What do customers and car buyers experience today, and how can OEMs turn sustainability into a competitive advantage? - SMART MOBILITY CONNECT ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
S U S TA I N A B L E
MOBILITY
What do customers and car buyers experience today, and
how can OEMs turn sustainability into a competitive advantage?
SMART MOBILITY CONNECT
Charting the mobility ecosystem of the future
S U S TA I N A B L E M O B I L I T Y
CONTENTS
INTRODUCTION:
A N E W P E R S P EC T I V E O N A V I TA L TO P I C 4
S U S TA I N A B I L I T Y A S T R A N S F O R M AT I O N
DRIVER FOR THE AUTOMOTIVE INDUSTRY 4
S U S TA I N A B I L I T Y –
A FA M I L I A R TO P I C TA K I N G O N N E W I M P O R TA N C E 5
S TUDY APPROACH:
T H E S U S TA I N A B I L I T Y E X P E R I E N C E I N D E X 6
THE CUSTOMER JOURNEY FROM AWARENESS
TO S U S TA I N A B L E C A R U S AG E 8
S U S TA I N A B I L I T Y E X P E R I E N C E I S S TA R T I N G
TO BECOME AN E XCITEMENT FAC TOR 12
C A P G E M I N I I N V E N T R ECO M M E N DAT I O N S 13
2
EXECUTIVE SUMMARY
Electric mobility and digitalized sales Recent quantitative and qualitative experienced by customers. To succeed,
models are lowering the entry barrier research by Capgemini Invent reveals companies must embrace sustainability
faced by new competitors in the what customers really experience from the top down, starting with the
automotive industry, while investors along their journey towards owning Board. Sustainability has to become
are increasing the pressure on and using an electric vehicle (EV). part of the corporate culture before
companies to embrace sustainability While there is some evidence it can be sold to customers.
as a core value. As a result, most of enthusiasm for sustainability,
traditional automakers have shifted considerable variation emerges
over the past decade from a “wait between brands and between
and see” strategy to realizing that phases of the journey, as shown
they need to be proactive about in the figure below.
sustainability.
10.0
9.0
8.0 7.8
7.3 7.5 7.4
7.0
Sustainability Experience Index
6.0 5.6 5.8
5.0
5.0
4.1 4.2
4.0 3.9
3.0
2.0
1.0
0.0
Awareness Search & Inform Compare & Test Select & Purchase Get & Use
Minimum Maximum
Despite the fact that this requirement This variation suggests that there
coincides with other essential is plenty of improvement potential,
transformation challenges, traditional while examples of excellent practice
manufacturers have made considerable point to specific improvement
progress in developing and launching opportunities. We recommend
more sustainable products. adopting a Sustainability Experience
Management approach, which makes it
However, succeeding with these possible to prioritize improvements in
products depends not just on the line with the customer’s perspective.
excellence of the products but also
on the level of enthusiasm that they To date, automotive companies have
generate among customers – and this been preoccupied with making their
enthusiasm is determined as much by products more sustainable, but it is
the process of buying and using a car equally important to optimize the way
as by the qualities of the product and cars – and the journey of choosing,
the credibility of the automaker. purchasing, and using them – will be
3
S U S TA I N A B L E M O B I L I T Y
INTRODUCTION: A NEW PERSPECTIVE
O N A V I TA L TO P I C
Sustainability is clearly a hot topic We therefore decided to investigate sustainability, and pinpoint where
for the automotive industry, and what consumers really experience there is scope for improvement.
one that has attracted considerable when they decide to buy a car, from
research. Even so, in our work with initial awareness to the point when In this report, you can read more about
large automotive OEMs (Original they have bought and are using the the background to our research and
Equipment Manufacturer), we vehicle. We were particularly interested about our method. We present our
have become aware of an aspect in the perspective of consumers who results and recommend ways OEMs
that is not so well understood: already have a high level of interest can use the findings to start giving
the consumer’s perspective on in sustainability, and whether the customers the consistent sustainability
automotive sustainability. journey tapped into and increased their experience that they really want.
enthusiasm; an aspect that we refer to
Consumer interest and willingness to as the “excitement factor.” Please contact us if you would like to
pay for sustainable products such as discuss any aspect of the research,
food or clothing have been constantly While we were able to draw extensively or other aspects of automotive
on the rise in recent years.1,2 The same on our client work for this study, we sustainability.
seems to be true of eco-friendly cars, also carried out original research,
with EV sales soaring in 2020. But it both quantitative and qualitative,
is not so clear whether this trend is during winter 2020. Our findings were
driven by customer enthusiasm about compared and analyzed to discover
sustainability, or is instead due to how far the industry has succeeded
substantial government incentives. in enthusing customers about
S U S TA I N A B I L I T Y A S T R A N S F O R M AT I O N
DRIVER FOR THE AUTOMOTIVE INDUSTRY
Traditional car manufacturers At the same time, financial investors into adequate funding for upcoming
are under pressure from multiple are increasingly making necessary transformation challenges and long-
directions. Numerous countries and funding conditional on sustainability term success, one key stakeholder has
cities are planning to ban sales of being a core element of a company’s to feel enthusiastic, and that is the
conventional combustion engine strategy, business model, and customer.
