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新能源汽车行业产业人才需求分析报告一、新能源汽车产业发展现状及趋势（一）全国新能源汽车产业发展现状当前，电动化、智能化、轻量化是全球汽车产业转型升级的重要发展趋势。
在全球范围内，新能源汽车已经进入了快速发展期，包括美、欧、日等世界主要发达国家和地区都在大力的发展和推广新能源汽车，与此同时，世界主要发达国家还相继制定了禁售燃油车的时间表，积极鼓励新能源汽车的发展。
预计到2025年，各国主要汽车企业在新能源汽车领域的规划销量合计将达到570〜820万辆，全球新能源汽车产业将迎来新一轮的发展高潮。
中国汽车产业正在从传统汽车转向以新能源汽车为代表的新增长点，国家和地方政府相继出台了一系列鼓励新能源汽车产业发展的政策。
2014年，国务院办公厅发布《关于加快新能源汽车推广应用的指导意见》，明确要求推广应用城市新能源汽车比例不低于30%o2016年12月19日国务院正式对外发布《“十三五”国家战略性新兴产业发展规划》（国发（2016）67号）明确新能源汽车产业为国家战略性新兴产业，需重点支持发展。
国务院印发的《节能与新能源汽车产业发展规划（2012-2023年）》指出到2023年，实现当年产销200万辆以上，累计产销超过500万辆，整体技术水平保持与国际同步，形成一批具有国际竞争力的新能源汽车整车和关键零部件企业。
在中央和地方政策鼓励下，中国新能源汽车的发展取得了重大突破。
截止2023年，中国新能源汽车保有量达492万辆，新能源汽车增量连续三年超过100万辆，呈持续高速增长趋势。
随着产业规模的高速增长，中国新能源汽车产业的国际地位有了实质性的提升。
我国在电池、电机、电控等核心技术方面取得明显进步，技术研发水平与国外基本处于同一水平。
我国锂离子动力电池的产业链已初具规模，能量型动力电池单体技术指标达到国际先进水平，电机系统的技术与产品满足了新能源汽车的基本需求，车用电机产业部分指标达到国际水平。
但面向应用的研究与开发工作相对薄弱，集成技术水平不高，产业技术创新能力不足。
第1篇一、报告概述随着我国汽车产业的快速发展，汽车人才需求量日益增加。
为了更好地了解汽车人才市场现状，预测未来发展趋势，本报告通过对汽车人才大数据的分析，旨在为汽车企业、教育机构、政府相关部门提供决策参考。
二、数据来源与分析方法本报告数据来源于我国各大汽车企业、招聘网站、教育机构以及相关政府部门的公开数据。
分析方法主要包括数据统计、趋势分析、相关性分析等。
三、汽车人才市场现状1. 人才需求量持续增长近年来，我国汽车产业保持了高速发展态势，汽车人才需求量持续增长。
据统计，2019年全国汽车行业人才需求量约为200万人，预计到2025年将超过300万人。
2. 人才结构不合理目前，我国汽车人才结构存在一定的不合理性。
一方面，高级研发人才、技术人才短缺；另一方面，中低端技术工人、销售服务人员过剩。
3. 地域分布不均衡汽车人才主要集中在一二线城市，三四线城市及以下地区人才短缺。
这与我国汽车产业的地域分布特点密切相关。
四、汽车人才发展趋势1. 新能源、智能化人才需求增长随着新能源汽车和智能汽车的快速发展，新能源、智能化人才需求将持续增长。
预计到2025年，新能源、智能化人才需求将占总需求的50%以上。
2. 人才竞争加剧随着全球汽车产业的竞争加剧，我国汽车企业对人才的争夺将更加激烈。
企业需加大人才培养和引进力度，提高人才竞争力。
3. 人才培养模式创新为满足汽车产业发展需求，教育机构需不断创新人才培养模式，加强产学研合作，提高人才培养质量。
五、汽车企业人才策略1. 加强人才培养企业应建立健全人才培养体系，通过内部培训、外部招聘等方式，提高员工素质。
2. 加大引进力度企业应加大对高端人才的引进力度，优化人才结构。
3. 优化薪酬福利提高员工薪酬福利待遇，增强企业对人才的吸引力。
4. 关注员工职业发展关注员工职业规划，提供晋升通道，激发员工工作积极性。
六、教育机构人才培养策略1. 调整专业设置根据汽车产业发展需求，调整专业设置，培养符合市场需求的人才。
(此文档为word格式，可任意修改编辑！）2016年4月目录一、行业景气度下滑，15 年销量增速或与14 年持平 41、汽车行业景气度下滑 42、微增长成为阶段性常态，15 年增速或接近零 4（1）汽车行业进入新一轮降价潮，微增长成为阶段性新常态 5 （2）2015年销量或与2014年持平，增速接近零 5二、继续触电触网，国企改革“有戏”8三、触电：政策持续驱动，15 年翻倍式增长确定101、新能源汽车政策持续驱动10（1）新能源汽车政策利好持续10（2）2014 年年初至今经历了三波上涨行情112、2015 年翻倍式增长确定11四、触网：智能化是趋势，后市场成汽车互联网化主战场131、智能驾驶趋势：无人驾驶尚远，辅助驾驶正当时142、后市场是汽车互联网化主战场17五、国企改革：“有戏”，或成下半年最强驱动191、国企改革政策密集出台，顶层设计呼之欲出192、汽车行业国企占比高，下半年国企改革或成最强驱动20六、重点公司简况211、长安汽车：自主渐入收获期+长安福特持续贡献高利润+国企改革212、国机汽车：积极布局后市场及车联网业务+国企改革213、金龙汽车：加码新能源+后续整合加速+国企改革214、均胜电子：深耕三大产品战略225、风神股份：触电掘金后市场+国企改革22七、风险因素22一、行业景气度下滑，15 年销量增速或与14 年持平1、汽车行业景气度下滑2015 年年初至今，汽车行业景气度呈现下滑趋势。
在终端需求疲软的情况下，2015 年1-4 月销量同比增速放缓至277%。
乘用车价格自2014 年底以来连续多月逐月走低，主营业务收入增速降至455%，利润总额同比则出现负增长，结束此前“利润增速大于收入增速，收入增速大于销量增速”的良好势头。
2、微增长成为阶段性常态，15 年增速或接近零（1）汽车行业进入新一轮降价潮，微增长成为阶段性新常态4 月5 日，上海大众宣布降低旗下多款车型售价，打响2015 年汽车行业价格战第一枪。
2016年SUV行业深度分析报告（含3份报告）报告12016年紧凑SUV行业分析报告SUV市场的现状汽车市场深度盘整，SUV逆市上扬∙近年来，中国汽车销量整体呈现稳步上升趋势，但增速逐年放缓，未来汽车市场个位数微增长将成为新常态。
∙与整体市场平淡形成鲜明对比的是，SUV始终保持2位数增长，更有多年增长率超过50%。
∙在重决策型的汽车市场，消费者对汽车消费的想象力还相对匮乏，容易受到行业政策、车企技术与产品创新的影响，SUV的爆发也体现消费者对某些特定消费趋势的追逐心态。
网络端SUV也成新宠•与线下销量的趋势如出一辙，用户的网络浏览行为也多集中在SUV上，浏览占比达到30.1%，未来的比例会进一步提高；虽然在线下紧凑型车的销量一直遥遥领先，但是在网络端的浏览排名为第二。
SUV上牌量接近紧凑型轿车•众所周知，紧凑型轿车是中国汽车市场的绝对霸主，长期占据销量第一的位置，但是随着SUV 的兴起，其地位有所动摇，从上牌量变化中就可以看到SUV的来势汹汹。
SUV发展的动因再次购买是SUV需求的主要动力∙满足代步需求，扩大生活半径，提高生活档次∙满足工作之余的休闲娱乐需求，享受生活，开车离开大城市，回到大自然的需求大大增加∙随着年龄增长，家庭成员增多，对汽车的空间要求更加SUV称霸北京车展，自主品牌成主力北京车展中SUV占新车型的比例接近50%，可见SUV在中国市场的受欢迎程度，其中自主品牌成为绝对主力，占比达到65.1%。
紧凑型SUV的竞争比较激烈，共有51款，占SUV车型数量的48.1%。
需求决定供给，中国消费者无疑是撬动SUV市场的决定因素，随着生活的不断改善，用户更趋向于这种功能性和家庭型用车。
紧凑型SUV的竞争分析紧凑型SUV最受用户关注在SUV级别中，紧凑型SUV最受用户关注，比例达到37.1%，该车型之所以如此受关注是因为紧凑型SUV的价格已经基本与中级轿车持平，但是空间和通过能力都更大更强，这两点优势无论是对于买车以家用为主的用户还是喜欢周末偶尔“跋山涉水”去自驾的用户来说都很实用。
汽车行业调研报告（共3篇）第1篇：汽车物流行业调研报告一、汽车物流定义汽车物流是指汽车供应链上原材料、零部件、整车以及售后配件在各个环节之间的实体流动过程。
广义的汽车物流还包括废旧汽车的回收环节。
汽车物流在汽车产业链中起到桥梁和纽带的作用。
二、汽车物流行业特点：1、技术复杂性保证汽车生产所需零部件按时按量到达指定工位是一项十分复杂的系统工程，汽车的高度集中生产带来成品的远距离运输以及大量的售后配件物流，这些都使汽车物流的技术复杂性高居各行业物流之首。
2、服务专业性汽车生产的技术复杂性决定了为其提供保障的物流服务必须具有高度专业性：供应物流需要专用的运输工具和工位器具，生产物流需要专业的零部件分类方法，销售物流和售后物流也需要服务人员具备相应的汽车保管、维修专业知识。
3、高度的资本、技术和知识密集性汽车物流需要大量专用的运输和装卸设备，需要实现“准时生产”和“零库存”，需要实现整车的“零公里销售”，这些特殊性需求决定了汽车物流是一种高度资本密集、技术密集和知识密集型行业。
三、汽车物流行业的现状及发展据中国汽车工业协会统计，中国2011年汽车产销量分别为1379.1万辆和1364.5万辆，同比增长48.3%和46.15%，标志着中国在2011年一举超过美国，成为全球汽车业产销双双夺冠。
从刚刚出炉的2011年1-4月数据显示，汽车产销611.8万辆和616.6万辆，同比增长63.8%和60.5%，据此预测，中国2011年中国汽车产销量将达到1700万辆，产量分析图如下图所示。
中国汽车物流业的巨大发展潜力1、汽车物流业市场发展空间增长快我国汽车2011年的保有量为4975万辆，2011年达到6300多万辆，到2011年底，最晚2011年就能达到7500万辆的规模。
