Harvard Case - Daimler: Reinventing Mobility
"Daimler: Reinventing Mobility" Harvard business case study is written by Robert Siegel, Amadeus Orleans. It deals with the challenges in the field of Entrepreneurship. The case study is 24 page(s) long and it was first published on : Nov 8, 2017
At Fern Fort University, we recommend that Daimler adopt a multi-pronged strategy to reinvent mobility, focusing on disruptive innovation, strategic partnerships, and building a robust startup ecosystem within the company. This strategy will allow Daimler to maintain its leadership position in the automotive industry while navigating the rapidly changing landscape of mobility.
2. Background
Daimler, a global leader in the automotive industry, faces a significant challenge: the rapid evolution of mobility. The rise of electric vehicles, autonomous driving, ride-sharing services, and other disruptive technologies threatens Daimler?s traditional business model. This case study explores Daimler?s efforts to adapt to these changes through innovation, entrepreneurship, and strategic partnerships.
The main protagonists in this case are:
- Dieter Zetsche, former CEO of Daimler, who spearheaded the company?s initial efforts to embrace new technologies and business models.
- Ola K?llenius, current CEO of Daimler, who is tasked with leading the company through a period of significant transformation.
- The Daimler leadership team, who must navigate the complex challenges of integrating new technologies and business models into the company?s existing structure.
3. Analysis of the Case Study
Daimler?s approach to reinventing mobility can be analyzed using the following frameworks:
- Disruptive Innovation Framework: Daimler faces the threat of disruptive innovation from startups and tech giants entering the mobility market. They must embrace disruptive innovation to remain competitive, which means investing in new technologies and business models that may initially seem less profitable than their existing offerings.
- Business Model Innovation: Daimler must explore new business model innovation to adapt to the changing landscape of mobility. This includes exploring options like subscription services, mobility-as-a-service (MaaS), and data-driven services to generate revenue beyond traditional car sales.
- Strategic Partnerships: Daimler can leverage strategic partnerships with startups, tech companies, and other industry players to accelerate innovation and gain access to new technologies and markets. This can be achieved through joint ventures, acquisitions, and collaborations.
- Startup Ecosystem Development: Daimler can foster an entrepreneurial culture within the company by creating a startup ecosystem that encourages innovation and experimentation. This can involve establishing incubators, accelerators, and venture capital funds to support internal and external startups.
4. Recommendations
Daimler should implement the following recommendations:
- Embrace Disruptive Innovation: Invest heavily in research and development of autonomous driving, electric vehicles, and connected car technologies. Create dedicated teams focused on developing disruptive innovations that can reshape the mobility landscape.
- Explore New Business Models: Develop and launch subscription services for mobility, offering access to a range of vehicles and services for a monthly fee. Explore MaaS platforms that integrate various transportation options, including public transit, ride-sharing, and car-sharing.
- Forge Strategic Partnerships: Partner with tech startups, mobility providers, and infrastructure companies to gain access to cutting-edge technologies and expand into new markets. Consider strategic acquisitions and joint ventures to accelerate innovation and market penetration.
- Build a Startup Ecosystem: Establish an internal incubator or accelerator program to nurture promising ideas from within Daimler. Create a venture capital fund to invest in external startups developing innovative mobility solutions. Encourage an entrepreneurial culture within the company, fostering collaboration and experimentation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: Daimler?s core competencies in engineering, manufacturing, and global reach are essential for success in the evolving mobility landscape. The recommendations align with Daimler?s mission to provide sustainable and innovative mobility solutions.
- External Customers and Internal Clients: The recommendations address the needs of both external customers, who are seeking more sustainable, convenient, and affordable mobility options, and internal clients, who need to adapt to the changing landscape and embrace innovation.
- Competitors: By embracing disruptive innovation, exploring new business models, and forging strategic partnerships, Daimler can stay ahead of competitors like Tesla, Waymo, and other tech giants entering the mobility market.
- Attractiveness ? Quantitative Measures: While quantifying the return on investment (ROI) for disruptive innovation and new business models can be challenging, the potential for significant market share gains and long-term growth makes these investments attractive.
6. Conclusion
Daimler faces a crucial turning point in its history. By embracing a multi-pronged strategy that focuses on disruptive innovation, strategic partnerships, and building a robust startup ecosystem, Daimler can navigate the challenges of the evolving mobility landscape and secure its position as a leading player in the future of transportation.
7. Discussion
Other alternatives not selected include:
- Focusing solely on traditional car manufacturing: This approach would likely lead to a decline in market share as competitors embrace new technologies and business models.
- Acquiring existing mobility startups: While this could provide access to new technologies, it may be costly and challenging to integrate these startups into Daimler?s existing structure.
Key risks and assumptions associated with the recommendations include:
- Technological uncertainty: The rapid pace of technological advancement in the mobility sector creates uncertainty about which technologies will ultimately prevail.
- Regulatory hurdles: The development and deployment of autonomous vehicles and other new mobility technologies face significant regulatory challenges.
- Competition: The mobility market is becoming increasingly competitive, with new players entering the market and established players diversifying their offerings.
8. Next Steps
Daimler should implement the following timeline with key milestones:
- Year 1: Establish an internal incubator or accelerator program, invest in key technologies like autonomous driving and electric vehicles, and form strategic partnerships with promising startups.
- Year 2: Launch a subscription service for mobility, explore MaaS platforms, and acquire or invest in companies with complementary technologies or market reach.
- Year 3: Expand the startup ecosystem, invest in data-driven services, and solidify Daimler?s position as a leader in the evolving mobility landscape.
By taking these steps, Daimler can position itself for success in the future of mobility, leveraging its strengths and embracing the opportunities presented by a rapidly changing world.
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Case Description
In 2017, significant changes were sweeping the global automotive industry: the rapid growth of electric vehicles, the race to develop commercially reliable autonomous cars and the ride-sharing phenomenon. Those trends were magnified by technological advancements around connectivity between drivers and their vehicles, as well as changes in consumer preferences, especially related to waning interest in car ownership. Additionally, China's increasing influence in the global markets and aggressive push for automotive innovation were shaking the industry. Daimler, manufacturer of Mercedes-Benz cars and one of the long-standing industry pioneers, started to react in order to preserve its leadership. Wilko Stark was made CEO of a new business unit called CASE, in charge of developing solutions to address the new trends. The multifaceted efforts in research, product development, strategic planning and technology investments faced several challenges, however. Notably, issues emerged regarding need for new talents and skills, relationship with labor unions, brand preservation, experimentation with new sales and distribution models and intense competition from traditional and new players.
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