
• Collaboration lacking within management team
• Leadership challenges and culture of excellence lacking

Solution

• Set-up of task force structure, including definition of work packages, meeting structure, daily and weekly reports
• Define, prioritize, coordinate and support all measures to ensure production targets
• Assess current organizational challenges and reorganize plant to implement a culture of excellence

Result

• Quantity and quality of produced parts improved from 60% to 85% overall OEE
• Workforce planning routines introduced, recruiting activities launched and open positions filled
• Shop-floor organization improved through daily and weekly meetings and KPI-based visual management
• Collaboration within management team fostered, breaking down silos and implementing fact-based decision-making

Challenge

• Major Tier 1 automotive supplier is awarded contract for manufacture of battery trays for a newly launched battery electric vehicle
• A greenfield plant and new assembly line is being built in the US to supply the product
• Due to major challenges and constraints throughout the program, overall timing and customer milestones are constantly at risk

Solution

• Set-up of task force structure, including definition of work packages, meeting structure, daily and weekly reports
• Enhancement of product maturity to meet customer requirements and to stabilize production process for a safe launch
• Structuring of all plan departments
• Cost recovery to improve EBITDA

Result

• Right-sized departments with clear roles and responsibilities
• Robust product design and production processes to support stable production
• Successful run at rate
• EBITDA raised above 10%
• Successful staffing of the plant

Challenge

• Increasing number of tools due to new models
• Several tools and systems simultaneously for a new start-up
• Poor quality at the beginning of the series
• Non-transparent processes (engineering, design, production)
• Productivity 37% below the group benchmark and throughput time 43% higher than the group benchmark

Solution

• Separation of non-core tool shop segments and integration of needed organizational units
• Definition of core and supporting processes
• Adjustment of the organizational structure
• Implementation of synchronized production
• Deduction of qualification needs
• Planning and implementation of the qualification program

Result

• Training in the principles of the synchronized autobody tool shop implemented in 70 workshops with a total of 426 employees
• Management level at 100% involvement and foreman and worker level at 68% involvement
• Tool shop is now new group benchmark for productivity and throughput time

Challenge

• During the launch process of two carbon-fiber vehicles, the materials, tools, production equipment and processes are still being developed
• During the development process it became clear that complex changes have led to a supply chain that did not meet production requirements: not a single viable part was produced at the end of the supply chain

Solution

• Implemented a process of testing and re-qualifying the entire material supply, and a process to optimize manufacturing and tools parallel to the launch process
• Developed, tested and implemented a new process for material disposition, including the necessary supporting tools
• Defined a roadmap to qualify all serial tools from PVL to SOP

Result

• Fully qualified material building set
• The project’s timeline was met to ensure the planned production ramp-up
• Developed a material with better mechanical characteristics
• Implemented process and responsibilities for a smooth launch
• Optimized pre-production equipment to be qualified as production equipment

Challenge

• An updated sales & marketing strategy demanded a seamless cross-channel customer experience
• Lack of E2E integration of all process users across departments
• Optimizable data-driven performance marketing and missing “always on” communication approach

Solution

• Co-development of a seamless E2E MarCom process via cross-functional workshops based on lean process methods
• Combination of MarCom and MarTech to continuously develop tools and features for process digitalization

Result

• Provision of the right marketing content to the right people at the right time
• Reduction of lead times by several months
• Paving the way for data-driven decision-making and a real-time experience (“always on” communication)

Challenge

• Retail network development for a premium OEM in a core market area enabling strategic transformation among its dealership to achieve future retail featuring seamless customer experience, invisible after-sales operations and drastically reduced costs

Solution

• Design and implementation of a physical retail transformation that ensures an enhanced and emotionalized customer experience across all touchpoints, and provides a strong business case for retail investors
• Definition of a target picture about future role of retail to guide the transformation of the physical retail network

Result

• Retail formats portfolio with focus on stronger emotionalization of the retail experience and seamless O2O integration
• Ideal future retail network blueprint, defined market area planning logic, and roll-out
• Buy-in of relevant stakeholders (NSC, HQ, investors, third parties) ensured

Challenge

• Updated customer and brand strategy demanding seamless cross-channel and cross-country CEX
• HQ level organized in silos such as web and CRM
• Regional level with heterogeneous and individual market operations
• Focusing of media agencies into one single provider