vehicles, or exclude them from urban operations. This results in stagnating
areas, as early as 2025.3 Existing valuations for incumbents, while new Customer sustainability experience
players are having to make huge brands such as Tesla and Nio seem will be a key determinant of this
investments in transforming to address to rise exponentially. enthusiasm. That’s why in this study
the latest industry trends, such as we investigate what customers value,
the increased “softwarization” of The fact that traditional car what they are experiencing today, and
the vehicle, the creation of a unified manufacturers are launching EVs – what issues car manufacturers should
operating architecture, and the further and planning to offer an increasing address to provide a competitive
development and improvement of range of them – is a great achievement, sustainability experience for their
electric vehicles (EVs); new competitors especially during the pandemic. customers.
are at an advantage because they have However, if these companies are
no legacy burden. to translate new product business
1
bit.ly/statista_com
2
bit.ly/the_conversation_com
3
bit.ly/the_climatecenter_pdf
4
S U S TA I N A B I L I T Y – A FA M I L I A R TO P I C
TA K I N G O N N E W I M P O R TA N C E
Sustainability, or meeting present For the automotive industry, the But what is the current state of the
needs without compromising those of main sustainability challenges over the automotive industry when it comes
future generations, has been a growing past decades have been safety, fuel to implementing those sustainability
focus since the 1960s, when it became economy, and emissions. It seems that ambitions? Capgemini’s report reveals
obvious that economic development most automakers have been following two main issues. Firstly, deployment
was causing environmental damage. a “wait and see” strategy, which implies of sustainability is still far from
In 2015, this concern was formalized being aware of applicable regulations complete. Over the next five years,
when the UN defined its 17 Sustainable and adapting products and processes the industry needs to invest an
Development Goals (SDGs)4,5 covering accordingly – but only as much and as estimated $50 billion to meet
the five principles of people, planet, early as necessary. automakers’ sustainability targets,
prosperity, peace, and partnership over and above their ongoing and
and intended to be achieved by 2030. New players such as Tesla or Polestar planned investment in EVs,
have successfully started businesses autonomous vehicles, and digital
In a business context, the topic of with sustainability as a core brand value, mobility services. Secondly, it shows
sustainability has been on the agenda underpinned by a product portfolio that customer-related topics such as
of leading companies for more than consisting entirely of battery electric activities related to sales, marketing,
25 years. Reporting on sustainability vehicles (BEVs), and combined with a and aftersales (ranked 10th) are not
has become standard practice for proprietary charging infrastructure among companies’ top five priorities.
more than 90% of Fortune Global (Tesla).
250 companies today. In the following sections, we
Most traditional car manufacturers examine how far the actual customer
Given an increase of public interest have also started to address these experience with sustainable individual
plus rising pressure from investors, challenges. The majority of these mobility meets customers’ preferences
lawmakers, and regulators, sustain- companies have not only included and expectations, and where brands
ability has been taking on a new sustainability in their corporate differ in their actions, communications,
importance in the business context strategies but also initiated an internal and consultation skills, as well as in
over the past few years. An increasing dialogue as to how sustainability the product and service experiences
number of companies such as Adidas should shape the overall company they offer. We then explain how car
and Ikea are putting sustainability strategy. The increasing importance manufacturers should address their
at the core of their brands with the of sustainability in the automotive customers to provide a competitive
intention of creating new paths to industry is underlined by recent sustainability experience.
innovation, customer loyalty, and Capgemini research, described in
long-term growth.6,7 our 2020 report, The automotive
industry in the era of sustainability.8
This research found that 62% of
automotive organizations claim to
have developed a comprehensive
sustainability strategy with well-
defined goals and targets.
4
“ Transforming our world: the 2030 Agenda for
Sustainable Development”, Resolution adopted
by the General Assembly on 25 September 2015
bit.ly/Transforming_our_world
5
sdgs.un.org/goals
6
bit.ly/Adidas_General_Approach
7
bit.ly/IKEA_Sustainability
8
“The Automotive Industry in the Era of Sustainability”,
Capgemini Research Institute, 2020
http://bit.ly/The_Automotive_Industry
5
S U S TA I N A B L E M O B I L I T Y
STUDY APPROACH:
T H E S U S TA I N A B I L I T Y E X P E R I E N C E I N D E X
Our research was twofold. First, we
set out to understand from car owners
how important sustainability is for
them when buying a new car, what they
expect during the process, and what
role digital tools and services can play
in supporting them. To achieve this,
we conducted a quantitative study, 1. Awareness 2. Search & Inform
an online survey of more than 1,500
current or former owners of cars from Sustainability Experience Index
Audi, BMW, Mercedes, Tesla, or VW in
Germany, the UK, and the US. 5 ustainability ambition,
S Eco-friendliness & diversification
4 achievements, and transparency of vehicle portfolio*, 2020
The second part of the study aimed 3 (0–5 pts.) (0–5 pts.)
