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자동차 OEM 기업의 DX(디지털 전환) 전략 분석(2020-2021년)

OEMs´ Digital Transformation Strategy Research Report, 2020-2021

리서치사 ResearchInChina
발행일 2021년 02월 상품 코드 991281
페이지 정보 영문 220 Pages
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자동차 OEM 기업의 DX(디지털 전환) 전략 분석(2020-2021년) OEMs´ Digital Transformation Strategy Research Report, 2020-2021
발행일 : 2021년 02월 페이지 정보 : 영문 220 Pages

본 상품은 영문 자료로 한글과 영문목차에 불일치하는 내용이 있을 경우 영문을 우선합니다. 정확한 검토를 위해 영문목차를 참고해주시기 바랍니다.

자동차 산업의 DX(디지털 전환)이란 기업이 연구개발(R&D)·생산·제품·경영관리 등의 분야에서 디지털화를 진행시키고, 디지털 기술(빅데이터, 클라우드 컴퓨팅, 인공지능 등)을 최대한으로 활용해 비지니스 모델이나 조직 구조 등의 변혁을 촉진하는 것을 의미합니다.

구체적으로 자동차 제조업체는 주로 다음의 5개 측면에서 DX를 전개하고 있습니다.

  • 첫번째로 소프트웨어 부문이나 연구개발 부문을 설립하고, 자기 구축이나 협력을 통해 소프트웨어 팀을 구축합니다.
  • 두번째로 그룹 전체의 DX 전략을 조정하고, 전체적인 디지털 전략 구현을 촉진하기 위해 사내에 디지털 센터를 설치하고 있습니다.
  • 세번째로 다른 자동차 제조업체와 제휴해 비용 절감이나 경쟁력 향상을 도모합니다.
  • 네번째로 대형 IT 기업(Baidu, Alibaba, Tencent, Huawei 등)과의 협력을 통해 DX를 촉진합니다.
  • 다섯번째로 온라인/오프라인의 사용자 중심형 디지털 마케팅 모델을 작성합니다.

한편 DX를 향한 막대한 노력에도 불구하고, 많은 자동차 제조업체가 다음과 같은 과제에 직면하고 있습니다.

  • 변혁력 부족, 변혁 모델에 관한 논의, 일부 부문의 변혁에 대한 저항
  • 디지털 마케팅에서는 온라인으로 고객을 끌어당기는 능력이 낮고, 오프라인에서의 고액 투자는 수익이 예상보다 낮다
  • 기존 비지니스와의 관계성이 원인으로 DX에 대한 투자가 부족
  • 소프트웨어 팀과 사용자 조작 경험의 결여

세계 및 중국 자동차 제조업체의 DX(디지털 전환) 진전 상황과 과제에 대해 분석했으며, 자동차 업계의 DX 현황과 구체적 내용, 외자계/국내계 제조업체나 신흥 제조업체의 DX 전개 상황, 업계 전체에서의 DX 추진 상황과 극복해야 할 과제 등의 정보를 정리하여 전해드립니다.


제1장 자동차 제조업체의 DX 현황

  • DX(디지털 전환)
  • 디지털 기술 개발과 비지니스 모델 진화
  • DX 동기
  • DX 기회
  • DX 능력
  • 자동차 제조업체의 DX와 자동차용 "CASE"의 관계
  • DX 모델
    • 생산 디지털화
    • 제품 디지털화
    • 마케팅 디지털화
    • 서비스 디지털화
    • 경영관리 디지털화

제2장 외자계 자동차 제조업체의 DX

  • Toyota
  • Volkswagen
  • BMW
  • Mercedes-Benz
  • Honda
  • GM
  • Ford
  • PSA
  • Hyundai
  • Nissan

제3장 국내계 자동차 제조업체의 DX

  • SAIC
  • FAW
  • BAIC
  • Changan Automobile
  • Geely
  • BYD
  • GAC
  • Great Wall Motor

