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China has the second largest premium car market in the world. How should automakers address this fast-growing but complicated market?
November 2012—Manufacturing remains a critical force in both advanced and developing economies. But the sector has changed, bringing new opportunities and challenges to business leaders and policy makers. more
Will EVs short circuit in Japan or become an electrified success? McKinsey’s study of the attitudes and behaviors of early electric vehicle buyers in Japan reveals some surprising insights.
The global lighting market is on a clear transition path from traditional lighting technologies to LED. The repercussions will be significant; businesses from adjacent industries need to prepare now for the upcoming changes.
July 2012—Despite setbacks, the country’s strategy for building an electric-vehicle industry could still get back on track.more
July 2012—New research suggests that the price of lithium-ion batteries could fall dramatically by 2020, creating conditions for the widespread adoption of electrified vehicles in some markets.more
February 2011—Large cities may be the ideal test track for the mass market. Catalyzing early adoption could take less than most auto executives and policy makers think.more
July 2010—Strategists can challenge conventional wisdom and better prepare for uncertainty by analyzing the complex and not-so-obvious ways global trends interact in their industries.more
November 2009—Many carmakers design electric vehicles intended to satisfy the needs of almost all customers. Instead, they should embrace a radical new form of market segmentation.more
June 2009—Upon entering the mainstream—in a few years or a couple of decades—electrified cars will transform the auto and utilities sectors and create a new battery industry. What will it take to win in a battery-powered age?more
Learn what Western suppliers do right—and wrong—when trying to "crack" Japan's OEM market, and see why some managers may ask, "Is it really worth it?"
McKinsey's research reveals OEM-supplier interface-related waste amounting to roughly €22 billion per year for the Western European and North American automotive industries combined.
McKinsey DARE (defining automotive retailing excellence) initiative offers an objective, fact-based view of the future of automotive retailing in Western Europe and weighs the chances of continued evolution versus a true retail revolution.
Automotive and assembly sector players have succeeded at driving down costs in their core businesses, but their very success exposes the widening gap between that core performance and the results of their business support functions.
Examine the four issues with significant strategic implications for construction equipment (CE) OEMs worldwide: cyclicality, the growth of the Chinese market, the challenge from emerging CE players, and customer needs.
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