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The key insights from BMW’s strategic move are:

1. Global Collaboration: In the automobile business, Indians may learn the value of global collaboration. BMW’s collaboration with Great Wall Motor highlights how cross-border alliances in the EV sector may assist in handling problems and using each other’s capabilities. Similar cooperation should be explored by Indian automakers to get access to technology, decrease development costs, and extend their worldwide reach.
2. Focus on EV Technology: With the global move toward EVs, Indian automakers should concentrate on R&D in electric vehicle technologies. Investing in sophisticated battery technology, electric drivetrains, and charging infrastructure will help Indian businesses compete in the global electric vehicle industry.
3. Preservation of Brand Identity: Mini’s determination to maintain its British brand identity while shifting to EVs serves as a model for Indian manufacturers with well-established brands. It is critical to preserve and promote the distinct character and tradition of Indian car companies as they move to EVs.
4. Diversify Product Portfolio: To appeal to a variety of client demands, Indian manufacturers should consider broadening their EV product offerings. This involves the development of electric SUVs, crossovers, and other vehicle types to gain a larger market share.
5. Government Collaboration: Collaboration with the Indian government is critical for the development of the EV business in India. Learning from BMW’s talks with the UK government, Indian manufacturers should actively engage officials to gain incentives, infrastructural assistance, and favorable legislation for EV manufacturing and uptake.
6. Sustainability Focus: Sustainability efforts and green-tech advancements are becoming competitive advantages in the global automobile sector. To appeal to eco-conscious consumers, Indian businesses can adopt sustainable practices and stress their commitment to environmental responsibility.
7. Market Research and Adaptation: In the EV business, Indian manufacturers must constantly watch global market trends and react to shifting customer demands. Staying competitive requires being adaptable and sensitive to changing market circumstances.
8. Investment in Manufacturing Infrastructure: To compete worldwide in the EV industry, Indian automakers should invest in modern manufacturing facilities for EV production. This includes establishing contemporary EV assembly lines and battery production facilities.
9. Skills Development: As the EV business develops, there will be a greater demand for qualified people in electric vehicle technology. Indian educational institutions and training institutes should focus on producing individuals with competence in EV design, development, and maintenance.
10. Export Opportunities: Indian automakers can look at exporting EVs to other markets. A robust local EV sector may serve as a springboard for global growth.

The strategic move by BMW in the context of electric vehicles offers valuable insights for Indian automakers, such as global collaborations, investment in EV technology, preserving brand identity, diversifying product offerings, and working closely with the government to embrace the evolving automotive industry and accept the opportunities that it can open in an unlimited way.

Sources:- Autocarprofessional, economictimes, emobilityplus, economictimes, saur energy