Automotive Digital 4 : Smart Cities, AR, VR, Robotics and Additive Manufacturing

This entry is part 4 of 4 in the series Automotive Digital

Motor industry managers face a steep learning curve wherever they work in the automotive supply chain. Their industry faces a wide ranging knowledge and business process transformation at a swift pace so they all face two challenges. The first is to understand the capabilities of leading edge digital technologies; the second is to deploy them to create new, sustainable competitive advantages. The supply chain will change significantly and so will all of the traditional roles. Profits will leak from traditional activities to new ones. New partnerships will emerge and tomorrow’s business formats will be very different from today’s. This series of posts introduces the digital tools that everyone needs to comprehend if they are to build a sustainable new business model, wherever they are located in the automotive supply chain.

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Automotive Digital 3 : Big Data Analytics and Advanced Computing

This entry is part 3 of 4 in the series Automotive Digital

Motor industry managers face a steep learning curve wherever they work in the automotive supply chain. Their industry faces a wide ranging knowledge and business process transformation at a swift pace so they all face two challenges. The first is to understand the capabilities of leading edge digital technologies; the second is to deploy them to create new, sustainable competitive advantages. The supply chain will change significantly and so will all of the traditional roles. Profits will leak from traditional activities to new ones. New partnerships will emerge and tomorrow’s business formats will be very different from today’s. This series of posts introduces the digital tools that everyone needs to comprehend if they are to build a sustainable new business model, wherever they are located in the automotive supply chain.

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Automotive Digital 2 : Blockchain and Smart Contracts

This entry is part 2 of 4 in the series Automotive Digital

Motor industry managers face a steep learning curve wherever they work in the automotive supply chain. Their industry faces a wide ranging knowledge and business process transformation at a swift pace so they all face two challenges. The first is to understand the capabilities of leading edge digital technologies; the second is to deploy them to create new, sustainable competitive advantages. The supply chain will change significantly and so will all of the traditional roles. Profits will leak from traditional activities to new ones. New partnerships will emerge and tomorrow’s business formats will be very different from today’s. This series of posts introduces the digital tools that everyone needs to comprehend if they are to build a sustainable new business model, wherever they are located in the automotive supply chain.

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Automotive Digital 1: Artificial Intelligence and Machine Learning – AI and ML

This entry is part 1 of 4 in the series Automotive Digital

Motor industry managers face a steep learning curve wherever they work in the automotive supply chain. Their industry faces a wide ranging knowledge and business process transformation at a swift pace so they all face two challenges. The first is to understand the capabilities of leading edge digital technologies; the second is to deploy them to create new, sustainable competitive advantages. The supply chain will change significantly and so will all of the traditional roles. Profits will leak from traditional activities to new ones. New partnerships will emerge and tomorrow’s business formats will be very different from today’s. This series of posts introduces the digital tools that everyone needs to comprehend if they are to build a sustainable new business model, wherever they are located in the automotive supply chain.

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Covid-19: Turning Down into Up!

Managers around the world are grappling with the impacts of Covid-19. The outlook is uncertain in every industry, none more so than automotive, with its complex, globally integrated supply chains. And, while we can make plans for the disruption, its severity, length and geographical extent is dependent on factors outside of our control. The effectiveness of each country’s national health systems and each national population’s willingness to conform to emerging medical guidance will determine the business consequences that we all have to grapple with. This post summarises how individual operational managers can respond positively to their local situation, Here they can find resources to help them plan and advice on how they can seize opportunities to position themselves for the recovery phase of the Covid-19 pandemic.

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Car owning vs. car sharing: which will make a lasting impact on car dealer profitability?

Since the Millennium consultancies have been reporting that young, urbanites in the Triad markets (USA, China and the EU) have a growing appetite for car sharing solutions, such as ride hailing and car sharing. Those in the developing markets of China, India and south-east Asia are also less emotionally attached to car ownership. Adding into the mix the trend towards urbanization and concerns for global warming, it’s no surprise that some predict that these factors will lead to falling car sales and a squeeze on margins for car dealers. Zipcar claim that each car added to their fleet removes six cars from private ownership. What if the predictions are right? What if they’re wrong? Read on and find out.

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Digital and Social Media for Car Dealers Part 1: The Digital Landscape

This entry is part 1 of 4 in the series Digital for Dealers

This article is the first in a series on the use of digital and social media for automotive retail managers in an increasingly dynamic world. This post is freely available. The rest in the series are Pay To View   Aren’t all motor dealers being disrupted by digital and social media? They’re not alone. Take newspapers. According to the 2016 Carat Ad Spend Report, more than 2.7 Billion people read newspapers last year – up on the year before – but fewer companies spend their advertising budgets in them and, those that do, spend less of the available money, which is the trend since 2005. Apart from a few regions such as south-east Asia and parts of the US the result is declining newsprint profitability, job cuts and a frantic search by newspapers to generate income online. Taking the UK as an example, in 2016 the national advertising spend was around £20 Billion with over half going to digital media. Print media took just over £1 Billion, and is declining by 10% (‘quality’ press) – 15% (tabloids) each year. The continuing closure of local newspapers makes year-on-year comparison impossible, but the trend is similar to the nationals. Advertisers aren’t spending because readers are declining and fewer readers means lower response to advertising. And that includes dealer ads. For car sales managers, both new and used, accustomed to press advertising and classified listings generating a reliable stream of enquiries, the problems faced by newspapers has become theirs. They have to learn how to invest and manage in the fast-changing digital media space but, few are convinced that it works for independent or small group franchisees. “Facebook doesn’t sell cars”. Mostly true. However, digital and social media is about selling your business values, awareness of its location and generating positive attitudes and […]

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Digital and Social Media for Car Dealers Part 2: Digital Strategy

This entry is part 2 of 4 in the series Digital for Dealers

The digital space is almost limitless but for motor dealers wanting to make an impact there are two key channels – each with many options: Digital – the Internet using a website; and, Social Media – a wide range of platforms for communicating and interacting with an audience of your choice. Making the decision about where to invest , why and how can be complex. This post simplifies it for a motor dealer or distributor in any market.

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