2Source : DRAUP
Executive Summary (Slide 1 of 2)
- Key Business Priorities: In the past 3 years GM redefined it’s business strategy across 3 major initiatives- Exit from non-profitable markets- Cash infusion into emerging technologies- Organisational restructuring that enables swift growth and innovation
- Exit from Non-profitable markets: Exiting from non-profitable markets notably from Europe and India has helped the company to regain profitability. Majority of their business activities are consolidated towards North America and China. US and Canada are the key regions that holds most of the GM Engineering Talents working on emerging technologies like Electric vehicles, Autonomous cars and New mobility business models. GM placed a major bet in partnership with the Chinese Giant SAIC on building hybrid and Electric vehicle portfolio in Cadillac and Buick brands.
- Technology Focus: GM’s strategic roadmap is framed around 3 technology areas that will help the company emerge as a mobility leader:- Mass market electric vehicles with Chevy bolt as a foundation platform- Autonomous vehicles deployment using ride-hailing and ride-sharing around Tier-I cities in US- Transportation as a Service with an aggressive business model expansion in Maven platform.
- Organisational restructuring: Mary Barra redefined GM’s traditional business culture by hiring and positing visionary leaders that showed high focus on on ecosystem development, financial sustainability and new age product development. Leaders like Dan Ammann have played a key role in elevating GM’s position in the industry by acquiring new age engineering capabilities through planned investments, acquisitions and partnerships.
3Source : DRAUP
Executive Summary (Slide 2 of 2)
- Key decision makers & buying centers: Detroit is the central hub for key decision making to facilitate key strategic partnerships across globe. Apart from the headquarters, Bay Area, Canada and China have rapidly emerged as new decision making hubs. Bay Area is majorly focused towards the development of autonomous cars and electrification. Kitchener and Ontario centers in Canada explore new partnering opportunities to incubate new ideas for urban, multi-modal transportation systems that combine public transit, ride-sharing.
- EV partner zones: GM leverages partnership with LG to acquire and scale EV tech capabilities. Design and development of Battery cell, power distribution module and creating a charging infrastructure network are high intensity partnership areas for GM.
- AV partner zones: System Integration, feature development and sensor fusion are key AV tech stack focus areas that witnesses partnership and outsourcing activities. Software integration and testing, simulation platform testing and validation, Cybersecurity are key opportunity areas for service providers.
- New mobility business models: GM’s Maven Gig is an ideal example that portrays the company’s mobility activities towards unexplored use-cases. Company is planning to build new-age collaborations with multiple transportation players that will help them create innovative business models around the mobility ecosystem.
- Data Monetization: The company’s initiatives to rollout EV and AV through TaaS business platforms will create a huge IoT network that acts a strong data source. The network creates a great monetization opportunity for the company through cross-industry vertical partnerships.
AGENDA
Ø GM’s Financial and strategic outlook
q Key strategic initiatives
q Leadership priorities
q Emerging technology focus areas
Strategy Teardown
GM Strategic Overview
Technology Focus Areas
01
02
Electric Vehicles (EV)2.1
Autonomous Vehicles (AV)2.1
Mobility2.1
5Source : DRAUP
Company Overview – Around 85% of revenue is contributed by GM’s North American operations and joint venture with Chinese manufacturers
Revenue vs R&D spend (2015-17)
$135.73 B$149.18 B $145.58 B
$6.00 B $6.60 B $7.30 B
2015 2016 2017
Revenue in billion R&D spend in billion
76.60%
15.06%
8.34%
Revenue share by segment (2017)
General Motors (GM) engages in the manufacture and sale of cars and trucks in the United States, China, Brazil, Germany, the United Kingdom, Canada, and Italy. General Motors acts in most countries outside the USA via wholly owned subsidiaries, but operates in China through 10 joint ventures. GM's OnStar subsidiary provides vehicle safety, security, and information services.
GM BrandsAbout GM
Headquarter:Greater Detroit Area, United States
Revenue (2017):$145.58 billion
R&D Spend (2017):$7.30 billion
Revenue CAGR (2015 -2017):10.30%
GM Financial
GM International
GM North America
Note – DRAUP data curated from GM’s financial reports published annually and updated in July, 2018
6Source : DRAUP
Challenges & Initiatives – GM leadership has envisioned a roadmap focused on key initiatives such as market consolidation, technology leadership and organizational restructuring
BankruptcyAfter years of losses, the troubled automaker is forced into bankruptcy. GM is set to close a dozen facilities and cut more than 20,000 jobs.
Losing Global DominanceGM had lost its global dominance and was losing market share in regions outside US like Europe, India and Australia.
Lagging in Emerging technologiesAutomotive ecosystem was being penetrated by cross-vertical technology giants that were advancing in terms of technology and reshaping the transportation industry
Visionary LeadershipStreamline leadership team and place best executives in positions where they can use their diverse perspectives and extensive global experience
Exit Non-performing MarketsGM sold its stakes in loss making businesses to generate fresh capital for its core businesses.
