With increasingly autonomous capabilities and a declining interest in ownership, the auto industry needs to focus on in-transit innovation, purpose-driven design and a transition to a service-based business model.
Connected cars a rising trend in the global automobile sectorAranca
Connected cars a rising trend in the global automobile sector.Find special reports on industries, latest innovations & technology trends, business analysis, intellectual property & patent industry & other knowledge reports created by Aranca, a global provider of outsourced research & analytics services firm & a trusted research partner for various global clients.
Smartphone friend or foe for Automotive OEMs?Mahbubul Alam
With the millennials becoming more and more concerned
about connectivity, the smartphone-driven automotive
revolution is inevitable. The automotive OEMs who will
win in this space will be those who can keep pace with their
continuously evolving roles of the IoT connected world
and yet are flexible enough to meet the demands of the
next generation drivers. What needs to be seen is how the
automotive OEMs will go beyond their current roles to where
they make smartphones a core mobility offering to deliver
the increasingly personalized information-centric experience
to its customers. Irrespective of the role of the OEM, the
IoT revolution driving smartphone-based connectivity in
the automotive industry is too big an opportunity to miss.
Get Automotive Smart - Automotive Futuresemmersons1
The automotive industry is ramping up to a period of transformation. But what does the future look like, and what do the predicted changes mean for existing players?
Presentation at Automotive Leaders Summit on April 7, 2016
Connecting the automotive value chain from design through consumer information and vehicle usage
Connected cars a rising trend in the global automobile sectorAranca
Connected cars a rising trend in the global automobile sector.Find special reports on industries, latest innovations & technology trends, business analysis, intellectual property & patent industry & other knowledge reports created by Aranca, a global provider of outsourced research & analytics services firm & a trusted research partner for various global clients.
Smartphone friend or foe for Automotive OEMs?Mahbubul Alam
With the millennials becoming more and more concerned
about connectivity, the smartphone-driven automotive
revolution is inevitable. The automotive OEMs who will
win in this space will be those who can keep pace with their
continuously evolving roles of the IoT connected world
and yet are flexible enough to meet the demands of the
next generation drivers. What needs to be seen is how the
automotive OEMs will go beyond their current roles to where
they make smartphones a core mobility offering to deliver
the increasingly personalized information-centric experience
to its customers. Irrespective of the role of the OEM, the
IoT revolution driving smartphone-based connectivity in
the automotive industry is too big an opportunity to miss.
Get Automotive Smart - Automotive Futuresemmersons1
The automotive industry is ramping up to a period of transformation. But what does the future look like, and what do the predicted changes mean for existing players?
Presentation at Automotive Leaders Summit on April 7, 2016
Connecting the automotive value chain from design through consumer information and vehicle usage
Automotive Revolution Perspective Towards 2030Stradablog
McKinsey & Company’s comprehensive research into the disruptions most likely to affect the automotive space through 2030 identifies eight key trends that could trigger an industry revolution. From innovative mobility plays to new industry entrants, these trends signal a changing of the guard that could shatter current business models and ways of doing things.
Innomantra - Patent Portfolio of Electric Cars - Report July 2015Innomantra
Executive Summary'
The purpose of this study is to analyze the importance given by selected major automobile companies in the
electric car segment to innovation, based on their Patent Portfolios. Apart from providing an account of innovation
and technological development taking place in the automobile, specifically to electric car segment, the analysisof the patenting activity provides an insight into the current trends in the intellectual property generation activity.
The study summarizes results of the research that was conducted on Toyota Motor Corporation, Tesla Motor Inc.,
The Ford Motor Company, Nissan Motor Company Ltd and General Motors Company.
This report covers filing trends of the above mentioned companies along with status of Patents, International Patent
Classification and Priority Date. The study also provides the filing trends and status in the field of engineering to
which they belong, along with details of all Patents filed by these companies since 2008.
The electric car industry is still in the nascent stage of growth. The electric car market is majorly concentrated
in US and Japanese market. There is an increasing trend in the formation of Joint Ventures in research of
electric battery technology by the automobile companies. Electronic and electronic components manufacturing
companies like Samsung are filing patents in the electric car segment. This shows that electronic companies
are planning to enter the electric automobile market. Developing low cost batteries, providing long range and
government support are essential for success of mass-market electric vehicle industry.
The major automobile companies have filed patents in electrical machinery and transport segments. This shows
that the investment is majorly done in battery and power train technologies. Though Tesla motors started recently
in 2003, it is competing with top automobile companies like Toyota, Nissan, Ford and General Motors which
were established nearly 100 years ago. Tesla patents are referred by all the major automobile companies and
automobile component manufacturing companies. Tesla motors are followed by General motors which show
that GM considers Tesla a direct competitor for the company in the electric car segment. Tesla motors did not cite
any other patents filed by other automobile companies. This shows that Tesla motors is leading other automobile
companies in technology research. Toyota motors have cited patents of all the other major automobile companies
which shows that Toyota is following technological research of all the other major automobile companies
Innomantra - Patent Portfolio of Electric Cars - 2015 ver 1.0F2Innomantra
The purpose of this study is to analyze the importance given by selected major automobile companies in the electric car segment to innovation, based on their Patent Portfolios. Apart from providing an account of innovation and technological development taking place in the automobile, specifically to electric car segment, the analysis of the patenting activity provides an insight into the current trends in the intellectual property generation activity. The study summarizes results of the research that was conducted on Toyota Motor Corporation, Tesla Motor Inc., The Ford Motor Company, Nissan Motor Company Ltd and General Motors Company.
This report covers filing trends of the above mentioned companies along with status of Patents, International Patent Classification and Priority Date. The study also provides the filing trends and status in the field of engineering to which they belong, along with details of all Patents filed by these companies since 2008.
The electric car industry is still in the nascent stage of growth. The electric car market is majorly concentrated in US and Japanese market. There is an increasing trend in the formation of Joint Ventures in research of electric battery technology by the automobile companies. Electronic and electronic components manufacturing companies like Samsung are filing patents in the electric car segment. This shows that electronic companies are planning to enter the electric automobile market. Developing low cost batteries, providing long range and government support are essential for success of mass-market electric vehicle industry.
The major automobile companies have filed patents in electrical machinery and transport segments. This shows that the investment is majorly done in battery and power train technologies. Though Tesla motors started recently in 2003, it is competing with top automobile companies like Toyota, Nissan, Ford and General Motors which were established nearly 100 years ago. Tesla patents are referred by all the major automobile companies and automobile component manufacturing companies. Tesla motors are followed by General motors which show that GM considers Tesla a direct competitor for the company in the electric car segment. Tesla motors did not cite any other patents filed by other automobile companies. This shows that Tesla motors is leading other automobile companies in technology research. Toyota motors have cited patents of all the other major automobile companies which shows that Toyota is following technological research of all the other major automobile companies.
