CJ Pony Parts’ Post

On this week's Automotive Ventures "Future of Automotive" segment on CBT News we explore John McElroy's recent article, arguing that the competitive intensity that we’re witnessing at the automaker level is going to get worse. We also have a new "Company to Watch": ServiceUp https://lnkd.in/e_9mCaNE

How Some Of The Largest Automakers Got Their Names: Carmaker names are not nearly as celebrated as carmaker logos but they’re just as rich in heritage, both good and bad. Automobiles have been around since the late 1700s, but they didn’t take off until after the Industrial Revolution. World Wars I and II would catapult auto manufacturing into what we know today: a… Read more... #car #cars #awesome

Here's How Some Of The Largest Automakers Got Their Names: … , both good and bad. Automobiles have been around since the … and Ford. How those carmakers got their names seems straightforward … anecdotal accounts of industrial subterfuge. Carmakers folded and flourished, dying … some of the biggest automakers’ names: #car #cars #awesome

𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐚𝐧𝐝 𝐏𝐫𝐨𝐛𝐥𝐞𝐦𝐬 𝐓𝐡𝐚𝐭 𝐋𝐞𝐝 𝐭𝐨 𝐅𝐢𝐬𝐤𝐞𝐫’𝐬 𝐒𝐭𝐫𝐮𝐠𝐠𝐥𝐞𝐬 (𝟏/𝟒) – 𝐀 𝐅𝐥𝐮𝐢𝐝 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲🚗 Let’s get straight into the issues that slowed down Fisker’s progress—valuable lessons not just for the automotive world, but for businesses across industries. Fisker’s strategy evolved constantly. From planning to first build a luxury car with his own plant, to switching to an asset-light approach with contract manufacturers for an SUV, the company’s journey was anything but smooth. Initially, VW was on board to produce by 2020, but things didn't progress as Fisker had hoped and by 2022, Fisker Ocean was produced by the largest and most reputable contract manufacturer - Magna. While this asset-light strategy seemed ideal—focusing on design and R&D while outsourcing production—challenges soon surfaced, which I’ll dive deeper into in upcoming posts. Financially, the model wasn’t easy. One of the most reputatable Financial Analysts, Raymond James estimated a peak gross margin of 18% for Fisker at 60,000 units sold annually via direct sales. However, Fisker’s shift to a dealership model would have cut those margins to around 10-15%, which is hard to sustain. Andrew explained the logic behind Fisker’s dealership model: it not only brought in capital since dealers hold inventory but also gave customers confidence that Fisker had a physical presence, something crucial in the mass adoption phase. Using the S-shaped adoption curve, he highlighted how this appeals to the majority of customers who still value in-person interactions. That said, I believe we’re still transitioning from early adopters to early majority. However, I agree with Andrew—many Fisker customers have faced service challenges, which I’ll explore further in later posts. 📈 What do you think? Could Fisker have handled this fluid strategy better? Share your thoughts in the comments and if you like this series, follow me on Linkedin, so that you dont miss the upcoming parts of the analysis! Link for the complete video will be posted in the comment and feel free to ask for references or any other details you’d like to dive into. #Fisker #EV #Emobility #BEV #VW #Magna #Production #SCurve #Dealership #Directsales #Businesscase #Investors

In an interview for our Talk From The Top series, Marissa West, General Motors' new North America president, talked about the company's plans to bring plug-in hybrids to North America: "We have PHEVs in markets in other parts of the world, so capital-wise and the technical implementation of that is within our capabilities. And so we see that that will be a part of the solution for a period of time for customers."

Interesting announcement with an interplay between a legacy and contemporary OEM. The immediate initiative apparently is focused on software only but who knows which types of future collaboration we will see ... My initial reaction is that this is a win for both Rivian and Volkswagen. "Rivian and Volkswagen Group Announce Plans for Joint Venture to Create Industry-Leading Vehicle Software Technology and for Strategic Investment by Volkswagen" https://lnkd.in/dTBBTXAF

With Fisker reportedly shuttering its headquarters, we updated our distressed auto playbook. Bankruptcies may start to pick up, with a near-term focus on undersized original equipment manufacturers versus suppliers, which are anticipated to experience margin expansion. Razor-thin margins, high fixed costs and vehicle affordability will ripple through the auto industry, potentially impacting dealers as well in 2024. Fisker, Lucid Motors, Rivian and Aston Martin Lagonda Ltd screen among the riskiest OEMs. Details here: https://lnkd.in/geiz6Sye

Stellantis Dares Forward with Significant Product Launches & Strategies https://lnkd.in/gEyr2D2e auto connected car newsJust over three years since its formation, Stellantis has successfully established itself as a leading global automaker and, even more importantly, one that through the execution of its Dare Forward 2030 long-term strategic plan is even better positioned to face the challenges ahead. Today, at Stellantis’ first Investor Day, CEO Carlos Tavares outlined nine key strategic differentiators the Company is leveraging to unlock value and address the disruption and reinvention of the auto industry worldwide. Stellantis Key Strategic Differentiators Fortified by Dare Forward 2030 Best Positioned Core Clear Profitability Advantages Critical Speed & Agility Portfolio of 14 iconic and innovative brands covering

Stellantis Dares Forward with Significant Product Launches & Strategies https://lnkd.in/gEyr2D2e auto connected car newsJust over three years since its formation, Stellantis has successfully established itself as a leading global automaker and, even more importantly, one that through the execution of its Dare Forward 2030 long-term strategic plan is even better positioned to face the challenges ahead. Today, at Stellantis’ first Investor Day, CEO Carlos Tavares outlined nine key strategic differentiators the Company is leveraging to unlock value and address the disruption and reinvention of the auto industry worldwide. Stellantis Key Strategic Differentiators Fortified by Dare Forward 2030 Best Positioned Core Clear Profitability Advantages Critical Speed & Agility Portfolio of 14 iconic and innovative brands covering

There is a lot that goes into building a car, and much goes into establishing a robust automotive industry. After the pandemic-related slowdown in manufacturing and purchasing, the industry is poised to regain speed. Consumer interest in electric vehicles, technological advances, and other innovations are contributing to growth in domestic vehicle manufacturing. Read more about it in this Business Facilities magazine article.