Invest In New Technology AreasGM leaders plot a long-term strategic plan to penetrate and develop new auto capabilities to revive the industry dominance
Sustainable Roadmap PlanningLeaders have witnessed the potential in every area of auto business and understood the potential of GM to become a leader that will ensure sustainable business for GM
Operational RestructuringExiting Non-performing markets like India and Europe ensured profitability
Position as a Mobility LeaderInfuse capital from non-performing markets into electrification, autonomy and mobility that will lay foundation for GM to begin their journey as a mobility player.
Challenges Initiatives Solutions
1
2
3
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
7Source : DRAUP
Visionary Leadership (1/2): Strategic initiatives of top leaders in the past 3 years indicates high focus on ecosystem development, financial sustainability and new age product development.
1 2 3Mary Barra
Chairman and Chief Executive Officer
Mary Barra is 33 year veteran of GM and has held rolesin engineering and assembly. Barra is firmly ensconcedin her leadership role, having assembled perhaps thebest management team GM has ever had
Market Consolidation:Ø Shut down money-losing operations Russia,
Australia, India, South Africa and Europe
Technology initiativesØ Ride-hailingØ Self-driving VehiclesØ Mass market Electric vehiclesØ Connectivity
Operations optimisationØ Restructure LeadershipØ Redefine GM’s traditional strategy
Dan Ammann
President, General Motors.Autonomous and MobilityLeader
Dan Ammann was hired by GM to lead its globalbusiness restructuring and infuse capital into thebusiness. He is known for his shrewd corporateinvestment strategies.
Business Restructuring:Ø Helped General Motors through bankruptcy by
advising during its 2009 restructuring
Partnership and AcquisitionsØ Successfully lead the acquisition of Cruise
Automation and StrobeØ Acquisition of SidecarØ Partnership with SoftBank for Autonomous vehicles
Financial StabilityØ Decision-making on key investmentsØ Captive finance business, GM Financial
Mark Reuss
Executive Vice President, Global Product Development, Purchasing and Supply Chain
Mark Reuss was hired to head GM’s global engineering& operations and develop a globally competitiveportfolio of electric vehicles.
EV Roadmap:Ø Developed global electrification plan and launch
strategy of 20 EVs by 2023
Product Development:Ø Led product development for mass production of
autonomous vehiclesØ Led the launch of Chevy Bolt EV and it’s modular
platform strategy
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018:
8Source : DRAUP
Mary BarraChairman and Chief Executive Officer
Dan AmmannPresident
Alan BateyExecutive VP, GM North America
Daniel E. BerceSenior Vice-President,
GM Financial
Kimberly J. BryczSenior Vice-President,
Global HR
Stephen K. Carlisle Senior Vice-President,
Cadillac
Chuck StevensExecutive VP
Tony CervoneSenior Vice-President,
Global Communications
Barry EngleExecutive VP, GM International
Mark ReussExecutive VP, Product
development
Randall D. MottSenior Vice-President,
CIO
Dhivya SuryadevaraExecutive VP & CFO
Alicia Boler DavisExecutive VP, GM Manufacturing
Craig GliddenExecutive VP & General Counsel
Rick WestenbergVice President, Treasurer
Thomas S. TimkoVP & Chief Accounting
Officer
Matt TsienPresident, GM China
1 2 3
Visionary Leadership (2/2): New Organizational Structure and Key Stakeholders
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018:
9Source : DRAUP
Exit non-performing markets (1/3): GM’s exit from non-profitable markets facilitated capital infusion into new-age focus areas such as electrification, autonomy and mobility
General Motors market exit across the world
San Francisco, USA
Los Angeles, USA
Detroit, USA
Kitchener, Canada
Toronto, Canada
Sao Paolo, Brazil
Israel
Australia
Shanghai, China
Incheon, South Korea
South Africa
India
Europe
Talegaon plant will be used
to manufacture products for
export. the company's
technical center is in
Bangalore.
GM can possibly exit
Mexico due to strong
export regulations by
Trump administration
GM has sold its Opel and Vauxhall vehicle
brand to PSA group in
Europe for $2.3 billion
New locations
Active locations
Shutdown locations
GM sold its
Struandale plant to
Isuzu for $600M
GM saved ~
$600M on closing
Holden operations
Toluca, Mexico
• GM sold its Opel and Vauxhall vehicle brand, which it had controlled for 90 years, to PSA group in Europe for $2.3 billion. GM has been losing money in Europe every year since 1999.
• GM pulled out of India as it struggled to gain market share in its 20 years of operations coupled with frequent changes in top management and inconsistent product strategy.
• The decision to stop Holden production in Australia was taken because of rising cost of manufacturing, sourcing of auto parts and absence of government subsidies.