Solution

• Development of an innovative and agile collaboration model organized along customer journey at HQ level
• Development of a central digital marketing organization to harmonize marketing operations across Europe

Result

• - Detailed Target Operating Model (TOM) including:
  > Functional model to describe responsibilities across entities
  > Processes and infrastructure to detail workflows and interfaces to external providers
  > Planning and execution of organizational transformation, including headcounts and responsibilities

Challenge

• Implementation of a new global sales & marketing strategy led to a variety of large project initiatives that altered the sales & marketing department significantly through changing sales model and centralization efforts in EU
• Due to these changes, an overarching transformation program and streamlining of transformation efforts was required

Solution

• Overarching transformation program with key elements such as leadership empowerment, communication concept and formats, and innovative intervention formats

Result

• Transformation story “change narrative”
• Defined change requirements
• Lead the transformation program by monitoring and streamlining transformation efforts of different project initiatives such as joint communication timeline
• Developed and rolled out leadership empowerment program (first and second line)

Challenge

• No centralized and standardized sales & marketing organization at client
• No platform to execute the data-driven and purely customer-centric journey for the client
• Need to build up customer interaction and transaction model for direct sales

Solution

• Set-up of strategy and future-proof operating model
• Implementation of overall steering and governance
• Build-up of sales & funnel and customer journey repository
• Increase in effectiveness and efficiency by establishing and running new MarCom processes and tech infrastructure

Result

• Strategy and objectives defined, including business intelligence and KPI framework
• Customer journey and data, including data model
• Organizational process (including transformation plan) and governance defined
• Change management established

Challenge

• No transparency over marketing activities in different markets regarding budgets and business / marketing goals
• Marketing planning often only done as “cost-allocation” planning
• Missing translation of sales targets into marketing targets
• Unclear data basis for target measuring and improvements

Solution

• Installation of one flexible yet standardized planning framework (goals, structures, process taxonomy)
• Leverage solution as blueprint for software tool introduction
• Connect to marketing performance and finance systems for continuous marketing improvement

Result

• Result and target-driven planning rather than budgets (reverse funnel logic)
• Investment is spent where it has the greatest effect
• Insightful reporting offers actionable results and learnings

Challenge

• Disconnected experiences and non-personalized touchpoints
• Unharmonized system landscape
• Inefficient budget allocation
• Time-consuming delivery processes of cross-platform backlogs
• Lack of end-to-end data strategy and KPI governance

Solution

• Design of meaningful, highly interwoven and brand-consistent touchpoint experiences
• Plan and execute all backend activities necessary to deliver on the promised experiences:
  > Architecture design
  > Data architecture
  > Customer journey-based portfolio management and agile delivery

Result

• Seamless customer touchpoint map as single source of truth based on quantitative KPIs and qualitative insights
• Harmonized requirement backlog for a standardized state-of-the-art system architecture
• Efficient, agile and fast cross-platform, cross-department portfolio orchestration and execution
• Efficient budget and resource allocation

Challenge

• Strategy is aiming for omnichannel marketing, but the underlying processes are still siloed, not standardized, often manual, with little or no automation and digitalization
• This causes redundancies, high manual effort and lack of real-time collaboration
• No insight- and data-driven basis for omnichannel marketing, which is crucial for direct sales

Solution

• Conduct a fit-gap analysis of the current process and MarTech Architecture
• Define the target picture of omnichannel and target-oriented marketing processes
• Implement new process for all participants
• Design a new insight-driven, target-oriented omnichannel marketing organization, based on standardized and automatized processes
• Derive a MarTech Architecture

Result

• Omnichannel marketing target picture aligned with all stakeholders involved
• Fit-gap analysis of process landscape and MarTech architecture
• Future process landscape, including functional model, roles, responsibilities and RASCI matrix
• Organizational target picture and new MarTech target picture
• Roadmap for process automatization

Challenge

• Management decisions were made based on past experiences and gut feeling
• Outcomes of activities cannot be evaluated due to missing, fragmented and non-standardized data
• Targets are ambivalent and data is not understood thoroughly

Solution

• Implementation of one “single source of truth” performance data platform
• Installation of a front end to be used by stakeholders
• Application of various views to accommodate user groups (such as campaign vs. executive view)
• Integration of all relevant data sources and systems

