SQUARING PRODUCTS, TECHNOLOGY AND SERVICES

Portfolio decisions need to be economically sustainable. Conventional profitability calculations focused on the first usage cycle are no longer suitable as a basis for decisions. Financial evaluations that consider all physical and digital products and services in an integrated manner are needed along the entire lifetime of the offering across all cycles. The customer lifetime value (CLV) and, in the case of vehicles, vehicle lifetime values (VLV) must be applied, allocating investments and overheads accordingly.

Successful companies are set up to repeatedly take the right portfolio decisions and then implement new offerings effectively. For this reason, our approach is ready to go beyond immediate strategy, creating a governance model, organizational structure, and process organization best suited for the particular circumstances and needs of each client. If required, our implementation toolkits, which are proven at scale, help orchestrate the customer experience across all touchpoints of the portfolio.

Society, demographics and geo-politics must be considered alongside supply chains and raw material availability. For customer-facing businesses in particular, the customer has to be uncompromisingly placed at the center and beginning of all portfolio decisions. Customers must be flexibly segmented and systematically understood. Ultimately, the needs of all relevant stakeholders must inform strategy more comprehensively than ever before.

The traditional approach of starting with the product and adding further offerings should be reversed. Instead, our portfolio design starts with the current and future mobility needs of end-customers. A holistic ecosystem should then not only satisfy customer needs but also improve synergy and loyalty. Portfolio options analyzed in this way include mobility services, functions in and around the vehicle, required off-board infrastructure, software-defined vehicle features and carlines.

Portfolio decisions need to be economically sustainable. Conventional profitability calculations focused on the first usage cycle are no longer suitable as a basis for decisions. Financial evaluations that consider all physical and digital products and services in an integrated manner are needed along the entire lifetime of the offering across all cycles. The customer lifetime value (CLV) and, in the case of vehicles, vehicle lifetime values (VLV) must be applied, allocating investments and overheads accordingly.

Successful companies are set up to repeatedly take the right portfolio decisions and then implement new offerings effectively. For this reason, our approach is ready to go beyond immediate strategy, creating a governance model, organizational structure, and process organization best suited for the particular circumstances and needs of each client. If required, our implementation toolkits, which are proven at scale, help orchestrate the customer experience across all touchpoints of the portfolio.

Society, demographics and geo-politics must be considered alongside supply chains and raw material availability. For customer-facing businesses in particular, the customer has to be uncompromisingly placed at the center and beginning of all portfolio decisions. Customers must be flexibly segmented and systematically understood. Ultimately, the needs of all relevant stakeholders must inform strategy more comprehensively than ever before.

The traditional approach of starting with the product and adding further offerings should be reversed. Instead, our portfolio design starts with the current and future mobility needs of end-customers. A holistic ecosystem should then not only satisfy customer needs but also improve synergy and loyalty. Portfolio options analyzed in this way include mobility services, functions in and around the vehicle, required off-board infrastructure, software-defined vehicle features and carlines.

Portfolio decisions need to be economically sustainable. Conventional profitability calculations focused on the first usage cycle are no longer suitable as a basis for decisions. Financial evaluations that consider all physical and digital products and services in an integrated manner are needed along the entire lifetime of the offering across all cycles. The customer lifetime value (CLV) and, in the case of vehicles, vehicle lifetime values (VLV) must be applied, allocating investments and overheads accordingly.

Successful companies are set up to repeatedly take the right portfolio decisions and then implement new offerings effectively. For this reason, our approach is ready to go beyond immediate strategy, creating a governance model, organizational structure, and process organization best suited for the particular circumstances and needs of each client. If required, our implementation toolkits, which are proven at scale, help orchestrate the customer experience across all touchpoints of the portfolio.

Society, demographics and geo-politics must be considered alongside supply chains and raw material availability. For customer-facing businesses in particular, the customer has to be uncompromisingly placed at the center and beginning of all portfolio decisions. Customers must be flexibly segmented and systematically understood. Ultimately, the needs of all relevant stakeholders must inform strategy more comprehensively than ever before.

The traditional approach of starting with the product and adding further offerings should be reversed. Instead, our portfolio design starts with the current and future mobility needs of end-customers. A holistic ecosystem should then not only satisfy customer needs but also improve synergy and loyalty. Portfolio options analyzed in this way include mobility services, functions in and around the vehicle, required off-board infrastructure, software-defined vehicle features and carlines.

Portfolio decisions need to be economically sustainable. Conventional profitability calculations focused on the first usage cycle are no longer suitable as a basis for decisions. Financial evaluations that consider all physical and digital products and services in an integrated manner are needed along the entire lifetime of the offering across all cycles. The customer lifetime value (CLV) and, in the case of vehicles, vehicle lifetime values (VLV) must be applied, allocating investments and overheads accordingly.

Successful companies are set up to repeatedly take the right portfolio decisions and then implement new offerings effectively. For this reason, our approach is ready to go beyond immediate strategy, creating a governance model, organizational structure, and process organization best suited for the particular circumstances and needs of each client. If required, our implementation toolkits, which are proven at scale, help orchestrate the customer experience across all touchpoints of the portfolio.

Society, demographics and geo-politics must be considered alongside supply chains and raw material availability. For customer-facing businesses in particular, the customer has to be uncompromisingly placed at the center and beginning of all portfolio decisions. Customers must be flexibly segmented and systematically understood. Ultimately, the needs of all relevant stakeholders must inform strategy more comprehensively than ever before.

The traditional approach of starting with the product and adding further offerings should be reversed. Instead, our portfolio design starts with the current and future mobility needs of end-customers. A holistic ecosystem should then not only satisfy customer needs but also improve synergy and loyalty. Portfolio options analyzed in this way include mobility services, functions in and around the vehicle, required off-board infrastructure, software-defined vehicle features and carlines.