to gain an understanding of how 2
each step of the customer journey is 1
experienced by those customers for
whom sustainability is important. Here 5 Sales of low-emission vehicles*, ools/support to find the right
T
the research was qualitative: The data 4 2019 (0–5 pts.) products & services for customers’
was gathered through comparative 3 individual needs (0–5 pts.)
research on information published 2
by automotive OEMs and a mystery 1 * Germany (KBA), Lifecycle Assessment method (GHG-LCA)
shopping campaign conducted at
20 dealerships in Germany during Figure 1 | Scoring criteria for Capgemini Invent Sustainability Experience Index per phase
August 2020, covering all five brands
mentioned above.
In order to compare the results not only Along the journey, interaction takes In awarding scores for each brand
between the different brands but also place via a variety of channels and and phase, our experts considered
between the five customer journey touch points: website, social media, questions such as:
phases, we defined a “Sustainability personal contact, phone, email, chat,
Experience Index (SEI)", which was used and others. • Does the brand offer and promote
to rate customer experience at each a broad portfolio of sustainable
phase of the customer journey on a An SEI has been awarded for each products and does it communicate
scale of 0 to 10 points. Please see the of the five customer journey phases. in an individually helpful and
panel below for more details of the To determine the SEI, two quantifiable transparent manner across all
SEI calculation. criteria were defined for each phase to relevant channels?
approximate important determinants
Calculating the Capgemini of a positive customer experience. • Are there comprehensive
combinations of products and
Invent Sustainability
Each of the criteria generates a score services that meet customers’
Experience Index (SEI) between 0 and 5 – i.e. 10 points per individual needs? How easy is it to
phase is the maximum. This method experience these solutions in order
The customer journey summarizes
makes it possible to identify pitfalls to select the best combination?
customers’ experiences with a brand
and common challenges and derive
across all relevant interaction points,
best practices. • How seamlessly can customers
from the first interaction to usage
switch from a traditional combustion
and ideally re-purchase. The journey
engine vehicle to the world of
as defined for the purposes of our
electric mobility? What support and
study contains the five phases shown
incentives are offered?
in Figure 1: Awareness, Search & Inform,
Compare & Test, Select & Purchase,
and Get & Use. (The Repurchase phase
was not considered separately here as
it largely duplicates earlier phases for
the purposes of this study.)
6
3. Compare & Test 4. Select & Purchase 5. Get & Use
vailability & quality of relevant
A Completeness of offering upport with transition
S
product and services information (esp. EV) (0–5 pts.) to EV ownership (0–5 pts.)
(0–5 pts.)
ase of test-driving vehicles,
E Simplicity of configuration, order everaging digital technology to
L
charging services, mobile apps process, and purchase process support and incentivize the driver
& services (0–5 pts.) (0–5 pts.) for low-emission usage (0–5 pts.)
Customer journey phases
In the Awareness phase, we for the brand with the lowest-emission process, and purchase process.
analyze the sustainability ambition, product portfolio and up to 5 points The brand that offers the most
the transparency of sustainability for the brand that offers the lowest- comprehensive portfolio of physical
goal achievements, and sales of emission vehicles in all nine vehicle and digital product, services, and
low-emission vehicles for each car classes. infrastructure access receives up to
manufacturer. A car manufacturer 5 points. The brand with the lowest
can receive a maximum of 5 In the Compare & Test phase, we barriers to selecting, configuring, and
points for having a comprehensive examine the availability and quality purchasing all relevant products and
corporate sustainability program of relevant product and service services, can receive a further 5 points.
and communicating it to all information, as well as how easy it is
relevant stakeholders. In addition, to test vehicles, charging services, and Finally, in the Get & Use phase, we
car manufacturers receive the mobile apps and services. A brand that analyze the support offered to the
maximum number of points for the offers comprehensive tools and correct customer when preparing for EV
lowest greenhouse gas equivalent information to find the best products ownership (e.g. wallbox installation,
emissions of vehicles sold in 2019 for the customers’ individual needs can government benefits). Also, we assess
(average per vehicle, calculated using score up to 5 points. In addition, up to how the OEM leverages digital
the Greenhouse Gas – Life Cycle 5 points are awarded if the customer technology to support and incentivize
Assessment or GHG-LCA method9). can easily experience and test low- the driver for low-emission usage.
