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Business Opportunities & Challenges for Value Chain with Connected Vehicles
- 1. Business Opportunities & Challenges for Value Chain with Connected Vehicles Binoy Paul, Engineering Director 26th Oct, 2018
- 2. 2 About Visteon Instrument clusters Head-up displays Infotainment Displays Self-drivingConnectivityCockpit computer Complete Product Portfolio Core Technology Platforms • Ranked among the top five connected car companies* • The largest Tier 1 automotive supplier focused exclusively on the fast-growing cockpit electronics segment • Developing breakthrough approach to autonomous driving, applying artificial intelligence for object detection and classification *Source: ABI Research
- 6. The New World of Apps 6 Publish to app store OEM or Visteon validation OTA app download Create and test app with SDK and simulator Application Programming Interface
- 7. Consolidation of Driver info 7 Unlocking innovation to provided a secure, contextual user experience From analog meter to all-digital cluster From AM/FM radio to connected infotainment Integrated cockpit domain controller powered by single ECU Analog Cluster Digital Cluster AM/FM Radio Display Audio 2015 2017 2020 Integrated Digital Cluster and Display Audio
- 9. Design to SOP SOP EOL Design to Adapt SOP EOL Design to Fit SOP EOL (Today) (The Future)(Tomorrow) …Adaptability 9
- 11. Increasing Reliance on Software 11 Analog Segment LCD Buttons AM/FM Digital+ Hybrid Smartphone Bluetooth/ WiFi GPS/ Maps Apps Touch/ Voice Digital 5G/ HD Maps Telematics Apps/ OTA Conversational Autonomous AR/ AI Cybersecurity 2005- 2010 2010- 2018 2018+
- 12. Increasing Reliance on Software 12 Analog Segment LCD Buttons AM/FM Digital+ Hybrid Smartphone Bluetooth/ WiFi GPS/ Maps Apps Touch/ Voice Digital 5G/ HD Maps Telematics Apps/ OTA Conversational Autonomous AR/ AI Cybersecurity 2005- 2010 2010- 2018 2018+ 010101010101010101010 101010101010101010101 010101010101010101010 101010101010101010101 010101010101010101010 101010101001010010101 010101010101010101010 101010101010101010101 010101010101010101010 101010101001010100101 010101010101010101010 101010101010101010101 010101010101010010101 010101010101010101010 101010101010101010101 0101010101010101011001 010101010101010101010 101010101010101010101 010101010101010101010 101010101010101010101 010010101010101010101 010101010101010101010 101010101010100101010 101010101010101010101 010101010101010101010 010101010101010101010 101010101010101010101 010101010101010101010 101010101010101010101 010101010101010101010 101010101001010010101 010101010101010101010 101010101010101010101 010101010101010101010 101010101001010100101 010101010101010101010 101010101010101010101 010101010101010010101 010101010101010101010 101010101010101010101 0101010101010101011001 010101010101010101010 101010101010101010101 010101010101010101010 101010101010101010101 010010101010101010101 010101010101010101010 101010101010100101010 101010101010101010101 010101010101010101010
- 13. Implications for Tier1s in Auto 2.0 13 Auto suppliers will need to transform into software companies Shift from systems integrator to IP creator ► Technology cycles compressing rapidly ► Focus on core areas of technology ► Develop differentiated IP in focus areas Transform into software technology company ► Cultural mindset change across the whole organization ► Changes required for business and engineering processes ► Core set of software platforms instead of point solutions Develop software talent globally ► Compete with industry and other tech companies for talent ► Build global footprint to tap into worldwide talent pool ► Develop strategic partnerships with like-minded software services companies
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