Result

• Transparent and standardized overview of sales & marketing performance across brands, products and markets
• Fact-based decision-making on performance KPIs with frequent iterations

Challenge

• Market is evolving toward online sales (Tesla’s “5-Click” purchase journey, as well as third-party players) as relevant lead channel
• Potential of online sales not yet unleashed at our client

Solution

• Definition of a customer-centric online transaction journey
• Increase of digital sales to a significant share of total sales
• Engineering support from identifying an issue to defining and designing the visual prototype

Result

• Clear customer-centric strategy deriving customer journeys as target picture
• Defined and managed product portfolio based on agile methods
• Analyzed customer behavior and lever identification to drive traffic and conversion
• Established overarching governance model to provide collaborative structures

Challenge

• The vehicle sales model will shift, especially for traditional OEMs, toward a digital-first experience
• To fill the funnel for vehicle purchase, OEMs need to establish a meaningful customer dialogue for relationship building
• Current structures and ways of working / communicating are not ready for this approach

Solution

• Build a new approach to customer interaction – direct, personalized, evolving, purposeful and community-based
• Address customers and non-customers on ownership and related issues to increase quantity and quality of leads
• Create flexible community concept that adapts to brand’s needs and phases to address different target groups

Result

• Orchestration and interconnection of brand ecosystem across first and third-party channels – adaptable to market needs
• Establishment of operating model for realizing concept (including roles, responsibilities, competencies, stakeholder integration)
• Calculation of costs and uplift connected to implementation of community approach with flexible implementation

Challenge

• Impending launch of the first fully battery-electric vehicles required a fundamental sales system decision between wholesale / dealer and agent system

Solution

• Evaluation of selected options as to their cost / benefit / risk profiles
• Consideration of strategic objectives, as well as operational realities

Result

• Decision made and implementation imminent

Challenge

• Cost pressure and increasing digitalization makes the traditional multi-layer sales & marketing organization (HQs, region, NSC) increasingly obsolete

Solution

• Design new organizational principles to optimize consolidation synergies and closeness to markets at the same time, utilizing our Virtual System Model
• Redraft the key processes and structures
• Develop the implementation roadmap

Result

• Target structure and transformation roadmap agreed
• Implementation ongoing

Challenge

• A revised brand strategy, cost pressure and the increasing digitalization of marketing made the traditional multi-layer marketing organization (HQs, Region, NSC) increasingly obsolete

Solution

• Re-evaluated roles, contributions and authorities across the globally dispersed marketing teams, considering the new strategic and operational objectives
• Collaboratively developed and agreed the new target operating model and the required transformation roadmap

Result

• Target operating model 2.0 approved
• Implementation largely completed

Challenge

• OEM client required a comprehensive strategy for its luxury top-end sub-brands

Solution

• Definition of hypotheses on growth opportunities
• Systematic verification / falsification of hypotheses
• 360°analysis, including customer study, competitor analysis and belief audits
• In-depth analysis of root causes for existing limits to exploit potential of sub-brands
• Definition of strategic directions and potential measures
• Quantification and prioritization of defined measures
• Detailed measure description and implementation support for each sub-brand, including product portfolio extension, revision of portfolio to match sub-brand character, streamlining of electrified portfolio

Result

• 360°analysis
• Review of verified / falsified growth hypotheses
• Strategic directions and recommended measures

Challenge

• The client’s top management perceived its hydrogen core technology was coming under pressure from the emerging shift toward BEV
• For marketing purposes and to demonstrate the everyday usability of hydrogen-powered FCEV, the client decided to launch full-scale FCEV car sharing in Munich – starting on a blank sheet of paper

Solution

• Development of the service offering, definition of the key features, pricing, operating model
• Selection of the vehicle provider and model, selection of the service provider
• Integration of backend, app development, integration with base vehicle
• Definition of marketing and communications concept, beta testing and launch preparation

Result

• From strategy definition to beta launch to go-live within 13 months
• Successful creation of awareness, smooth operational launch of largest FCEV car sharing schemes in the world
• Highly accurate prediction of customer demand and operational effectiveness

Challenge

• Changing customer needs and behaviors required a review of the financial services strategy