The Future of Mobility: How We Connect to Our Cars by MRYDavid Berkowitz
MRY released new research in 2014 featuring first-party surveys and social listening to determine what people want out of connected cars, how their decision journey works when purchasing them, and how people value cars versus their smartphones.
The 10 most advanced automotive tech companies of 2020Mirror Review
Our latest magazine, “The 10 Most Advanced Automotive Tech Companies of 2020,” features the advanced automotive tech companies that are bringing new technologies and solutions to
transform the industry. These companies are delivering different solutions, but their key aim is to reshape the world.
Automotive social media platform market research Street Formation.comSlideSigma
Street Formation is undoubtedly , the most game changing platform being introduced into the automotive industry. This platform will be released globally, fully laced with various innovative features and concepts to make our adrenaline filled passion a much more interesting one to be apart of. Street Formation is using modern day technologies to their full potential, allowing us to experience things that are currently nonexistent. We have built this platform with unmatched creativity. The automotive niche is one with many colors, personalities, and characters, many of these being displayed through out vehicle. The goal is to unite the industry on a global scale. While also connecting users near each other. We are bringing the emotion back that once roamed the car scene, and creating new ones in ways you can not even imagine.
Racing to the Future: Automotive Trends for 2030Amigo MGA
It’s time for the automotive industry to start looking ahead. With all of the advancements in technology cropping up every day, now is the time to begin imagining what trends await the market for 2030.
The automotive industry has always had a talent for keeping up with technology. It has seamlessly integrated luxury items such as cameras, BlueTooth speakers, and lidar technology for comfort and safety.
Full article: http://amigomga.org/racing-to-the-future-automotive-trends-for-2030/
Consumers in today's programmable world are deriving value from connected experiences that extend beyond their smartphones, tablets, and PCs. Come learn about GM OnStar's journey through 17 years of connectivity: how they are opening up to developers and creating a thriving digital ecosystem through APIs, apps, and data.
There is a paradigm shift in the automobile industry as over 380 million connected cars are anticipated to hit the roads by 2021. The connected vehicles will have Wi-Fi connectivity, advanced infotainment systems & apps, a vehicle to vehicle communication and assisted driving with global connectivity.
Autonomous Vehicles ("AVs" - sometimes referred to as “self-driving” or “driverless” cars) are developing
rapidly and we are getting an increasing number of questions from investors about what they will mean for
the auto industry. The excitement around AVs is understandable – 'newcomers' like Google are making bold
claims for their AVs, existing OEMs are demonstrating fast-improving prototypes and suppliers are arguing
that they can exploit this new opportunity. People are beginning to ask if AVs are going to fundamentally
disrupt the conventional auto industry.
Cars with access to the Internet, also known as connected cars, are gaining popularity in the automobile industry. Download the Special Report by Aranca here!
Automotive Revolution Perspective Towards 2030Stradablog
McKinsey & Company’s comprehensive research into the disruptions most likely to affect the automotive space through 2030 identifies eight key trends that could trigger an industry revolution. From innovative mobility plays to new industry entrants, these trends signal a changing of the guard that could shatter current business models and ways of doing things.
Innomantra - Patent Portfolio of Electric Cars - Report July 2015Innomantra
Executive Summary'
The purpose of this study is to analyze the importance given by selected major automobile companies in the
electric car segment to innovation, based on their Patent Portfolios. Apart from providing an account of innovation
and technological development taking place in the automobile, specifically to electric car segment, the analysisof the patenting activity provides an insight into the current trends in the intellectual property generation activity.
The study summarizes results of the research that was conducted on Toyota Motor Corporation, Tesla Motor Inc.,
The Ford Motor Company, Nissan Motor Company Ltd and General Motors Company.
This report covers filing trends of the above mentioned companies along with status of Patents, International Patent
Classification and Priority Date. The study also provides the filing trends and status in the field of engineering to
which they belong, along with details of all Patents filed by these companies since 2008.
The electric car industry is still in the nascent stage of growth. The electric car market is majorly concentrated
in US and Japanese market. There is an increasing trend in the formation of Joint Ventures in research of
electric battery technology by the automobile companies. Electronic and electronic components manufacturing
companies like Samsung are filing patents in the electric car segment. This shows that electronic companies
are planning to enter the electric automobile market. Developing low cost batteries, providing long range and
government support are essential for success of mass-market electric vehicle industry.
The major automobile companies have filed patents in electrical machinery and transport segments. This shows
that the investment is majorly done in battery and power train technologies. Though Tesla motors started recently
in 2003, it is competing with top automobile companies like Toyota, Nissan, Ford and General Motors which
were established nearly 100 years ago. Tesla patents are referred by all the major automobile companies and
automobile component manufacturing companies. Tesla motors are followed by General motors which show
that GM considers Tesla a direct competitor for the company in the electric car segment. Tesla motors did not cite
any other patents filed by other automobile companies. This shows that Tesla motors is leading other automobile
companies in technology research. Toyota motors have cited patents of all the other major automobile companies
which shows that Toyota is following technological research of all the other major automobile companies
Innomantra - Patent Portfolio of Electric Cars - 2015 ver 1.0F2Innomantra
The purpose of this study is to analyze the importance given by selected major automobile companies in the electric car segment to innovation, based on their Patent Portfolios. Apart from providing an account of innovation and technological development taking place in the automobile, specifically to electric car segment, the analysis of the patenting activity provides an insight into the current trends in the intellectual property generation activity. The study summarizes results of the research that was conducted on Toyota Motor Corporation, Tesla Motor Inc., The Ford Motor Company, Nissan Motor Company Ltd and General Motors Company.
This report covers filing trends of the above mentioned companies along with status of Patents, International Patent Classification and Priority Date. The study also provides the filing trends and status in the field of engineering to which they belong, along with details of all Patents filed by these companies since 2008.
The electric car industry is still in the nascent stage of growth. The electric car market is majorly concentrated in US and Japanese market. There is an increasing trend in the formation of Joint Ventures in research of electric battery technology by the automobile companies. Electronic and electronic components manufacturing companies like Samsung are filing patents in the electric car segment. This shows that electronic companies are planning to enter the electric automobile market. Developing low cost batteries, providing long range and government support are essential for success of mass-market electric vehicle industry.