据保守估计，中国未来汽车保有量将达到4.9亿辆左右，届时超过日本，成为全球第二。
汽车产业的高速发展为中国汽车物流带来成倍的增长空间。
2、汽车物流外包已成为趋势目前汽车生产厂家一般都是通过第三方物流公司进行运输的。
2016年世界各国汽车产销数据分析2016年对于全球汽车产业界来说是具有历史变革的一年，2016年全球范围内一共售出8810万辆汽车，同比增长4.8%几家欢喜几家愁，接下来我们通过几组数据来总结一下2016年的格局。
首先来说一下我国的汽车产销情况吧2016年我国汽车产销分别完成2811.9万辆和2802.8万辆，比2015年同期分别增长14.5%和13.7%,夺得全球第一，小编觉得身为中国人很骄傲。
而新能源方面我国同样也呈现出了“井喷”式的发展中国汽车工业协会对外发布的数据显示，2016年新能源汽车生产51.7万辆，销售50.7万辆，比上年同期分别增长51.7%和53%。
同样居世界第一的位置。
接下来我们再看一下美国的汽车产销情况究竟如何依据AUTOdata数据显示，美国2016年汽车销量达到了1755万辆，险高于2015年的1747万辆。
当然这得益于美国本土汽车三大巨头的助力，其中通用同比增长10%而福特和克莱斯勒同样远超预期。
而比较值得关注的是美国汽车市场轿车占有率从43%下降至39%，SUV车型取代轿车成为市场主体。
2016年美国新能源汽车销量为44.6万辆，而电动汽车累计销量则达16万辆，同比2016年增长约37%。
，同时燃料电池动力汽车在美国市场也有很大的突破目前市场中约有1074辆。
而电动车主要以特斯拉和雪佛兰贡献最大其次是福特。
分别为29%、18%、16%。
随着有关柴油内燃机的相关政策出台，新能源车型将在2017年出现一个跳跃式的发展。
2016年英国的汽车产销数据一览英国在2016年给大家留下了极深的印象，除了经济上的“硬脱欧”之外，汽车产销也是一方面。
英国全年乘用车销量269.2786万辆，与2015年相比上涨了2.3%，商用车共计37.5万辆，与2015年相比增长了1%很显然脱欧造成的英镑贬值和市场的动荡并没有太大的影响汽车市场。
2016年欧盟汽车销量一览据欧洲汽车商业协会ACEA数据显示2016年，欧洲地区（28国）乘用车1464.1万辆，相比2015年1371.3万辆增长6.8%。
2016年世界汽车行业市场综合发展
态势图文分析报告
2015年全球汽车销量品牌排行榜中，依然是丰田第一，大众次之。
在2015年全球汽车销量品牌排行前十中，奔驰增幅最大，达到16%。
2015年汽车品牌全球销量排名前十
在2015年汽车品牌全球销量增幅排行榜，依旧属北汽增幅最大，其中主要归功于旗下绅宝和幻速系列销量的快速增长。
另外，还有吉利等多个自主品牌也榜上有名，可见国产品牌也越来越具有竞争力。
这其中自主品牌SUV在国内的迅猛增幅脱不开关系。
2015年汽车品牌全球销量增幅前十中自主占四席
相较于北汽的快速增长，奇瑞、五菱、福田等国产品牌就显得尴尬了，虽然五菱也是在下滑，不过目前还有五菱宏光等MPV贡献大量的销量，倒并没有影响到它的地位。
而奇瑞和福田则因为旗下少有具有竞争力的新产品，反而看起来危险了。
2016年全球汽车产销规模情况分析2016年全球汽车市场表现不俗，产销量均有增长。
2016年全球汽车产销量分别为9497.66万辆和9385.64万辆，增速分别为4.5%和4.7%。
在全球汽车市场中，2016年有多个单一市场的产销量都实现增长，其中中国市场成绩遥遥领先。
2016年全球汽车销量增长13.7%数据来源：中商产业研究院整理2016年全球汽车销量达9385.64万辆，增速为4.7%。
具体来看单一市场表现如何：2016年销量超过千万辆的仅中国和美国两大市场。
其中，中国稳坐全球最大汽车市场之位，数量达2802.82万辆，增长13.7%。
2016年中国车市增速超过预期，SUV车型销量同比激增43.7%，不少车企超额完成年度销量目标。
位居第二大的美国市场2016年销量为1786.58万辆，微增0.1%。
2016年美国车市大力优惠、刺激销售，另外轻卡需求旺盛，去年轻型车销量连续7年实现增长。
2016年全球汽车市场中，有18个单一市场销量超过百万辆。
在这18个单一市场中，日本、巴西、韩国、俄罗斯以及土耳其销量下滑，其中巴西受政治经济环境动荡不安的影响下，跌幅达20.2%。
2016年全球汽车产量增速4.5%数据来源：中商产业研究院整理2016年全球汽车产量达9497.66万辆，增速为4.5%。
其中，中国和美国两个单一市场产量超过千万辆。
2016年中国汽车产量为2811.88万辆，增长14.5%，是全球最大汽车产销市场。
随后是美国2016年产量为1219.81万辆，微增0.8%。
在全球汽车单一市场产量前十排名中，日本、韩国和巴西下跌，其他均有不同幅度增长。
中商产业研究院简介中商产业研究院是深圳中商情大数据股份有限公司下辖的研究机构，研究范围涵盖智能装备制造、新能源、新材料、新金融、新消费、大健康、“互联网+”等新兴领域。
公司致力于为国内外企业、上市公司、投融资机构、会计师事务所、律师事务所等提供各类数据服务、研究报告及高价值的咨询服务。
汽车制造行业调研报告引言汽车产业一直以来是全球经济的重要组成部分，也是许多国家的经济支柱产业之一。
近年来，随着科技的快速发展以及环境意识的提高，汽车制造行业正面临着许多挑战和机遇。
为了深入了解汽车制造行业的现状及未来发展趋势，我们进行了一项全面的调研，以便为投资者和决策者提供有关该行业的准确信息和建议。
行业概述汽车制造行业是一个庞大而复杂的产业，涵盖了从设计和研发到制造和销售的各个环节。
该行业不仅对全球经济具有重要影响力，而且对于社会的发展和人们的生活方式也具有深远影响。
经济贡献汽车制造行业是许多国家的经济支柱之一，对经济增长和就业创造做出了巨大贡献。
它不仅直接创造了大量就业机会，还促进了相关产业的发展，例如钢铁、化工、金属加工等。
同时，汽车生产和销售活动也为税收的增加和国家财政的稳定做出了重要贡献。
技术创新随着科技的迅猛发展，汽车制造行业正在经历着革命性的变革。
在传统内燃机汽车之外，电动汽车、无人驾驶汽车以及智能汽车等新兴技术正不断涌现。
这些技术的引入，不仅为汽车制造商提供了更多的创新机会，也使得汽车更加环保、智能化和安全。
行业现状分析接下来，我们将对汽车制造行业的现状进行分析，包括市场规模、竞争格局、发展趋势等方面的内容。
市场规模汽车市场是一个巨大的市场，全球范围内的汽车消费持续增长。
2019年，全球汽车销量达到了约9000万辆，呈现出较为稳定的增长态势。
然而，受到COVID-19疫情的影响，2020年全球汽车销量出现了明显下滑。
竞争格局汽车制造行业具有激烈的竞争格局，全球范围内存在着许多知名汽车品牌，例如丰田、大众、福特等。
这些汽车制造商不仅在技术研发方面竞争激烈，而且在市场份额和品牌价值方面也存在竞争。
此外，新兴的汽车制造商如特斯拉等也在不断崛起，对传统汽车制造商构成了一定的挑战。
发展趋势未来，汽车制造行业的发展趋势主要体现在以下几个方面：1.电动汽车的普及：受到环保政策和新能源技术发展的推动，电动汽车将逐渐取代传统燃油汽车成为主流。
毕马威：2017年全球汽车行业高管调查2017年全球汽车行业高管调查
毕马威第18次全球汽车行业高管调查综合了全球汽车业高管–其中88位是来自中国–以及消费者对汽车行业的主要趋势及机遇的看法。
当中发现中国汽车行业高管认为智能网联与数字化和从数据中创造价值是市场主要发展趋势。
调查发现尽管有一半的全球受访者认为纯电动汽车（电动汽车）是至2025年的首要发展趋势，但是64%的中国受访者指出，智能网联与数字化是汽车行业强劲的颠覆性因素。
电动汽车和从数据中创造价值也被排在中国的首三个主要趋势之中。
行业高管亦表示对中国汽车销售具有信心，大多数（76%）高管预计到2030年，中国占全球汽车的销售份额会达到40% (目前为29%)。
全球汽车行业高管认为，中国是他们推出新型轿车或服务的首要市场，美国和德国紧随其后。
中国也是他们推出新型数据驱动商业模式的首三个试点地区之一。
调查还发现56%的全球高管将中国视为是传统大批量生产以及优质制造商的一个高增长市场。
Global Automotive Executive Survey 2016From a product-centric world to a service-driven digital universeKPMG’s 17th consecutiveDear readers,“The road to success is always underconstruction.” This simple sentence, from actor Lily T omlin, captures the current state of the automotive industry.Looking at this year’s survey results we recognize that executives now see definite disruption ahead. We have structured this survey into three chapters: –what kind of disruption we are talking about,–how to cope with the disruption and –who´s best prepared.Market growth in emerging markets, especially in China, has long been the