제4장 신흥 자동차 제조업체의 DX

  • Tesla
  • NIO
  • Leading Ideal

제5장 자동차 제조업체의 DX 동향

  • 기존 자동차 제조업체의 DX 전개 상황
  • 기존 자동차 제조업체가 DX 전개시 직면하는 장애
  • 자동차 제조업체의 DX 요점
KSM 21.03.11

Research on digital transformation of automakers: Tesla is still the best reference

Digital transformation means that enterprises make full use of digital technologies (such as big data, cloud computing, artificial intelligence, etc.) in R&D, production, marketing and services to promote the transformation of business models, organizational structures, etc., so that concepts like intelligent manufacturing are derived.

Digital transformation in the automotive industry includes R&D and production digitalization, marketing service digitalization, product digitalization, and management digitalization.

In essence, digitization actually maps and orderly manages the real world (such as cars, roads, car owners, etc.) in the virtual world. The real world is transformed into various information systems through data collection from automobile production, R&D, marketing, services and management. Via the integration of information and data, big data and artificial intelligence technology which optimizes the processing of the virtual world, the process and management of the real world are optimized as well.

During the "Industry 3.0" era (automation and information age, approximately from 1980 to 2010), production information systems, R&D information systems, sales information systems, user and service information systems, etc. were formed, but these information systems were basically isolated then. Due to the low frequency of information collection, a lot of information still lagged.

With the substantial improvement in chip computing power and storage capacity, the automotive industry has entered the era of Industry 4.0 (intelligence) which will connect information systems in all business links. At the same time, the frequency and precision of information collection will be greatly improved, and some fields may even see digital twin (that is, the virtual world by digital mapping is highly consistent with the real world).

Tesla achieves the highest degree of intelligence among all automakers, and has basically connected the information systems and data of all business links. Tesla not only conducts self-research on electrification, connectivity and intelligence of cars, but also tries its best to develop software systems in the entire life cycle of cars.

Software-driven is the source of Tesla's subversion of the entire automotive industry. Its self-developed software system named Warp supports its direct sales business in the United States and adapts to growth in China and other markets around the world. Warp is a combination of e-commerce and back-end management software and completely customized to support Tesla's counter-approach to selling and servicing cars. The automaker uses its Warp-powered e-commerce website and its own showrooms, not dealerships, to sell cars. Warp also handles all the back office functions for Tesla such as order processing, supply chain management, manufacturing workflow management, financial accounting and lead management.

China's emerging automaker NIO adopts a sales model similar to Tesla's. No matter online or offline, NIO prefers self-operation and self-establishment. It basically relies on online channels to sell products, while displays the brand and offers user experience services offline. NIO's experiential digital marketing is widely praised. In terms of experience marketing, NIO starts from eight aspects: content experience, social experience, lifestyle experience, car purchase experience, driving experience, service experience, energy supplement experience, and battery swap experience.

Take the social experience as an example: users can set up groups in the NIO App. In other words, once a user becomes a car owner, a dedicated car owner service group of 13 people will be formed. In the service group, there are sales partners, service specialists, power-on specialists, as well as various technical specialists and city general managers. When users have any problems in the process of using cars, they can inquire in the group, and someone will respond to and solve problems immediately.

The traditional automakers BMW and Mercedes-Benz have developed APPs which pay attention to functions and require registration. They only provide services for existing car owners, so they are unattractive to potential car owners. The limited traffic cannot support sales volume conversion.

As the emerging automakers represented by Tesla have been digitally operated from the beginning, they are sought after by consumers and recognized by the market. The emergence of new forces has posed tremendous pressure on traditional automakers who thus have formulated digital strategies one after another to boost digital transformation.

