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What competitive assumptions can be seen in the electric automotive industry?

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Depending on the current patterns, the following competitive assumptions are made about the current electric vehicles:

  1. Market entry for Chinese EVs: One assumption is that Chinese electric cars (EVs) are gaining market share in Europe. This is demonstrated by BMW’s collaboration with Great Wall Motor to compete with these smaller Chinese battery-powered automobiles.
  2. Cost pressures on small EVs: A competitive assumption holds that cost constraints are impacting the profitability of smaller EVs. To alleviate these constraints, European automakers, like BMW, are outsourcing development and manufacturing to Chinese partners.
  3. Importance of Brand Identity: Mini’s dedication to retaining its British brand identity demonstrates that, even in the age of electric vehicles, protecting the tradition and character of established companies is critical.
  4. Improved EV Technology: The new Mini Cooper EV’s quicker charging, greater range, and better software features demonstrate that technical developments are crucial in the EV industry.
  5. Government Incentives for Green Investments: Governments are expected to provide incentives and assistance for green-tech projects, as demonstrated in the instance of BMW seeking help for its Oxford facility. This emphasizes the significance of coordinating with government policies and sustainability programs.

What we can say about peer competitors is that we need to think about the EV market:

  • EV Technology Investment: Peer competitors should focus R&D on electric vehicle technologies. To remain competitive in the market, this entails upgrading the range, charging infrastructure, and software features.
  • Strategic Partnerships: Consider creating strategic alliances, particularly with Chinese enterprises, to share the costs and risks of EV development and production. Collaboration can help you handle cost concerns and get access to growing markets.
  • Preserve Brand Identity: Peer competitors, like Mini, should protect their brands’ distinct character and tradition as they migrate to electric vehicles. In a saturated market, this may be a significant differentiation.
  • Diversify Product Lineup: Investigate options to broaden the product selection with other types of electric cars, such as SUVs and crossovers, to appeal to a larger variety of client preferences.
  • Government Relations: Develop excellent relationships with government officials to have access to incentives and assistance for green investments. Participate in discussions and negotiations to establish advantageous terms for industrial and infrastructure development.
  • Sustainability Initiatives: Accept sustainability and green-tech projects as a strategic benefit as well as for compliance. To attract environmentally sensitive customers, highlight environmental commitments and advancements.
  • Market Research and Adaptation: Market trends are monitored continuously with consumer preferences in the EV sector by adapting product offerings and strategies based on evolving market dynamics.
  • Supply Chain Optimization: Supply chains are optimized for ensuring efficient production with minimized costs, especially in smaller EVs where margins may be tighter.

The electric vehicle market is assumed to be competitive and evolving rapidly, driven by technological advancements and partnerships. As it can be seen strategically, it is best for the competitive or peer competitors to focus more on unique innovation or have a unique way to approach the market and sell their product for more brand awareness and preservation and also align with government policies and sustainability goals.

Sources:- Deloitte, mdpi, apnews, Mckinsey & Company, Sciencedirect

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