The major automobile companies have filed patents in electrical machinery and transport segments. This shows that the investment is majorly done in battery and power train technologies. Though Tesla motors started recently in 2003, it is competing with top automobile companies like Toyota, Nissan, Ford and General Motors which were established nearly 100 years ago. Tesla patents are referred by all the major automobile companies and automobile component manufacturing companies. Tesla motors are followed by General motors which show that GM considers Tesla a direct competitor for the company in the electric car segment. Tesla motors did not cite any other patents filed by other automobile companies. This shows that Tesla motors is leading other automobile companies in technology research. Toyota motors have cited patents of all the other major automobile companies which shows that Toyota is following technological research of all the other major automobile companies.
The Future of Mobility: How We Connect to Our Cars by MRYDavid Berkowitz
MRY released new research in 2014 featuring first-party surveys and social listening to determine what people want out of connected cars, how their decision journey works when purchasing them, and how people value cars versus their smartphones.
The 10 most advanced automotive tech companies of 2020Mirror Review
Our latest magazine, “The 10 Most Advanced Automotive Tech Companies of 2020,” features the advanced automotive tech companies that are bringing new technologies and solutions to
transform the industry. These companies are delivering different solutions, but their key aim is to reshape the world.
Automotive social media platform market research Street Formation.comSlideSigma
Street Formation is undoubtedly , the most game changing platform being introduced into the automotive industry. This platform will be released globally, fully laced with various innovative features and concepts to make our adrenaline filled passion a much more interesting one to be apart of. Street Formation is using modern day technologies to their full potential, allowing us to experience things that are currently nonexistent. We have built this platform with unmatched creativity. The automotive niche is one with many colors, personalities, and characters, many of these being displayed through out vehicle. The goal is to unite the industry on a global scale. While also connecting users near each other. We are bringing the emotion back that once roamed the car scene, and creating new ones in ways you can not even imagine.
Racing to the Future: Automotive Trends for 2030Amigo MGA
It’s time for the automotive industry to start looking ahead. With all of the advancements in technology cropping up every day, now is the time to begin imagining what trends await the market for 2030.
The automotive industry has always had a talent for keeping up with technology. It has seamlessly integrated luxury items such as cameras, BlueTooth speakers, and lidar technology for comfort and safety.
Full article: http://amigomga.org/racing-to-the-future-automotive-trends-for-2030/
Consumers in today's programmable world are deriving value from connected experiences that extend beyond their smartphones, tablets, and PCs. Come learn about GM OnStar's journey through 17 years of connectivity: how they are opening up to developers and creating a thriving digital ecosystem through APIs, apps, and data.
There is a paradigm shift in the automobile industry as over 380 million connected cars are anticipated to hit the roads by 2021. The connected vehicles will have Wi-Fi connectivity, advanced infotainment systems & apps, a vehicle to vehicle communication and assisted driving with global connectivity.
Autonomous Vehicles ("AVs" - sometimes referred to as “self-driving” or “driverless” cars) are developing
rapidly and we are getting an increasing number of questions from investors about what they will mean for
the auto industry. The excitement around AVs is understandable – 'newcomers' like Google are making bold
claims for their AVs, existing OEMs are demonstrating fast-improving prototypes and suppliers are arguing
that they can exploit this new opportunity. People are beginning to ask if AVs are going to fundamentally
disrupt the conventional auto industry.
Cars with access to the Internet, also known as connected cars, are gaining popularity in the automobile industry. Download the Special Report by Aranca here!
Disruptive Trends That Will Transform The Automotive IndustryStradablog
Technology-driven trends will revolutionize how industry players respond to changing consumer behavior, develop partnerships, and drive transformational change.
In the past decade, auto manufacturers have installed various technologies designed to make cars safer, more responsive, and more pleasurable to drive. From the hands-free cellphone, to iPod berths, to satellite radio, to automated parking—not to mention Google’s self-driving vehicle—the automobile is undergoing an electronic overhaul that promises to transform its role for consumers. What once was perceived as personal transportation is fast evolving into a new mobile device, merging with the digital world into an all-encompassing communications environment.
This ongoing transformation is poised to shift into high gear as cars display still greater connectivity and broader capabilities than ever. What makes this shift different from the way automobiles adopted new technologies in the past is that this time, automakers may have to consider how they can quickly merge consumer electronics and software with their traditional automotive systems.
Autonomous vehicles: Plotting a route to the driverless futureAccenture Insurance
How will roadways dominated by high or fully automated vehicles impact future industries, economies and populations? What shifts in leverage and underlying business models are imminent? What new pathways for ecosystem innovation might arise from the data explosion that comes with AV proliferation?
The answers to these questions can be revealed by examining the immediate impact of AV adoption on three industry segments: automotive sales and service; logistics and supply chains; and auto insurance.
Interview: What is the main security and privacy risks associated with the ad...Ersin KARA
worldautomotiveconference.co.uk
"The methods of artificial intelligence and augmented reality have always been the substance of rumination and speculation since very recently, where they’ve started to take very a central role in our lives.
Intelligent technologies today are computer-aided systems that completely control all industrial pipelines. They can operate autonomously and on this account all processes can be managed independently.
Today’s logistics do not resemble one-way storage of goods seen up to a few years ago. This is due to new web technologies that allow an entirely new level of interaction within the moving parts of a given logistics eco-system. As these technologies continue developing at a rapid pace, several partially and fully automated logistic frameworks are already readying for deployment."
"When we compare Industry 4.0 advantages and classic ERP programs advantages We see below points ;
- Space-efficient storage. This will save in warehouse areas and volumes. Ex. Kardex Remstar applications, vertical storage solutions
- ERP’s are integrated warehouse management software.
So the error will be absolutely minimal. Prevention of losses due to lack of communication in monolithic systems that have one point of failure.
- Automatic and controlled product circulation. This will allow for increased work safety and fewer work accidents. This will naturally result in risk reduction resulting from controllability, especially in hazardous material logistics.
- Line feed, standby modules. So perfect stock management, “0” inventory loss.
- Automatic finished product warehouses. This will allow for unmanned warehouses, fast vehicle loading and unloading systems that can work 24 hours a day, 365 days a year. Cellular transfer storage systems.
For distribution centers and warehouse management systems that implement Industry 4.0 technologies, data needs to be collected, analyzed, acted on, and secured in order to partake in the data driven decision-making Industry 4.0 advertises."
Digital disruption and the future of the automotive industryPeter Tutty
Digital services centered on increasingly empowered consumers will bring disruption to the automotive industry.
Economic value within this industry and across adjacent markets will be forever altered. In a world where the future is far from certain, automotive companies will need to develop new core capabilities to survive.
What is going to happen next and how to respond? Download the report or explore the infographic, below.
Digital disruption and the future of the automotive industryPeter Tutty
Digital services centered on increasingly empowered consumers will bring disruption to the automotive industry.
Economic value within this industry and across adjacent markets will be forever altered. In a world where the future is far from certain, automotive companies will need to develop new core capabilities to survive.