At present, automakers mainly deploy digital transformation in five aspects:

  • First, they establish software companies or R&D divisions as well as build software teams through self-construction or cooperation.
  • Second, automakers set up digital centers internally to coordinate the digital transformation of the entire groups and promote the implementation of overall digital strategy.
  • Third, automakers can reduce costs and improve competitiveness by allying with other automakers.
  • Fourth, automakers prompt digital transformation through cooperation with technology companies (such as Baidu, Alibaba, Tencent, Huawei, etc.).
  • Fifth, automakers create an online & offline user-centric digital marketing model.

GM's 4S stores have evolved into a "7S modular dealer service system" consisting of New Car Sale, After-Sales Services, Spare Parts, Information Survey, Pre-owned Car Services, Sharing and Financial Support.

Xpeng's "2S+2S" marketing model disassembles "4S" into two parts: online (marketing and parts available on Tmall) and offline (after-sales services and information feedback). Through the dual-channel linkage of "the Tmall flagship store + offline stores", Xpeng connects both online and offline fields, which not only greatly reduces costs, but also brings consumers with new experience.

This report analyzes 21 OEMs' strategies and specific measures for transformation. Conventional automakers like Toyota and Changan Automobile have made successes in digital transformation as well, in addition to emerging carmakers.

Toyota Digital Transformation focuses on five aspects: first, adjusting organizational structure, with high priority on restructuring of TRI-AD, Toyota's advanced software company and segmenting its business into "R&D of Automated Driving Technologies", "Incubation of Innovative Projects" and "Investment in Emerging Areas"; second, launching the Mobility Services Platform (MSPF) for an upgrade to the next-generation mobility services; third, building a cloud service platform for better business and operation models; fourth, creating Toyota New Global Architecture (TNGA) to reform R&D and production links; fifth, developing digital products, with deployments in autonomous driving, HD map, chip, HMI, etc.

Changan Automobile takes software as its corporate strategy, setting up a software center to enhance its digital transformation. For R&D and production, the automaker builds a R&D cloud platform for advancing construction of smart cities; for marketing, it creates an integrated marketing cloud platform and self-establishes an ecommerce platform; for product digitization, it makes deployments in areas from cloud platform and intelligence to telematics by way of independent construction and cooperation.

Despite great efforts on digital transformation, quite a few automakers still face some challenges, such as:

  • Underpowered transformation, disputed transformation model, and some departments' reluctance to transform;
  • Poor ability to attract customers online in digital marketing, and lower-than-expected return on offline high investment;
  • Under-investment in digital transformation, which blames for conventional businesses;
  • Lack of software teams and user operation experience.

Table of Contents

1 Status Quo of Automakers in Digital Transformation

  • 1.1 Digital Transformation
  • 1.2 Development of Digital Technology and Evolution of Business Model
  • 1.3 Motivations for Digital Transformation
  • 1.4 Opportunities in Digital Transformation
  • 1.5 Competences in Digital Transformation
  • 1.6 Relationship between Automakers' Digital Transformation and "CASE" in Automotive
  • 1.7 Digital Transformation Models
    • 1.7.1 Production Digitalization
    • 1.7.2 Product Digitization
    • 1.7.3 Marketing Digitization
    • 1.7.4 Service Digitization
    • 1.7.5 Management Digitization

