KPMG’s 19th Global Automotive Executive Survey 2018€¦ · KPMG’s 19th consecutive Global...
Transcript of KPMG’s 19th Global Automotive Executive Survey 2018€¦ · KPMG’s 19th consecutive Global...
KPMG’s 19th consecutive
Global AutomotiveExecutive Survey 2018In every industry there is a ‘next’ –See it sooner with KPMG
www.kpmg.com/GAES
Ricardo BACELLAR KPMG Brazil Head of Automotive Mar / 2018
2© 2018 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 Survey2017
We have what to celebrate...
3© 2018 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 Survey2017
... But there’s much more to be done!
4© 2018 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 Survey2017
... But there’s much more to be done!
5© 2018 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 Survey2017
... But there’s much more to be done!
6© 2018 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 Survey2017
... But there’s much more to be done!
7© 2018 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 Survey2017
... But there’s much more to be done!
8© 2018 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 Survey2017
... But there’s much more to be done!
9© 2018 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 Survey2017
... But there’s much more to be done!
10© 2018 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 Survey2017
... But there’s much more to be done!
11© 2018 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 Survey2017
... But there’s much more to be done!
12© 2018 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 Survey2017
www.kpmg.com/gaes2018
13© 2018 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 Survey2017
www.kpmg.com/gaes2018
14© 2018 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 Survey2017
Mature Asia
China
North America
South America
Western Europe
Eastern Europe
India & ASEAN
Rest of World
About the executive survey
Note: Map shows number of respondents from each country | Source: KPMG’s Global Automotive Executive Survey 2017
For the 2018 survey we gathered the opinions of more than 900 executives from 43 countries.TOP 5 RESPONDENTS -
EXECUTIVES4
50
30
1356
4178
20
14
19
4
12
5
16
89
98
16
10
1
14
737
446
52
495
5
74
497
23
1
21246
322
25
JapanSouthKorea
ChinaTaiwanIndiaVietnamPhilippinesThailand
Malaysia
Indonesia
Australia
SaudiArabiaIran
SouthAfrica
Sweden
NorwayDenmark
GermanyAustria
Switzerland
NetherlandsBelgium
Colombia
USA
Brazil
Argentina
Nigeria
UKCanada
Mexico
Ecuador
FranceItaly
Spain
Morocco
Czech RepublicPoland
HungaryRomania
FinlandTurkey
Russia
89 USA
135 China
50 Japan
49 Germany
98 Brazil
49 UK
15© 2018 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 Survey2017© 2018 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.
Key trendsuntil 2025
16© 2018 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 Survey2017
Key trends until 2025
Battery electric vehicles (BEVs)
Connectivity and digitalization
Fuel cell electric vehicles (FCEVs)
Hybrid electric vehicles (HEVs)
Market growth in emerging markets
Platform strategies and standardization of modules
Creating value out of big data
Mobility-as-a-service/Car sharing
Autonomous and self-driving cars
Downsizing of internal combustion engines (ICEs)
Rationalization of productionin Western Europe
31%
35%
40%
41%
43%
44%
47%
47%
49%
50%
52%# 1
# 2
# 3
# 4
# 5
# 6
# 7
# 8
# 9
# 10
# 11
Ran
king
#10#10#10
#9#9#9
#8#8#8
#7#7#7
#6#6#6
#5#5#5
#4#4#4
#3#3#3
#2#2#2
#1#1#1
#11
#10
#9
#8
#7
#6
#5
#4
#3
#2
#1
2014 2015 2016 2017
#11 # 11 #11
Percentage of executives rating a trend as extremely important#
#10
#9
#8
#7
#6
#5
#4
#3
#2
#1
#11
GLOBAL
Source: KPMG’s Global Automotive Executive Survey 2017
17© 2018 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 Survey2017
Key trends until 2025
Source: KPMG’s Global Automotive Executive Survey 2017
#10
#11 #11
#4 #4
#2#2
#8#8
#6#6
#7 #7
#9
#3#3
#9
#1 #1
Autonomous and self-driving cars
Hybrid electric vehicles (HEVs)
Mobility-as-a-service/Car sharing
Battery electric vehicles (BEVs)
Connectivity and digitalization
Creating value out of big data
Downsizing of internal combustion engine (ICE)
Fuel cel electric vehicles (FCEVs)
Platform strategies and standardization of modules
Rationalization of production in Western Europe
Market growth in emerging markets
2016 2017R
anki
ng
#10
#5#5
# 1
# 2
# 3
# 4
# 5
# 6
# 7
# 8
# 9
# 10
# 11
#Percentage of executives rating a
trend as extremely important
62%
62%
69%
69%
73%
54%
58%
50%
46%
46%
35%#11
#4
#2
#8
#6
#7
#9
#3
#1
#10
#5
BRAZIL
18© 2018 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 Survey2017
Source: 2016 KPMG CEO Outlook
2010 2017Total market capitalization (in $bn)The auto industry has to transform the business
19© 2018 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 Survey2017
2010 2017
The auto industry has to transform the businessTotal cash position (in $bn)
20© 2018 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 Survey2017© 2018 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.
