In the automotive industry, too, business success is increasingly measured by the “smartness” of products, i.e., criteria such as networking, learning capability and automation. The smart car or connected car is integrated into a holistic mobility concept. Via the on-board system or smartphone, it offers online services, some of which are chargeable, including a payment function. How such transfers are handled technically is crucial to the success of such mobility concepts and services.
In 2020, connected cars will have exceeded a market capitalization of 200 million euros. Analysts expect this volume to rise rapidly to 530 billion euros by 2030. Almost all manufacturers and suppliers are researching smart vehicles or helping to develop them. In-car payment plays a key role in this. Examples of mobile online services in the connected car:
Before realization, the following questions, among others, must be clarified.
From an organizational perspective, automakers must decide whether they want to offer mobile payment internally, externally, or according to a hybrid model. Those who outsource in-car payment completely compromise on flexibility and speed of innovation. Most payment service providers (PSPs) develop one-size-fits-all solutions that cannot be tailored to customers’ business models. If technical or regulatory innovations are pending, the customer must be patient until the PSP reacts.
In order to remain flexible and system-independent, car manufacturers must process and manage payment transactions on board themselves (in-house approach). The high upfront costs pay off at the latest when the business model expands. Those who opt for an in-house solution acquire know-how and determine the course themselves. And if all else fails, an external expert (payment manager) can be recruited or consulted.
Because of the expensive upfront costs and fixed personnel costs, in-house processing of in Payment-Orchestration (PO) offers a middle ground between in-house and outsourcing. At its heart is an open IT platform that brings together payment channels, modules, competing PSPs, banks and other service providers. Providers of goods or web services work on it selectively with partners of their choice, tailor the payment modes to the target groups, spread the default risk, and implement innovations much faster than a single PSP would do for them.
Payment-Orchestration also pays off in medium-sized companies. As a payment specialist, aye4fin, part of the Consileon group, helps with the planning, implementation and further development of in-car solutions as well as with the optimization of payment for mobile online services and the development of business models in regulated industries.
Core competencies of aye4fin:
In the SAFe universe, there are very clearly described role models and the associated responsibilities. In the distribution of roles (especially in large corporations), a balancing act must be mastered within the transition from the waterfall model to agile working methods. In particular, the balancing act of meeting the job description, line task, and new SAFe role is considered a success factor in professional circles.
Another challenge is to proactively shape the role and tasks of managers while considering the respective implications. These implications range from pay scales or development paths to disciplinary responsibility.
Within SAFe, there is no classic leadership role and the aforementioned implications are hardly addressed in the US-influenced model.
So where to put all those executives?
SAFe® – Learn more at our workshop on SAFe with Gesa Luise Rittinghaus at the Scaling Agile Summit 2021.
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Volkswagen unveiled its new digital brand presence at the IAA in September 2019. Essential components of this far-reaching rebranding are the website in a new design with new technology, a targeted focus on end customers, their needs and wishes, and a new high-performance, easy-to-use and media-rich internet vehicle configurator.
The new brand identity is led by the Volkswagen AG logo, which was redesigned for the 2019 live run and comes along without glitz and effects, but convinces with its simplicity and reduction to the essentials.
Behind the New Brand Design is Volkswagen’s Powerhouse. There, the strategic realignment of the Volkswagen brand was planned and implemented in cooperation with the 16 most important agencies. Consileon is one of these companies that played an active role in redesigning the brand identity of the world’s largest automobile manufacturer.
As a result of the ongoing pandemic, the agencies of the “Powerhouse” presented the contents and results of New Brand Design a few weeks ago as an emotional, digital remote live event “Brand Design Master Class” in front of several hundred participants. The interested audience saw a perfectly coordinated interaction of virtually connected speakers, emotionally charged video feeds, live studio moderations and a panel discussion held live in the studio in a smaller group – naturally in compliance with the current hygiene regulations.
Consileon has been a trusted partner in Volkswagen’s digital marketing for many years. In addition to supporting the continuous optimization of website features and functionalities, Consileon is also responsible for the technical, worldwide roll-out and live market support of the vehicle configurator and dealer contact functionalities, among others. In the period following the announcement of the new brand presence, the new website was rolled out in record time. In just three weeks, 40 international markets with a focus on Europe received the new website with the new configurator and dealer contact. The remaining markets worldwide, both for passenger cars and for the Commercial Vehicles division, then followed by the end of 2020.
In 2021, Consileon will continue to support its customer Volkswagen in the further development of its digital brand presence.
From Insurance Industry 3/2021
By Ralf Bocken, Dr. Peter von Koppenfels and Raphael Kellner
Claims processing holds great potential for customer loyalty and cost reduction. A claim is usually an exceptional negative event for customers and often highly emotional. Particularly in the area of claims settlement, therefore, insurance companies have the opportunity to surprise their customers in a positive way by allaying their fears and anxieties, communicating clearly and, above all, creating fast and comprehensible processes.
From Consileon’s experience, the full benefits of digitization for insurers and customers can only be unlocked if not only the front end, but the entire process and especially all back-office processes are digitized end-to-end. The key advantages are:
For more information, see this month’s Insurance Industry article, which you can download as a reprint here. (The article is in German.)
