specially political support and massive subsidies have made electromobility gain popularity.
The penetration of Battery Electric Vehicles (BEVs) has and will further increase, and we will have to content with it, also in aftersales. However, there are potential downsides from BEVs in aftersales (post-purchase services and maintenance). Some of these are:
1. Fewer Aftersales Revenue Opportunities: BEVs generally have fewer moving parts and simpler drivetrains compared to internal combustion engine (ICE) vehicles. While this is an advantage in terms of reduced maintenance needs, it is a downside for businesses that rely on traditional aftersales services, such as repairs and part replacements.
2. Specialized Skills and Training: Aftersales staff require specialized training to service and repair electric vehicles, as the technology and components differ from traditional vehicles. This causes additional costs for training, certifying, and retraining employees to keep up with evolving electric vehicle technology.
3. Dependence on Original Equipment Manufacturers (OEMs): In the case of BEVs, the aftersales business may be more dependent on relationships with OEMs for spare parts and technical sup- port. This dependency can limit the flexibility and control that independent and franchised repair shops have in providing services.
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Arthur Kipferler (1963) started his career in 1989 at the Boston Consulting Group, where he consulted for 13 years in the automotive industry. After consulting, Arthur Kipferler held senior management positions at Toyota in Europe and the U.S. From 2013 to 2014, he was global head of the BMW Group’s Future Retail program. Subsequently, he had leading roles in strategy, corporate planning and transformation management at Jaguar Land Rover in Coventry, UK. Arthur Kipferler complements the expertise of the Berylls by AlixPartners (formerly Berylls Strategy Advisors) partner team in the fields of market & customer, technologies, sales, and digitalization, as well as in the development and implementation of corporate, product, and regional strategies.
Mechanical engineering, production engineering, at the Technical University of Munich (TUM); MBA in Strategy, Marketing and Organizational Behavior at INSEAD Business School, France.
Thorsten Lips (1972) is a partner at Berylls by AlixPartners (formerly Berylls Strategy Advisors). He began his career as a management consultant at PricewaterhouseCoopers Düsseldorf in 1998. After spending six years at Malik Management Centre in St. Gallen, Switzerland, he took the cross-industry, global responsibility for Pricing, Sales, Service and Marketing as a partner at Horváth. At Berylls, his area of expertise is Pricing & Revenue Management. This encompasses classical topics like new- and used-car pricing, aftersales pricing and the like. In addition, he is an expert in innovative Pricing and Revenue Management approaches for digital products and services as well as in the field of data-driven Pricing.
Industrial engineering and management studies at the Technical University of Ilmenau and the Technical University of Darmstadt.