FUTURE-PROOFING AUTOMOBILITY
Berylls Strategy Advisors is a top-management consulting firm focussed exclusively on the automobility sector. Our mission is to make automobility sustainable, practicable, scalable, and profitable. In short, future-proof. We are an experienced team of strategy consultants that covers the entire automotive value chain from long-term strategic planning to operational performance improvements.
We believe in always staying ahead of the curve and proactively pursuing thought leadership on emerging trends and topics before they become an issue for our clients, so that we can give them the most current, relevant, and informed advice. Our approach to addressing problems in a different way has earned us a roster of clients we are very proud of, including OEMs, suppliers, service companies, Big Tech companies, software providers and investors.
But whoever we work for one rule always applies: We don’t believe in one-size-fits-all solutions. Tasks may appear similar, but every problem requires a Different solution.
Approach
Our clients value our methodological consulting approach, our ideas and strategic foresight and how well-connected we are. We are a critical friend, on par, and completely focused on our clients’ issues.
Our consulting approach is modular and based on 5 PRINCIPLES:
SUCCESS. TODAY AND TOMORROW.
Many promising strategy projects get lost in the business of daily operations, as soon the consultants have left the building, To help clients avoid these operational pitfalls, we empower key members of our client organizations already during the project to take over responsibility before our team leaves.
TAKING THINGS PERSONALLY AND ALL THE WAY.
We treat our clients’ problems as if they were our own. Taking things personally means that we work with our clients as one team. It also means dedicating ourselves whole-heartedly to the task at hand and not stop until a solution is up and running.
THE CORE. AND EVERYTHING SURROUNDING IT.
Every company is unique. That's why it is crucial we get to know our clients’ business to its core. Besides numbers and facts soft factors, too, play a decisive role. They help us better understand a client company’s specific context and can substantially shape the implementation of appropriate Measures.
STRAIGHTFORWARD. IF NEED BE; LATERALLY TOO.
The way we think affects the way we work. The way our consultants think is straightforward, as is the way they work. We avoid buzzwords, question easy solutions and don’t shy away from a frank exchange of opinions. For we know it is not about us. It’s about our clients – and the best solution to ensure sustainable business success.
SCALING PEAKS. AVOIDING SLUMPS.
The art of successful strategy consulting lies in striking the right balance between content and process. Without that balance, a project can easily fall into a slump after an enthusiastic start. By intensively involving key stakeholders and continuously communicating project goals and perspectives, Berylls’ consultants actively work to avoid or overcome such a slump.
SUCCESS. TODAY AND TOMORROW.
Many promising strategy projects get lost in the business of daily operations, as soon the consultants have left the building, To help clients avoid these operational pitfalls, we empower key members of our client organizations already during the project to take over responsibility before our team leaves.
TAKING THINGS PERSONALLY AND ALL THE WAY.
We treat our clients’ problems as if they were our own. Taking things personally means that we work with our clients as one team. It also means dedicating ourselves whole-heartedly to the task at hand and not stop until a solution is up and running.
THE CORE. AND EVERYTHING SURROUNDING IT.
Every company is unique. That's why it is crucial we get to know our clients’ business to its core. Besides numbers and facts soft factors, too, play a decisive role. They help us better understand a client company’s specific context and can substantially shape the implementation of appropriate Measures.
STRAIGHTFORWARD. IF NEED BE; LATERALLY TOO.
The way we think affects the way we work. The way our consultants think is straightforward, as is the way they work. We avoid buzzwords, question easy solutions and don’t shy away from a frank exchange of opinions. For we know it is not about us. It’s about our clients – and the best solution to ensure sustainable business success.
SCALING PEAKS. AVOIDING SLUMPS.
The art of successful strategy consulting lies in striking the right balance between content and process. Without that balance, a project can easily fall into a slump after an enthusiastic start. By intensively involving key stakeholders and continuously communicating project goals and perspectives, Berylls’ consultants actively work to avoid or overcome such a slump.