What is going to happen next and how to respond? Download the report or explore the infographic, below.
Study of Next Generation In-Vehicle Infotainment System Based on Automotive 2025Yoshifumi Sakamoto
Recent in-vehicle infotainment system is showing rapid growth in functionality and performance. High-definition navigation and digital multi-media are accelerating the rapid growth. The next-generation IVI system is expected to implement functions of three major domains. First domain includes navigation, voice recognition and terminal feature for cloud service providing multi-media. Second domain includes positioning and vehicle information, and front end feature for Big Data that collect and process information from control systems. Third domain includes cognitive and advanced driving support system feature consists of information provided to the driver. SoC on board IVI system must be capable of much higher performance and more features, in order to realize these features. However, we should be aware that these predictions will be strongly influenced by market requirements. Therefore, investigation report provided by IBM, "Automotive 2025 : Industry without boarders" will be used for market predictions.This report is based on IBM investigation result of 175 executives from 21 countries. This presentation will present functional elements required for SoC of next generation IVI system, starting from predicting the required features for the next generation IVI system based on the report and then breaking down into system design.
Connected and Self-Driving Vehicles Spark Industry ConvergenceRay Pun
We live in a connected world where industries and organizations are partnering to serve the consumer. Organizations are responding to major trends including the Internet of Things, urban mobility and the automotive revolution that will lead to:
• More than 190 million connected vehicles by 2021.
• Massive growth in big data.
• Ready or not, self-driving vehicles are coming.
As part of a J.D. Power and Acxiom research study, consumers were asked to share their opinions about self-driving and connected vehicles.
Accenture's Automotive Technology Vision 2019 explores es a look at the "post-digital" technologies (DARQ) that power new innovations in the post-digital future in the automotive industry. Read more.
Ride Sharing App Development- A Gateway to Enhance Travel & Tourism Industry.pdfTechugo
Many fundamental steps are required to create ridesharing apps that are unique and effective. This includes conducting market research, selecting key features, and estimating costs.
There must be two panels, one for riders/passengers and another for drivers. This divides the fundamental elements required to build a rideshare management app.
This article will discuss the features you need to include when working with a ride sharing app development company such as Techugo to build a rideshare app.
[Updated 2/27/17] Brian Solis, principal analyst of Altimeter, a Prophet Company, has tracked the autonomous industry for two years and has assembled the most comprehensive report on “The State of The Autonomous Driving.” The updated report features the latest developments among companies driving the future, including 76 automakers, startups and universities. The report also includes an infographic that organizes all of the companies by technology focus and its open to third party creative commons use. This report will be updated regularly, if you would like to contribute updates please contact Brian via email at brian@altimetergroup.com
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A Vision of the Auto Industry Circa 2025
1. A Vision of the Auto
Industry Circa 2025
With increasingly autonomous capabilities and a declining
interest in ownership, the industry needs to focus on in-transit
innovation, purpose-driven design and a transition to a service-
based business model.
THE ROAD TO 2025
June 2017
2. 2 | A Vision of the Auto Industry Circa 2025
The Road to 2025
EXECUTIVE SUMMARY
By 2025, consumer expectations for every facet of mobility will soar, including how they
drive. Customer preferences for the automobile experience – both pre- and post-sale – will
impact not only overall demand for car ownership but also the specific features and
experiences automakers build into their products and services. Two major shifts that will
define the automotive landscape between now and 2025 are the inevitable (and phased)
embrace of autonomous vehicles and the spread of the sharing economy.
Some autonomous vehicle functions are already available from high-end car makers, such
as lane assist, adaptive cruise control and self-parking. Others, such as Nissan and Ford,
have begun cascading these features into their larger volume, mass-targeted vehicles.
While some of these capabilities, such as navigation and auto emergency calling, will be
commonplace by 2025, more advanced telematics-based features, such as intelligent
parking and features aimed at improving convenience for end-consumers, will differentiate
leading from lagging car manufacturers (see Quick Take, page 4). This is where we believe
OEMs will need to focus.
Increasingly, customers will focus not on product features but on the convenience and
experience the car offers, and OEMs must do the same. Winning manufacturers will focus
on software-driven and customizable aspects of car design, with the mechanical parts
increasingly outsourced. OEMs must strike a careful balance between retaining the
know-how to prevent lock-in with Tier 1 suppliers, while simultaneously fostering an agile,
digitally-driven environment to keep pace with the enabling technology for feature sets.
Meanwhile, consumers have developed a high level of comfort with the idea of sharing
rather than owning a vehicle, and this trend will only accelerate – impacting sales volumes
(see Figure 1, next page).1
In response, OEMs will need to embrace more flexible business
and operating models, form personal relationships with consumers and partners, and
3. 3A Vision of the Auto Industry Circa 2025 |
The Road to 2025
build or participate in collaborative platforms marked by open application programming
interfaces (APIs).
In the face of both these trends, the daily commute is fast-changing into an end-to-end
“mobility experience,” conducted via a collaborative platform. The industry value chain will
shift from the traditional supplier-OEM-dealer model, to an interconnected ecosystem of
multiple players, including technology companies, infrastructure providers, mobility service
providers, utilities and traffic management entities. Players in this ecosystem will need to
define their own value proposition and then form partnerships to build and deliver truly
differentiated products and services.
OEMs will also need to develop trusted
relationships directly with customers.
Reaching and engaging with consumers
across new channels will become
increasingly important to OEMs and the
mobility experiences that will define
success by 2025.
This paper details three imperatives we
believe are essential for the future success
of all participants in the auto industry by
2025: In-transit innovation will need to
become a major differentiator; demand will
shift toward vehicles designed for a specific
purpose; and auto OEMs will need to
transform into original service providers
(OSPs). By taking action in all three areas,
the auto industry can set itself up for success in the next decade and beyond.
Sharing, Not Growing
Worldwide forecast
(percentage growth)
Shared cars*
As % of total on road
Vehicle production
% change from a year earlier
20%
15%
10%
5%
0%
2015 2020 2025 2030
*Including taxis, excluding car rental
Figure 1
Source: Morgan Stanley, as depicted in The Economist
4. QUICK TAKE
Accelerating Into the Fast Lane
Electric car company Faraday Future unveiled a “new species” of car at the CES 2017 in
Las Vegas: an electric sedan with, among other features, the ability to park itself, even
without the driver in it. Other vehicles that similarly fall into the “Level 2” category of
autonomous cars (see Figure 2) are rolling off the assembly line at higher price points than
less sophisticated models; before long, they will be available at sub-$30,000 price points.
Consumers will quickly come to expect these features, just as they do with Bluetooth
and backup cameras. OEMs that don’t have an evolving, high-quality offering of semi-
autonomous capabilities in the pipeline will quickly lose even their most loyal customers
to competitors that do.