• GM views South Africa as a less profitable market with little return on investments compared to other global markets.
1 2 3
Note: Global Footprint Data curated by DRAUP and updated in July, 2018
10Source : DRAUP
1 2 3
Exit non-performing markets (2/3): Detroit, Bay Area, Canada and China have rapidly emerged as new decision making hubs
Greater Detroit Area, HQ, USA
Focus: Autonomous vehiclesPowertrain
Change: +2600 FTE
San Francisco Bay Area, USA
Focus: Cruise, Autonomous vehicles, InfotainmentChange: +1100 FTE,
Toronto, Canada
Focus: Connected cars,Infotainment, Green technology
Greater Los Angeles Area, USA
Focus: Advanced designstudio
Kitchener, Canada
Focus: Ridesharing, Multi-modal transportationChange: New Centre
Shanghai, China
Focus: Electric Vehicle, Powertrain, Telematics
Change: Proposed Hub
Bangalore, India
Focus: Automotiveelectronics & control,Light weight materials
Herzliya, Israel
Focus: AI, Cybersecurity, Smart mobility
Turin, Italy
Focus: Propulsion system, Hybrids
Frankfurt Am Main Area, Germany
Focus: Vehicle engineering, propulsion & connectivity
Toluca, Mexico
Focus: Interior components,Thermal systems
Change: Satellite to Outpost
X
Melbourne, Australia
Focus: Powertrain, Holden R&D
XFocus: Vehicle design,
Battery electric vehicleChange: Proposed Satellite
South Korea
Focus: Innovation and testing
Mannheim Area,Germany
Focus: Cold weathervehicle development
Change : Proposed Satellite
Ontario, Canada
Sau Paolo, Brazil
Focus: Design and testing
Outposts
Satellites
Hubs
X
Shut down predicted
Shut down (During last 2 years)
New Center/ Centre Maturity
Note: Global Footprint data curated by DRAUP and updated in July, 2018
11Source : DRAUP
1 2 3
Exit non-performing markets (3/3): High focus on emerging tech areas across key decision making hubs
Key decision making hubs for GM
Detroit, USA
R&D Workforce: 21,600
# of R&D Centers: 4
R&D Location Class: Headquarter
Center Cost: $4.9 Billion
California, USA
R&D Workforce: 170
# of R&D Centers: 1
R&D Location Class: Hub
Center Cost: ~$ 2.0 billion
Canada
R&D Workforce: 300
# of R&D Centers: 4
R&D Location Class: Hub
Center Cost: $72 Million
Shanghai,China
R&D Workforce: 300
# of R&D Centers: 2
R&D Location Class: Hub
Center Cost: $39 Million
Centres: • Cold Weather Development Centre,
Kapuskasing: Cold Weather Vehicle Development tests, Cold Weather Exposure test
• Canadian Technical Centre –Markham: Software development for autonomous vehicle, infotainment & connected vehicle technology, advanced mobility innovation and advanced automotive technologies in chassis electronics
• 2908 at Communitech – Kitchner: Advanced smartphone applications, ride-sharing services, multi-modal transportation systems
• Canadian Regional Engineering Center – Oshawa: automotive Infotainment, control & diagnostics development
Centres:• North Hollywood Advanced
Design Center, North Hollywood: Creation of clay surface and refinement of advanced concept programs, development and support of exterior and interior of vehicle, UI/UX design & innovation, embedded controls software for engine fuel and emissions etc.
• GM Advanced Technology Lab:Vehicle infotainment software products, vehicle systems simulation, HTML5 platform for its Cadillac etc.
• Cruise Automation: Development of technology related to autonomous vehicles – Cruise Automation
Centres: • Global Battery Systems test lab –
Warren: Charger development, testing, cord set testing, competitive benchmarking, prototype battery packs.
• GM Global Technical Centre –Warren: Car sharing, ride sharing, autonomous vehicles and electric vehicles, simulation platform for future mobility analysis etc.
• Manufacturing Systems Research Lab – Warren: Decision making, alliances, social networks, market research and statistical modeling
• Pontiac Engineering Center/ Powertrain Engineering - Active Fuel Management System, Ignition Coils, Fuel Injectors, fuel cell-polymer electrolyte fuel cell system etc.
Centres: • GM China Advanced Design center
– Shanghai: Automotive design, customer mobility behaviour
• GM China Advanced Technical Center – Shanghai: integration of in-vehicle connectivity systems, radar, cameras and ultrasonic sensors in Cadillac models, powertrain design, electrical and fuel cell design, chassis, HVAC, body, exterior and interior development and telematics.
