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Harvard Case - OnStar: Not Your Father's General Motors

"OnStar: Not Your Father's General Motors" Harvard business case study is written by Clayton M. Christensen. It deals with the challenges in the field of Operations Management. The case study is 23 page(s) long and it was first published on : Sep 1, 2009

At Fern Fort University, we recommend that OnStar leverage its existing technology and data infrastructure to develop a comprehensive, data-driven digital transformation strategy focused on customer experience, operational efficiency, and new revenue streams. This strategy should encompass product development, service innovation, and strategic partnerships, while prioritizing data security and customer privacy.

2. Background

The case study focuses on OnStar, a subsidiary of General Motors (GM), which provides a suite of connected car services. OnStar has a long history of innovation, pioneering telematics and safety features. However, the company faces challenges in a rapidly evolving automotive landscape, with increasing competition from tech giants and other automotive manufacturers.

The main protagonists of the case study are:

  • OnStar leadership: They need to navigate the changing market landscape, identify growth opportunities, and position OnStar for future success.
  • GM leadership: They need to ensure that OnStar aligns with GM's overall strategic objectives and contributes to the company's profitability.
  • Customers: They seek a seamless, connected car experience with reliable services and personalized features.

3. Analysis of the Case Study

Strategic Framework: The case study can be analyzed using the Porter's Five Forces framework to understand the competitive landscape and identify opportunities.

  • Threat of new entrants: High, due to the increasing involvement of tech companies and the ease of entry into the connected car market.
  • Bargaining power of buyers: Moderate, as customers have multiple options for connected car services, but they value the brand recognition and reliability of OnStar.
  • Bargaining power of suppliers: Low, as OnStar has established relationships with its technology suppliers and can leverage its scale to negotiate favorable terms.
  • Threat of substitute products: High, as alternative solutions like smartphone apps and third-party devices offer similar functionalities.
  • Competitive rivalry: High, with established players like SiriusXM and emerging players like Tesla and Google vying for market share.

Key Opportunities:

  • Leveraging data analytics: OnStar possesses a wealth of data on vehicle usage, driver behavior, and customer preferences. This data can be used to develop personalized services, predict maintenance needs, and optimize operations.
  • Expanding service offerings: OnStar can expand its service portfolio to include new features like autonomous driving assistance, advanced diagnostics, and personalized entertainment.
  • Strategic partnerships: Collaborating with other companies in the automotive, technology, and insurance industries can create new revenue streams and enhance service offerings.
  • Global expansion: OnStar can leverage its existing infrastructure and expertise to expand its services to new markets with high growth potential.

Key Challenges:

  • Maintaining competitive advantage: OnStar needs to continuously innovate and differentiate itself from competitors.
  • Data security and privacy: Protecting customer data is paramount, especially with increasing concerns about cybersecurity and data breaches.
  • Integration with GM's operations: OnStar needs to ensure seamless integration with GM's vehicle systems and align its strategies with GM's overall objectives.

4. Recommendations

1. Develop a Data-Driven Digital Transformation Strategy:

  • Establish a dedicated data analytics team: This team will be responsible for collecting, analyzing, and interpreting data from various sources, including vehicle sensors, customer interactions, and market trends.
  • Implement a data-driven decision-making process: Use data insights to inform product development, marketing campaigns, and operational improvements.
  • Develop a comprehensive data security and privacy policy: Ensure compliance with relevant regulations and build customer trust.

2. Expand Service Offerings and Enhance Customer Experience:

  • Develop new features and services: Focus on areas like autonomous driving assistance, advanced diagnostics, personalized entertainment, and connected home integration.
  • Personalize customer interactions: Use data analytics to tailor service offerings and communication based on individual customer preferences.
  • Improve customer support: Offer 24/7 support channels, including chatbots, virtual assistants, and personalized concierge services.

3. Foster Strategic Partnerships and Explore New Revenue Streams:

  • Partner with technology companies: Collaborate with companies like Google, Amazon, and Apple to integrate their services and expand OnStar's reach.
  • Partner with insurance companies: Offer telematics-based insurance programs that reward safe driving behavior and provide personalized risk assessments.
  • Explore subscription-based models: Offer tiered subscription plans with different levels of service and features.

4. Embrace Global Expansion and Leverage Existing Infrastructure:

  • Identify high-growth markets: Target regions with strong automotive sales and a growing demand for connected car services.
  • Adapt services to local needs: Customize service offerings and communication strategies to cater to the specific requirements of different markets.
  • Leverage existing infrastructure: Utilize OnStar's existing technology and expertise to accelerate expansion into new markets.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: OnStar's core competency lies in its data infrastructure and technology expertise. The recommendations align with OnStar's mission to provide a safe, connected, and personalized driving experience.
  • External customers and internal clients: The recommendations focus on enhancing customer satisfaction and providing valuable services. They also aim to improve operational efficiency and streamline internal processes.
  • Competitors: The recommendations address the competitive threats from tech companies and other automotive manufacturers by focusing on innovation, customer experience, and strategic partnerships.
  • Attractiveness - quantitative measures: The recommendations are expected to generate new revenue streams, improve operational efficiency, and enhance customer loyalty, ultimately contributing to OnStar's profitability.
  • Assumptions: These recommendations assume that OnStar has the necessary resources, including capital, talent, and technology, to implement the proposed strategies. They also assume that the automotive market will continue to grow and that consumer demand for connected car services will increase.

6. Conclusion

OnStar has a unique opportunity to leverage its existing technology and data infrastructure to become a leading provider of connected car services. By embracing a data-driven digital transformation strategy, expanding service offerings, fostering strategic partnerships, and embracing global expansion, OnStar can position itself for future success in the rapidly evolving automotive landscape.

7. Discussion

Alternative Options:

  • Focus on cost reduction and operational efficiency: This option would prioritize cost-cutting measures and process improvements to improve profitability. However, it could lead to a decline in innovation and customer satisfaction.
  • Maintain the status quo: This option would involve continuing with existing strategies and avoiding significant changes. However, it would likely result in OnStar losing market share to more innovative competitors.

Risks and Key Assumptions:

  • Data security and privacy breaches: A major data breach could damage OnStar's reputation and lead to significant legal and financial consequences.
  • Technological disruption: Rapid advancements in technology could render OnStar's existing services obsolete.
  • Market volatility: Changes in consumer preferences or economic conditions could impact demand for connected car services.

8. Next Steps

Timeline with Key Milestones:

  • Year 1: Develop a comprehensive digital transformation strategy, establish a data analytics team, and implement data-driven decision-making processes.
  • Year 2: Launch new service offerings, enhance customer experience, and explore strategic partnerships.
  • Year 3: Expand into new markets, optimize operations, and monitor performance metrics.

By taking these steps, OnStar can leverage its strong brand recognition, technology expertise, and customer base to become a leading player in the connected car market.

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Case Description

After two years of less than stellar performance resulting in sales well below plan, senior management at General Motors (GM) mobile telecommunications service start-up, OnStar, recognized that without a substantial change in their strategy, support for the venture would dwindle. Chet Huber (HBS 1979) faced one of the toughest decisions of his career. He had to decide whether to press GM executives to approve a plan to factory install OnStar hardware on every vehicle it manufactured-a new strategy requiring a dramatic increase in the corporation's commitment to the struggling technology venture. The alternative would be to continue with the current strategy of selling OnStar as an aftermarket product at GM dealerships. GM produced over five million new vehicles a year. Installing OnStar on every vehicle could exponentially increase the subscriber base but would cost hundreds of millions of dollars and lead to an unknown number of changes both within OnStar and at GM factories.

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