19. Towards the 2030s: Unusual Times Call for Unusual Strategies

Three main issues have to be analyzed when defining a marketing strategy in the time of digital transformation. The first one is the consumers’ desires, which are increasing to such an extent that they might be described as “unreasonable expectations”. If consumers want a quote for a built-to-order car, they expect fast responses even for the most personalised, specific requests. On-board instruments have been improved: voice-activated functions, artificial intelligence, and augmented reality. The problem lies in understanding, during the design stage, which technology actually brings value for the client. The second issue to analyze is the competitive environment. The digital revolution redefines the competition between companies and the relationships between companies in various ways, and competition occurs less within individual industries and more between different industries (Google, Apple, Amazon, Uber, Lyft, Didi). Moreover, some companies compete among themselves in certain areas, but are partners in others (co-opetition). The third issue deals with understanding how digital marketing fits into the company’s business model and how and what changes are needed in the processes. Big data must be managed; the nature of competitive advantages can change; new value propositions have to be offered; and the need of new organizational structures and culture increases. Under the pressure of the digital transformation, established carmakers must make broad adjustments to marketing strategies. They must defend “old” business segments and open new ones. The key questions are: How is selling mobility services different to selling vehicles? and “A new machine will change the world again”?