• Pan Asia Technical Automotive Center –Shanghai: Climate wind tunnel test, fleet evaluation tests, performance tests, durability tests, weather exposure tests, high altitude tests
Note: Global Footprint data curated by DRAUP and updated in July, 2018
Source : DRAUP
12
12
2020
2780 2700
3920
6330
3040
5140
1180
16402090
34503720
3960
6390
3120
5440
1360
2250
0
1000
2000
3000
4000
5000
6000
7000
GM Talent Analysis: GM’s recent hiring activities and future hiring announcement indicates that Data Science, App development and System Engineering roles will witness a high growth rate
UI/UXData
Science & Analytics
App Development
BodyEngineering
Chassis Powertrain Electronics/ Infotainment
Powertrain Systems Engineering
Software Mechanical Embedded
AI/Data analytics and System Engineering roles are expected
to be placed towards the development of autonomous and electrification technology
development
Software Development & maintenance engineers are
expected to be the most sought talents that will help
GM mainly towards new mobility business models
1.40%
11.25%17.35%
0.51%
0.44%
1.33%
2.87%
7.25%
17.10%
Key Assumptions- Analysis of around 300 engineering job roles to arrive at annual growth rates- It is assumed that 70% of the job openings get fulfilled annually- Attrition rate of 5% has been considered based on GM’s past 3 years historic data
2018 2020
XX %YoY Growth rate
Tale
nt H
eadc
ount
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
Warren, Bay Area & Canada are Key hotspots for R&D expansion
13Source : DRAUP
1 2 3
AUTO MANUFACTURING
CONNECTIVITY
ELECTRIFICATION
Engine Development
Body in White
New
Foc
us A
reas
GM
Cor
e Ex
pert
ise
V2V V2I V2X
Vehicle Chassis Building
Transmission Engineering
Invest On New Focus Areas: Disrupting mobility business models and defining TaaS as a platform for electrification and autonomy will help GM achieve dominance as a full stack mobility player
VEHICLE AUTONOMY
BEV HEV/PHEV Fuel Cell Level 2Semi Autonomous
Level 3Auto-Pilot
Level 4/5Fully Autonomous
Ride-hailing & sharing
P2P Car-Sharing
Car Rental
Car as a Subscription
TRANSPORTATION AS A SERVICE (TAAS)
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
AGENDA
Ø Details on GM’s technology focus areas
q Strategic Priorities
q Competitive landscape
q Technology stack and current vendor ecosystem
q Key decision making and buying hubs
Strategy Teardown
GM Strategic Overview
Technology Focus Areas
01
02
Electric Vehicles (EV)2.1
Autonomous Vehicles (AV)2.2
Mobility2.3
15Source : DRAUP
EV Positioning Strategy: GM’s current EV focus is on mass market segment
Market share
EV R
eadi
ness
1
1 : Readiness considering factors - % R&D Talent, Leadership Commitment, Time to Market, % patent filing and partnerships
Mass market EVs Premium EVs
GM
Tesla
Volkswagen
BMW
Renault-Nissan
Ford
BYD
Tesla
BMW
BYD
Ford
Major brands have started to focusing
on the mass market EV segment
~5%Global EV market share
~70% EV sales from USA
~25% EV sales from China
~25 %Of electric vehicles sold in
US by GM in 2017
~ 29KChevrolet Bolts sold in 2017
Chevy Volt and Bolt have made GM a
popular brand in the mass market segment
Tesla and BMW have concentrated
on premium vehicles since the beginning
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
16Source : DRAUP
Present status : 2015-2017 Future initiatives: 2019-2025
Vision & Roadmap: Setting North America and China as EV targets will help GM showcase immediate dominance in the world’s largest auto markets
• Sold 29,325 Bolts in 2017
• 3 models each in US and China with electrification
• Global model Cadillac CT-6 being manufactured in China
• Developed a new modular BEV platform for future vehicles
• Cost of battery pack: $145 per kilowatt-hour
• Introduce new Chevrolet Bolt model based on modular BEV2 platform
• Launch 18 electric vehicles based on new EV platform from 2019
• Launch 10 more heavily electrified models in China between 2021 and 2023
• Launch new modular BEV2 platform• Reduce cost of battery to $100 per Kwh
by 2021
EV-portfolio
EV Technology
Chevrolet Bolt
EV portfolio
EV Technology
Chevrolet Bolt
• Sold more than 130,000 units of Chevrolet Volt since its release in 2010
Chevrolet Volt
Build Affordable And Accessible EV Platform That Positions GM As
An Electrification Leader
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
17Source : DRAUP
GM China: GM has chosen the route of joint ventures (JVs) in China to develop Cadillac and Buick brands that can be scaled and monetized globally
GM’s home grown brands
Will launch EVs under a new Chinese brand
eGT New Energy Automotive Co
Mini Electric (yet to launch)
Tesla plans to launch a fully-owned subsidiary in China by 2020
SOL
A new Chinese brand
A Chinese brand for luxury EVs
A new Chinese brand
A Chinese brand for luxury EVs
A Chinese brand for mass market EVs
Manufacturing home grown global brands in China via JVs
has allowed GM to sell them at affordable price in a hugely
popular EV market