emission products and digital services. We assign up to 5 points to brands
In the Search & Inform phase, we that offer comprehensive support
analyze the eco-friendliness of the In the Select & Purchase phase, we to prepare for ownership/usage of
vehicle portfolio using the GHG- investigate the completeness of the sustainable products and services,
LCA method. We also evaluate the offering (e.g. charging infrastructure and up to 5 points for brands that
diversification of low-emission vehicles coverage, charging tariffs, integration best leverage digital technologies to
across vehicle classes (EU standard with home energy system) and support sustainable ownership/usage.
classes A-J). We assign up to 5 points simplicity of configuration, order
bit.ly/adac_de
9
7
S U S TA I N A B L E M O B I L I T Y
THE CUSTOMER JOURNEY
FROM AWARENESS TO
S U S TA I N A B L E C A R U S AG E
Awareness: Get the customer’s consider Tesla to be the leading brand
attention with clear, consistent
communication on sustainability
34% when it comes to sustainability while
other OEMs rank significantly behind
In the awareness phase, the customer 33% 31% 38%
is becoming increasingly interested Brand
in sustainable products and services,
loyalty
and, even more importantly, in the
attractiveness and credibility of the would change to a different brand due
brand with respect to sustainability.
The levels of enthusiasm and trust built
34% to product sustainability or sustainability-
related company activities
at this point motivate the customer
to gather more information in the 37% 35% 31%
following phases.
Figure 2 | Survey results on brand loyalty
The online survey results confirm that
sustainability has become a decisive
factor in the purchase of a new vehicle.
Sixty-nine percent of participants state
its Mission:Zero, while Mercedes Search & Inform: Provide
plans to reach 50% electrification the customer with relevant
that product sustainability is important
of the fleet by 2030. BMW is working
for their purchase decision (average
towards a 34% reduction per vehicle information
across Germany, the UK, and the US),
of water and energy use and of waste Having engaged with one or more
with the highest proportion, 73%,
generation by 2030.10 brands in the awareness phase, in the
found in the US.
Search & Inform phase the customer
While the German OEMs’ sustainability looks for more specific information and
Thirty-four percent of participants
goals and action plans are comprehensive, guidance about sustainable offerings.
would go so far as to change from
and are transparently stated in their Brand promises from the first phase
their preferred brand to a different
official reports, their communications may be examined in more detail at
brand due to product sustainability
across online channels (websites this stage of the journey to find out
or sustainability-related company
and social media) are not always how they are reflected in the eco-
activities, with the highest proportion
consistent in terms of sustainable friendliness and diversification of
in Germany (37%) and the lowest
brand positioning. Especially for the vehicle portfolio.
in the US (31%). When asked which
premium brands that still differentiate
is the leading brand with respect
themselves by vehicle size and engine The other important question to
to sustainability, 34% on average
power, bringing the two sets of be answered during this phase is
name Tesla, while other OEMs rank
messages together seems to remain which sustainable solution best fits
significantly behind.
a challenge. the customer’s personal needs and
Our research shows that almost all behavior. With the variety of new
As a result, it is Tesla that achieves options, this is not an easy decision to
OEMs have committed to goals such
the highest SEI score of 7.8 for this make. Even though electric cars have
as carbon neutral manufacturing by
phase, reflecting its brand positioning, been on our streets for a few years
2050 at the latest, reduction of CO2
emphasis on sustainability, and the now, technology develops quickly, and
emissions across the entire vehicle
fact that its fleet, as sold in 2019, consumers have many choices to make.
fleet, or improved consumption
had the lowest lifecycle greenhouse Questions they might ask include: “Is an
and reuse of resources. Audi, for
gas emissions. The other four OEMs electric car the right option, or would
instance, has set the goal of CO2 -
considered are close together, all a plug-in hybrid electric vehicle (PHEV)
neutral production by 2025 within
scoring between 5.0 and 6.0 points. or a low-emission combustion engine
bit.ly/Audi_Nachhaltigkeitsbericht_2019,
10
bit.ly/Daimler_Nachhaltigkeitsbericht_2019
bit.ly/_BMW_Sustainable_Value_Report_2019
bit.ly/BMW_Sustainable_Solutions_CO2_Reductions
bit.ly/BMW_Nachhaltigkeit_Ressourcenschonung
8
vehicle be the better fit for my habits
and needs?” “What compromises do 66% would like more guidance when looking for information regarding
sustainability and their individual needs
I have to make?” and “Which vehicle
characteristics are most important 69% 66% 63%
for me?” Figure 3 | Survey results on vehicle purchase preferences
Customers would welcome guidance
in better understanding their own
habits and needs, and which criteria to There is a risk of information Sales staff in Tesla showrooms are
prioritize, as our online survey shows. getting lost or reality falling short also familiar with most of the questions
Two-thirds of participants want help of expectations because the dealer that customers ask about e-mobility
in choosing the most suitable vehicle, is unaware of online activities such and sustainability.
finding the best-fitting brand, selecting as searches and use of the car
the optimal configuration, and using configurator. But the phase also offers Test-drives can be booked online
the car in the most sustainable way. the opportunity to surprise a customer and are offered at all dealerships.
