畢馬威：2016全球汽車業高管人員調查報告（52頁）.pdf

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1、Global Automotive Executive Survey 2016 From a product-centric world to a service-driven digital universe KPMGs 17th consecutive Dear readers, “The road to success is always under construction.” This simple sentence, from actor Lily Tomlin, captures the current state of the automotive industry. Look

2、ing at this years survey results we recognize that executives now see definite disruption ahead. We have structured this survey into three chapters: what kind of disruption we are talking about, how to cope with the disruption and whos best prepared. Market growth in emerging markets, especially in

3、China, has long been the number one answer of executives asked about key trends for the next ten years. This year digitalization and connectivity has finally become number one on the executives strategic agenda until 2025, sky rocketing from #9 and #10 in the last two years. With disruption arising

4、from a new digitalized and connected world, it seems the center of gravity of the customer relationship in a connected car is rapidly moving towards tech giants from Silicon Valley. Auto executives are far less optimistic that they can stay in the center of the customer relationship than before. Why

5、? As customers increasingly aim to be always connected, relationships are shifting to a much more service-oriented and new data driven business model for which the traditional automotive industry is rather unprepared compared to other industries, like companies from the information and communication

6、 technology sector (ICT). To be successful, data generated by the car, the driver and other passengers in the car has to be informationally engineered: if this is not done by automotive companies, someone else will. Even more importantly, the results show that almost across all regions the customers

7、 will become In its 17th consecutive year, the Global Automotive Executive Survey is KPMG Internationals annual assessment of the current state and future prospects of the worldwide automotive industry. In this years survey, 800 senior executives from the worlds leading automotive companies were int

8、erviewed, including automakers, suppliers, dealers, financial services providers, rental companies, mobility services providers and, for the first time, companies from the information and communication technology (ICT) sector. As customer-focus and service-orientation will become ever more important

9、 for the automotive business in the age of digitalization, we have, also for the first time, additionally interviewed more than 2,100 consumers from around the world to give us their valuable perspective and compare their opinion against the opinion of the worlds leading auto executives. The respons

10、es were very insightful and we would like to thank all those who participated for giving us their valuable time. Special thanks to Moritz Pawelke, Global Executive for Automotive, KPMG International, for his commitment to lead this study and the entire KPMG automotive sector team in Germany for thei

11、r efforts. AcknowledgementsForeword more and more aware about the value of their data. They will look for someone to trust and that offers the most interesting benefits in return for their data. The companies that will be able to convince the customer that they are a trusted data hub will be the one

12、s that succeed. Does this new world have the same clockspeed as the world in which the existing business model of auto companies is ticking? Definitely not. The industry has to recognize different clockspeed reflected in different product development cycles in the future. The results of our survey d

13、o not yet show it as clearly as I expected, but I personally believe the era of one product development cycle for everything in the car is over. Beside all these sky rocketing new trends for the next years, executives have also recognized that regulation is still playing a major role, putting even m

14、ore pressure on technological developments to achieve emission rules set. Therefore, as last years survey stated, regulator and customer centricity will be still the two scales which have to be balanced in the future. I do believe in the positive aspects of change. Challenging but exciting times are

15、 ahead for the automotive industry. I hope you enjoy reading the study in paper or online. Please make use of the interactive version of this survey and create your own report. Enjoy the read! Dieter Becker Global Head of Automotive KPMG International KPMGs Global Automotive Executive Survey 2016 2

16、2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. FIND OUT MORE To view the interactive version of this years survey please visit Executive summa

17、ry About the executive survey Disruption ahead? How to cope with the disruption? Whos best prepared? About the consumer survey KPMG Global Automotive Thought Leadership 4 6 8 18 42 48 49 Contents KPMGs Global Automotive Executive Survey 2016 3 2016 KPMG International Cooperative (“KPMG International

18、”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Connectivity and digitalization is sky rocketing 12 The auto executives mindset has shifted year-on-year. Connectivity and digitalization has finally o

19、utpaced growth in emerging markets and alternative drivetrain technologies as the key trend dominating the executives strategic agenda until 2025. The countdown for disruption has already started A major business model disruption is anticipated to be extremely likely for almost 10 times more survey

20、respondents than last year. More than 80% are convinced that connectivity and digitalization will strongly disrupt the auto industry by the end of this decade. The center of gravity of the customer relationship will shift 34 This year, respondents are far less confident that traditional auto compani

21、es will be able to dominate the customer relationship in the connected car. Last year, two-thirds still believed auto companies would see off competition in this area from ICT sector third parties. Business models will be circling in different orbits Connectivity will pave the way for an entirely ne

22、w data and service driven business model for those traditional auto companies able to retain a direct customer relationship. But by no means all survey respondents are convinced of this: already every fifth respondent believes that vehicle manufacturers could also turn in to mere contract manufactur

23、ers for ICT companies. Executive summary 56 Although strong informational engineering capabilities and a data driven mindset will be a decisive factor to compete with new entrants at the customer interface, most respondents said the usage of data in all corporate functions is currently at a very ear

24、ly state, at best. Most respondents believe nobody except the driver owns the data generated in or by a car. While some executives still think that data is at their companies free disposal, customers think differently. They will choose the party they trust the most and that offers the best benefits

25、in return instead of just giving their valuable data away for free. Data is the fuel that informational engineering ignites The race to the planet of data has not been decided 4 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss

26、entity with which the independent member firms of the KPMG network are affiliated. The industry is not living in a vacuum 910 More than 80% of respondents see regulation as having a high or very high impact on the auto industry. The recent dieselgate scandal shows that the technological challenges p

