The automotive market has been shrinking since the beginning of 2018. Not only since the corona crisis, many auto suppliers have been experiencing a decline in sales. The uncertainty about their future makes them skeptical. They limit one-time expenses in growth. Only plausible confidence, goals and projects enable new growth. more ….
The automotive market is shrinking. Nevertheless, TESLA is growing as the leading manufacturer of battery-electric vehicles, enjoys the highest customer satisfaction and has sustainable competitive advantages. In contrast, the legacy carmakers show life-threatening weaknesses in the maelstrom of market and innovation. Strategic measures are necessary. more ….
In rows, TESLA brings innovations to the automotive and energy sectors through electrification and digitization. TESLA will gain further competitive advantages through innovation, economies of scale and network effects and thus develop into a market participant in a narrow oligopoly. more ….
As persistent as bamboo, the number of variants of products and services is growing. If variant management is no longer sufficient to achieve adequate profit margins, a variant reduction in marketing and sales is required. more ….
Tricky process problems are often like diamonds: They are very sturdy and very expensive. In practice, they survive because conventional problem solving has failed both in product engineering and in production. The good, highly significant news: Using Statistical Engineering, tricky process problems can be solved quickly and sustainably. more ….
With Innovation Engineering, we manage innovation projects so that constant innovation success seems compelling to you and us. Successful innovations provide customers with unique, measurable value proposition and transform associated innovation projects into stable oligopolies. more ….
Innovations almost always fail, so start-ups too. Only rarely a start-up becomes an independent member of a stable oligopoly. The success of a start-up requires strategy, master plan and derived business models. more ….
In the network of business units, synergistic shifts of R&D services often fail, unless the CEO personally decides in individual cases. A sustainably implemented development cost reduction requires transparency of costs, services, and KPIs. more ….
The R&D of a market leader not only has to be more efficient, but also reorganized, in order to master a technology leap while maintaining the R&D quota. Both together require a strong CTO targeting at constant innovation success. more ….
A R&D network of divisions can compensate for higher R&D costs. The resulting increase in R&D productivity is economically more attractive than eliminating R&D projects or increasing efficiency within divisions, which often compromises R&D quality. more ….