Executive summary Views from across the value chain Automaker executives Auto companies need to strengthen preparedness, execution and resource alignment • Securing talent and deploying data management and analytics top their agenda >50% • Less than 20% are confident of their organizations’ implementation and of respondents are impacted by deployment capabilities currency fluctuations, but only 15% feel well-prepared Auto retail executives • Aim to strengthen data management and customer analytics capabilities 2/3 75% • Lack of preparedness for cost control and availability of both consumer and corporate of suppliers feel well-prepared to of respondents cited positive credit support automakers for localization, impact from demand for but more than half of them are connectivity, not focused not prepared for developing local on online/digital channels Supplier executives networks in emerging markets • Well-prepared to tackle platform consolidation, fuel efficiency and weight reduction targets • Concerned about executing market expansion 70% The 2015-16 study finds that those 70% and securing talent of automakers feel in the C-suite are optimistic about of respondents believe that well-prepared to benefit from their strategic initiatives but innovative HR strategies to Captive finance executives increasing demand for used cars, but are concerned about: attract and retain talent will drive lack integrating used car initiatives • Preparedness to respond to market volatility competitive advantage, but only • Expect regulatory environment to be with dealers • Challenges with efficiently implementing key 50% of them feel well-prepared challenging, but appear well-prepared operational and technological initiatives • Are challenged by securing talent and • Securing resources, particularly talent articulating effective product/service strategy For EY’s third annual automotive “ Based on our survey fi ndings and analysis, my message to executives • Accelerate the adoption and use of analytics and data management for the year ahead is to: tools to drive operational effi ciencies – from manufacturing footprint survey, 125 global executives were • Be prepared to respond to continued volatility, with some emerging optimization to supply chain visibility markets facing potential recessions that could cascade to other regions • Develop a talent agenda to secure and deliver a competitive advantage.” interviewed to find out what’s on and change overall sector growth the C-suite’s agenda for 2015-16. • Move faster to leverage the convergence of connectivity, mobility Randall J. Miller and IT security Global Automotive and Transportation Sector Leader, EY • Refresh the dealer and sales experience to drive brand loyalty 2 | Changing lanes 2015-16 | The automotive C-suite’s agenda