Solution

• Rigorously challenged the FS strategy for gaps and risks
• Considered new mobility solutions based on VaaS in addition to the traditional core business
• Agreed revised strategy in close collaboration with the client’s leadership team

Result

• New strategy approved
• Implementation ongoing

Challenge

• Develop set of scalable VaaS business models for autonomous ride hailing and pooling

Solution

• Conduct interviews with city and PTO representatives across large European cities, identify viable offerings and necessary capabilities

Result

• Clarity about generic options and their market potential; some years after project completion the strategy is being put into action without any loss of relevance

Challenge

• Develop mobility concept to enhance public visibility and deliver proof of operational viability of H2-powered vehicles

Solution

• Develop service concept, design ODD, pricing scheme and business case; select IT vendor, acquire vehicles, supervise retrofitting, support political stakeholder management

Result

• Car-sharing successfully piloted 10 months after project start, launch after 12 months; business case assumptions met with 85% accuracy

Challenge

• Close gap between leading vehicle brand and vehicle-on-demand offerings of competitors

Solution

• Develop car-sharing service concept, support stakeholder management and argumentation, draft business plan

Result

• Strategy successfully developed and signed off (including budget) in less than four months

Challenge

• Assess market potential and likelihood of success of pan-European expansion of vehicle-on-demand service provider

Solution

• Detailed modeling of ~30 European cities on car-sharing and subscription market potential, assessment of local competition and willingness to pay

Result

• Market entry executed soon after completion of study, assessment results largely validated

Challenge

• Competitive environment had significantly changed and required updates / reflection in the new strategy
• OEM had already updated its own strategy

Solution

• Analysis of external trends with high impact on future business
• Top-down vision and mission development
• Analysis of relevant business models in 2030
• Definition of five strategic dimensions and objectives
• Development of implementation plan via OKR logic

Result

• New global 2030 strategy (including vision and mission statement) based on five strategic dimensions for 40-plus markets to optimize customer and vehicle lifetime value via a strong focus on Vehicle-as-a-Service offers in close collaboration with brands
• Introduction of OKR methodology as new steering logic for the captive, and implementation preparation

Challenge

• Client had built a dedicated greenfield leasing unit to become a leading leasing and VaaS provider in Germany
• To efficiently and effectively drive innovation, a new process needed to be set up
• Innovation process needed to be tested in real time by introducing Wallbox-as-a-Service concept

Solution

• Train client teams via masterclasses on innovation
• Derive a tailor-made innovation process for the organization
• Apply process in a real service offering in an MVP approach, with the focus on selling to customers after 10 weeks

Result

• Introduced and implemented an innovation process based on double-diamond model
• Training classes for the line function that can replicate this process for new innovations going forward
• Managed the implementation of a Wallbox-as-a-Service via a partner, including end-customer facing offering within 10 weeks

Challenge

• Client is a very successful OEM captive with relatively high penetration rates of its finance and leasing products in the first cycle (new cars)
• To maximize customer and vehicle lifetime value and control a larger share of the vehicle life cycle, client wanted to optimize second and third cycle management and penetration rates of its finance and service products

Solution

• Internal assessment why penetration rates are not at the desired scale
• Assess customer and dealer requirements to enable second and third cycle concept
• Identify best practices and action items to achieve targets

Result

• Second and third cycle concept and toolkit to enable the individual markets to maximize CLV and VLV
• Tangible manual focusing on the top action areas, including best practices

Challenge

• Mobile apps are becoming a crucial part of everyday lives – OEM apps need to be relevant
• a variety of new internal requirements and external trends required an update for the app strategy and a new north star
• OEM apps have similar functions and appear interchangeable to the customer

Solution

• Set a common strategic framework to evolve user-centric features, services and content simultaneously
• Increase customer retention rate by enabling key ambitions
• Widen the distance to competitors by defining differentiators to create unique selling points

Result

• Definition of aligned target picture for the coming years
• Alignment and definition of premises and differentiators, and proposal of focus topics
• Make selected in-car functions only accessible via the app, as well as other customer benefits to ensure high attractivity of the app

Challenge

• The metaverse is an ever-increasing trend in the automotive industry
• Metaverse activities mushroom across the complete value chain, making coordination and alignment challenging, and lead to inability to create critical momentum
• The metaverse is only one example of the need for systemic innovations spanning organizational units – large OEM organizations struggle to manage those effectively