number one answer of executives asked about key trends for the next ten years. This year digitalization and connectivity has finally become number one on the executives’ strategic agenda until 2025, sky rocketing from #9 and #10 in the last two years.With disruption arising from a new digitalized and connected world, it seems the center of gravity of the customer relationship in a connected car is rapidly moving towards tech giants from Silicon Valley. Auto executives are far less optimistic that they can stay in the center of the customer relationship than before. Why? As customers increasingly aim to be always connected, relationships are shifting to a muchmore service-oriented and new data driven business model for which the traditional automotive industry is rather unprepared compared to other industries, like companies from the information and communication technology sector (ICT). To be successful, datagenerated by the car, the driver and other passengers in the car has to be informationally engineered: if this is not done by automotive companies, someone else will. Even more importantly, the results show that almost across all regions the customers will becomeIn its 17th consecutive year, the Global Automotive Executive Survey is KPMG International’s annual assessment of the current state and future prospects of the worldwide automotive industry.In this year’s survey, 800 senior executives from the world’s leading automotive companies were interviewed, including automakers, suppliers, dealers, financial services providers, rentalcompanies, mobility services providers and, for the first time, companies from the information and communication technology (ICT) sector. As customer-focus and service-orientation will become ever more important for the automotive business in the age of digitalization, we have, also for the first time, additionally interviewed more than 2,100 consumers from around the world to give us their valuable perspective and compare their opinion against the opinion of the world’s leading auto executives.The responses were very insightful and we would like to thank all those who participated for giving us their valuable time.Special thanks to Moritz Pawelke, GlobalExecutive for Automotive, KPMG International, for his commitment to lead this study and the entire KPMG automotive sector team in Germany for their efforts.AcknowledgementsForewordmore and more aware about the value of their data. They will look for someone to trust and that offers the most interesting benefits in return for their data. The companies that will be able to convince the customer that they are a trusted data hub will be the ones that succeed.Does this new world have the same clockspeed as the world in which the existing business model of auto companies is ticking? Definitely not. The industry has to recognize different clockspeed reflected indifferent product development cycles in the future. The results of our survey do not yet show it as clearly as I expected, but I personally believe the era of one product development cycle for everything in the car is over.Beside all these sky rocketing new trends for the next years, executives have also recognized that regulation is still playing a major role, putting even more pressure on technological developments to achieve emission rules set. Therefore, as last year’s survey stated, regulator and customer centricity will be still the two scales which have to be balanced in the future.I do believe in the positive aspects of change. Challenging but exciting times are ahead for theautomotive industry. I hope you enjoy reading the study in paper or online. Please make use of the interactive version of this survey and create your own report. Enjoy the read!Dieter BeckerGlobal Head of Automotive KPMG InternationalKPMG’s Global Automotive Executive Survey 20162© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.FIND OUT MORE To view the interactive version of this year’s survey please visit/GAES2016Executive summaryAbout the executive surveyDisruption ahead?How to cope with the disruption?Who’s best prepared?About the consumer surveyKPMG Global