The Autonomous Vehicle Evolution
Level 0 The driver controls everything inside the vehicle – steering, brakes, throttle, power.
Level 1
The driver mostly has control over everything, but some specific functions are performed
automatically by the car, such as steering, accelerating.
Level 2
The car includes at least one automated driver assistance system for steering and
acceleration/deceleration, using information about the driving environment. The driver
must still always be ready to take control of the vehicle when needed.
Level 3
Drivers are still necessary, but critical safety functions can be completely shifted to
the vehicle.
Level 4
Fully autonomous, vehicles are designed to perform all critical safety driving functions and
monitor roadway conditions for an entire trip.
Level 5
A fully-autonomous system enables the vehicle to perform at the same level as a human
driver, in every driving scenario. Care are developed without steering wheels or pedals.
Figure 2
The Road to 2025
| A Vision of the Auto Industry Circa 20254
5. 5A Vision of the Auto Industry Circa 2025 |
The Road to 2025
IN A DRIVERLESS WORLD, IN-TRANSIT INNOVATION
WILL DEFINE MARKET LEADERSHIP
By 2020, the percentage of new cars shipped with Internet connectivity is expected
to rise from 13% in 2015 to 75% in 2020, according to BI Intelligence,2
and connected
cars will account for 22% of all vehicles on the road (not just new cars), up from 10%
in 2015, according to McKinsey Co.3
Ten million cars with self-driving features will be
on the roads in that timeframe, as well. 4
Whereas autonomous vehicles were at the Level 2 stage in 2017 (see Figure 2), the technology and
infrastructure will mature by 2025 to enable Level 4 and 5 autonomous vehicles to become more
prevalent. Not only will this lead to increased personal productivity for car occupants, who will be free
to spend their transit time focusing on activities other than driving, but it will also impact the interior
design of the car (see Figure 3).
New entrants to the automotive ecosystem could provide in-car services to extend OEMs’ core offer-
ings. Consumer-focused companies such as Apple or Amazon, which are already building an ecosystem
of products and services for autonomous vehicles, could enter the mainstream automobile business,
as could hospitality-focused companies that augment their offerings with in-vehicle services. As this
ecosystem evolves, an array of new mobility products and services will emerge, centered on the in-car
customer experience.
Artist Rendering of Autonomous Car Interior
Figure 3
IMPERATIVE
#1
6. | A Vision of the Auto Industry Circa 20256
Expert, Advisor and Mechanic
The evolution of such disruptive technologies may well result in cars that autonomously sense, inter-
pret, decide, act and communicate with other automobiles, infrastructures, businesses, people and
devices. As vehicles become progressively more intuitive, cognitive and autonomous, they will impact
how automobile users interact with society and service providers. The car will become integral to
many daily life activities: receiving notifications on needed groceries, meeting reminders, restaurant
reservations, multi-channel communications, even receiving shipments on consumer orders delivered
directly to the vehicle.
Intelligent vehicles may also play a more proactive role in predicting, detecting and diagnosing equip-
ment failures, as well as performing corrective interventions.5
Other capabilities will include the
triaging of damage and repairs on-the-fly following a collision. From a product definition perspective,
this would require increased maturity of the Internet of Things and in-vehicle telemetry communica-
tions with insurers, service providers and infrastructures.
These advancements will have a variety of implications for the industry value chain:
• OEMs and suppliers: The mainstreaming of autonomous cars will force OEMs to rethink and
redesign how they develop cars. The car of the future will be connected with a gamut of services
and infrastructure facilities that consumers will use on a daily basis. This will require OEMs to
collaborate with traffic control, public utility services, infrastructure providers, telecom service
providers, telemetry equipment providers, as well as data analysis and machine-learning service
providers to ensure that in-vehicle hardware and software integrates seamlessly with multiple
systems and platforms.
Automakers will also need to develop partnerships with entertainment subscription services, such
as Netflix or Amazon Prime. Such collaboration could also provide a common pool of customer
data shared by all players in the ecosystem to customize products and services for specific cus-
tomer segments. The capabilities of these third-party players will need to be considered throughout
the product lifecycle, from product development to delivery.
• Dealerships: Showrooms will evolve from focusing on sales to providing a vehicle usage experi-
ence, using augmented or virtual reality technologies and personalizing the experience to the
needs and wants of the customer. Post-sale service and repairs, meanwhile, will focus on software
upgrades and defect corrections, in addition to mechanical repairs. With increased self-healing
capabilities, especially for minor problems, dealer service centers would largely focus on custom-
ized accessories, major overhauls and repairs resulting from collisions.
Showrooms will evolve from focusing on sales
to providing a vehicle usage experience,
using augmented or virtual reality technologies
and personalizing the experience to the needs
and wants of the customer.
7. • Technology companies: Amid these changes, technology players and new market entrants will
play a key role. Reliable plug-and-play systems will emerge that could be retrofitted in older cars,
enabling autonomous capabilities (see Quick Take, below).6
Machine learning algorithms7
that
read driving patterns, trip conditions, terrain contours and navigation could enable self-driving
features, offered as–a-service for older vehicles. Car designs will move toward representing a
moving entertainment hub, a mobile office or a hotel on wheels.
• Insurance companies: Autonomous cars promise to introduce massive shifts for insurance
companies, as well. For one, insurers will need to rethink their coverage models. The statistical
algorithms and methods currently in use to create broad driver categories and averages, which
then determine coverage and set rates, will be replaced by personal one-to-one profiles that
tailor coverage and rates to one driver. Further, over 80% of collisions that occur today are
expected to be prevented once humans are taken out of the driver’s seat.8
This will undoubtedly
lead to casualties in the auto insurance industry, as well as a massive reduction in fees for the
insured, to as little as 10% of what customers pay now.9
As competition rises, it will increasingly
be a struggle for insurers to find a way to remain relevant.
QUICK TAKE
How Older Vehicles Will Plug,
Play, Go Driverless
Plug-and-play offerings, such as those in development at providers such as Comma.ai,10
could weaken the competitive edge for OEMs seeking to differentiate themselves with
autonomous features by 2025. While Comma.ai has yet to complete testing on its $1,000
add-on product, it serves to define the threat of plug-and-play offerings that can be
moved from vehicle to vehicle, enable easier upgrades or simply work better.
It will become critical for OEMs to ensure that onboard features are not only more conve-
nient but also more functional and easier to use than those of plug-and-play competitors
as the technology matures.