Solution

• Creating a holistic perspective on metaverse technology, architecture, applications and business models
• Implications for effective management of the metaverse and other cross-functional innovations in the work model and alignment needs

Result

• Thorough, deep-dive report on metaverse applications, technology, business models in the virtual world (including NFTs), and respective providers
• Assessment of client’s options to proceed in terms of organizational readiness and next steps toward implementation and adjustment of organizational structures

Challenge

• Strongly growing SW unit of premium car maker undergoing a substantial restructuring of its product and service portfolio
• Apart from one delivery unit, most of the DevOps staff have been located in the German headquarters
• For further growth the inception of an additional foreign (near / offshore) location was required

Solution

• Definition of selection and prioritization criteria (commercial, technical, cultural)
• Successive creation of long and short lists of options on city basis, across 20 different countries
• In-depth analysis of preferred cities (including cost of living, transit system, expat community)

Result

• Clear, analytically-derived recommendation for top management
• Decision made and defended against politically motivated counter-argumentation due to high analytical standard and sound data base

Challenge

• Physical experiences and human interfaces will remain a key factor for luxury car brands
• Nevertheless, customers and prospects increasingly expect that they can interact ‘digitally’ with their brand

Solution

• Identified key touch points where digitalization can create value for customers and the brand
• Designed differentiating user stories that uniquely combine digital and human elements

Result

• Planned, built and piloted (with partners) necessary technical platforms

Challenge

• The strategy process required a sound quantitative decision base in terms of revenue and profit pools in the future
• Lacking alignment on future development of the market

Solution

• Setting up a market model with respective parameters and scenarios
• Joint gathering of data as input to the model
• Workshops to align on methodology, variables and scenarios
• Interpretation of results as part of strategy process

Result

• Software market size and development
• Clear and aligned decision base / input for the strategy definition

Challenge

• A recent new strategy with significant shift in offering (from service to product) did not materialize
• Root causes for failing strategy needed to be evaluated and mitigated
• Overall, strategy was to be updated and validated

Solution

• Joint workstreams to analyze the external environment and internal conditions
• Milestone workshops to align on need for action and potential strategic options
• Mitigation actions for organizational challenges

Result

• New strategy defined
• Delineation of product and service organization
• Reviewed footprint strategy
• Clear implementation planning

Challenge

• New electric-vehicle platform required a connected service portfolio
• Current organization was not fit for modern software development
• Lacking translation of requirements into implementation

Solution

• Joint definition of use cases along E2E user journeys with respective service offering
• Building a tool to derive SW requirements from user journeys and translate them into actionable items for respective SW systems
• Reorganization of SW delivery

Result

• Full description of connected services portfolio
• Implemented methodology to derive and translate requirements to product owners
• New agile SW development organization (SAFe) introduced, including role description and processes

Challenge

• Highly uncertain market development for the operating system market
• Client needed to know whether repositioning is either necessary or provides an opportunity

Solution

• External validation through expert and customer interviews
• Joint analyses workstream (covering competitors, market trends, product offering)
• Milestone workshops to align on results

Result

• Set of externally validated shared beliefs, serving as decision base for the strategy in an uncertain environment
• Derived options for a refined / complemented product portfolio

Challenge

• Investor had an interest in buying a company providing testing tools to the market
• Due to high heterogeneity in the tooling market there was high uncertainty about the future positioning of the target
• A sound commercial due diligence was necessary

Solution

• Segmentation of the market and assessment of size and development
• Analysis of the competitive landscape within the segment
• Evaluation of the current and potential future position in the value chain
• Customer and expert interviews to validate results
• Analysis of the business plan

Result

• Commercial due diligence report as sound base for the acquisition decision

Challenge

• Significant upgrade of internal funding needed to safeguard delivery of fully integrated AD pooling business model in 2025
• Scattered budgeting processes and decision committees making “full picture perspective” close to impossible for senior management
• Increasing skepticism concerning whether investment makes strategic sense

Solution

• Developing a set of relevant investment hypotheses for incumbent
• Validating hypotheses via interviews and market / business case modeling
• Developing a compelling pitch-deck aligning all relevant arguments