by having the test car instantly ready However, the desired vehicle version is
Compare & test: for an extended test-drive, including not always available instantly or even
Support the customer in a trial high-power charging session. within two days. Mercedes scores 3.8
That test-drive can cover functionality, out of 5 points for testing due to the
finding the right product usability, and vehicle interoperability option of a 6-month trial of the new
of mobile apps provided by EQC battery-electric model. Tesla
The Compare & Test phase is about
the manufacturer. scores highest on the test aspect (4.0
narrowing down the various product
and service options by applying criteria out of 5 points) due to the simplicity
that were identified as important to Our online survey shows that 57% of and proactiveness with which test-
the individual customer in the previous participants (61% in Germany) would drives are offered and arranged.
phase. appreciate enhanced mobility offers,
such as options for car or bike sharing, Overall, the SEI in the Compare &
leasing of micro-mobility vehicles, or Test phase reaches a maximum of 7.3
Availability of relevant information and
even integration with public transport. points: almost 2 points higher than
the ability to access it in a structured,
Sixty-three percent want more support the previous (Search & Inform) phase.
accurate, and easy-to-understand
from manufacturers and dealers in However, variation across brands and
manner are key success factors for
configuring the best individual package dealerships is significant, which means
a positive customer experience.
of product plus related services. that worthwhile improvements could
For instance, it should be easy to
find accurate comparisons between be made through targeted actions.
options on the basis of GHG emissions The OEM-focused research for this Improvement checkpoints should
over lifecycle, the amount of recycled phase reveals that neither searches include the provision of information
materials used in production, or the of online configurators nor personal and dealer enablement and training,
practice regarding battery recycling. consultations with salespeople as well as availability of, and ease of
Mobile and other online tools play an can provide all relevant information. access to, hands-on experience with
important role in building enthusiasm Quite often, sales staff present electric mobility.
for sustainability in this phase, as does incorrect information or are unable
concise information on the procedure to answer some questions. Mystery
for claiming government incentives. shopping experience in this respect
has been best at BMW and Mercedes
dealerships, with their “product
At this point in the journey, additional
geniuses” and “product experts.”
complexity arises from the fact that
online search and contact often switches
to personal contact at a dealership.
9
S U S TA I N A B L E M O B I L I T Y
Select & purchase: Our online survey shows that 63% of Get & use:
Make sure it’s easy to configure participants want more support from Prepare for e-Mobility
OEMs and dealers when configuring
and simple to buy a car that they are about to purchase, and make sustainable usage
to help them choose the best desirable
The Select & Purchase phase begins
after the customer has identified sustainability options, such as the best
battery size for individual commuting After the purchase contract is signed,
at least one option that not only the customer must usually wait for
fulfills all their material needs but habits. Support via the OEM website
or social media channels is preferred delivery – often for many months,
also meets more emotional needs and sometimes even for more than a
by creating perceptions of reliability, by 38% of participants, while a similar
proportion (39%) prefer support at year. For this phase, we have analyzed
value, and so on. It is here that final what the customer experiences during
decisions about products, services, the dealership; 32% prefer email,
chat, or telephone support. the period until the vehicle has been
and financial aspects are taken. The delivered and is ready to use. We have
value and completeness of the final also explored how actively sustainable
offer package and the simplicity of At 7.5 out of 10, the top SEI score in
ownership is supported by the OEM
configuration, order, and purchase this phase is slightly higher than that
and its partners. This support might,
processes are important success of the previous phase. This top score
for example, take the form of offering
factors in this phase. goes to Tesla, while two premium
digital tools to help minimize driving
OEMs follow closely with 7.0 and 7.2
emissions, providing transparency on
Questions regarding the completeness points. While Tesla scores equally
eco-impact, or actively incentivizing
of the offering mainly arise from highly for completeness of offering
eco-friendly vehicle use. Incentive
complexities around e-mobility, and and process simplicity, our two criteria
models leveraging third parties such
typically include the following: “Do for this phase, the other brands all
as insurance companies or charging
public charge points near my score higher for process simplicity.
providers are also considered in
home provide sufficient coverage, or our analysis.
do I need to install a wallbox at home?” The main improvement opportunities
“Who will help with installation, we have identified for OEMs in this
According to our online survey, 83% of
and how can I make sure I use green phase are integrating mobile app
respondents expect car manufacturers
energy?” “Is the car configuration functionality and experience both
to better leverage digital technologies
and purchase process simple, or at into the product itself and also into
to support sustainable driving. The
least self-explanatory?” “Can I get customers’ interactions with the car
most popular option is intelligent,
knowledgeable online support, and brand – for example, managing
navigation-based vehicle functionality
maybe leveraging virtual reality tools?” the charging process, finding support
to automatically adapt power
“Do I get instant system responses, information, or getting in contact with
mode and consumption to driving
and can I switch platforms during a customer car agent when issues or
needs, followed by bonus schemes
the process, including transitioning problems arise. Other aspects worth
for sustainable driving evidenced
between online/mobile channels to addressing are the service options
by vehicle usage data. Third-party
personal contact with a salesperson offered regarding charging from green
incentives based on car data would be
or a contact center agent?” sources, and more flexible models for
appreciated by 25% of participants.
ownership and financing.