Business EcosystemTransformation
21© 2018 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 Survey2017
Enterprise Digital
Transformation
Omni-Business
Activity was centered on front office and customer
experience
Consulting firms created digital practices through
strategic acquisitions
Digital agencies entered the market and played a
big role
A digital focus on just the front office will not provide sustainable
competitive advantage
Organizations must focus on restructuring operations beyond
customer-facing functions to enable enterprise-wide digital
transformation
Organizations plan to spend more on digital in the middle and back
office than the front office
Digital Disruption has dramatically changed the Business Environment
Digital Customer
Engagement
Digital Marketing
Mobile
Digital BusinessStrategy
Digital Supply Chain
Disruptive Business Models
22© 2018 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 Survey2017
Digital disruption
is the change in form and substance that occurs when new digital technologies and mental
models which create new business models with value propositions
that exponentially challenge existing goods and services.
Asset Light
Data Rich
Customer Centric
Platform Based
23© 2018 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 Survey2017
The Future Auto Industry
Electric Vehicles & Alternative Powertrains
Mobility as a Service
(MaaS)
Connected and
Autonomous Vehicles
Changing consumer and
societal demands
• Moving people• Moving goods Collaboration in
the future Mobility Ecosystem
Mobility Value Chain
Source: 2017, KPMG, Global Automotive Executive Survey
24© 2018 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 Survey2017
Source: 2016, WEF, Digital Transformation of Industries: Automotive and 2017, KPMG, Global Automotive Executive Survey
Conhecimento da Indústria
50% of global consumers consider privacy & security as an extremely important purchasing criteria.
Digitalization will drive more innovation in the next 20 years than there was been in the past 100 years.
Data is the fuel for future auto business model for 83% automotive executives
By 2020, more than 90% of cars sold will be connected
78% of global automotive executives would choose an electric car if they were to buy a car over the next 5 years.
80% of global consumers expect the OEM to take care of charging stations.
By 2020, more than
90% of cars sold will be connected
The auto industry has to transform the business
25© 2018 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 Survey2017
Source:
2016 MIT Sloan Management Review,. Aligning The Organization For Its Digital Future
2016 KPMG CEO Outlook
83% believe there will be a business
model disruption in the next 5 years
84% agree that digital ecosystem will
generate higher revenues in the automotive value chain than the hardware of the car itself.
75% say that measuring market shares
simply based on unit sales is outdated.
81% agree that if OEMs don't have a
structured approach to integrate or cooperate with innovative startups, they will fail.
The auto industry has to transform the business
Source: 2016, Rogers D. The Digital Transformation Playbook
26© 2018 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 Survey2017
The auto industry has to transform the business
Consider cooperation /
partnership with other industries
91% 74% 99% 85% 37% 47%
Believe the number of physical retail outlets will be
reduced by more than 20% by 2025
Agree that OEMs can monetize data
from connected cars
Agree that OEMs that will not
emphasize on data & cyber security
have a high risk to sacrifice their brand
reputation
Consider the OEM will own / take over
the customer relationship until
2025
About half don’t think an OEM will be the best option to provide a better
car sharing experience
Source: 2016 KPMG CEO Outlook
27© 2018 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 Survey2017
DOWNSTREAM
UPSTREAM
The actual ecosystem
RawMaterial Supplier
Tier II Tier I
OEM Dealer Car
Customer
Fuel Retailer
Government
Insurance
Finance
Workshop
Labor
Spares
Remarket
End of Life
Source: 2017, KPMG, Global Automotive Executive Survey
28© 2018 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 Survey2017
UPSTREAM
DOWNSTREAM
The new ecosystem
Raw Material Supplier
Tier II
Tier I OEM
Car
Customer
Vehicle Management as a Service End of
Life
85% of executives agree that the digital ecosystem will generate higher revenues than the hardware of the car itself.