2 Digital Transformation of Foreign Automakers

  • 2.1 Toyota
    • 2.1.1 Digital Transformation Layout
    • 2.1.2 Organizational Structure Adjustment
    • 2.1.3 Transformation into a Mobility Service Provider
    • 2.1.3 Mobility Service Transformation Partners
    • 2.1.4 Cloud Service Deployment
    • 2.1.5 Toyota New Global Architecture (TNGA)
    • 2.1.6 Automated Driving Solutions
    • 2.1.6 Intelligent Connectivity Partners
  • 2.2 Volkswagen
    • 2.2.1 Digital Transformation Layout
    • 2.2.2 E-Lane Intelligent Management Production Logistics System
    • 2.2.2 Industrial Cloud
    • 2.2.3 Organizational Structure Adjustment-Transformation into a Software-driven Company
    • 2.2.4 Electrification Strategy
    • 2.2.5 Intelligent Connectivity Products
    • 2.2.5 Intelligent Connectivity Partners
    • 2.2.6 Cloud Services
    • 2.2.7 Marketing Digitization
  • 2.3 BMW
    • 2.3.1 Digital Transformation Layout
    • 2.3.2 Organizational Structure Adjustment
    • 2.3.3 Digital Marketing
    • 2.3.4 Automated Driving Architecture
    • 2.3.4 Product Digitalization
    • 2.3.5 Production Digitalization
    • 2.3.5 Automotive Architecture and Platform
  • 2.4 Mercedes-Benz
    • 2.4.1 Digital Transformation Layout
    • 2.4.2 Organizational Structure Adjustment
    • 2.4.3 Digital Marketing
    • 2.4.4 Intelligent Connectivity Products
    • 2.4.4 Automated Driving Partners
    • 2.4.5 Production Digitalization
  • 2.5 Honda
    • 2.5.1 Digital Transformation Layout
    • 2.5.2 Organizational Structure Adjustment
    • 2.5.3 Digital Marketing
    • 2.5.4 Intelligent Connectivity Products
    • 2.5.4 Main Intelligent Connectivity Partners
  • 2.6 GM
    • 2.6.1 Digital Transformation Layout
    • 2.6.2 Product Digitalization
    • 2.6.3 R&D Production Platform
    • 2.6.4 Marketing and Service Digitalization
  • 2.7 Ford
    • 2.7.1 Digital Transformation Layout
    • 2.7.2 Product Digitalization
    • 2.7.2 Intelligent Connectivity Partners
    • 2.7.3 Digital Marketing
  • 2.8 PSA
    • 2.8.1 Digital Transformation Layout
    • 2.8.2 Digital Transformation Strategy
    • 2.8.3 Organizational Structure Adjustment
    • 2.8.4 Production Digitalization
    • 2.8.5 Product Digitalization
  • 2.9 Hyundai
    • 2.9.1 Digital Transformation Layout
    • 2.9.2 Development Strategy
    • 2.9.3 Digital Management
    • 2.9.4 R&D Production Platform
    • 2.9.5 Product Digitalization
  • 2.10 Nissan
    • 2.10.1 Digital Transformation Layout
    • 2.10.2 Management Digitization
    • 2.10.3 Marketing Digitalization
    • 2.10.4 R&D Digitalization Platform
    • 2.10.5 Product Digitization