1083% expect OEMs to better leverage digital technologies to support sustainable driving,
such as navigation-based drive control for plug-in hybrids
84% 79% 87%
Vehicle
features
25% would appreciate discounts or attractive offers from third parties (such as insurance
companies) for eco-friendly driving, based on their vehicle usage data
30% 23% 21%
Traffic Light Info eDrive Zones ECO Assist Car Data Platform
Figure 4 | Survey results on digital technologies and data usage
In the OEM-focused part of the study The second-highest score (3.0 points) The greatest opportunity for
for this phase, the first of our criteria goes to Tesla because of helpful and improvement in this phase seems to
is about getting support during the easy-to-access energy consumption lie in leveraging digital services better,
waiting time in terms of wallbox statistics and a well-designed and both within the vehicle and via mobile
installation, signing up for government intuitive mobile app. This app also apps. The integration of vehicle data
incentives, or just transparency on the makes interaction with Tesla’s service (e.g. service intervals, navigation,
delivery process. Here, all five OEMs’ organization easy and convenient. drive mode) into the overall offer,
SEI scores are comparable, ranging Most other OEMs, by contrast, user interaction via in-car systems
between 3.4 and 3.8 points out of 5. seem to conduct most of their and interfaces, and mobile app
aftersales business using traditional functionality – these three topics
Our other criterion for this phase is communication channels. together appear to offer the route to
about leveraging digital technologies an outstanding and exciting customer
to support sustainable usage/ In this Get & Use phase, the maximum sustainability experience.
ownership. At the time of the study, SEI score is 7.4 points, achieved by
few OEMs seem to have been actively BMW due to strong support during
incentivizing sustainable usage. BMW the delivery phase and high-scoring
scores highest (4.0 out of 5 points) due initiatives regarding digital tools,
to its eDrive Zones function and the connected services, and incentives
BMW Points program. BMW Points for sustainable usage.
can be gained by a vehicle owner
operating a PHEV in electric mode, and
can be used to pay for BMW’s charging
service; further options for earning
and redeeming points appear to be in
preparation.
11S U S TA I N A B L E M O B I L I T Y
S U S TA I N A B I L I T Y E X P E R I E N C E
I S S TA R T I N G TO B ECO M E A N
EXCITEMENT FAC TOR
In this study, we set out to determine As Figure 5 shows, the SEI varies the Awareness (7.8) to the Search &
to what extent automotive OEMs are between 5.6 and 7.8 along the various Inform phase (5.6) is significant. Also,
not just putting sustainability on their phases of the customer journey. the spread between the best and the
strategic agendas, but also succeeding This pattern shows that none of the lowest score brand, which is largest in
in transforming sustainability-driven car brands we evaluated currently the Get & Use phase, shows that some
customer experience into an provides a consistently convincing brands are still significantly behind
excitement factor. customer sustainability experience. in terms of customer sustainability
In particular, the drop in SEI from experience.
1. Awareness 2. Search & Inform 3. Compare & Test 4. Select & Purchase 5. Get & Use
Tesla VW Tesla Tesla BMW
Best Practices
Sustainability is Broad vehicle portfolio Easy access Comprehensive Range of connected
a clear brand value and EV Check app to test-drives offering and simplicity of services to support
Cleanest fleet Tesla Tesla/BMW: vehicle/app/charging sustainability, e.g. BMW
Full focus on electric Well-trained product Very easy configuration/ Points, eDrive zones,
vehicles (but small experts at (selected) purchase process intermodal info
portfolio) dealerships
10.0
9.0
8.0 7.8
7.3 7.5 7.4
7.0
Sustainability Experience Index
6.0 5.6 5.8
5.0
5.0
4.1 4.2
4.0 3.9
3.0
2.0
1.0
0.0
Awareness Search & Inform Compare & Test Select & Purchase Get & Use
Median value (50th percentile) Minimum Maximum
Figure 5 | Sustainability Experience Index along the customer journey
12Several promising opportunities • The sales organization should • In the Get & Use phase, customers
for improvement emerge from our be provided with appropriate can be provided with digital support
investigation: material (e.g. product and support in many areas of sustainable
information and FAQs), and with vehicle use, be it navigation-based
• Sustainability should become sales training for EVs and related efficient drive control for PHEVs,
a clearly formulated and services such as charging. This will automatically detected low-emission
communicated corporate objective, equip it to proactively address the zones, or a bonus point system
from which consistent actions sustainability needs and concerns that rewards sustainable use with
are derived; these actions must of potential customers and help monetary benefits and at the same
again be communicated, and their them to gain positive, hands-on time increases customer loyalty.
effectiveness measured. With their experience of electric mobility. BMW is setting an example here
total focus on selling emission- BMW, Mercedes, and Tesla are with its eDrive Zones and BMW
free vehicles, Tesla and other new showing how this can work by Points.