MediaRetail Other Services
EXPERIENCE AGGREGATOR
MOBILITY SERVICE
PROVIDER
DATAAGGREGATOR
OtherModels
Other Cars
Infrastructure
Fuel or Energy
InsuranceFinance Service & repair
Source: 2017, KPMG, Global Automotive Executive Survey
29© 2018 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 Survey2017
The new ecosystem
30© 2018 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 Survey2017
New value drivers
CUSTOMER JOURNEY INFOTAINMENT
PREDICTIVE MAINTENANCE
DATA MARKETPLACE
“Measuring success based on unit sales is outdated.
Management according to Product profitability is
over – Customer value will become core focus”
60% of customers agree when buying a self-driving car that they will
only be interested in what they can do with their
time in the car.
“Possible applications, for example, include online maintenance (updating software remotely), self-
diagnosis (…) provided to the client via the cloud”
Source: 2016, WEF, Digital Transformation of Industries: Automotive and 2017, KPMG, The Connected Car Is Here To Stay
84% of executives agree that data is the fuel
for the future business model of auto companies.
31© 2018 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 Survey2017
NEW business partnerships / revenue streams
32© 2018 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 Survey2017 Source: 2016, WEF, Digital Transformation of Industries: Automotive
and 2017, KPMG, The Connected Car Is Here To Stay
NEW business partnerships / revenue streams
33© 2018 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 Survey2017
NEW KPIs
Source: 2016, WEF, Digital Transformation of Industries: Automotive and 2017, KPMG, The Connected Car Is Here To Stay
Passenger revenue per available seat mile
Revenue per available seat mile
Cost per available seat mile
Customer acquisition costs
Recurring Margins
PROFITABILITY
Churn
Sales Effectiveness
User Adoption
SUSTAINABILITY
Revenue Passenger Miles
RecurringRevenue
Number of Active Customers
GROWTH
34© 2018 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 Survey2017© 2018 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.
Three core elementsfor new clockspeeds:Data & Analytics
35© 2018 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 Survey2017
Data supremacyData is the fuel for the future business model of automotive companies. BRAZILGLOBAL
Agree Neutral Disagree
83% 11% 6%Agree Neutral Disagree
88% 8% 4%
36© 2018 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 Survey2017
Automotive Data & Analytics Use Cases Incentives Optimization Service Marketing for Retention Model Churn Prediction Detractor Prediction Lease Term Optimization Dealer Effectiveness Enhancement
Advanced Customer Segmentation and Targeting
Predictive Engagement In-Market Customer
Identification Marketing Attribution Marketing Mix Optimization
Predictive Maintenance Workforce Optimization MRO Spend Optimization
Portfolio Optimization Feature/Function Packaging Customer-Driven Product Design Usage-Based Product Design
Real-Time Quality Issue Identification Issue Impact Analysis Predictive Warranty Issue Identification Vehicle Testing Optimization
Demand Forecasting Supply Risk Monitoring Supply Constraint Prioritization Production Optimization Parts Inventory Optimization
Turnover Analytics Workforce Optimization Forecast Accuracy
Improvement Vehicle, Parts and Service
Contract Pricing Optimization Parts Inventory Optimization Vehicle Buy-Back Prediction
Spend Analytics Vendor Risk Predictive Modeling Supplier Relationship Management
37© 2018 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 Survey2017
Benefits Auto & Manufacturing Companies Achieve from Analytics
Source: IBM, KPMG
1% increase in OEM’s customer loyalty is worth $700 million – OEM aims to increase by 7 points
20% reduction in warranty cases per vehicle through advanced pattern detection
Spare parts inventory optimization− 30-60% reduction in inventory levels− 18% reduction in replenishment
levels
50% reduction in defect rate in production using predictive analytics
80% reduction in scrap rate in 15 weeks from enhanced root cause analysis
Improved production effectiveness using optimization analytics−30% increase in potential
production capacity−90% increase in schedule
adherence using production scheduling and sequencing optimization
25% reduction in direct maintenance costs using cost and availability modeling
Optimized extended warranty contract pricing using predictive cost modeling
Mid-cycle product change prompted by social media feedback
38© 2018 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 Survey2017
Data supremacyConnected cars generate an enormous amount of consumer & vehicle data. Who do you think will be the owner / guardian of the consumer data in 2025?