3 Digital Transformation of Chinese Automakers

  • 3.1 SAIC
    • 3.1.1 Digital Transformation Layout
    • 3.1.2 Management Digitalization
    • 3.1.3 Organizational Structure Adjustment
    • 3.1.3 Cloud Platform Construction
    • 3.1.4 O2O E-commerce Platform
    • 3.1.5 Product Digitalization
    • 3.1.6 BEV Platform
  • 3.2 FAW
    • 3.2.1 Digital Transformation Layout
    • 3.2.2 Digital Transformation Strategy
    • 3.2.3 Digital Factory
    • 3.2.3 FAW Modular Architecture (FMA)
    • 3.2.4 Product Digitalization
    • 3.2.4 Intelligent Connectivity Partners
  • 3.3 BAIC
    • 3.3.1 Digital Transformation Layout
    • 3.3.2 Digital Transformation Strategy
    • 3.3.3 Production Digitalization
    • 3.3.4 Digital Marketing Platform
    • 3.3.5 Five-Year Action Plan for Intelligent Connected Vehicles
    • 3.3.6 Intelligent Connectivity Partners
  • 3.4 Changan Automobile
    • 3.4.1 Digital Transformation Layout
    • 3.4.2 Digital Transformation Measures Tilt toward Software
    • 3.4.3 Build a R&D Cloud Platform
    • 3.4.3 Promote Construction of Smart Factories
    • 3.4.4 Marketing Digitalization
    • 3.4.5 Build a Big Data Cloud Platform
    • 3.4.5 Build a Telematics Cloud Platform
    • 3.4.5 Product Digitalization
    • 3.4.5 Intelligent Connectivity Partners
  • 3.5 Geely
    • 3.5.1 Digital Transformation Layout
    • 3.5.2 Three Stages of Information Construction
    • 3.5.2 Digital Strategy
    • 3.5.3 Digital Factory
    • 3.5.3 Modular Architecture
    • 3.5.3 Compact Modular Architecture (CMA)
    • 3.5.3 Sustainable Experience Architecture (SEA)
    • 3.5.4 New Connected Marketing Service Platform
    • 3.5.5 Intelligent Connectivity R&D Center
    • 3.5.5 Intelligent Connectivity Products
    • 3.5.5 Big Data Platform
    • 3.5.5 Intelligent Connectivity Partners
  • 3.6 BYD
    • 3.6.1 Digital Transformation Layout
    • 3.6.2 Digital Factory
    • 3.6.2 e-Platform
    • 3.6.3 Digital Marketing
    • 3.6.4 D++ Open Platform
    • 3.6.4 Product Digitalization
  • 3.7 GAC
    • 3.7.1 Digital Transformation Layout
    • 3.7.2 Digital Transformation Strategy
    • 3.7.3 Digital Management
    • 3.7.4 Digital Marketing
    • 3.7.5 R&D Production Platform
    • 3.7.5 Digital Factory
    • 3.7.6 Product Digitization
  • 3.8 Great Wall Motor
    • 3.8.1 Digital Transformation Layout
    • 3.8.2 Build a Digital Center
    • 3.8.3 Chongqing Smart Factory
    • 3.8.3 Xushui Smart Factory
    • 3.8.4 GreatWall Totally Online (GTO) Intelligent Ecosystem
    • 3.8.4 "331 Strategy"

4 Digital Transformation of Emerging Automakers

  • 4.1 Tesla
    • 4.1.1 Competitive Edges
    • 4.1.2 Growth Model & Business Model
    • 4.1.2 Autopilot Team
    • 4.1.3 Software Business
    • 4.1.4 Autopilot OTA Updates
    • 4.1.5 Gigafactory
    • 4.1.6 Direct Sales Model Lowers Much Cost
  • 4.2 NIO
    • 4.2.1 Competitive Edges
    • 4.2.2 R&D Center
    • 4.2.3 Financing and Equity Structure
    • 4.2.4 Marketing-Full Self-operation Model
    • 4.2.5 Experiential Marketing
    • 4.2.6 Investment Status
  • 4.3 Leading Ideal
    • 4.3.1 Competitive Edges
    • 4.3.2 Core Management Team
    • 4.3.3 Financing and Equity Structure
    • 4.3.4 Intelligent Manufacturing Base
    • 4.3.5 Fully Direct Sales Model

5 Trends of Digital Transformation of Automakers

  • 5.1 Digital Transformation Layout of Conventional Automakers
    • 5.1.1 Build Software Teams
    • 5.1.2 Build Digital Centers
    • 5.1.3 Automaker Alliances Cooperate to Get through Difficulties Together
    • 5.1.4 Join Hands with Technology Companies to Promote Digital Transformation
    • 5.1.5 Modularize Production Architecture
    • 5.1.6 User-centric O2O Marketing Model
  • 5.2 Obstacles Encountered by Conventional Automakers in Digital Transformation
    • 5.2.1 Problems in Digital Transformation of Automakers
    • 5.2.2 Automakers Have a Setback in Cooperation
    • 5.2.3 Problems in Marketing Digitalization
    • 5.2.4 Other Problems in Transformation of Conventional Automakers
  • 5.3 Key Points of Digital Transformation of Automakers
    • 5.3.1 Point 1
    • 5.3.2 Point 2
    • 5.3.3 Point 3
    • 5.3.4 Point 4
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