Automotive Thought Leadership4 6 8 18 42 48 49ContentsKPMG’s Global Automotive Executive Survey 2016 3© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Connectivi t y anddi g i t al i z ation i s sky rocketing 12 The auto executives’ mindset hasshifted year-on-year. Connectivityand digitalization has finally outpacedgrowth in emerging markets andalternative drivetrain technologiesas the key trend dominating theexecutives’ strategic agendauntil 2025. The countdown for di s rupti o n has al r eady startedA major business model disruptionis anticipated to be extremely likely for almost 10 times more survey respondents than last year. More than 80% are convinced that connectivity and digitalization will strongly disrupt the auto industry by the end of this decade.The center of gravity of thecustomer relationship will shift 34 This year, respondents are far lessconfident that traditional autocompanies will be able to dominatethe customer relationship in theconnected car. Last year, two-thirdsstill believed auto companies wouldsee off competition in this area fromICT sector third parties.Busi n ess model s wil l be circli n g i n different orbi t sConnectivity will pave the way for an entirely new data and service driven business model for those traditional auto companies able to retain a direct customer relationship. But by no means all survey respondents are convincedof this: already every fifth respondent believes that vehicle manufacturers could also turn in to mere contract manufacturers for ICT companies.Executive summary56 Although strong informationalengineering capabilities and a datadriven mindset will be a decisivefactor to compete with new entrantsat the customer interface, mostrespondents said the usage of data inall corporate functions is currently ata very early state, at best.Most respondents believe nobody except the driver owns the data generated in or by a car. While some executives still think that data isat their companies‘ free disposal, customers think differently. They will choose the party they trust the most and that offers the best benefits in return instead of just giving their valuable data away for free.Data i s the fuel that informati o nal engineering ignites The race to the planet of data has not been decided4© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.The i n dustry is not l i ving i n a vacuum910More than 80% of respondents see regulation as having a high or very high impact on the auto industry. The recent ‘dieselgate’ scandal shows that the technological challenges putting pressure on the autosector regarding more eco-friendly alternative drivetrains have not become any smaller.Conqueri n g new spheres remains a focusThe presence in emerging markets is more than ever fundamental to the success of global auto companies. China has not only become the most important market volume-wise; for the majority of respondents, China is now also the number one place to pilot new innovations and to launch new products.Does usi n g the auto-pi l ot mean l o si n g sight?78The majority of survey respondents see self-driving features as an absolute purchasing criteria or at least expect it to become more important by 2030. Survey results suggest that in a world of autonomous driving classicaldifferentiating factors will diminish in favor of total cost of ownership (TCO) questioning the sustainability of the traditional automotive business model.The auto industry is in a cl o ckspeed dil e mmaThe era of the one car productdevelopment cycle is over. To defend their position against third parties and respond to real-time customer needs, auto companies will need to manage different clockspeeds for innovation, development processes and corporate culture all at once.11With BMW and Toyota, the surveyed executives see two traditional auto companies leading the way in technological advancements and market success. But survey results also show that they cannot rest on their laurels, with a third of respondents believing ICT companies will bring groundbreaking innovations to the sector.Supremacy of auto compani e s i s not set in stoneKPMG’s Global Automotive Executive