7A Vision of the Auto Industry Circa 2025 |
The Road to 2025
8. The Road to 2025
VEHICLE DESIGN WILL BE DRIVEN BY PURPOSE
Consumers’ changing mobility needs are leading to a distinct segregation of demand,
depending on the goal: They take a utilitarian perspective when the primary objective
is simply getting from one place to another, and a more personalized view when using
a vehicle for recreation. Many two-car families today, for example, choose a small car
for errands or their commute to work and a larger one for family outings or vacations.
This dichotomy in demand is expected to grow even more distinct with the advent of shared mobility
services and autonomous vehicles. As a result, OEMs will need to begin building vehicles that excel at
a particular task or role rather than fulfilling a general purpose (see Figure 4, next page).
QUICK TAKE
Sharing – Purpose-Built Style
Cadillac’s Book service allows members to pay a monthly fee to switch among
different Cadillac models, depending on their specific needs. This drastic change in strat-
egy from a major industry incumbent implies that even traditional players are paying
attention to the value of vehicle subscription service models.
A similar shift is reflected in the smartphone industry – customers don’t want to actually
own a smartphone anymore. Instead, they want to pay a monthly fee and get a new phone
when they want to, without hassle. They are looking for the utility that a smartphone
brings to the table, not ownership. Cadillac has applied the same principle, providing value
that consumers are really after via subscription rather than selling a specific product.
To stay abreast of services like this, OEMs should assess their core customer base and
find a way to establish a similar service to meet customers’ new demands without blindly
copying Cadillac and expecting positive results.
IMPERATIVE
#2
8 | A Vision of the Auto Industry Circa 2025
9. 9A Vision of the Auto Industry Circa 2025 |
The Road to 2025
For their more utilitarian needs, consumers will increasingly expect an interchangeable, highly stan-
dardized approach. For commuting to work, they will likely want a vehicle that enables them to use
their travel time more productively. Vehicles meant for recreation, meanwhile, will need to be highly
customized, as drivers will want a recreationally minded in-car experience.
Purpose-built vehicles and the sharing economy are influencing OEMs to make changes in their prod-
uct portfolios, particularly through new subscription-based offerings. Cadillac’s Book service, for
example, allows users to pay a flat monthly fee to access whichever Cadillac car meets their specific
need at a given time (see Quick Take, previous page).11
While exotic car-sharing services have existed
for many years, they were never considered a primary mode of travel; by 2025, however, they will be.
A Love for Driving
There’s a particular segment the auto industry cannot ignore in the face of these trends: those who
love to drive and want to retain control of their driving experience. While the mass market will con-
tinue to shift toward an autonomous future, the auto value chain will need to take this segment into
account when designing and building cars for at least the foreseeable future. Finding a balance
between these two trends will take careful planning and consideration, especially as demographics
shift and a new generation of drivers matures.
These trends will have varying repercussions for different stakeholders:
• OEMs and suppliers: OEMs will need to change their approach to developing and delivering prod-
ucts and services to reflect the divergence between consumers’ standardized, utilitarian needs
and their personalized needs. Utilitarian needs can be met by a highly standardized solution that
provides exactly what consumers are looking for and nothing else – a way to get from place to
place. For fit-to-purpose and highly customized recreational vehicles, OEMs can focus on gaining
deeper insights into their customers – likely using the increased flow of telematics data from their
vehicles and increasingly smart infrastructure – and translating this knowledge into highly config-
urable product designs and personalized services.
Designing Cars for a Purpose
Shopping
Commuting
to work
Business
Vacation
Leisure
Business
Shopping
Vacation
Commuting
to workLeisure
Figure 4
10. | A Vision of the Auto Industry Circa 202510
OEMs will need to shift the bulk of
vehicle design and manufacturing to
their Tier 1 suppliers, and differentiate
themselves through the productivity-
enhancing software and connectivity they
offer on their vehicles.
To gain the data and insights they require, OEMs will need to shift the bulk of vehicle design and
manufacturing to their Tier 1 suppliers, and differentiate themselves through the productivity-
enhancing software and connectivity they offer on their vehicles.
Tying together the deep understanding of end-customers with a one-to-one match of services that
can predict and preemptively meet the wants and needs of consumers will become a critical differ-
entiator. Throughout this transition, Tier 1 suppliers will become even closer to their OEM partners,
utilizing their intellectual property to meet the commoditized but necessary mobility needs of
consumers. Tier 1 suppliers will also take advantage of the personal connection and deep con-
sumer insight that OEMs command to develop and deploy vehicles that meet these utilitarian
needs – a win-win for both OEMs and Tier 1 companies.
• Dealerships: Dealerships will need to organize themselves around sales and services. We will likely
see entirely new business models at the dealership level: selling mobility subscription services,
supporting entire mobility fleets and their emergent needs, as well as supporting customer-
requested personalization based on the set of available accessories and options.
Like Tier 1 suppliers, dealerships will need to forge a new relationship with OEMs driven by consum-
ers’ evolving demands. Fostering a dynamic, nimble strategy to give consumers not only what they
want now, but also increasingly what they will want, will become the hallmark of a successful deal-
ership and delivery network or ecosystem.
The Road to 2025
11. 11A Vision of the Auto Industry Circa 2025 |
The Road to 2025
CAR SHARING WILL DRIVE OEMS TO TRANSFORM INTO
ORIGINAL SERVICE PROVIDERS
As car ownership declines precipitously by 2025, particularly in urban areas, and
more people choose ride-sharing services of autonomous cars,12
consumer senti-
ment will be shaped by both ease of use and the seamlessness of the entire vehicle
experience. As customer experience, connectivity and mobility services become dif-
ferentiating factors, OEMs will increasingly become “original service providers” rather than equipment
providers (see Quick Take, page 14). It’s little wonder that at CES 2017, manufacturers billed them-
selves as “mobility companies.”13
As a result, manufacturing prowess will no longer be the point of differentiation for OEMs, as they will
compete by providing branded mobility services. OEMs will need to dive deeply into the immense
wealth of data at their disposal to find insights about their consumers, and use those insights to build
vehicles that proactively solve problems. Customers will soon expect OEMs to derive value from the
data they have – if they can’t find a way to apply data in new, innovative ways, customers will quickly
switch loyalty to OEMs that do. This problem will become especially acute when switching costs drop
to zero as consumers go from purchasing a car to subscribing to a mobility service.
As cars become “computers with wheels,” they will follow in the footsteps of many other industries
contending with the increasingly shorter development cycles of consumer-facing technologies. Like
the consumer electronics industry, the auto market could see demand for a new model of vehicle
shift to every three to six months rather than the traditional annual model refreshes and multi-year
gaps between new product designs. If a drastically shortened development cycle is coupled with the
public’s demand for purpose-driven cars, OEMs and their value chains will face pressure to embrace
new manufacturing, sales and distribution approaches.