SUCCESS. TODAY AND TOMORROW.
Many promising strategy projects get lost in the business of daily operations, as soon the consultants have left the building, To help clients avoid these operational pitfalls, we empower key members of our client organizations already during the project to take over responsibility before our team leaves.
TAKING THINGS PERSONALLY AND ALL THE WAY.
We treat our clients’ problems as if they were our own. Taking things personally means that we work with our clients as one team. It also means dedicating ourselves whole-heartedly to the task at hand and not stop until a solution is up and running.
THE CORE. AND EVERYTHING SURROUNDING IT.
Every company is unique. That's why it is crucial we get to know our clients’ business to its core. Besides numbers and facts soft factors, too, play a decisive role. They help us better understand a client company’s specific context and can substantially shape the implementation of appropriate Measures.
STRAIGHTFORWARD. IF NEED BE; LATERALLY TOO.
The way we think affects the way we work. The way our consultants think is straightforward, as is the way they work. We avoid buzzwords, question easy solutions and don’t shy away from a frank exchange of opinions. For we know it is not about us. It’s about our clients – and the best solution to ensure sustainable business success.
SCALING PEAKS. AVOIDING SLUMPS.
The art of successful strategy consulting lies in striking the right balance between content and process. Without that balance, a project can easily fall into a slump after an enthusiastic start. By intensively involving key stakeholders and continuously communicating project goals and perspectives, Berylls’ consultants actively work to avoid or overcome such a slump.
SUCCESS. TODAY AND TOMORROW.
Many promising strategy projects get lost in the business of daily operations, as soon the consultants have left the building, To help clients avoid these operational pitfalls, we empower key members of our client organizations already during the project to take over responsibility before our team leaves.
TAKING THINGS PERSONALLY AND ALL THE WAY.
We treat our clients’ problems as if they were our own. Taking things personally means that we work with our clients as one team. It also means dedicating ourselves whole-heartedly to the task at hand and not stop until a solution is up and running.
THE CORE. AND EVERYTHING SURROUNDING IT.
Every company is unique. That's why it is crucial we get to know our clients’ business to its core. Besides numbers and facts soft factors, too, play a decisive role. They help us better understand a client company’s specific context and can substantially shape the implementation of appropriate Measures.
STRAIGHTFORWARD. IF NEED BE; LATERALLY TOO.
The way we think affects the way we work. The way our consultants think is straightforward, as is the way they work. We avoid buzzwords, question easy solutions and don’t shy away from a frank exchange of opinions. For we know it is not about us. It’s about our clients – and the best solution to ensure sustainable business success.
SCALING PEAKS. AVOIDING SLUMPS.
The art of successful strategy consulting lies in striking the right balance between content and process. Without that balance, a project can easily fall into a slump after an enthusiastic start. By intensively involving key stakeholders and continuously communicating project goals and perspectives, Berylls’ consultants actively work to avoid or overcome such a slump.
Approach
THE CORE. AND EVERYTHING SURROUNDING IT.
Every company is unique. That's why it is crucial we get to know our clients’ business to its core. Besides numbers and facts soft factors, too, play a decisive role. They help us better understand a client company’s specific context and can substantially shape the implementation of appropriate Measures.
STRAIGHTFORWARD. IF NEED BE; LATERALLY TOO.
The way we think affects the way we work. The way our consultants think is straightforward, as is the way they work. We avoid buzzwords, question easy solutions and don’t shy away from a frank exchange of opinions. For we know it is not about us. It’s about our clients – and the best solution to ensure sustainable business success.
SCALING PEAKS. AVOIDING SLUMPS.
The art of successful strategy consulting lies in striking the right balance between content and process. Without that balance, a project can easily fall into a slump after an enthusiastic start. By intensively involving key stakeholders and continuously communicating project goals and perspectives, Berylls’ consultants actively work to avoid or overcome such a slump.