Survey 2016 5© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Note: Map shows number of respondents from each countrySource: KPMG‘s Global Automotive Executive Survey 2016KPMG’s Global Automotive Executive Survey 20166© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.For this year’s survey we have asked four times more executives than in the previous years to increase the relevance and informative value of regional aspects in our analyses. Therefore, this year 800 executives, from all parts of the world, answered our questions, of whom around 50percent are C-level executives or CEOs, Presidents or Chairmen. Around one-third of the respondents are based in Western and Eastern Europe, while 13 percent come from China and also each 13 percent from North and South America. 16 percent of the executives are located in India & ASEAN and 12 percent in matured Asian countries of Japan and South Korea.The respondents represent companies of all parts of the automotive value chain including vehicle manufacturers, Tier 1, 2 and 3 suppliers, dealers,financial services providers, mobility service providers and for the first time also companies from the information, communication & technology sector (ICT) that increasingly claim a stake in future revenue streams around mobility.In the survey, 72 percent of all participants act in companies with annual revenues greater thanUS$1 billion, of whom 40 percent even have revenues of more than US$10 billion.The survey was conducted online and took place between July and November 2015.For the 2016 survey we have asked 800 executives from 38 countriesNote: Percentages may not add up to 100% due to rounding Source: KPMG‘s Global Automotive Executive Survey 2016KPMG’s Global Automotive Executive Survey 2016 7© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Disruption ahead?Staying connected has become a basic part of everyday life. This year’s survey finally shows that auto executives have fully embraced connectivity and digitalization and ranked it as the overarching key trend disrupting the auto industry until 2025.Ranked #10 in our 2015 survey,executives have moved connectivity up to #1 this year, with half of them rating it as extremely important.For the last three years, the top concern was growth in emerging markets, which has now dropped to #4. Alternativepowertrain technologies are high on the list of trends in 2016, with hybrid electric vehicles at #2, battery electric vehicles up from #9 to #3 and fuel cell electric mobility staying fairly constant at #5.The aftermath of the ‘dieselgate’ scandal of unreliable emission test results from autumn 2015, alongside the increased importance of alternative drivetrains,is shown in the results: the formerly high-ranked trend of downsizing internal combustion engines has dropped from #2 in 2015 to #10 in 2016.The surveyed executives also give more importance to autonomous andself-driving vehicles than one or two years before. Beyond that, the results reflect that executives recognize that vehicle or customer related data will be a crucial success factor for the coming years in the automotive industry. More than 40 percent estimate big data/user data as a very important key trend.Generally, the ranking of this year’s key trends reflects that the auto industry is moving its focus increasingly towards the customer needs, rather than traditionally product and technology-led internal concerns, as the trend of rationalization of production in Western Europe dropped from #4 in 2015 to #11 in this year’s survey.8© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.KPMG’s Global Automotive Executive Survey 2016Connectivity and digitalization is sky rocketing2014Connectivity and digitalizationPercentage of executivesrating a trend as extremely importantHybrid electric vehiclesBattery electric mobilityMarket growth in emerging marketsFuel cell electric vehiclesMobility-as-a-serviceCustomer data/big dataPlatform strategies and modular production systemsAutonomous and self-driving cars Downsizing and optimization of the Internal combustion engine (ICE)Rationalization of production in Western