New Vehicle Sources Emerge
Furthermore, driven by the shift to a utilitarian perspective of mobility, the standardization of vehicle
parts could eventually drive consumers away from their dependence on auto OEMs altogether,
toward a model in which they would design and build their own cars, leveraging modular car designs
and applying promising nascent technologies such as 3-D printing and blockchain technology. By
applying advanced 3-D printing and open source vehicle designs, consumers could – rather than
going to an OEM or dealer – visit a “neighborhood” provider that would offer the same product for a
fraction of the cost. Although such providers would need to be regulated from a safety and quality
assurance perspective, it is not far-fetched to imagine a world in which OEMs lose their hold on the
market to open source vehicle designs and distributed production techniques.
IMPERATIVE
#3
12. Like the consumer electronics
industry, the auto market could
see demand for a new model
of vehicle shift to every three
to six months rather than
the traditional annual model
refreshes and multi-year gaps
between new product designs.
The Road to 2025
12 | A Vision of the Auto Industry Circa 2025
13. 13A Vision of the Auto Industry Circa 2025 |
The Road to 2025
These trends will impact players across the value
chain:
• OEMs: As OEMs transform into marketing-
and services-driven businesses, some will adopt
business model elements of consumer goods
companies. For example, they may seek to
retain product specifications and design ele-
ments, and concentrate on consumer
marketing, while sourcing manufacturing pro-
cesses.
A key feature of this evolved business model
would be the use of deep insights into cus-
tomer behaviors, to design a plethora of
services that are truly hyper-personalized.
Examples include cars with automated-pay-
ment interfaces, augmented reality capabilities
or work collaboration features. Different players will leverage the emerging opportunities to differ-
ent extents, depending on their readiness for the new era and strength of their partnerships (see
Figure 5).
The relentless push for collaboration will help OEMs stay ahead of next-generation consumer needs.
Partnership types could include:
• Working with the energy/utilities industry for alternative fuel and energy sources.
• Connecting with the telecommunications industry for connected vehicle communication tech-
nology.
• Partnering with financial services firms to develop new financing models and automated pay-
ment of parking, tolls and other services.
• Suppliers: Tier 1 component suppliers will begin manufacturing larger and larger subsets of the
vehicle, or even complete vehicle assembly. New technology partners would emerge as Tier 1 sup-
pliers providing hardware and software. Tech giants will emerge as separate entities providing
mobility services or partnering with existing players to take advantage of those platforms. Engag-
ing technology partners as equals, rather than as subjects that bend to OEM whims, will foster a
much more productive relationship. OEMs must find a way to leverage what these technology
vendors offer – without losing their grip on their own brand’s differentiators.
The Evolving Go-to-Market Model
OEMs
Automotive
Suppliers
Connectivity
Hardware
Companies
Infrastructure
Digital
Software
Companies
Telecoms Companies
Services, Content,
and Apps
Providers
Automotive
insurers
Figure 5
14. QUICK TAKE
Here and Now: The Harbingers of Change
A sign of things to come for the increased service mentality among OEMs is the 2015 alli-
ance of German car companies with the mapping service HERE from Nokia. The consortium
plans to use the IP from HERE to launch self-driving cars and deliver real-time information
on traffic and, potentially, road conditions.14
Rather than working alone, these major play-
ers decided to put aside their differences and join forces – a sign of things to come.
Multiple OEMs working together to create a more robust and complete navigational solu-
tion is a fairly novel approach for auto industry participants, which have generally worked
to solve problems on their own. HERE provides a much needed boost to these companies’
ability to attract and retain customers long-term. If this alliance can live up to its claims, it
will excel over the next decade. High-quality autonomous features are likely to create cus-
tomer stickiness: Once customers feel comfortable with an OEM’s deployed autonomous
features, they will likely stick with what they know rather than risk a bad experience with
a different OEM.
The Road to 2025
14 | A Vision of the Auto Industry Circa 2025
15. 15A Vision of the Auto Industry Circa 2025 |
The Road to 2025
• Dealer: On the other hand, dealers will increasingly sell services and software upgrades related
to vehicles, rather than spare parts and components. They will need to work with OEMs to rethink
and re-establish the basis of their relationships with consumers through the application of inte-
grated consumer analytics.
Ultimately, dealers will need to rework their place in the mobility value chain and find a place to offer
value to consumers without being overshadowed by OEMs. For many consumers today, dealerships
represent a barrier to purchase that they don’t want to deal with; becoming a mobility mecca is how
dealers can reverse that perception and add value to the equation.
LOOKING AHEAD: FINAL THOUGHTS
The customer of 2025 will demand more from the mobility experience, and will value experience over
product ownership. Successful vehicle makers will need to prioritize car design, development and
marketing around customized in-car experiences. They will also need to embrace the concept of cars
taking care of both their own maintenance needs and the needs of their occupants during the drive.
As the electro-mechanical features of the car become table stakes for consumers, winning OEMs will
need to gradually evolve into an OSP. Competing on technology platforms and services, rather than
product features, will require renewed attention to collaborative approaches, with Tier 1 suppliers
gradually owning the vehicle’s subassemblies. Product development will aim to create more strategic
sourcing partners as suppliers compete on proprietary technology and engineering expertise.
Dealerships will need to overcome the hurdle of declining revenues from traditional vehicle sales and
service by developing new business models aligned with the shared mobility ecosystem. While dealers
will continue to serve as sales and service points, they will also be the nodes for the extended markets
of fleet management, subscription services and new vehicle servicing models that will overturn
decades of precedence in the industry.
Overall, the auto industry will undergo an unprecedented shift by 2025, changing the nature of every
player and relationship throughout the value chain. The winners will be those that overcome inertia
to redefine themselves over the next decade.
16. The Road to 2025
| A Vision of the Auto Industry Circa 202516
FOOTNOTES
1 “New Car Sharing Economy Disrupts Automotive Industry: ABI Research Predicts 400 Million People to Rely on Robotic Car
Sharing by 2030,” ABI Research, March 14, 2016, https://www.abiresearch.com/press/new-car-sharing-economy-disrupts-au-
tomotive-indust/.
2 John Greenough, “The ‘Connected Car’ Is Creating a Massive New Business Opportunity for Auto, Tech and Telecom Compa-
nies,” Business Insider, March 11, 2015, http://www.businessinsider.com/connected-car-forecasts-top-manufacturers-2015-2.
3 Leo Sun, “Connected Cars in the Next Decade: 4 Numbers Everyone Should Know,” The Motley Fool, March 6, 2016, https://
www.fool.com/investing/general/2016/03/06/connected-cars-in-the-next-decade-4-numbers-everyo.aspx.
