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China OEM Digital Transformation Strategy Market Report 2021 with 10 Foreign Companies and 8 Chinese Companies

Dublin, April 22, 2021 (GLOBE NEWSWIRE) – The report “Chinese OEM Digital Transformation Strategy Research Report 2020-2021” has been added to the offering of Research on the digital transformation of automakers: Tesla remains the best benchmark This report analyzes the strategies of 21 automakers and specific transformation measures. Conventional automakers such as Toyota and Changan Automobile have also succeeded in digital transformation, in addition to emerging automakers. With the emerging automakers represented by Tesla being digitally operated from the start, they are sought after by consumers and recognized by the market. The emergence of new forces has put enormous pressure on traditional car manufacturers who have thus formulated one after another digital strategies to accelerate the digital transformation. GM’s 4S stores evolved into a “ 7S Modular Dealer Service System ” comprising new car sales, after-sales services, spare parts, information survey, car services second hand, sharing and financial support. Xpeng’s “ 2S + 2S ” marketing model disassembles “4S” into two parts: online (marketing and parts available on Tmall) and offline (after-service). sales and feedback). Through the two-channel linkage of “ Tmall flagship store + offline stores ”, Xpeng connects the online and offline fields, which not only greatly reduces costs, but also brings consumers a new experience. Transformation focuses on five aspects: first, the adjustment of the organizational structure, with a high priority on the restructuring of TRI-AD, the publisher of advanced software from Toyota and the segmentation of its activity into “R&D of driving technologies. automated ”,“ Incubation of innovative projects ”and“ Investment in emerging areas ”; second, the launch of the Mobility Services Platform (MSPF) for an upgrade to next generation mobility services; third, create a cloud services platform for better business and operational models; fourth, create Toyota’s New Global Architecture (TNGA) to reform R&D and production linkages; Fifth, develop digital products, with deployments in autonomous driving, HD card, chip, HMI, etc. Changan Automobile takes software as a business strategy, setting up a software center to enhance its digital transformation. For R&D and production, the automaker is building a cloud R&D platform to advance the construction of smart cities; for marketing, it creates an integrated marketing cloud platform and self-establishes an e-commerce platform; for product digitization, it performs deployments in areas ranging from cloud platform and intelligence to telematics to independent construction and cooperation.Despite great efforts on digital transformation, many manufacturers automobiles still face challenges, such as: malnourished transformation, challenged transformation model, and the reluctance of some departments to transform; Low ability to attract online customers into digital marketing and lower than expected high offline ROI; Under-investment in digital transformation, which blames mainstream businesses; Lack of software and operating teams of live users. At present, car manufacturers mainly deploy digital transformation in five aspects: first, they create software companies or R&D divisions as well as software teams by self-construction or cooperation; second, automakers are setting up digital centers in-house to coordinate the digital transformation of the whole. Third, automakers can reduce costs and improve their competitiveness by allying with other automakers; Fourth, automakers are accelerating digital transformation by cooperating with technology companies (such as Baidu, Alibaba, Tencent, Huawei, etc.) Fifth, automakers are creating a user-centric online and offline digital marketing model . Main topics covered: 1 Status quo of automakers in digital transformation1.1 Digital transformation1.2 Development of digital technology and evolution of the business model1.3 Motivations for digital transformation1.4 Opportunities in digital transformation1.5 Skills in digital transformation1 .6 Relationship between automobile manufacturers’ Digital transformation and “CASE” in the automobile 1.7 Models of digital transformation 1.7.1 Digitization of production 1.7.2 Digitization of products 1.7.3 Digitization of marketing 1.7.4 Digitization of services 1.7. 5 Digitization of management 2 Digital transformation of foreign car manufacturers 2.1 Toyota 2.1.1 Layout of digital transformation 2.1.2 Organizational Adjustment of the structure 2.1.3 Transformation into a mobility service provider 2.1.3 Mobility service transformation partners 2.1.4 Deployment of cloud services 2.1.5 New Toyota Global Architecture (TNGA) 2.1.6 Automated Driving Solutions 2.1.6 Intelligent Connectivity Partners2.2 Volkswagen2.3 BMW2.4 Mercedes -Benz2.5 Honda2.6 GM2.7 Ford2.8 PSA2.9 Hy undai2. 10 Nissan3 Digital transformation of Chinese automakers3.1 SAIC3.1.1 Layout of digital transformation3.1.2 Digitization of management3.1.3 Adjustment of organizational structure3.1.3 Cloud platform construction3.1.4 Electronic commerce platform O2O3.1.5 Digitization 3.1.6 BEV3.2 FAW3 platform. 3 BAIC3.4 Changan Automobile3.5 Geely3.6 BYD3.7 GAC3.8 Great Wall Engine4 Digital Transformation of Emerging Automobile Manufacturers4.1 Tesla4.1.1 Competitive Frontiers4.1.2 Growth Model and Business Model4.1.2 Autopilot Team4. 1.3 Software company 4.1.4 Autopilot OTA updates 4.1.5 Gigafactory 4.1.6 Direct sales model greatly reduces costs 4.2 NIO 4.2.1 Competitive edges 4.2.2 R & D center 4.2.3 Funding and equity structure 4.2.4 Model Fully Autonomous Marketing 4.2.5 Experiential Marketing 4.2.6 Investment Status 4.3 Ideal Leader 4.3.1 Competitive Frontiers 4.3.2 Core Management Team 4.3.3 Funding and Equity Structure 4.3.4 Smart Manufacturing Base 4.3.5 Fully Direct Selling Model5 Auto Manufacturers Digital Transformation Trends 5.1 Conventional Auto Manufacturers Digital Transformation Layout s 5.1.1 Building software teams 5.1.2 Building digital hubs 5.1.3 Alliances of automotive manufacturers cooperate to overcome challenges together 5.1.4 Join hands with tech companies to promote digital transformation 5.1.5 Modularize the production architecture 5.1.6 User-centric O2O marketing model5 .2 Obstacles faced by conventional automakers in digital transformation 5.2.1 Problems in the digital transformation of automakers 5.2.2 Automakers have a setback in the cooperation 5.2.3 Problems in the digitalization of marketing 5.2.4 Other problems in the transformation of conventional car manufacturers 5.3 Key points of the digital transformation of car manufacturers For more information on this report visit / r / ipjw3a CONTACT: CONTACT: Laura Wood, S enior Press Manager For EST office hours call 1-917-300-0470 For Free US / CAN Call 1-800-526-8630 For GMT office hours call + 353 -1-416-8900


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