Europe201520162013#1#2#3#4R a n k i n g#5#6#7#8#9#10#1150.1%49.5%29.1%38.5%45.0%36.8%41.1%46.3%37.6%41.8%46.5%OEM captive financing and leasing Innovative urban vehicle design conceptsSurprisingly, if looking at stakeholder results, the surveyed vehicle manufacturers rankconnectivity only #4, while market growth in emerging markets followed by hybrid and fuel cell electric vehicles are still the key trends on their strategic agenda.This reflects that most OEMs are still focusing on challenges caused by their traditional business model (building cars) instead of fully concentrating on new challenges ahead. However, there is one interesting regional difference. Executives fromOEMs in China are the only ones agreeing with the overall opinion, also ranking connectivity as #1 key trend. A possible explanation for this could be the fact that Chinese OEMs are certainly less entrenched in traditional process and might therefore be able to adapt change quicker.KPMG Viewpoint“Connectivity and digitalization has finally arrived on top of the executives‘ agenda”KPMG’s Global Automotive Executive Survey 2016 9© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.What are the key trends until 2025?Source: KPMG’s Global Automotive Executive Survey 2016Connectivity and digitalization will undoubtedly have a strong impact, not only influencing the existing business model of auto companies, but eventually leading to a major business model disruption.This year’s survey results indicate that the automotive business will face an unprecedented disruption over the next five years. The value chain itself, product development cycles, sales andaftersales processes, the customer relationship, the overall business model, as well as the associated products, technologies and services, will have to transform significantly in order to keep up with the pace of digital innovations.Ubiquitous connectivity will pave the way for new service- and data driven business models around mobility and will, beyond that, enable third party players from converging industries to intervene in the customer relationship at the point of sale (PoS) as well as during the whole lifecycle of the car.and ownershipImportance of digitalfeatures and connected servicesincreasesand servicesSource: Metalsmith or Grid Master, KPMG 2015Countdown for disruption has already startedIn our recent publication Metalsmith or Grid Master, we look at how business models need to change to develop their customer relationship.An OEM’s future business model will have to far more accurately reflect the lives of their customers, who are looking to optimize their time, cost andquality of life in real-time and depending on situation and application-specific needs.You will find interesting survey results on the future customer relationship on page 14 that show that the countdown for disruption has started and auto companies must react quickly in order not to lose the valuable customer interface in a connected car to competitors from outside the industry.Influencing factors of a real-time purchase decisionKPMG’s Global Automotive Executive Survey 201610© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Just as in the ranking of key trends, it is executives from the OEMs who have a conservative view and were most likely to respond that major business model disruption is not likely at all or somewhat unlikely. They still appear to be underestimating the impending changes predicted in the business model caused by the key trend connectivity. OEMs clearly want to keep their traditional role as key player in the value chain,and might not want to move out of the product- and technology-led comfort zone they have been in for the past century. These different opinions from different value chain players show the tension currently in the automotive value chain. Nevertheless, there are huge differences between OEMs. As the following pages show, some are already on the right track regarding how to cope with future challenges through innovation.KPMG ViewpointThe executives’ mindset has changed significantly year-over-yearA major business model disruption is extremely likely for