BRAZILGLOBALGLOBAL BRAZIL
OEM
Owner / Driverof the car
ICT companies
34%
25%
18%
45%
17%
12%
Supplier9% 7%
Mobilitysolutionsprovider
6% 7%
OEM19%
45%
13%
23%
18%
15% 2%
4% 4%
Retailer / car dealer5% 6% 4% 1%
Owner / Driverof the car
ICT companies
Supplier
MobilitysolutionsproviderRetailer / car dealer
51%
39© 2018 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 Survey2017© 2018 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.
Three core elementsfor new clockspeeds:IA & Digital Tools
40© 2018 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 Survey2017
Customer centricityImagine you are sitting in your car and you have turned on your in-car navigation system and your smartphones navigation app with traffic info. The in-car navigation system tells you it would be favorable to take a right, while your smartphone tells you to take a left. Which information would you rather trust and follow?
GLOBAL BRAZIL
That of your car That of your smartphone
59% 41% 65% 35%That of your car That of your
smartphone
41© 2018 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 Survey2017
Customer centricityAt the heart of relationship building we have the customer journey mapping technique, connecting every single point of contact between the brand and its customers
interest
research
Decision
Buy
Usage
Sale
42© 2018 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 Survey2017
Personalization
integrity
Expectations
Time & Effort
EmpathyResolution
Customer: Joseph (young single designer)Usage: driving to work
Customer: Joseph (young single designer) Usage: driving to the beach on weekends
Customer: Rose (young married nurse)Usage: driving to the beach on weekends
Customer: Rose (young married nurse)Usage: driving to work
Customer centricity
43© 2018 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 Survey2017
EcosystemDatacentric ecosystem Media
News
$HealthConsumption
behaviorGeospatialSensor Visual Media Interaction
AppsConsumer B2B Things
Open Digital Platform
StandardsCyber SecData Governance
Contents Providers
Data usersTelcoProviders
mobile
e-coinse-wallets
insurance
retail
marlketing
Diagnostics
EaD
Parking
SharingLocation
HealthInteraction
Entertainment
Utilities TrackingSecurity
Logistics
Data GatewayAutomotive Digital
Fleet
ManagementMaintain
Payments
Cognitive
44© 2018 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 Survey2017© 2018 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.
Three core elementsfor new clockspeeds:Cyber Security
45© 2018 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 Survey2017
Data supremacyCompanies that will not emphasize on data & cyber security have a high risk to sacrifice their brand reputation and value proposition for zero-error tolerance and releasability.
BRAZILGLOBAL
Agree Neutral Disagree
85% 8% 7%Agree Neutral Disagree
87% 9% 4%
46© 2018 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 Survey2017
Data supremacyHow important is data privacy & security for you as a purchasing decision of a vehicle / to use of a mobility service over the next 5 years?
GLOBAL BRAZIL
49%
28%
3%
16%
4% Not at all important
Somewhat important
Somewhat unimportant
Neutral
Extremely important 72%
18%
1%
9%
1%Not at all important
Somewhat important
Somewhat unimportant
Neutral
Extremely important
47© 2018 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 Survey2017
Cyber SecurityA crescente complexidade da tecnologia do veículo tem inúmeros benefícios, mas, ao mesmo tempo, cria um risco real de ataque cibernético - um risco que tememos e que muitas empresas da indústria automotiva possam estar subestimando.
Linhas de código (M)
605040302010
Boeing 787
Android
F-35 fighter
Hadron Collider
Veículos Conectados
Space shuttle
160
Hubble telescope
Windows 7 Facebook
Encontrar e corrigir vulnerabilidades no hardware e software incorporados dentro de carros individuais continuará a persistir como uma questão chave para as montadoras. No entanto, pensamos que há um risco adicional que as montadoras precisam abordar - um risco que vai muito além da ameaça cibernética tradicional de ataques de veículos, que tem sido o foco de grande parte da conversa de segurança cibernética na indústria até aqui.
