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The changing competitive environment and shifting differentiation criteria will challenge suppliers and increase cost pressure
RolandBerger · 2017 · problem_statement
The changing competitive environment and shifting differentiation criteria will challenge suppliers and increase cost pressure
 Valuation levels of commoditized suppliers might come under pressure
RolandBerger · 2017 · section_divider
Valuation levels of commoditized suppliers might come under pressure
 Over the past five years, the gap between the valuation of automotive OEMs and suppliers has widened in favor of suppliers
RolandBerger · 2017 · financial_analysis
Over the past five years, the gap between the valuation of automotive OEMs and suppliers has widened in favor of suppliers
13.3x — P/E NTM
 Today's valuation multiples of suppliers are on average nearly twice the level of OEMs – However, this trend may reverse mid-term
RolandBerger · 2017 · diagnosis
Today's valuation multiples of suppliers are on average nearly twice the level of OEMs – However, this trend may reverse mid-term
2x — valuation multiples
 Automotive suppliers can consider 8 key elements in order to transform their business model
RolandBerger · 2017 · framework_other
Automotive suppliers can consider 8 key elements in order to transform their business model
 Suppliers need to define their end-game strategy and rethink their product portfolio in order to capture future growth opportunities
RolandBerger · 2017 · key_takeaways
Suppliers need to define their end-game strategy and rethink their product portfolio in order to capture future growth opportunities
 Active consolidation and harvesting are often financially viable strategies – Future sources for growth have to be identified
RolandBerger · 2017 · framework_other
Active consolidation and harvesting are often financially viable strategies – Future sources for growth have to be identified
 Also in 2017 many suppliers have streamlined their portfolio or invested into further growth through M&A
RolandBerger · 2017 · initiative_list
Also in 2017 many suppliers have streamlined their portfolio or invested into further growth through M&A
 In addition, there is a trend towards spinning-off or separating businesses to reduce complexity and increase focus
RolandBerger · 2017 · case_study
In addition, there is a trend towards spinning-off or separating businesses to reduce complexity and increase focus
 Once the target product portfolio is selected, suppliers must reassess their long-term product and technology roadmaps
RolandBerger · 2017 · key_takeaways
Once the target product portfolio is selected, suppliers must reassess their long-term product and technology roadmaps
 The disruption offers a unique opportunity for traditional suppliers to expand from selling hardware only to selling features and services
RolandBerger · 2017 · framework_other
The disruption offers a unique opportunity for traditional suppliers to expand from selling hardware only to selling features and services
 A lower operating cost base is necessary to cope with increasing competitive pressure, especially for decreasing segments
RolandBerger · 2017 · key_takeaways
A lower operating cost base is necessary to cope with increasing competitive pressure, especially for decreasing segments
 Suppliers need to maximize cash generation from operations and rethink their investments into R&D and assets
RolandBerger · 2017 · recommendation
Suppliers need to maximize cash generation from operations and rethink their investments into R&D and assets
 Additional financing needs for new growth areas and diverging business strategies demand a review of the current financing plan
RolandBerger · 2017 · key_takeaways
Additional financing needs for new growth areas and diverging business strategies demand a review of the current financing plan
 Suppliers increasingly consider IPOs to get access to new capital pools
RolandBerger · 2017 · market_landscape
Suppliers increasingly consider IPOs to get access to new capital pools
5.2 — IPO volume
 Success in new growth areas will require a new set of competencies and capabilities
RolandBerger · 2017 · key_takeaways
Success in new growth areas will require a new set of competencies and capabilities
 As an example, future leadership in vehicle dynamics requires closing gaps on new electronics and software capabilities
RolandBerger · 2017 · framework_other
As an example, future leadership in vehicle dynamics requires closing gaps on new electronics and software capabilities
