For several years, the automotive industry is experiencing substantial changes. New business models around CASE (connected, autonomous, shared, electric) driving have established in the market due to changes in the environment and regulatory and customer preferences, giving rise to new competitors coming from a wide range of industries. Incumbents are forced to review and adapt their portfolio. Positive synergies between the new and existing business models are even more important to create a unique ecosystem, which in turn can create a competitive advantage. Therefore, portfolio managers need a tool to effectively analyze synergy potentials, which can facilitate implementation decisions of new business models. This work analyzes existing frameworks from the literature and the automotive industry ecosystem. Based on this, a new tool was created that qualitatively and quantitatively captures synergies between a new business model and the existing portfolio. It provides management with recommendations for integration or separation. In order to test and evaluate the framework for feasibility and practicability, it was applied to BMW's business model portfolio using an example. The results of this work are based on the scientific literature and the interviews conducted with experts from the automotive industry.
|Date of Award||3 Feb 2021|
- Universidade Católica Portuguesa
|Supervisor||Christina Melanie Bidmon (Supervisor)|
- Business model portfolio
- Synergy effects
- Mestrado em Gestão e Administração de Empresas