THE CHALLENGE

• Budget and time restriction of double-digits k EUR and <5 month

THE SOLUTION

• Set up of 3 fast and cost efficient survey streams:
  • 1. Leveraging XPENG store walk-ins
    • Utilize in-store display car (G9)
    • Low cost questionnaire with SurveyMonkey
    • Survey to be conducted by internal regional store consultants
  • 2. Online survey with national representations
    • Select regional agency with automotive data panel
    • Conduct 90% of project packages in-house (incl. analysis and reporting)
  • 3. Focus group discussions after store opening hours
    • Use store facility to save venue costs
    • Invite locals to reduce travel costs
    • Picture test with key competitors

THE KEY RESULT

• Development of a holistic price positioning across 4 markets to ensure financial and sales targets
• Calculation of market demand to assure efficient stock level
• Identification of 2 key target groups to define product communication and marketing messages
• Definition of 6 improvement areas for user experience of digital cockpit to adjust software before market launch

FUNCTION

• Market research
• Project management
• In-house consulting

THE CHALLENGE

• Lack of XPENG?s market positioning in Europe as well as missing country sequence for market / product roll-out and sales volume targets

THE SOLUTION

• Set up small project team consisting of European product and regional experts, data analysts as well as counterparts in China HQ to jointly run through a 4-stage strategy approach:
  • Stage 1: European market analysis
    • Primary and secondary research
    • Key market trends identification
  • Stage 2: Target market selection
    • Establishment of a big data tool that scores European countries according to 13 variables such as market size, growth potential and competitor density
  • Stage 3: Positioning strategy
    • Brand mapping, value proposition and price positioning
    • Target customer development
  • Stage 4: Product adaptation
    • Software adaptation, product features and packaging according to customer needs

THE KEY RESULT

• Selection of 8 key countries and model fits to ensure most successful market entry
• Development of brand and price positioning across 15 markets to guide European and Chinese marketing, sales and product teams
• Calculation of sales volume potential in 15 countries to provide base for financial outlook for shareholders
• Identification of 5 brand target groups to define brand communication and marketing messages
• Definition of product key success factors to align upcoming product concepts  with local market requirements and customer expectations

FUNCTION

• In-house consulting
• Project management
• Reporting to top management
• Roll-out to European country heads

THE CHALLENGE

• Accelerate Volkswagens transition to become a mobility provider and increase customers EV adoption

THE SOLUTION

• Develop and implement a subscription-based sales model for VW brand BEVs in China (ID.4 and ID.4 X) covering 4 key success areas:
  • 1. Finding implementation partner
  • 2. Defining service scope and subscription fee plan according to customer needs
  • 3. Setting up simple customer journey process
  • 4. Launching pilot phase to ?test the waters? (incl. fleet size and pilot city)

THE KEY RESULT

• to 1.: Volkswagen Financial Services as implementation partner and Joint Venture (FAW-VW and SAIC-Volkswagen) buy-in
• to 2.: Creation of 3 subscription packages, starting from 5,999 RMB
• to 3.: Implementation of 3 customer touchpoints: ordering, payment and pick-up
• to 4.: Pilot run in Hangzhou with a fleet of 20 each (ID.4 and ID. 4 X) for a time period of 6 month

FUNCTION

• Business development
• Product management
• Project management
• Interface between VGC, Volkswagen Financial Services, JVs (FAW-VW, SAIC Volkswagen)

THE CHALLENGE

• Within the Volkswagen Group, the Volkswagen brand is currently sandwiched in a challenging position, encountering growing internal cannibalization from both lower-positioned brands like Jetta and Skoda, as well as higher-positioned brands like AUDI

THE SOLUTION

• Transferring EU steering model to brands in China
• Analysing China data set and revealing white spots, synergies and overlaps
• Defining and aligning brand territories and product positioning with VW, Jetta, Skoda, Audi, Porsche and Cupra in China, based on profit pools, market shares and customer segmentation (vehicle demands and life stages)
• Creating governance model for brands in China based on EU approach with modification (basic rules for the positioning in core and adjacent brand territories)
• Defining roles and responsibilities of joint ventures FAW-VW, SAIC-Volkswagen and JAC-JV
• Developing and implementing process for regular review of portfolio, product milestones and cycle plan decision with brand territories

THE KEY RESULT

• Development of a China specific brand positioning steering model
• Identification of clear brand territories to lower cannibalization and increase customer segment coverage
• Distinctive management tool to ease decision for future portfolio changes and new car models

FUNCTION

• Brand management
• In-house Consulting
• Project management

THE CHALLENGE

• Participate in $23 bn. China mobility market (dominated by DiDi with market share of >90%) and initiate the transformation towards ?Mobility as a Service?

THE SOLUTION

• Team up with largest ride hailing company in China (DiDi) and jointly develop the first ride hailing car (D1) for Chinese mobility customers:
  • Stage 1: Market and customer analysis
    • extensive internal and external analysis (incl. focus group discussion, social ear, cross-company workshops) to evaluate key requirements from 3 perspectives (passenger, driver and operator)
  • Stage 2: Big data analysis
    • understanding behavioural patterns of mobility users by collecting information across 10 cities in China, using cellular technology (mobile phone movement tracking and APP usage)
  • Stage 3: Product concept
    • defining final BEV product concept, covering exterior, interior, performance and software capabilities (such as remote-control App and OS system)
  • Stage 4: Feasibility study
    •  exploring jointly a donor vehicle, ROI, TCO and sales volume estimation with DiDi and VW HQ colleagues in Wolfsburg

THE KEY RESULT

• Data collection and monitoring of >8 mil. individual mobility users and >300 mil. mobility journeys
• Defined product concept (A-Segment car, with axial length of B-Segment and rear room of C-Segment car)
• Integration of product concept into VGC 10-year product planning
• Partnership model with investment cost assignment and operating plan

FUNCTION

• In-house consulting
• Product management
• Project management
• Interface between VGC, Volkswagen AG, JVs (FAW-VW, SAIC Volkswagen) and DiDi

THE CHALLENGE

• Insufficient transparency and lack of active involvement of 8 Group brands in the business process of substitution (internal cannibalization) hinder a joint evaluation and alignment in the China region for profit calculation

THE SOLUTION

• Involve all business process stakeholders in setting up a new process jointly:
• Understanding the existing process (as-is)
• Identifying process bottlenecks, areas of improvement and opportunities for optimization
• Defining to-be process with key stakeholders
• Starting pilot phase by implementing and automating new process into VW product development process (PEP)
• Establishing metrics and key performance indicators (KPIs) to track the performance of the process
• Process rollout for all 8 Group brands, process execution and monitoring

THE KEY RESULT