27、utting pressure on the auto sector regarding more eco-friendly alternative drivetrains have not become any smaller. Conquering new spheres remains a focus The presence in emerging markets is more than ever fundamental to the success of global auto companies. China has not only become the most import

28、ant market volume-wise; for the majority of respondents, China is now also the number one place to pilot new innovations and to launch new products. Does using the auto-pilot mean losing sight? 78 The majority of survey respondents see self-driving features as an absolute purchasing criteria or at l

29、east expect it to become more important by 2030. Survey results suggest that in a world of autonomous driving classical differentiating factors will diminish in favor of total cost of ownership (TCO) questioning the sustainability of the traditional automotive business model. The auto industry is in

30、 a clockspeed dilemma The era of the one car product development cycle is over. To defend their position against third parties and respond to real-time customer needs, auto companies will need to manage different clockspeeds for innovation, development processes and corporate culture all at once. 11

31、 With BMW and Toyota, the surveyed executives see two traditional auto companies leading the way in technological advancements and market success. But survey results also show that they cannot rest on their laurels, with a third of respondents believing ICT companies will bring groundbreaking innova

32、tions to the sector. Supremacy of auto companies is not set in stone KPMGs Global Automotive Executive Survey 2016 5 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG ne

33、twork are affiliated. About the executive survey Note: Map shows number of respondents from each country Source: KPMGs Global Automotive Executive Survey 2016 Western Europe Eastern Europe North America South America Mature Asia China India mature Asian respondents from Japan and South Korea even se

34、e them at #3. Being innovative is not only a necessity to improve the image of a brand and its reputation. Recent developments around the dieselgate scandal show that a clear strategy, especially regarding electromobility, will clearly influence a companys future position among its competitors. Ubiq

35、uitous connectivity will pave the way for new service and data driven business models around mobility BMW and Toyota are expected to be on the fast track of innovation 12 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity

36、with which the independent member firms of the KPMG network are affiliated. KPMGs Global Automotive Executive Survey 2016 Who is seen as a groundbreaking innovator and technology leader? KPMGs Global Automotive Executive Survey 2016 13 2016 KPMG International Cooperative (“KPMG International”). KPMG

37、 International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. 0% 5% 10% 15% 20% 25% 30% 0%5%10%15%20% General Motors Group Mazda Motors Suzuki Group Fiat Chrysler Automobiles Renault-Nissan Group Honda Group Tesla Motors

38、BMW Group Daimler Group Toyota Group Ford Group Hyundai Kia Automotive Group Geely Group (incl. Volvo) Volkswagen Group Electric mobility leader (% of respondents rating an OEM as leading in electro mobility) Self-driving technology leader (% of respondents rating an OEM as leading in self-driving t

39、echnology) Note: Size of stars is based on the number of respondents ranking a company as groundbreaking innovator | Only the top 14 OEMs rated are shown in the graph above Source: KPMGs Global Automotive Executive Survey 2016 “BMW is seen as the #1 groundbreaking innovator and technology leader” No

40、te: Size of stars is based on the number of respondents ranking a company as groundbreaking innovator | Only the top 14 OEMs rated are shown in the graph above Source: KPMGs Global Automotive Executive Survey 2016 Who will retain the customer relationship? OEMs and ICT companies will increasingly fi

41、ght for the valuable customer interface. The survey results show that the executives are not as sure as they were in the past that the OEM will still dominate the customer relationship. According to one-fifth of all respondents, tech companies, especially from the Silicon Valley, could gradually tak

42、e over the customer interface in the connected car. Weve seen that connectivity is becoming a key trend, so its not surprising that 22% of executives now see the relationship prospectively in the hands of ICT companies, compared to only 4% in 2015. That leaves only 33% of executives believing owners

43、hip of the customer relationship lies with OEMs while in 2015 almost two-thirds were still confident that OEMs will be able to defend the customer interface against third parties. Looking into the regional differences in our interactive version of the survey reveals that consumers and executives in

44、India otherwise the access to downstream data will not be available as well. Our survey results reveal that most executives are aware of the importance of data as one-third of executives state that a high use is already executed in all fields of expertise. However, the potential of data has not yet

45、been captured; around 70% of the executives state that across all corporate functions, data use is at an early stage, or even desired, but its realization and application is to be defined. And some go even further, stating that it is not in use at all. If OEMs focus on the collection and intelligent

46、 combination of vehicle and consumer data that they already have access to today (meaning to apply informational engineering), they shall defend their strong position by creating a competitive advantage over players from the converging ICT industry. The potential of data has not yet been captured Ho

47、w is data being used already today? 73% 68% 67% 72% 67% 67% 67% 27% 32% 33% 29% 33% 33% 33% Note: Percentages may not add up to 100% due to rounding Source: KPMGs Global Automotive Executive Survey 2016 Currently no usage, usage desired or in a very early stage Research and development Supply chain/

48、 logistics/ procurement Production Retail and sales Marketing and brand management Aftersales and customer relationship management Connectivity related services High usage Untapped potential for informational engineering 20 2016 KPMG International Cooperative (“KPMG International”). KPMG Internation

49、al provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. The car is a gigantic data generating engine When driving a car in a ubiquitously connected world be it the own premium vehicle, the mobility service vehicle or even a visionary mobile capsule without doubt a tremendous amount of data is generated in or by a car. Speaking in simple terms: when driving and interacting with people and the environment, the vehicle is a gigantic data generating e