JV with Chinese OEMs enables GM to scale and expand Cadillac and Buick’s EV
portfolio to other technology ready markets
10 future EVs planned in China through JVs
Note: Analysis is based on the DRAUP’s partnership module, updated in July, 2018
18Source : DRAUP
Delays in model 3 production
EV Platform Strategy: GM has been early in developing a proven and scalable modular electric vehicle platform that lays a foundation to set a strong EV footprint
2012 2013 2014 2015 2016 2017 2018 2019 2020 2022 2025
Chevy Bolt concept BEV launched
Launched Chevy Bolt based on a modular
platform
Launch 2 crossoversbased on Chevy Bolt
platform
Launch 5 crossovers, 2 minivans & 7 SUVs based on
Chevy Bolt platform
Model S launched with 335 miles range
Model X launched with 380 miles range
Model 3 launched with 350 miles range
Planned Model Y based on Model 3
platform
e-Golf launched with 118 miles range
Development of Modular Electrification Toolkit (MEB)
complete
i3 BEV launched with 130 km range
Mini Electric to be launched based on i3
technologies
Plans to build a modular electric vehicle platform
Launch 12 BEVs based on modular electric platform
2nd generation Nissan Leaf launched
Common scalable EV platform
Launch 12 BEVs based on new electric
platform
Dedicated EV architectures for future vehicles
Launch 16 BEVsFord Focus launched with 76 miles range
Launch Volkswagen I.D. vehicles based on MEB
platform
GM has an early start in terms of developing a modular EV platform
Bolt’s modular architecture has enabled GM to manufacture
Bolt at scale in the same assembly line for gasoline fueled
models without any heavy investments
Gm believes, platform sharing will lower development cost, enable faster R&D and swift
launch of future electric vehicles
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
19Source : DRAUP
EV Capability Deep-dive: GM partnered with a one-stop EV technology provider to enable faster R&D and swift product launch
Battery pack Drivetrain Motor Drivetrain Infotainmentsystem Charger
Acquisition Investment Partnership Inhouse
EV readiness
High Medium Low
Compact Power, Inc. (CPI)
GM has identified mass market EVs as an untapped segment
and intends to capitalize on the shortcomings of major brands
like Tesla
GM considers Tesla’s Model 3 as its strongest competition
and benchmarks it EV platform against the yet to
be delivered model.
GM’s strategy to partner with other technology partners has enabled it to launch a scalable mass-market EV
earliest in the market
Note: Analysis is based on the DRAUP’s vendor ecosystem module, updated in July, 2018
20Source : DRAUP
Partnership Opportunities: High partnership opportunities in Battery cell development, power electronics and Charging infrastructure development.
Battery Cell
Battery Pack
Battery Management System
Power Electronics
Transmission & Motor
Infotainment
Charging Infrastructure
Key Activities and partners
• Design & production of alternate battery cells • Development of battery control algorithms
Elec
tric
Veh
icle
tech
nolo
gy s
tack
• Design & production of battery packs • Development of battery heater
• Power consumption optimization
• Statistical modelling & analysis of battery components • Software design and development
• Data logging and testing
• High power distribution module
• Accessory power module
• Embedded design and development
• Embedded testing and maintenance
• Electric circuit performance analysis
• Instrument cluster development
• Motor controller design and production • Drivetrain systems integration
• Design and testing of electric transmission
• Software design development • Infotainment system development
• Construction and design of charging station
• Powerline communication module
• Development of on-board charger
• Development of fast charging network
• Wireless charging infrastructure
Partnership Intensity
• Motor dynamo testing
Low
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
21Source : DRAUP
LocationWarren, MichiganGreater Detroit Area
EV headcount~ 1700 FTES
R&D Spend~ $45 million
Center LevelHQ & Hub
Key InfluencersPamela Fletcher
Vice President & Exec Chief
Greg HubbardDirector - Battery
Systems Engineering
GM Global Research HQ/ Warren Technical
Centre
Key InfluencersWilliam F. Bertagni
President, Pan Asia Technical Automotive
Center (PATAC) &Vice President, Vehicle Engineering, GM China
Lynn LongoManaging Director,
Shanghai OnStar / GCC Beijing Group
Pan Asia Technical Automotive Center
LocationShanghai
EV Headcount300 - 500
R&D Spend~ $40 Million
Center LevelHub
Key Activities
Key Profiles
• Testing and validation engineer
• Subsystem validation engineer
• Fuel cell systems engineer
• Energy storage system product development
• GM’s Global Battery Systems Lab has been responsible for testing and validating both battery cells and packs for all of GM’s vehicle electrification systems, including the battery systems for the Chevrolet Volt, Cadillac ELR, Chevrolet Spark EV and GM’s eAssist light electrification system.
