Enabling new partnerships for tomorrow’s automotive economy

 

Autonomous, connected, shared, and electrified vehicles have the potential to radically change mobility business models. They come with a whole set of completely new requirements for the new mobility economy. In the general discussion and discourse about this topic enabling technologies do not yet play a crucial role. However, they should be looked at more closely, because they are the missing link to make these new developments happen, with some of them serving as the “digital glue” of those new business models. Two examples for this:

image.jpg

Example 1: OEMs need to transform—and they have to do it fast

New players have disrupted the mobility industry for good: Uber and Lyft have made a lasting impact on how people want to consume mobility and what they expect from a mobility offering. They have also changed the categories by which a lot of consumers evaluate different offerings against each other. Incumbent players like big automotive OEMs have now also entered this market with each one of them adding new mobility services to their portfolio. 

However, they’re all facing a similar problem: They cannot scale as quickly as the new players. Uber scaled up its business exceptionally quickly, from just a few cities in the beginning to a few dozens and to thousands of different places today—all within a considerably short amount of time. OEMs traditionally move at a very slow pace due to a variety of different reasons. This new competitive situation forces them to act faster than ever before and to collaborate with an increasing amount of partners, be it component manufacturers, service providers, insurances etc. in order to make those new, integrated mobility offerings a reality.

Example 2: Autonomous vehicles are ready to hit the road—but their environment isn’t

AV technology is ready for launch, but the environment in cities and around business models is not yet ready for them. Their technology calls for deep integrations with a variety of external services, for example with players like cities and municipalities, charging infrastructure, and parking. The problem is: Their interfaces are not ready for that, because they cannot communicate with each other. In this case, a large number of different systems have to be integrated to enable these new developments.

A data lake is only helpful if there’s access to that data

The problem in both examples is that data exchange has to be facilitated dramatically in order to make this collaboration happen. The future of the automotive industry is a neural network of companies collaborating with one another. It’s not a specific player or a set of specific players that have to take the lead when it comes to integration. All involved players have to invest into integration and opening up their interfaces in a secure way in order to make this collaboration happen. And each type of player has a different interest in doing so as well as different benefits coming out of it.

The new mobility industry calls for quick iterations and the need to scale up services faster than ever. At Xapix, we help mobility companies break data silos in order for them to access, use, and distribute their data easier than ever. This way, they can exchange their data through accessible interfaces, not only within a company, but also—more importantly—between different companies and across different industries.

To learn more about our product, visit www.xapix.io/product 

 
Marcel Thiemann