OEMs such as Polestar or Nio follow deploying comprehensively trained
that principle. sales consultants and, in the case
of Tesla, providing particularly easy
• A wide range of sustainable access to EV test-drives.
products and services should be
made available for all target groups • Simplified configurators and offers
within the company's own customer can be provided and can integrate all
base, and the company should also relevant aspects of electromobility,
develop the ability to easily match such as charging with green energy.
individual mobility needs with Here, too, Tesla is ahead with a
available offerings. This is where simplified configurator and a lean,
mobile apps come in. Such apps have online-driven sales model, while
already been well implemented by established OEMs such as VW
VW and Mercedes, but all companies are also catching up with new
still have the potential to leverage agency models or predefined
them as a bi-directional channel to configurations.
the customer throughout the entire
customer journey.
C A P G E M I N I I N V E N T R ECO M M E N DAT I O N S
Automotive OEMs need to From both perspectives, the measures help OEMs identify and prioritize the
address sustainability from to be taken must be considered, actions they need to take. It addresses
prioritized, designed, and measured four types of experience that are
two perspectives in terms of their impact, using a holistic relevant for products and services, and
Together, these individual best approach. For instance, if consistency in each case helps companies combine
practices can deliver an outstanding of the customer experience is the physical and digital elements along
customer sustainability experience. decisive factor, it may be best to divert different customer touchpoints and
How should they be implemented? budget and resource away from smaller across different interaction channels.
initiatives – however excellent – and
towards closing gaps that reduce
Two perspectives must be adopted
consistency.
here: that of the customer, who
interacts with the company and its
offerings through many contact points Figure 6 shows Capgemini Invent’s
and phases, and that of the company, concept of an integrated Sustainability
whose employees, processes, systems, Experience Management (SEM)
and not least products and services approach. This approach focuses on
shape the customer's experience. the customer perspective in order to
13S U S TA I N A B L E M O B I L I T Y
CX Customer
Experience
User
Experience UX should be made measurable in a
way that allows identification of
Satisfying customers along Designing easy-to-use digital & physical each relevant role, and provides
their journey for sustainable interfaces & touchpoints to reflect
guidance for continuous improvement
products and services the brand promise on sustainability
and adaptation.
Omnichannel journey Websites, apps, products, and places
ce
gy n
UX
te rie
Su and
ra e
Br
st &
St Exp
Now is the time to get
ai P
na ur
User
s& y
al ilit
bi po
lit s
Go nab
Usage Experience Loyalty ready for sustainability
yi e
ai
n
st
Su
The automotive industry is about to
CX SEM SX enter an era shaped by responsibility
Customer
Sustainability Social and sustainability.11 The only option
Experience
Experience
Management
Experience that is closed to automakers is to
take no action. Generating customer
excitement and enthusiasm about
sustainable offerings, and excelling
Su
Efficiency EX Engagement
En nab
ta
st
Pe lem pe
& f
gy o
ai
ab le
Da
op en ra
lo ge
in providing those offerings, will
le t & tio
no era
Enhanced
ch ev
O
represent the new battlefield for
Te L
Experience
EX Enhanced Social
SX automotive OEMs.
ns
Experience experience
Leveraging brand credibility Engaging sustainability-conscious
Customers are demanding sustainable
on sustainability for new communities through content
experiences and human interactions products and services from credible
New products & services Communities & social media brands. Our research shows that
they are even willing to pay a price
Figure 6 | Sustainability Experience Management Framework premium for sustainability, but only
if a consistently sustainable customer
journey is offered. That consistency is
not there yet, and certainly represents
The four types of experiences that Holistically applied, SEM brings the an area for improvement.
SEM addresses are: potential to drive four main business
success factors: product and service What, exactly, are customers willing to
• Customer Experience (CX), usage, customer loyalty, customer pay for? That question probably cannot
where the focus is on achieving engagement, and overall efficiency. be answered in terms of individual
high customer satisfaction along features, functions, or facts on a data
the whole customer journey, in To succeed, SEM requires a strong sheet. The most important step is
a consistent manner across all foundation at the corporate level in to build corporate assets such as a
channels addition to the customer perspective. centrally steered SEM function, plus
Engagement with sustainability needs consistent corporate governance and
• User Experience (UX), which is to start at Board level. This senior culture around sustainability. Also vital
about the design and usability not support anchors sustainability in both is the ability to identify sustainability
just of physical components such the company’s purpose and its top- needs using all the available data,
as products and places, but also level strategy. and to meet those needs effectively.