• Additional capabilities of the lab include:• Development of dedicated equipment for
future vehicle battery system such as charger development and testing, cord set testing and competitive benchmarking.
• Development of prototype battery packs• Act as the hub for validation and testing of all
battery systems designed for use in future GM vehicles
• Validate and test updates to existing battery chemistries and system designs.
Key Profiles
• Vehicle Safety Integration engineer
• Design Release Engineer
• Powertrain Test Engineer
• Electronic Propulsion Hardware Development
Engineer
• System validation Engineer
• Automotive Crash Safety Engineer
Key Activities• Envision Visual Center: Virtual visualization
facility for design reviews, central signal control system
• Vehicle Safety Lab: Vehicle safety, sled safety lab and component/subsystem safety research and development.
• Climate Wind Tunnel: Simulate climatic environment, Simulate road load, test of vehicle HVAC system, thermal systems integration etc.
• Noise , Vibration and Harshness lab: Climate simulation, energy conservation, noise testing etc.
Sandra MonterossoEngineering Group
Manager - Battery Cell and Module Release
EV Buying Centres: Prospective EV partners need to reach out to the leaders in Warren to build a strategic partnership that would expedite their electrification rollout strategy
Note: Global Footprint data curated by DRAUP and updated in July, 2018
22Source : DRAUP
Key Leaders & Influencers
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
Managers
Director
Greg StrutzEngineering Group Manager -
Hybrid Powertrain
Greg CesielEngineering Group Manager at
General Motors
Jerry BeemerDirector - Transmission & Electrification Hardware
Engineering
John HarafDirector - Electrification Controls
Integration
Jinming LiuManager, Electrification
Powertrain System Integration
Greg HubbardDirector - Battery Systems
Engineering
James RichardsDirector - Global Transmission
and Electrification Development and Validation
Vice President
Rodney MaloneAdvance Propulsion Engineering Group Manager - Electric Motors
and Global Drive Units
Pamela FletcherVice President & Exec Chief
Engineer Autonomous & Electrified Vehicles
Cathy RoseEngineering Group Manager -Global Electrification Controls
Martin FoulkesEngineering Group Manager -
Transmission and Electrification N&V
Steve TarnowskyDirector - Global Transmission & Electrification, Advanced & New
Product Engineering
Praveen KedarDirector - Powertrain Planning -
GM China
Sandra MonterossoEngineering Group Manager -
Battery Cell and Module Release
Vimesh PatelEngineering Group Manager -
Propulsion System Intergration
Mark MientkiewiczGlobal Program Quality Manager
- Electrification
Sohail KhanManager, Powertrain & Electrification - Program Planning/Management,
Top Leader
Mark ReussExecutive Vice President, Global
Product Development, Purchasing and Supply Chain
Source : DRAUP
23
23
Greg Hubbard – Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
Greg HubbardDirector - Battery Systems Engineering
Experience:• Director, Battery Systems Engineering, GM –
(2018 – present)
• Chief Engineer, Electric and Hybrid Propulsion
Systems, GM (2014 -2018)
• Director, Electrification Controls, GM (2012- 2014)
• Senior Manager, Hybrid & Electric Vehicle
Controls, GM (20117, 2012)
• Engineering Group Manager, Hybrid Control
Algorithms, GM (2003 -2007)
Education• Massachusetts Institute of Technology• Rose-Hulman Institute of Technology
• Greg decides on products and services after having a hands-on experience of the same and hence prefers engaging with subject experts with strong technical knowledge.
• Greg is also very feeling-oriented and would engage in a long term relationship if he gets the feel of the product/service. He is open and transparent about his expectations and expects the same from the other party.
• Greg is likely to engage more if the pitch is precise and substantiated with facts and logic with proper use of technical terms.
• Ensure that you’re honest about your product and do not exaggerate or embellish its virtues a lot.
• Do not make the mistake of oversimplifying features of your product/service while explaining them to Greg
• Ensure to establish trust with Greg and provide a complete and accurate overview of your product/ service.
• While highlighting the best features of your product/ service, explain how purchasing it will provide Greg with an advantage over the rest
• A unique and innovative solution that can disrupt automotive industry will ensure greater likelihood of your product/ service being purchased by Greg.
• If Greg is unaware of all the features of your product/service or doesn't have an in-depth knowledge of its practical applications, then it's a deal breaker.
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
Technology LeaderAbility to look at ways of revolutionizing products or industries through technology disruption
ReliantLikelihood of being loyal to a product or service in the long run
PioneerConstant endeavour to try out new things and find ways to do something better
Source : DRAUP
24
24
Sandra Monterosso – Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
Sandra MonterossoEngineering Group Manager -Battery Cell and Module Release
Experience• Engineering Group Manager -
Battery Cell and Module Release,
GM (2017 – present)
• Engineering Process Strategy
Leader, GM (2016 - 2017)
• Battery Project Lead, GM (2015 –
2016)
• Program Manager, GM (2009 –
2015)
• Business Manager, GM (2008 -2009)
Education• Rensselaer Polytechnic Institute• Kettering University
• Ensure you have planned your session tightly and that your presentation looks good and organized and facilitate Sandra to understand your objective.
