Harvard Case - Webasto: Co-Creating Innovation with Lead Users
"Webasto: Co-Creating Innovation with Lead Users" Harvard business case study is written by Henry W. Chesbrough, Alexander Stern. It deals with the challenges in the field of Strategy. The case study is 18 page(s) long and it was first published on : Aug 1, 2012
At Fern Fort University, we recommend that Webasto embrace a co-creation strategy by further developing its Lead User Program to drive disruptive innovation and secure a sustainable competitive advantage in the rapidly evolving automotive industry. This strategy should involve leveraging technology and analytics to identify and engage with lead users across various segments, fostering a collaborative environment for product development and business model innovation, and integrating digital transformation initiatives to enhance its global strategy and supply chain management.
2. Background
Webasto, a German automotive supplier, faces the challenge of adapting to the rapidly changing automotive landscape. The rise of electric vehicles (EVs) and autonomous driving technologies presents both opportunities and threats. Webasto's core competency in roof systems and thermal management is being disrupted by the shift towards EVs, which require different heating and cooling solutions.
The case study highlights Webasto's successful Lead User Program, which has historically been instrumental in developing innovative products like the sunroof and the panoramic roof. However, the company needs to evolve its approach to leverage this program for future success in the new automotive landscape.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths: Strong brand reputation, established global presence, expertise in thermal management, successful Lead User Program, strong financial position.
- Weaknesses: Reliance on traditional automotive industry, limited experience with EV technologies, potential vulnerability to disruptive innovation.
- Opportunities: Growing EV market, increasing demand for advanced thermal management solutions, potential for new business models in mobility services.
- Threats: Competition from established and emerging players, rapid technological advancements, changing consumer preferences.
Porter's Five Forces:
- Threat of New Entrants: High, due to low barriers to entry in some segments of the automotive supply chain.
- Bargaining Power of Buyers: Moderate, as automakers have significant leverage but also rely on Webasto's expertise.
- Bargaining Power of Suppliers: Low, as Webasto has strong relationships with its suppliers.
- Threat of Substitutes: High, due to the emergence of alternative technologies and solutions for thermal management.
- Competitive Rivalry: High, with established players like Valeo and MAHLE, as well as new entrants specializing in EV technologies.
Value Chain Analysis:
Webasto's value chain needs to adapt to the changing industry landscape. The company needs to focus on:
- R&D: Investing in research and development of EV-specific thermal management solutions.
- Product Development: Collaborating with lead users to develop innovative products tailored to the evolving needs of the market.
- Marketing and Sales: Adapting its marketing strategy to reach new customer segments, including EV manufacturers and mobility service providers.
- Operations: Optimizing its manufacturing processes to incorporate new technologies and materials for EV components.
Business Model Innovation:
Webasto needs to explore new business models beyond traditional component supply. This could involve:
- Subscription-based services: Providing thermal management solutions as a service, rather than a product.
- Partnerships with mobility service providers: Offering integrated thermal management solutions for autonomous vehicles and ride-sharing platforms.
- Data-driven services: Leveraging data analytics to optimize thermal management systems and provide value-added services to customers.
4. Recommendations
1. Enhance the Lead User Program:
- Expand the scope: Identify lead users across various segments, including EV manufacturers, mobility service providers, and individual consumers.
- Leverage technology: Utilize online platforms and social media to connect with lead users and gather insights.
- Foster collaboration: Create a collaborative environment for lead users to share ideas and contribute to product development.
- Implement a structured process: Develop a framework for managing the Lead User Program, including clear objectives, timelines, and communication channels.
2. Embrace Digital Transformation:
- Invest in data analytics: Leverage data analytics to understand market trends, consumer preferences, and competitor activities.
- Develop digital platforms: Create online platforms for customer engagement, product development, and knowledge sharing.
- Optimize supply chain management: Implement digital tools for supply chain optimization, including inventory management, logistics, and procurement.
- Enhance cybersecurity: Strengthen cybersecurity measures to protect sensitive data and intellectual property.
3. Diversify Business Model:
- Expand into new markets: Explore opportunities in emerging markets with high EV adoption rates.
- Develop new product lines: Invest in research and development of EV-specific thermal management solutions.
- Offer value-added services: Provide data-driven services to customers, such as thermal management optimization and predictive maintenance.
- Strategic alliances: Partner with technology companies, mobility service providers, and other stakeholders to develop innovative solutions.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies: Building upon Webasto's existing expertise in thermal management and its successful Lead User Program.
- External customers: Addressing the evolving needs of EV manufacturers, mobility service providers, and individual consumers.
- Competitors: Staying ahead of the competition by embracing disruptive innovation and developing new business models.
- Attractiveness: These recommendations are expected to drive growth, increase profitability, and enhance Webasto's competitive advantage.
6. Conclusion
Webasto has a strong foundation for future success, but it needs to adapt its strategy to the changing automotive landscape. By embracing a co-creation strategy, leveraging technology and analytics, and diversifying its business model, Webasto can secure a sustainable competitive advantage in the rapidly evolving automotive industry.
7. Discussion
Alternatives:
- Focusing solely on traditional automotive markets: This approach would likely lead to declining market share and profitability as the industry shifts towards EVs.
- Acquiring EV technology companies: This could provide Webasto with immediate access to new technologies, but it also carries significant risks and financial implications.
Risks and Key Assumptions:
- Technological advancements: Rapid advancements in EV technology could render current solutions obsolete.
- Consumer adoption: The rate of EV adoption could be slower than expected, impacting demand for Webasto's products and services.
- Competition: New entrants and established players could aggressively compete in the EV market.
8. Next Steps
- Develop a detailed strategic plan: Outline specific goals, timelines, and resource allocation for implementing the recommendations.
- Pilot test new initiatives: Conduct pilot projects to test the feasibility and effectiveness of new products, services, and business models.
- Invest in talent and skills: Recruit and develop employees with expertise in EV technologies, data analytics, and digital transformation.
- Monitor progress and adjust strategy: Regularly assess the effectiveness of the recommendations and make adjustments as needed.
By taking these steps, Webasto can position itself for long-term success in the rapidly evolving automotive industry.
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Case Description
In the book, Open Services Innovation, the concept of co-creation with one's customers is touted as a best practice for companies. This is also the prescription offered by the Lead User methodology built on the work of Eric von Hippel. There are a number of companies that have benefited from embracing the idea of co-creating with customers. And business school cases in general tend to discuss successful examples of various proffered concepts. This case is different. It is, in fact, a failure case, where a company faithfully followed a "best practice", and ended up with nothing to show for it. As such, it can be a powerful antidote to the usual success cases that comprise much of our syllabi. The Webasto case study provides students with an example of a company that focused on product innovation by incorporating a lead user method. Alexander Lang, director of marketing, created an elaborate open innovation process in order to help Webasto not only create innovative products, but also to differentiate itself as an innovative company. There are a number of interesting innovation, organizational, strategy, change management, and leadership issues this case brings up, all likely to generate a lively class discussion. As it happens, some of these issues prove fatal to the initiative.
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