Q1) Speedo Electric – The Plan Ahead
Strategy Levers
• First mover advantage
•
Winning Strategy
• Start small – limited area of
operation
Already existent platform
•
Prior experience in transport
business
• Acquire customers • Heavy discount model
• Nail the conscience
•
Extensive learnings from past
experiences
• Battery swapping – Innovation
•
Deep pockets and backed by beliefs
• Standardization with vendors and
ratings
•
Past customer acquisition
knowledge
•
Government support
• Collaborate and partner with EV
start ups
Has the confidence of
investors
Can use the opportunity
to utilise the learnings
from his failed ventures
Important
Q2) Can Mehta script a success story in a segment where there are no play books to refer to? How will Mehta negotiate this
challenging path while managing Speedo and its half a dozen initiatives?
Bold and had the
courage to take on
Charles Fisher
Perseverance – keeps on
fighting in spite of failed
ventures.
Not important
Yes, Mehta can
script a success
story
 Hire an HR manager
 Fix the problem of losing
customers
to
the
competitor
 Increase market share in a
foreign market
 Increase the number of
rides in metro cities. Try
selling footstep business to
competitors
• Open a new venture for
setting up charging
Infrastructure
• Look out for an additional
revenue stream
• Collaborating with startups
working Standard and
frequent quality checks to
maintain quality
• Stop acquiring/ investing in
a venture which doesn’t fall
under the same strategic
group
None
Urgent
• Don’t enter into the market
which already has an
established player instead
develop competency in the
main business domain
Not Urgent
Q3) Can Mehta assemble a team, delegate effectively and find a business model to succeed? Does he have the organizational
muscle to manage the complexity when most of his trusted lieutenants have left and new leadership hires are proving to be
short-lived?
Yes, Mehta can manage to attract key people from large organizations. Many people from high
positions were eager to work in the sector and can join the firm if right steps are taken by him
The current problems in the working culture can be be solved by incorporating the following
methods
Inclusion and Diversity – Hire from various colleges and ensure representation from all
backgrounds
Flexible working policy – Employees should be given the option to opt for a traditional office
timing of 9 am – 6 pm if they wish to
Autonomy – Autonomy to be given to the higher executives to work as per their own tried and
tested style of working instead of forcing them to the company’s way of working
Q4) Maintaining a robust charging infrastructure will be key to success. What will be the implications on the overall ecosystem and business model if non- conventional players make an
entry into this domain or some existing conventional partners go out of business? How can Mehta ensure a future-proof ecosystem of players?
Implications on Ecosystem
Entry of non- conventional players
Exit of conventional players
It would lead to better technology due to entry of new players
With newer companies and competition coming in the market,
the focus on customers centricity would increase
It would lead to a faster development of ecosystem with strong
supply chains bridging supply demand gap
Standardisation and quality checks can be an issue with many
companies trying to push their product in the market
The supply and demand gap could increase in absence of
reliable supply chain
In the absence of reliable and conventional players, the
company and the driver would be forced to find
alternative suppliers
Average wait time to book taxi could increase and lead
to higher prices during peak hours
Implications on Business Model
Change in Key partnerships
Pricing Model updates
• Due to entry or exit of players in the market, the partnerships will change accordingly
• Entry of new players would enable latest technology and cost effective solutions, bringing down the cost for the customers
• Exit of conventional players could disrupt supply chains and increase the cost for the customers
• The pricing model is highly sensitive to the supply of electric batteries and drivers and surge prices could be imposed
accordingly
• Focusing on customer centricity and loyalty would enable discounts and incentives to attract customers
1/2
Future proof ecosystem of players
Additional Battery Reserves
• Keep additional batteries in stock in case of shortages
• Maintain long lasting relationship with existing and new suppliers to deal with any supply
demand gap issue
Setup own charging stations
• In the long term, we can setup our own charging stations to reduce our
reliability on suppliers
• This would result in additional profits as it would bring our costs down
• We can also earn additional revenue from other suppliers from allowing
them to setup their battery stations at our plant
Find suitable alternatives
Quality Checks
• Due to the various disadvantages with Li batteries we should find suitable alternatives
• The company should invest in R&D and make acquistions according to reduce the dependency
on Li ion batteries
• Proper standardisation of batteries should be met to avoid any mishaps
• Frequent quality checks to be performed to maintain the required product specifications
• Ensuring reverse logistic processes are met
2/2
Q5) How can Mehta manage the constantly evolving consumer and supplier segment? Is it sufficient for Speedo Electric to be platform-centric?
Are there elements of strategy that should go beyond an IT platform?
Managing consumer and supplier segment
•
•
•
•
•
Loyalty points to be given to existing customer
base
Consistent growth targets for vehicle fleet
Discounting and incentives
Adoption of new-tech suppliers
Lookouts for cost-effective B2B partners
Is Platform specific approach sufficient
• Disruption from supply chain shocks.
• Prey to manipulative pricing
Hence, development of a self-run industry
ecosystem in the long run will protect the
company from unwanted circumstances
Going Beyond Technology
•
•
Integration of Speedo Play with Speedo
Electrics to serve premium customers and
create product differentiation
Having our charging infrastructure
Innovators and Early Adopters:
As with any adoption curve, the first to take the plunge
in the EV market have been the ‘Innovators’. This
segment are technology enthusiasts.
Early Majority:
The next segment is not that far away, we will likely see
the arrival of the ‘Early Majority’. These groups will
adopt EV once the trust is setup in the system.
Late Majority and laggards:
This segment would wait for a sufficiently long time
have trust in the system and would gather various
evidences before they actually adopt EV
Q6) How can Mehta create a partnership model that obtains B2B players’ alignment to the common strategic dimension, but
remains
sufficiently
flexible
to operate?
THE
PERFECT
PARTNERSHIP
MODEL
Establishing Value Chains
•
•
Sustainable Ecosystem to manage supply
chain shocks
Carbon-Neutral Policy to reduce carbon
footprint
Standardization Model
•
•
For flexible swapping and inter-operability
across all vehicles of similar class.
Efficient serviceability
Infrastructural Linkages
•
•
Strengthened and reliable supply chain
Improved Cost Savings