Understanding & integrating mega trends
As the pace of innovation accelerates, new trends can emerge rapidly, capturing the attention of customers, investors, and automotive businesses. 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 help clients understand whether new technologies can be used to create a competitive advantage for them or whether they threaten their business.
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.
We explore fast, test swiftly, validate quickly and scale rapidly. We do it but Different:
Our Trend Scouting process involves translating emerging trends into new product ideas. We evaluate and prioritize trends based on their potential value, feasibility, and marketability. We aim to extend the client’s portfolio by designing tangible business concepts based on meaningful trends. We also develop concrete shared beliefs about each trend to generate common understanding.
Our Product Evaluation process involves testing the viability of products against relevant use cases. We create proof of concepts to make product ideas more tangible, to detail concepts and initiatives, and ensure that the strategy is operable by including relevant stakeholders. We also identify potential partnerships to support product marketing efforts.
Our Requirements Engineering process involves deriving the necessary technical requirements to ensure the feasibility of a product. This includes identifying key technical requirements to enable the selected product, evaluating technical solutions based on the enterprise architecture and IT landscape, and identifying a technical solution that is aligned with both the IT and business strategy.
Our Organizational Enablement process involves driving change while avoiding common pitfalls and mitigating risks. We refine and prepare customized products for operationalization, evaluate and select initiatives for piloting based on the organization's capabilities, enable the team by providing the necessary tools for successful piloting, and provide recommendations for possible partnerships in case of any capability shortfall.
Our Minimum Viable Product (MVP) process is designed to deliver a feasible and live MVP in the market. This involves implementing and launching the MVP, running market feedback loops and tests to make necessary adaptations, orchestrating customer interaction through dedicated customer journey design, and establishing a strong presence and voice within the business trend we aim to own.
Our Product Maintenance process involves acting as trusted advisors and product owners to continue the client’s success story. This includes improving the product through integration of the Voice of the Customer, iterating the marketing and sales strategy roadmap for the new business, evaluating and optimizing the business, evolving the organizational model around the product, and continuously driving innovation and improvement to keep scaling.
At Berylls we combine the “what” of in-depth automobility expertise with the “how-to” of a start-up.
Are new trends important? To answer that you need to be able to separate the signal from the noise. This is how we monitor the latest developments in our industry, for example with our interpretive startup-up radar.
We’ve also developed a proprietary tool suite to translate trends into actual products. Our use-case enabler matrix allows us to translate customer use cases directly into specific functional requirements and specifications.
We service our clients with insights and advice. But if the situation demands it we take the driver’s seat and take new products into the market fast.
In 2022, the metaverse became one of the hot topics in the automotive industry. Our client, while recognizing its disruptive potential as well as the opportunities of the technology, asked Berylls to provide guidance on the scope and gravity of the technological and systemic impact of the metaverse and develop a suitable approach to deal with the organizational implications.
The project scope has comprised the entire value chain – from R&D and production to marketing, sales and after-sales. Each division has been evaluated with regards to their implementation progress, as well as their technical and organizational maturity. In addition, cross-divisional coordination and execution capabilities have been evaluated.
The project has resulted in an in-depth analysis of metaverse trends, their current manifestation in the car industry and future scenarios for OEMs both holistically and by function. We derived organizational implications and the requirements for new working models, as well as the skillsets needed to capitalize on those trends. We highlighted the need for organizational flexibility on the one hand and cross-divisional transparency and alignment on the other.
The automotive industry has always placed great emphasis on customer relationships and loyalty. Traditionally customer relationships were limited to the ownership of a vehicle, but the advent of NFTs may help extend the relationship beyond just car ownership. Major global brands are already harnessing the potential of Web3 to build new customer relationship management and loyalty programs, or extend existing ones.
The project scope was limited to trend scouting and creating a proof of concept for the idea of an NFT-based loyalty program for a client. We established that NFTs can add value to physical products by linking them to exclusive benefits, products and services, creating entirely new ways to improve customer relationships and increase customer loyalty. We helped assess the trend, make sense of it and evaluate scenarios of possible integration.
After project completion, the customer was able to understand the trend and possible adaptation scenarios for their own brand. Through potential-risk analysis they were able to evolve an NFT strategy and represent it in the business. The final deliverable was a clear recommendation for action including a proof of concept and roadmap for shaping the trend at the customer interface.
MOIA is one of the few Berylls projects that have been communicated publicly with full client clearance. We were asked to consult with VW Group in their endeavor to create, assess and establish a shared-mobility business model.
The project scope was to support VW in evaluating, innovating and establishing a shared mobility business model, including a full range of strategic and tactical assessments to derive the ideal guidance and operating model.
This was a project of the sort that is becoming typical for consulting firms in the mobility sector: getting down to business instead of just thinking ahead. The result was a package of multiple assessment results, business cases and risk-potential analyses for possible implementation scenarios, ultimately leading to the successful establishment of MOIA as a key urban mobility brand.
The Engine is a project designed to shape the digitalization of marketing and communication processes in 12 European markets that are relevant to one OEM’s brands. The project is a large-scale transformation endeavor that is intricate and challenging, due to the centralization of marketing processes in several markets.
The Engine aims at transforming marketing and communication processes from being manual to tool-based and data-driven. It set standards for process quality and transparency as well as governance regulations.
The Engine changes the way marketing campaigns are created and planned, moving to a centralized, optimized and insights-driven model. It increases central marketing efficiency by decreasing resources needed, through standardization across all markets and the implementation of centralized governance.
We walk the business process with our clients. We bring trend experts into the conversation, and generate valuable insights through dynamic interaction. We gather cross-functional automotive expertise across all of Berylls' entities and own the trends within the automotive industry.
We are accelerators. We provide an innovation boost using disruptive trends, tearing down corporate walls and helping organizations to adapt, adopt and innovate.
We are game changers. We don't just identify trends, we own them, and we help clients to own them too.
We are enablers. We recognize unseen business potential and guide clients through the process of turning potential into profit.
We take bold steps, and we take our clients with us.
But Different: two simple words that have the potential to change everything – from the way we stand out to how we tackle challenges and opportunities. With But Different we break free of old routines and fixed habits.