Result

• Funding for full feature set of passenger functions secured until 2024
• Split of responsibilities and working mode between various involved parties and departments defined and aligned with budgeting split

Challenge

• OEM with urgent need to provide an answer to the growing trend for shared mobility services (2016/2017)
• Carve-out of new mobility unit decided upon and implemented in short period of time, C-level team hired
• Detailed service portfolio, go-to-market, team set-up on the fly

Solution

• Developed a product vision, product portfolio definition and features set
• Detailed operational requirements for pooling service, including stops and route planning
• Supported acquisition of interim tech solution
• Developed initial draft for city-by-city European roll-out

Result

• Implementation / go-live of fully functioning pooling business model eight months after company foundation
• Launched development of pooling SPV as derivative of existing model
• Established operations unit and operating model, including driver / shift-planning approach
• Secured funding of operations for three years

Challenge

• Newly-founded mobility unit asked to implement prioritized mobility business model from scratch and deliver proof of viability in short period of time

Solution

• Berylls team to bootstrap company-building. Support hiring of senior leadership, definition and implementation of business model, go-to-market approach and selection of cooperation partners, stakeholder alignment with local stakeholders, and definition of scaling approach.

Result

• Set-up of viable organization in less than 10 months. Go-live of initial service offering within 11 months, initiation of new vehicle concept launch, acquisition of senior tech team to bootstrap tech stack building. Safeguarding of funding for three years.

Challenge

• Large international OEM under pressure to respond strongly to emerging new mobility concepts and competitor co-operations with tech companies

Solution

• Develop strategic target picture, support business unit head in stakeholder management; build organizational structure and work model of newly set-up mobility unit; hire leadership team and draft business plan

Result

• Carve-out decided within four months and completed nine months after project start; full commitment of OEM C-level secured, new unit, including C-level staff operational 11 months after project start

Challenge

• Large OEM looking for orientation within highly dynamic shared-mobility ecosystem

Solution

• Develop fact-based, quantitative assessment of various shared-mobility segments and align with OEM's overall strategy and priorities

Result

• Full alignment on new target picture on C-level; commitment to portfolio consolidation and merging of operations

Challenge

• Validate strategic roadmap of OEM’s mobility services portfolio

Solution

• Assess business-case viability based on industry benchmarks, develop strategically aligned counter proposal

Result

• Review completed in four weeks, largely contradicting already signed-off procedure and resulting in in-depth discussions with client’s CEO and BU heads

Challenge

• Streamline mobility service portfolio and focus efforts on most promising initiatives

Solution

• Review existing portfolio with respect to scalability, market potential and internal capabilities

Result

• Recommendation to strictly focus on selected portfolio elements with provision of hints toward portfolio white spots

Challenge

• Develop innovative mobility-on-demand service suited for premium vehicle manufacturers

Solution

• Design service features, develop operational model; develop detailed market model for Germany based on assessment of specific routes, simulation of operational model, service hub activities

Result

• Sign-off of model and go-to-market strategy resulting in immediate launch of small-scale pilot operations

Challenge

• Validate market potential of planned go-to-market in micro-mobility

Solution

• Detailed modeling of European micro-mobility market on a city-by-city basis. Detailed analysis of profitability levels along the value chain as basis for specific business models

Result

• Results validated against contradicting results of competitor studies; proposals to adjust go-to-market and value-added services fully implemented

Challenge

• Assess viability and price point of ride-hailing M&A

Solution

• Detailed assessment of strongly growing ride-hailing market in selected European countries; detailed assessment of business plan and market positioning

Result

• Critical overall assessment result led to thorough review of acquisition; report serving as guidance for start-up’s advisory board

Challenge

• Support strategy realignment and multi-year funding of AD MaaS initiative of volume OEM

Solution

• Perform critical assessment of OEM’s past performance and strategic risks ahead; performed scenario analysis and derived real option-based analysis of further funding and revenue potential

Result

• AD ride-hailing strategy reinforced by OEM’s senior leadership; funding secured for several years

Challenge

• Mobility solutions provider requested a detailed modular architecture strategy for implementation

Solution

• Analysis of current capabilities based on workshop and interviews
• Competitor analysis of modular architecture status
• Review of best practices for selected functional capabilities