• During the meeting, be quick and spontaneous. Focus more on understanding the nature of issue and deriving a solution for the same. Sandra is more interested in how you can help her.
• Ensure that your communication style is sharp and concise, focusing on addressing the solutions for the problems that Sandra faces.
• During the meeting, use a comparative approach where you compare your product/service with others in the market in order to leave a lasting impression on Sandra
• Try to convince Sandra that your product/service and its price is the best that she is going to get in the market.
• Be prepared to address Sandra’s queries else she may lose interest and think that you are only there sell your product/ service
• Back your claim that Sandra is getting the best deal when compared to what others competitors might offer with strong facts, else it’s a deal breaker for her.
• If you're unable to understand and articulate Sandra’s precise requirement, then it's a deal breaker for her
MethodicalVery close attention to details and preference for structure in their work.
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
Challenge drivenChallenge driven people look at problems as opportunities and find efficient solutions to them.
AdaptableAbility to thrive in different situations or environments, and adapt to changes quickly and continuously. .
Source : DRAUP
25
25
Vimesh Patel – Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
Vimesh PatelEngineering Group Manager -Propulsion System Integration Experience• Engineering Group Manager -
Propulsion System Integration, GM
(2015 – present)
• Senior Manager - Global
Electrification Powertrain Planning &
Strategy (2007-2014)
• Hybrid Development/Validation
Engineer, GM (2005 – 2007)
• Lead Systems Engineer/Project
Manager, GM (1998 -2005)
Education• Indiana University Bloomington• University of Michigan• Purdue University
• Vimesh decides on products and services after having a hands-on experience of the same and hence prefers engaging with subject experts with strong technical knowledge.
• During the meeting, be quick and spontaneous. Focus more on understanding the nature of issue and deriving a solution for the same. Vimesh is more interested in how you can help him.
• Vimesh is likely to engage more if the pitch is precise and substantiated with facts and logic with proper use of technical terms.
• Ensure that you’re honest about your product and do not exaggerate or embellish its virtues a lot.
• During the meeting, use a comparative approach where you compare your product/service with others in the market in order to leave a lasting impression on Vimesh
• Try to convince Vimesh that your product/service and its price is the best that he is going to get in the market.
• Do not make the mistake of oversimplifying features of your product/service while explaining them to Vimesh
• Back your claim that Vimesh is getting the best deal when compared to what others competitors might offer with strong facts, else it’s a deal breaker for him.
• If you're unable to understand and articulate Vimesh’s precise requirement, then it's a deal breaker for him
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
Challenge drivenChallenge driven people look at problems as opportunities and find efficient solutions to them.
Technology LeaderAbility to look at ways of revolutionizing products or industries through technology disruption
PioneerConstant endeavour to try out new things and find ways to do something better
AGENDA
Ø Details on GM’s technology focus areas
q Strategic Priorities
q Competitive landscape
q Technology stack and current vendor ecosystem
q Key decision making and buying hubs
Strategy Teardown
GM Strategic Overview
Technology Focus Areas
01
02
Electric Vehicles (EV)2.1
Autonomous Vehicles (AV)2.2
Mobility2.3
27Source : DRAUP
Level 1Driver Assistance
Level 2Partial
Automation
Level 4High Automation
Level 5Full Automation
2012 2014 2016 2018 20202010 2022
Level 3Conditional Automation
Capitalize Level 5 capabilities to integrate
level 3 SuperCruise in Cadillac
Deploy Fleet of self-driving Bolt EVs for
ride-hailing service in US by 2019
Launched Semi-autonomous Cadillac CT6
equipped with self-driving system ‘SuperCruise’
Waymo & Uber skipped semi-autonomous levels
to focus on level 5 integration with OEMs
GM Tesla Ford Waymo UberProduct focus Integration focus
Level 0No Automation
GM’s out-of-the-box AV efforts are evident in their deployment strategy trying to monetize each level of
Autonomy
GM realised that to attain technology leadership in the
industry EV focus is not enough.
Failing to build AV expertise will create a technology
dependence in future towards giants like Waymo
(Google), Uber etc.
AV Positioning Strategy: Apart from building a strong EV foundation, GM placed autonomous vehicles as a top priority and defined commercialization strategy to stay ahead of other contenders
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
28Source : DRAUP
2016-2018 2019-2025
Evolve as Full-stack Self-driving Technology
Leader
Capitalized GM Cruise capabilities and launched Level-2 Cadillac CT6 to keep up with frontrunners like Tesla, Ford etc.