 Organizational structure needs to accommodate the requirements of new business models
RolandBerger · 2017 · key_takeaways
Organizational structure needs to accommodate the requirements of new business models
 Many suppliers will have to manage two fundamentally different business models under one roof – Organizational structure is key
RolandBerger · 2017 · org_design
Many suppliers will have to manage two fundamentally different business models under one roof – Organizational structure is key
 Traditional suppliers will have to be more open to partnerships to effectively close competency gaps and enable innovation
RolandBerger · 2017 · key_takeaways
Traditional suppliers will have to be more open to partnerships to effectively close competency gaps and enable innovation
 Many traditional suppliers have already formed partnerships to jointly develop new technologies
RolandBerger · 2017 · client_example
Many traditional suppliers have already formed partnerships to jointly develop new technologies
 A new cultural mindset enables the business model transformation
RolandBerger · 2017 · key_takeaways
A new cultural mindset enables the business model transformation
 The cultural mindset has to be rethought along with the transformation of the business model
RolandBerger · 2017 · framework_other
The cultural mindset has to be rethought along with the transformation of the business model
 Suppliers need to rethink their business model in order to be successful in the future
RolandBerger · 2017 · initiative_list
Suppliers need to rethink their business model in order to be successful in the future
 Roland Berger Automotive: A strong global team with more than 350 consultants dedicated to clients in the automotive industry
RolandBerger · 2017 · other
Roland Berger Automotive: A strong global team with more than 350 consultants dedicated to clients in the automotive industry
350 — Consultants
 Lazard Automotive Practice: Unparalleled coverage of the global automotive sector
RolandBerger · 2017 · client_example
Lazard Automotive Practice: Unparalleled coverage of the global automotive sector
~65 — bankers
 Our global automotive supplier database encompasses the financial performance of ~650 companies – Valuable tool for benchmarking
RolandBerger · 2017 · context
Our global automotive supplier database encompasses the financial performance of ~650 companies – Valuable tool for benchmarking
~650 — Number of companies
 Huge excitement within tech
BenedictEvans · industry_trends
Huge excitement within tech
4.5% — Hacker News front page article share
 The startup surge
BenedictEvans · industry_trends
The startup surge
 Even as the broader industry slows down
BenedictEvans · market_landscape
Even as the broader industry slows down
 The great model boom of 2023
BenedictEvans · process_diagram
The great model boom of 2023
 Nvidia can’t keep up...
BenedictEvans · market_landscape
Nvidia can’t keep up...
$18bn — Quarterly Revenue
 And the hyperscalers... scale
BenedictEvans · financial_analysis
And the hyperscalers... scale
$100bn — Platform capex
 “What’s our AI strategy?”
BenedictEvans · industry_trends
“What’s our AI strategy?”
 100m ChatGPT weekly active users! OpenAI has $1.3bn revenue!!
BenedictEvans · key_takeaways
100m ChatGPT weekly active users! OpenAI has $1.3bn revenue!!
$1.3bn — Revenue
 And a rush to regulate?
BenedictEvans · context
And a rush to regulate?
 Yes, but what is this?
BenedictEvans · problem_statement
Yes, but what is this?
 A platform shift?
BenedictEvans · section_divider
A platform shift?
 The tech industry moves in platform shifts
BenedictEvans · context
The tech industry moves in platform shifts
 New technologies come in S Curves
BenedictEvans · framework_other
New technologies come in S Curves
 New technologies come in S Curves
BenedictEvans · framework_other
New technologies come in S Curves
 New technologies come in S Curves
BenedictEvans · framework_other
New technologies come in S Curves
 New technologies come in S Curves
BenedictEvans · framework_other
New technologies come in S Curves
 2013: why is Machine Learning useful?
BenedictEvans · context
2013: why is Machine Learning useful?
 2013: why is Machine Learning useful?
BenedictEvans · process_diagram
2013: why is Machine Learning useful?
 2023: why is Generative Machine Learning useful?
BenedictEvans · transition
2023: why is Generative Machine Learning useful?
 This paper does not exist
BenedictEvans · case_study
This paper does not exist
 Answer this question
BenedictEvans · transition
Answer this question
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