Result

• Target picture and operating-model design, including role definitions, development process, new functions, management system, KPI set, module management areas and appropriate data formats and tools
• Roadmap design based on weak-point identification, with required initiatives and milestones to address them

Challenge

• Client aimed to identify new mobility business opportunities by meeting the expectations and mobility needs of digital natives

Solution

• Customer and trend analysis to define archetypes of digital natives and their behavior
• Mobility requirement and need analysis to derive future user journeys for digital-native archetypes
• New mobility value-chain definition
• New business opportunity and viable business model derivation, including business scope and value proposition

Result

• Digital-native archetypes, including corresponding behavior patterns and mobility requirements
• Future mobility user journeys
• New mobility value chains
• Identified business opportunities and viable business models, including business scope and value proposition

Challenge

• Transition from a classic business model (fueling stations) to e-mobility (charging stations) happens faster than expected
• No sustainable EV charging strategy in place / lack of market insights to build up a new strategy
• Impending regulation significantly endangers the current mobility business field

Solution

• Detailed assessment of the EV charging market (360° analysis)
• Analysis of key market drivers (regulation, portfolio, technology, customer, competition)
• Development of a business model and strategic options for entering the charging market in four European countries (France, Germany, Netherlands, United Kingdom)

Result

• Detailed EV Charging Value Chain, incl. business archetypes
• Identified and estimated value-creation fields
• Detailed business models and defined market requirements / strategies adapted to customer’s strengths

Challenge

• Companies need to make charging an integral part of the customer experience due to increasing EV share in most of the world’s largest markets
• Awareness of brand’s EVs and processes low among customers

Solution

• Design an industry-leading charging customer journey
• Follow the double-diamond design process, which rigorously distinguishes between problem (left diamond) and solution (right diamond)
• Focus on the problem space, taking the current and upcoming EV models and charging innovations into consideration

Result

• Identification of each charging-relevant touchpoint during the customer journey
• Completion of gaps analysis between experience and expectations and analysis of experience gaps in more detail
• Completion of ideation workshops for the most pressing experience gaps

Challenge

• Value chain for EV charging market is highly dynamic and complex, with multiple stakeholders, including CPOs, MSPs, hardware and energy providers
• OEMs, IOCs, utilities and new start-ups competing for key roles and market share, leading to intense pricing competition
• Client targets for €1bn revenue in 2025 with competitive AC and DC charging solutions

Solution

• Build up thorough understanding of OEM EV strategies and derive implications for client's charging portfolio
• Lay foundation for reliable business case and set guideline for mid- to long-term planning

Result

• Client's capabilities assessed per region for each market and business to identify major weak spots
• “Voice of the Customer” interviews conducted and use cases validated
• Product portfolio streamlined and advanced to meet customer requirements
• Competitor positioning analyzed and client's value proposition sharpened

Challenge

• Market for battery analytic software is accelerating, with increasing global EV sales
• “Software as a Service” (SaaS) solutions showing forecast battery health status are offered by tech-heavy start-ups
• Client plans new entry to market for battery analytics

Solution

• Refine use cases from end-customer perspectives over EV life cycle
• Quantify willingness to pay for client's SaaS offering
• Evaluate possible business and revenue models
• Pinpoint value proposition compared to competitors

Result

• Conducted representative market study with end-customers through online panel
• Statistical data analysis to determine willingness to pay
• Developed go-to-market approach for customer based on unique value proposition

Challenge

• Commodity supplier wanted to adapt to a changing market and customer behavior through the growth of e-mobility

Solution

• Analysis of the EV value chain (including quantification of energy consumption)
• Market driver analysis
• Derivation of key takeaways for passenger cars and commercial vehicles
• Scenario analyses for entering the charging market

Result

• Market model for EV energy consumption
• Detailed market analysis grid (including regulations and regional customer requirements)
• Market-specific business cases for charging
• Scenario analyses for market entries

Challenge

• Energy supplier was looking for new business opportunities in the future mobility market primarily related to market entry by hydrogen cars

Solution

• Analysis of industry trends and customer requirements regarding hydrogen drives
• Quantification of hydrogen demand until 2030
• TCO simulation for hydrogen trucks
• Competitor analysis along hydrogen value chain
• Evaluation of market entry opportunities (including potential partnering options)