of digital components such as These assets and abilities will create
websites and apps Sustainability must then become a positive return on investment, but,
an intrinsic principle of the operating more importantly, they will equip the
• Social Experience (SX), which model for all client-related activities. industry’s front runners to create the
relates to human interactions and It should inform governance structures, sustainable future that we all want.
content provided via social media, the organization’s overall structure
communities, or events and processes, and the culture of Please contact us for more information
collaboration, both internally and about Capgemini Invent’s Sustainability
• Enhanced Experience (EX), where within the ecosystem of partners and Experience Management framework,
companies can leverage their brand’s suppliers. Corporate sustainability or to discuss any of the points raised
credibility regarding sustainability goals need to be subdivided across by our study.
when introducing new products all leadership levels. These goals
or services
11
bit.ly/New_Balance_Automotive_Industry
1415
S U S TA I N A B L E M O B I L I T Y
THE AUTHORS
SEBASTIAN TSCHÖDRICH SIEGFRIED ADAM DR. MARC CÄSAR
sebastian.tschoedrich@capgemini.com siegfried.adam@capgemini.com marc.caesar@capgemini.com
DR. CHARLOT TE HUFNAGEL C A R O L I N S TA L L E R MAXIMILIAN WERNER
charlotte.hufnagel@capgemini.com carolin.staller@capgemini.com maximilian.werner@capgemini.com
K AT H A R I N A S C H U B AC K MAREN KIBELE
katharina.schuback@capgemini.com maren.kibele@capgemini.com
I N T E R N AT I O N A L AU T H O R S
ARRY BAL ACHANDRAN MICHAEL DARR
arry.balachandran@capgemini.com michael.darr@capgemini.com
Sustainable mobility is part of Capgemini’s Smart Mobility Connect offering. It empowers OEMs to create the
mobility ecosystem of the future designed with people at heart. We bring the mobility ecosystem of the future
to life through a host of products and services within three core pillars: Connected Customer, Connected Services
and Products as well as Connected Ecosystem. The technological framework that helps us deliver on our approach,
the Customer Engine, connects these pillars and integrates intelligence into different stages of the journey.
Find out more: www.capgemini.com/invent/smart-mobility-connect
16For more information, please contact:
Capgemini Group Capgemini Invent
Alexandre Audoin Sebastian Tschödrich
alexandre.a.audoin@capgemini.com sebastian.tschoedrich@capgemini.com
Markus Winkler
markus.winkler@capgemini.com
China Germany Spain
Chu Yan Ralf Blessmann Carlos Garcia Santos
yan.chu@capgemini.com ralf.blessmann@capgemini.com carlos.garcia.s@capgemini.com
Huu Hoi Tran Christian Hummel
huu-hoi.tran@capgemini.com christian.hummel@capgemini.com
UK
Rob Pears
Brazil India robert.pears@capgemini.com
Giulio Salomone Roshan Batheri Arry Balachandran
giulio.salomone@capgemini.com roshan.batheri@capgemini.com arry.balachandran@capgemini.com
France Italy US
Arnaud Bouchard Eraldo Federici Mike Hessler
arnaud.bouchard@capgemini.com eraldo.federici@capgemini.com michael.hessler@capgemini.com
Franck Dansaert Michael Darr
franck.dansaert@capgemini.com michael.darr@capgemini.com
Japan
Hiroyasu Hozumi
Belgium hiroyasu.hozumi@capgemini.com Global Marketing
Vincent Wouters Monika Hespe
vincent.wouters@capgemini.com monika.hespe@capgemini.com
Nordics
Carlos de Moura Cortes
Caroline Segerstéen Runervik
carlos.de.moura.cortes@capgemini.com
caroline.sergersteen-runervik
@capgemini.com
Hakan Erander
hakan.erander@capgemini.com
17About Capgemini Invent As the digital innovation, consulting and transformation brand of the Capgemini Group, Capgemini Invent helps CxOs envision and build what’s next for their organizations. Located in more than 30 offices and 25 creative studios around the world, its 7,000+ strong team combines strategy, technology, data science and creative design with deep industry expertise and insights, to develop new digital solutions and business models of the future. Capgemini Invent is an integral part of Capgemini, a global leader in partnering with companies to transform and manage their business by harnessing the power of technology. The Group is guided everyday by its purpose of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization of 270,000 team members in nearly 50 countries. With its strong 50 year heritage and deep industry expertise, Capgemini is trusted by its clients to address the entire breadth of their business needs, from strategy and design to operations, fueled by the fast evolving and innovative world of cloud, data, AI, connectivity, software, digital engineering and platforms. The Group reported in 2020 global revenues of €16 billion. Get the Future You Want | www.capgemini.com/invent The information contained in this document is proprietary. ©2021 Capgemini Invent. All rights reserved.
You can also read