almost 10 times more of theexecutives surveyed compared to last year. An overwhelming 82% of the executives estimate a business model disruption in the next five years to be extremely likely or somewhat likely.Looking into the regional results in the interactive version of this survey, there is a distinct difference of opinion between automotive executives indifferent territories. Those in the emerging markets of China, India & ASEAN (Association of South East Asian Nations) and South America expect a business model disruption to be more likely. Meanwhile,executives from the Triad of Japan, Western Europe and North America are much more conservative, most often answering that a business model disruption is rather unlikely.How likely is a major business model disruption?KPMG’s Global Automotive Executive Survey 2016 11© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Note: Percentages may not add up to 100% due to rounding Source: KPMG’s Global Automotive Executive Survey 2016According to the surveyed executives, BMW and T oyota will be the leaders in the fields of e-mobility and autonomous driving, and are also expected to generally be the groundbreaking innovators in the next five years.Although BMW and Toyota are expected to be the most innovative players until 2025, other OEMs like Honda, Ford and Tesla are following in their wake.Interestingly, these two traditional players are even seen as leading in electromobility ahead of Tesla Motors. The results are not without merit, as BMW has established a strong e-mobility sub-brand with its i8 and i3 models. Toyota is currently building up a new future-oriented and innovative image with the fuel cell model Mirai.Consequently, the survey respondentsfundamentally link both players to the development of future technologies.On the other side, Daimler, former second leader of self-driving cars, has lost ground in autonomous driving in the eyes of the executives and is not any more positioned among the frontrunners. However, the executives credit Daimler’s efforts in innovation, placing them at #6; mature Asian respondents from Japan and South Korea even see them at #3.Being innovative is not only a necessity to improve the image of a brand and its reputation. Recent developments around the ‘dieselgate’ scandal show that a clear strategy, especially regarding electromobility, will clearly influence a company’s future position among its competitors.Ubiquitous connectivity will pave the way for new service and data driven business models around mobilityBMW and Toyota are expected to be on the fast track of innovation12© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.KPMG’s Global Automotive Executive Survey 2016Who is seen as a groundbreaking innovator and technology leader?KPMG’s Global Automotive Executive Survey 2016 13© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.0%5%10%15%20%Electric mobility leader(% of respondents rating an OEM as leading in electro mobility)S e l f -d r i v i n g t e c h n o l o g y l e a d e r (% o f r e s p o n d e n t s r a t i n g a n O E M a s l e a d i n g i n s e l f -d r i v i n g t e c h n o l o g y )Note: Size of stars is based on the number of respondents ranking a company as ‘groundbreaking innovator’ | Only the top 14 OEMs rated are shown in the graph above Source: KPMG’s Global Automotive Executive Survey 2016Who will retain the customer relationship?OEMs and ICT companies will increasingly fight for the valuable customer interface. The survey results show that the executives are not as sure as they were in the past that the OEM will still dominate the customer relationship. According to one-fifth of all respondents, tech companies, especially from the Silicon Valley, couldgradually take over the customer interface in the connected car.We’ve seen that connectivity is becoming a key trend, so it’s not surprising that 22% of executives now see the relationship prospectively in thehands of ICT companies, compared to only 4% in 2015. That leaves only 33% of executives believing ownership of the customer relationship lies with OEMs – while in 2015 almost two-thirds were still confident