Result

• Quantification forecast for hydrogen demand
• Stakeholder and competitor map along hydrogen value chain
• Business-model evaluation for hydrogen production
• Go-to-market strategy for hydrogen production

Challenge

• Current combustion vehicle focused customer journey does not meet EV and sustainability-related customer needs
• Lack of focus on pre-sale charging journey as inevitable part of the EV experience
• Integration of upcoming charging products and services into the journey

Solution

• Input gathering on our client’s upcoming EV / charging / sustainability developments (plug & charge, vehicle-to-grid, load, smart wallboxes)
• Definition of relevant customer archetypes
• Customer journey mapping to identify and prioritize the most relevant expectation gaps
• Ideation of solution to close the most pressing expectation gaps

Result

• Defined five expectation gap clusters: EV info search, retail experience, integrated charging offer, charging assistant, customer care
• Detailed specific solutions for the top three expectation clusters in ideation workshops
• Integrated customer journey learnings into other charging product and service developments
• Initiated requirements definition with SMEs from web, app, dealer channel and CRM

Challenge

• Retail network development for a premium OEM in a core market area enabling strategic transformation among its dealership to achieve future retail featuring seamless customer experience, invisible after-sales operations and drastically reduced costs

Solution

• Design and implementation of a physical retail transformation that ensures an enhanced and emotionalized customer experience across all touchpoints, and provides a strong business case for retail investors
• Definition of a target picture about future role of retail to guide the transformation of the physical retail network

Result

• Retail formats portfolio with focus on stronger emotionalization of the retail experience and seamless O2O integration
• Ideal future retail network blueprint, defined market area planning logic, and roll-out
• Buy-in of relevant stakeholders (NSC, HQ, investors, third parties) ensured

Challenge

• Target company identified enormous inorganic growth potential and was looking for new investment partner
• Company was missing clear approach for business model implementation, network synergies and internationalization strategy

Solution

• Evaluation of the circular business model based on a “one-stop shop for reused parts” concept (reuse, remanufacture, recycle)
• Analysis of market development and regulation characteristics
• Assessment of cooperation models to secure supply of used parts

Result

• Outside-in analysis of circular business model trends and market development
• Inside-out assessment of network synergies and go-to-market approach

Challenge

• Retailer had invested in a new used-car center and is looking for levers to maximize the investment return

Solution

• Developed a full range of options to expand and leverage the existing business unit, including licensing, franchising, partnering and organic growth
• Objectively appraised the options as to their cost / benefit / risk profiles

Result

• New used-car expansion strategy approved
• Implementation ongoing

Challenge

• Client is a very successful OEM captive with relatively high penetration rates of its finance and leasing products in the first cycle (new cars)
• To maximize customer and vehicle lifetime value and control a larger share of the vehicle life cycle, client wanted to optimize second and third cycle management and penetration rates of its finance and service products

Solution

• Internal assessment why penetration rates are not at the desired scale
• Assess customer and dealer requirements to enable second and third cycle concept
• Identify best practices and action items to achieve targets

Result

• Second and third cycle concept and toolkit to enable the individual markets to maximize CLV and VLV
• Tangible manual focusing on the top action areas, including best practices

Challenge

• Investments that had been made in the past and during the COVID-19 crisis led to a financial crisis which was to be remediated by involving new investors
• At the same time the operating business was stable and first steps into the promising field of recycling had been made
• The CEO needed to develop a strategic target picture for discussions with potential future investors and further stakeholder groups

Solution

• Interviews of major stakeholders and development of all relevant target picture dimensions
• Outside-in impulses for new thinking and acting based on Berylls expertise in the mobility industry, including battery production and recycling
• Workshop-based development of a top-down target picture together with the management team

Result

• Clear view on future customers, product portfolio, business models and client responsibilities
• Synergies with other business divisions identified and concrete next steps agreed

Challenge

• Target company identified enormous inorganic growth potential and was looking for new investment partner
• Company was missing clear approach for business model implementation, network synergies and internationalization strategy

Solution

• Evaluation of the circular business model based on a “one-stop shop for reused parts” concept (reuse, remanufacture, recycle)
• Analysis of market development and regulation characteristics
• Assessment of cooperation models to secure supply of used parts

Result

• Outside-in analysis of circular business model trends and market development
• Inside-out assessment of network synergies and go-to-market approach