SUCCESS. TODAY AND TOMORROW.
Many promising strategy projects get lost in the business of daily operations, as soon the consultants have left the building, To help clients avoid these operational pitfalls, we empower key members of our client organizations already during the project to take over responsibility before our team leaves.
TAKING THINGS PERSONALLY AND ALL THE WAY.
We treat our clients’ problems as if they were our own. Taking things personally means that we work with our clients as one team. It also means dedicating ourselves whole-heartedly to the task at hand and not stop until a solution is up and running.
Sustainability and e-mobility represent the cutting edge of automobility. A business model that does not integrate environmental and social measures with commercial targets cannot be economically viable. Berylls has a long track record in making sustainability work both for our clients and in our own business ventures, for example with WALL-E – the first free-to-the-user e-mobility infrastructure initiative.
To respond to the combined disruptive forces of digitalization, connectivity, and shared and e-mobility solutions, automotive OEMs along with suppliers, start-ups and service companies are radically redrawing their product portfolios. This is nowhere more evident than in the car itself. Berylls has helped automotive companies combine new product attributes, software-defined features, new ownership models and digital services into internally consistent portfolios that integrate physical products and digital services.
To become a commercial reality, a portfolio must be translated into platforms, modules, components, manufacturing technologies and service offerings. Software is the glue that holds all these technologies together. Berylls has helped clients define products for a radically different future while as they transition from the hardware of today to the software-defined products of tomorrow.
No product will ever reach its target customers if it is not developed, industrialized and manufactured on time, on quality and cost. Berylls has helped clients successfully launch new product lines, technologies and applications, developing new plants and assembly lines, and resolving bottlenecks, quality problems and production delays through task force engagements in high-stakes situations. We work from strategy to reality, and from the boardroom to the shopfloor.
Where automotive retail used to be about selling, financing and servicing cars through a network of dealerships, this landscape is increasingly being disrupted by new direct sales models, new digital service offerings and the emergence of third-party intermediaries. No OEM today can thrive without a potent digital offering that seamlessly integrates physical formats. And the more an OEM is positioned toward luxury, the more important physical retail networks become. We have helped OEMs build full-service offerings around their online and offline retail presence while at the same time increasing their revenue share across the vehicle’s entire lifetime.
Mergers, acquisitions and strategic partnerships can be powerful enablers in gaining new skills or competencies, or accessing new markets and customers, or simply building scale. They help companies remain competitive or transform their business in the face of coming change. With our extensive track record in conducting partner and target searches, due diligences and post-merger integration programs, Berylls has helped many clients build powerful value networks around strategic partnerships or through equity investments and takeovers.
Developing new software-driven competencies and business models goes to the heart of what defines a business. Successfully executing such a business transformation holds the key to securing a company’s future. Berylls has helped many clients build fast, agile and effective organizations that are synchronized to their strategy, that have the right mix of culture and skills, and that are equipped to bring the complexity that comes with automobility under control.
As few automotive companies can fund the massive investments needed for new products and new technologies from their operating cashflow alone, access to fresh capital is key. Some OEMs are restricted in their ability to raise capital through being undervalued. Others find financing but struggle to deliver their investors’ expectations. Addressing these problems requires an understanding of capital markets that goes beyond the fundamentals of revenue, profitability, and shareholder returns. This is why we at Berylls have developed our proprietary Automobility Index. The Index goes beyond the P&L fundamentals, evaluating company strategy, value networks and investor sentiment. Using our Index, Berylls helps clients to better understand investor expectations and develop investor stories that resonate with global capital markets.
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. Whether mainstream or emerging, at Berylls we have a long track record of helping clients translate emerging trends into actual products. We translate trends into specific requirements and specifications that enable organizations to develop relevant products and bring them to market. And if needed we use our own resources to develop, fund and build products around the most powerful mega trends.
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