electric motor propulsion industry business development

Competitive benchmarking in the electric drivetrain industry

TASK

MotorCo pursued to benchmark the competitive landscape for three business segments, on-highway, off-highway, and marine, and to understand how the competitors are positioned in each. Among the competitors were 14 companies and their product portfolios, social media activity, mergers and acquisitions and financials were the scope of the case. The analysis was followed by SWOT analysis, competitive mapping, and recommendations for each business segment.

Outcomes

200+ Products researched

14 Companies researched

We are a new division and this work will set the benchmark for future benchmarking and product strategy.

Senior Executive

Methodology

Quick Summary

→ Provided detailed competitor profile, financial, product strategy, partnerships and social media overview

→ Competitive mapping across key success criteria (product features and customer preference)

SITUATION

MotorCo wants to update its understanding of the competitive landscape in three of its main business segments, on-highway, off-highway and marine, with the focus on the critical products factors of the competitors.

All three segments are driven by the electrification trend caused by emissions regulations and a strong demand for energy efficiency. In addition, the mergers and acquisitions, financials and social media of the competitors should be analysed to see how the competitors are e.g. complementing their product offerings, growing or branding their products or position in the market.

MotorCo is focused on light and compact solutions whereas some competitors offer solutions with wider applications and power ranges. Electrification is, however, an emerging trend in all application markets and regions. The initial applications were found to be more common in the light vehicles and vessels.

OUR APPROACH

SCG conducted a three-phase project encompassing:

Review all segment competitors’ profile, product information, M&A and social media
Conduct interview with product and business head leaders
Synthesized insights, competitive matrix, SWOT analysis and recommendations

METHODOLOGY

SCG conducted a three-phase project, in which

Phase 1: Review all segment competitors’ profile, product information, M&A and social media

Prepared company profiles with financials, strategic highlights, geographic presence and product overview
Breakdown of product based on product description, its key features, applications and advantages
Highlighted relevant M&A, joint ventures and partnerships to understand the future direction of competitor’s business
Presented the social media presence for all competitors

Phase 2: Conduct interview with product and business head leaders

Clarified key product features for each business segments
Understand the key success factors of each business segments

Phase 3: Synthesized insights, competitive matrix, SWOT analysis and recommendations

Ranked competitors based on their respective strengths within the competitive landscape
Presented the strengths, weaknesses, opportunities, and weaknesses based on top competitors in each segment
Outlined future recommendations to MotorCo. based on competitive analysis

Results

RESULTS

Based on the findings, the following recommendations were made for MotorCo.

On-highway

MotorCo. should focus on developing the latest motor propulsion technologies to become the market leader.
MotorCo. should level out the competition by matching or outperforming power density, torque density and efficiency
MotorCo. should have a balanced approach to ensuring long-term survivorship in the power and propulsion market via active social media engagement and assessing business partnerships.

Off-highway

MotorCo. should analyse the market potential for a specific range of voltage, power and weight within off-highway applications.
MotorCo. should select the appropriate application area based on its current offerings that can be extended to similar applications.
MotorCo. should identify the geographies that support application-markets, where it would like to provide its products.

Marine

MotorCo. should develop products for the niche subgroup of vessels and motor propulsion technologies.
MotorCo. should get an early foothold in other markets for via partnerships or acquisitions

Competitive benchmarking — Case study_StrategyCo.Global

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