Esse risco é o potencial hacking de frotas inteiras .
48© 2018 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 Survey2017
Cyber Security
Electric vehicle charging station
Wi-Fi
Bluetooth BLE NFC
Wireless sensors (e.g.,TPMS, RKE)
Internal propagation of attacks introduced via USB, SD, Disc, etc.
Web-based services
Radio
Cellular 3G/4G
Counterfeit parts
XM GPS
V2I-DSRC
Superfície de Ataque em Veículos ConectadosOPERAÇÃO E MONITORAÇÃO DE
SEGURANÇAINTEGRAÇÃO COM PROCESSOS DE SEGURANÇA CIBERNÉTICA
PRIVACIDADE DOS DADOS
INTEGRAÇÃO COM PARCEIROS E TERCEIROS
SEGURANÇA NO DESIGN
GOVERNANÇA DE SEGURANÇA DA INFORMAÇÃO
SEGURANÇA NA PRODUÇÃO / LOCALIZAÇÃO
49© 2018 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 Survey2017
Powertraintechnologies
50© 2018 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 Survey2017
22%
40%
12%
20%
6% Absolutely disagree
Partly agree
Partly disagree
Neutral
Absolutely agree 33%
45%
16%
5%
1%Absolutely disagree
Partly agree
Partly disagree
Neutral
Absolutely agree
Executive opinion
(BEVs) Battery Electric Vehicles (FCEVs) Fuel Cell Electric Vehicleswill fail due to infrastructure challenges. will be the real breakthrough for electric mobility.
GLOBALElectric readiness
51© 2018 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 Survey2017
Electric readinessPure battery electric vehicles (BEV) will fail due to the challenges related to setting up the required infrastructure.
BRAZILGLOBAL
Agree Neutral Disagree
54% 15% 31%Agree Neutral Disagree
64% 9% 26%
52© 2018 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 Survey2017
Electric readinessIf I buy an electric vehicle I expect the manufacturer of the car to take care of all matters around charging.
GLOBAL BRAZIL
45%
35%
4%
14%
2% Absolutely disagree
Partly agree
Partly disagree
Undecided
Absolutely agree 69%
22%
2%
7%
0%Absolutely disagree
Partly agree
Partly disagree
Undecided
Absolutely agree
53© 2018 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 Survey2017
Electric readinessOEMs strategies with regard to charging will be...
BRAZILGLOBAL
OEMs create their own charging ecosystem
with proprietary technology and services
OEMs will not need to take care of the charging infrastructure
81% 19%OEMs create their own
charging ecosystem with proprietary
technology and services
OEMs will not need to take care of the charging infrastructure
77% 23%
54© 2018 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 Survey2017
Internal combustion engines (ICE) will still be more important than electric drivetrains for a very long time.
BRAZILGLOBAL
Agree Neutral Disagree
76% 12% 12%Agree Neutral Disagree
69% 15% 16%
Electric readiness
55© 2018 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 Survey2017
What is your opinion on the share between ICE, Hybrids, BEV & FCEV in 2030 and 2040?
South America
BRAZILGLOBAL
2020 2030 2040
90%(4M)
101.58M
30%(37M)
24%(29M)
24%(30M)
21%(26M)
122.66M
25%(35M)
24%(34M)
26%(37M)
25%(35M)
140.48M
CA
R V
OLU
ME
FCEV
BEV
Hybrids
ICE
2020 2030 2040
90%(4M)
4.36M
36%(2M)
24%(1M)
19%(1M)
21%(1M)
5.90M
25%(35M)
24%(2M)
22%(2M)
22%(2M)
6.94M
CA
R V
OLU
ME
Electric readiness
56© 2018 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 Survey2017© 2018 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.
Closing
57© 2018 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 Survey2017
www.kpmg.com/gaes2018 https://home.kpmg.com/br/pt/home/industries/automotivo.html
58© 2018 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 Survey2017
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Ricardo BACELLARHead of AutomotiveKPMG in [email protected](21) 98833-3000https://br.linkedin.com/in/bacellar