4 “10 Million Self-Driving Cars Will Be on the Road by 2020,” Business Insider, June 15, 2016, http://www.businessinsider.com/
report-10-million-self-driving-cars-will-be-on-the-road-by-2020-2015-5-6.
5 ”Towards the Self-Healing Vehicle,” IEEE Xplore, 2007, http://ieeexplore.ieee.org/document/4383633/.
6 Aaron Tilley, “George Hotz Promises Self-Driving Car Kit For $1,000 Before End Of Year,” Forbes, Sept. 13, 2016, http://www.
forbes.com/sites/aarontilley/2016/09/13/george-hotz-promises-self-driving-car-kit-for-1000-before-end-of-
year/#68424f416fcd.
7 David Joyner, “The What, How and Why of Artificial Intelligence, Machine Learning and Self Driving Cars,” Udacity, Nov. 10,
2016, http://blog.udacity.com/2016/11/artificial-intelligence-machine-learning-self-driving-cars.html.
8 Jeff McMahon, “Driverless Cars Could Drive Car Insurance Companies Out of Business,” Forbes, Feb. 19, 2016, https://www.
forbes.com/sites/jeffmcmahon/2016/02/19/autonomous-vehicles-could-drive-car-insurance-companies-out-of-busi-
ness/#5e03869c2231.
9 Jeff McMahon, “Autonomous Vehicles Arrive in Three Years, in Three Stages,” Forbes, Sept. 28, 2015, https://www.forbes.com/
sites/jeffmcmahon/2015/09/28/autonomous-vehicles-arrive-in-3-years-in-3-stages/#53dcba2616b4.
10 Darrell Etherington, “Comma.ai Will Ship a $999 Autonomous Driving Add-On By the End of this Year,” Tech Crunch, Sept. 13,
2016, https://techcrunch.com/2016/09/13/comma-ai-will-ship-a-999-autonomous-driving-add-on-by-the-end-of-this-year/.
11 Cadie Thompson, “I Tried Cadillac’s $1,500-per-Month Subscription Service for Cars to See If it’s Worth It,” Business Insider,
March 1, 2017, http://www.businessinsider.com/cadillac-book-subscription-car-service-review-2017-2.
12 “Private Car Owernship Will Be Dead by 2025,” Car Buzz, http://www.carbuzz.com/news/2016/9/20/Private-Car-Ownership-
Will-Be-Dead-By-2025-7735552/.
13 “Honda Introduces ‘Cooperative Mobility Ecosystem’ at CES 2017,” Honda, Jan. 5, 2017, http://www.multivu.com/players/
English/7988331-honda-ces-cooperative-mobility-ecosystem/.
14 Trefis Team, “What Nokia’s Sale of HERE Means,” Forbes, Dec. 10, 2015, https://www.forbes.com/sites/greatspecula-
tions/2015/12/10/what-nokias-sale-of-here-means/#49a240833a3e.
17. 17A Vision of the Auto Industry Circa 2025 |
The Road to 2025
Arun Krishnan
Director, Cognizant Business
Consulting
Arun Krishnan is a Director in Cognizant Business Consulting,
where he leads the consulting practice for discrete manufactur-
ing industries. He has over 24 years of experience spread across
industry and consulting, and has expertise in automotive industry
and supply chain management. As a consultant, he has advised
multiple clients in business strategy and transformation, opera-
tional improvement and organizational change. He has authored
several white papers and presented at eminent industry forums.
He can be reached at Arun.Krishnan2@cognizant.com.
ABOUT THE AUTHORS
Somnath Chatterjee
Senior Consultant, Cognizant
Business Consulting
Somnath Chatterjee is a Senior Consultant in Cognizant Business
Consulting, focused on the automotive domain. He has more
than eight years of combined experience in automotive and con-
sulting functions. Somnath’s experience includes aftermarket
operations, spare parts, channel development, manufacturing
planning and quality management. He currently leads the con-
sulting function for one of Cognizant’s marquee clients. Somnath
can be reached at Somnath.Chatterjee3@cognizant.com.
Matthew Herridge
Senior Consultant, Cognizant
Business Consulting’s
Manufacturing and Logistics
Practice
Matthew Herridge is a Senior Consultant in Cognizant Business
Consulting’s Manufacturing and Logistics Practice. He has an elec-
trical engineering degree from Virginia Tech and an MBA from Ohio
State’s Fisher College of Business. He spent five years working as a
radar engineer for the U.S. Navy before attending business school
and then transitioning to consulting. He has worked for the past
year with a major automotive company on an agile software devel-
opment project. Matthew can be reached at Matthew.Herridge@
cognizant.com.
18. | A Vision of the Auto Industry Circa 202518
The Road to 2025
Antriksh Kumar
Consultant, Cognizant
Business Consulting’s
Manufacturing and Logistics
Practice
Antriksh Kumar is a Consultant in Cognizant Business Consulting`s
Manufacturing and Logistics Practice. He has four years of industry
experience in the IT consulting space, where he worked with clients
in the automotive and banking and financial services industries.
Antriksh has a particular interest in digital transformation, with
hands-on experience in service and spare-parts management, dis-
tribution management, supply chain planning and operations. He
holds an MBA in supply chain management from NITIE, Mumbai,
(India) and a bachelor’s degree in electrical engineering. Antriksh
can be reached out at Antriksh.Kumar@cognizant.com.
Gajanan Umarekar
Manager, Consulting, Cognizant
Business Consulting’s
Manufacturing and Logistics
Practice
Gajanan Umarekar is Manager, Consulting, in Cognizant Business
Consulting’s Manufacturing and Logistics Practice. He brings
hands-on experience working with top-notch automobile players
in sales, marketing and customer care operations. Gajanan has
led market development and revenue growth for reputed brands.
He brings core competencies in channel strategy, marketing strat-
egy, channel partner management, sales force effectiveness, new
market entry strategies and after-sales strategies. He has an MBA
in marketing and finance from Indian School of Business (ISB)
and a BE in mechanical engineering. Gajanan can be reached at
GajananBalasaheb.Umarekar@cognizant.com.
Suresh Vickram
Senior Manager, Consulting,
Cognizant Business
Consulting
Suresh Vickram is a Senior Manager, Consulting, in Cognizant Busi-
ness Consulting and leads the Automotive Consulting Practice. He
has more than 13 years of experience in IT consulting, leading trans-
formational deals and driving strategic initiatives for automotive
customers worldwide. Suresh has a strong background in auto-
motive demand and supply chain planning, working with leading
OEMs across the U.S. He specializes in customer analytics, dealer
management, supply chain planning and execution. Suresh can be
reached at SureshkumarVickram.Selvarajan@cognizant.com.
19. 19A Vision of the Auto Industry Circa 2025 |
The Road to 2025