Super interessanter Artikel heute über die Disruption von Geschäftsmodellen in der Mobilitätsindustrie. Must read!
This new paradigm allows new players who are better adapted to the new rules of the game (e.g. startups such as Mobileye, Tesla and Uber and tech companies such as Google and Apple) to enter and succeed while forcing established players to reinvent the structures that allowed them previously to succeed, a significant challenge since their success was built on a strategy that was optimized for the old paradigm.TeslaTesla has attacked each piece of the carmaker strategy playbook:Tesla has vertically integrated key components, most notably batteries built in its Gigafactory, while focusing on electric vehicle innovation, a technology that most carmakers ignoredTesla has also used digitization in order to build a direct relationship with its customers — not only can its customers use the internet to buy a vehicle or request maintenance, but over-the-air software updates have allowed Tesla to offer new services over the lifetime of the vehicleInstead of relying, as other carmakers do, on a distributed network of dealerships to sell and maintain their vehicles, Tesla sells their vehicles directly to customersTesla, however, is still committed to a traditional automotive business model of primarily selling vehicles directly to customers (even though the company is actively pushing autonomous vehicle technology and exploring new shared vehicle business models).UberWhile Tesla is modularizing vehicles to allow direct sale to customers, bypassing dealerships, Uber is modularizing trips. This has allowed Uber to insert itself above carmakers and become the brand that consumers interact with. The value chain in a world where Uber is dominant looks like this:Uber aggregates various vehicle brands under its platform, weakening their value by replacing them as the consumer-facing brand. However, because drivers (rather than Uber itself) purchase or lease vehicles, Uber has limited leverage over carmakers.Uber, like Tesla, also has a direct relationship with the customer since each customer holds an account with Uber and that account contains the customer’s credit card information and trip history. Uber is seeking ways to leverage this relationship — for instance, you can link your Spotify playlists to your Uber account and play your music during your ride.But the most disruptive change that Uber has brought is per mile pricing.