that OEMs will be able to defend the customer interface against third parties. Looking into the regional differences in our interactive version of the survey reveals that consumers and executives in India & ASEAN, China and South America believe most strongly that the customer relationship will shift to ICT companies.Surprisingly, retailers and mobility services providers are the two value chain players that are seen less as the owner of the customer relationship in future – which is surprising as they are actually the ones owning the customer interface today and whose current business model is completely built around the customer.The center of gravity of customer relationship will shift until 2025“Only 33% of executives believe OEMs to own the customer relationship”VehiclemanufacturersConsumer opinion | 2016Executive opinion | 2016Executive opinion | 201518%22%72%4%ICT companiesRetailers/ car dealersMobilityservices providers2016201620162016201520152015201514%8%16%9%15%8%KPMG’s Global Automotive Executive Survey 201614© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Note: Percentage of respondents rating a company type as the one taking over the customer relationship Source: KPMG’s Global Automotive Executive Survey 2016It is clear that not all today’sautomakers will develop into customer and service driven mobility services providers (grid masters 1). Many will retain a focus on a production and technology-led business model, not being able to cope with the demands of their connected customers.The ones impacted the least by the disruption will be low-cost manufacturers, as their business model will most likely stay unchanged. The main business of low cost manufacturers is in less mature markets which still offer a huge potential for the traditional auto business model as we know it today.Volume and mass market manufacturers will be impacted the most as they are stuck in the middle between a cost-competitive manufacturing and an entirely new and challenging service-driven business model. Based on their brand heritage, those manufacturers cannot rely on the high trust customers have in their brands and high margins at the PoS. They are prone to lose the customer relationship to new entrants fromconverging industries like the ICT sector.Undoubtedly, premium manufacturers will be impacted by the disruption as well, but they will have the best prerequisites to cope with the upcoming changes. Their strong and trusted brands will allow them to fight new entrants trying to take over the customer interface at the PoS and during the whole customer life cycle.KPMG ViewpointThe survey results show a noticeable difference between the regions regarding the impact of disruption on the different segments. Compared to executives in North America and Western Europe, executives in China see a significantly higher impact of disruption for auto companies across all segments.This goes along with the answers of the previous questions regarding the key trend connectivity, the possibility of a businessmodel disruption and the position of ICT companies at the PoS. Just as before, executives from China are the ones who are more progressive and see a big change coming. A possible explanation for this could be that China’s auto industry and its structures are compared to e.g. countries from the Triad relatively young and therefore much more flexible. Chinese executives are not as bounded in ‘old’ structures and are not as reluctant to change as their counterparts from more mature countries.The disruption triggered by connectivity and digitalization will affect automotive companies across all segmentsWhich segment will be affected most by disruption?Low cost segmentChinaN. America and W. EuropeN. America and W. EuropeN. America and W. EuropeChinaChinaVolume segmentPremium segmentImpacted mostImpactedNot impactedNeutral/don’t knowRespondentsfrom:2%KPMG’s Global Automotive Executive Survey 2016 15© 2016 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.Note: Percentages may not add up to 100% due to rounding | 1Metalsmith or Grid Master, KPMG 2015Source: KPMG’s Global Automotive Executive Survey 2016。