Strong EV foundation helped GM integrate EV and AV technologies to mass produce 130 self-driving Bolt EV prototypes
Launched “Cruise Anywhere” Beta app to test run self-driving ride hailing service for GM Cruise employees
Deploy driverless, all-electric Chevy Bolts without steering wheels through ride-hailing in San Francisco and Phoenix areas.
Integrate Level-3 ‘SuperCruise’ controls across all Cadillac models
• Launch Autonomous ride-hailing service across major cities in US
• Level 2/3 ‘SuperCruise’ automation in all GM vehicles
2017
2017
2018
2019
2020
2030
Vision & Roadmap: GM setup practical and feasible goals that could ease their way to emerge as a full stack self driving leader
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
29Source : DRAUP
Launch Level 5 and then establish Level 3 dominance
Focus on Level 5 to establish AV integration leadership
Focus on Level 5 to establish AV integration leadership
Embed vehicles with AV capabilities and deploy through OTA updates
Skip Level-3 and focus only on level-5
2016 2018 2020 2023 2025Deploy Fleet of Level-5 Bolt EVS
Level 2 Level 3 Level 4 or above
Level-2 “SuperCruise”
Integrate advanced “SuperCruise” in GM Lineup
Deploy Fleet of robotaxis
Partner with automakers to deploy full stack AV solution
Achieve 7.0 million test miles to prove AV domination
Deploy Fleet of AV ride-hailing services
Partner with OEMs to deploy full stack AV
Test phase: Uber’s Self-driving ford fusion and Volvo XC90
Rollout Level-5 in Autopilot-2 embedded vehicles through OTA updates
Level-2 Auto-Pilot Model S & X
Level-5 hardware Embedded in to “AutoPilot-2” Tesla lineup
Level-2 integration Rollout Level-5 Self-driving Ford fusion for ride-hailing and door delivery services
GM will prove technology expertise by deploying Level-
5 ride-hailing service and integrating the expertise in
SuperCruise System to achieve Level-3
Unlike other Level-5 contenders GM will neither follow a step-by-
step approach nor skip a level.
GM visions to have a portfolio of vehicles that will have some form of
electrification and autonomy
AV Commercialization Roadmap: Capitalize AV capabilities to establish as a self-driving expert and then integrate Level 3 system in GM’s EV portfolio globally
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
30Source : DRAUP
2016 2018 2020 2022 2025
Level 2 integration with Cadillac CT6
hybrid
Deploy Level 5 Bolt EV Fleets
Level 3 integrated Cadillacs
GM integrates all EVs with some level of autonomy
Test Level 5 in Jaguar I-Pace
Test Level 5 in Chrysler Pacifica
Partner with OEMs to deploy AV technology.
Test self-driving with a fleet of ford
fusion
Test Self-driving with fleet of Volvo
XC90
Partner with OEMs to deploy AV technology
Waymo & Uber are eyeing on showcasing their AV
integration capabilities than AV-EV integration
Testing self-driving with a fleet of ford
fusion hybrids
Deploy self-driving with a fleet of ford
fusion hybrids
Integrated level 2 in tesla model S & X
Integrated level 5 capable hardware in Tesla Lineup
Activate Level5 in all models
through over-the-air updates (OTA)
Tesla’s diffidence on LIDAR based autonomy caused
their delay in achieving level-5 that helped GM to
capitalise and stay forefront in the competition
Although Waymo and Uber are strong contenders, GM
positioned themselves towards a self-driving EV player like Tesla
that is focused on safe and sustainable transportation.
Ford’s latency in development of successful EV keeps them out of this
EV-AV race
AV-EV Integration: GM realized AV commercialization has to be in the direction of integrating Cruise capabilities with Bolt EV to gain dominance in the EV-AV technology confluence
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
31Source : DRAUP
Google Cybersecurity Android Auto Waze
Lumedyne Technologies 510 Systems
Security Connectivity HD Mapping Sensor Fusion Automation control system
Full Stack AV Solution
OnStar Strobe Cruise AutomationUshr
Ford Sync Civil Maps Velodyne Argo AI
Acquisition Investment Partnership Inhouse
Overall Stack Rating
High Medium Low
Otto & Geometric IntelligenceDecartaUber Technologies
IntelBoschMapBox
Company can’t afford to delay deployment owing to
the demand for LIDAR. Hence acquired Strobe that assures their competence in
an AV must-have.
GM’s acquire and invest AV strategy is a contrast to their
traditional initiatives of spending minimal on
acquisitions
The company has invested across the tech stack to
ensure that the capabilities are unique among other
contenders
AV Capability Deep-dive: Acquisition of Cruise Automation and Strobe elevated GM’s position in the Self-driving race and is the only traditional automaker to possess Core AV capabilities
Note: Analysis is based on the DRAUP’s vendor ecosystem module, updated in July, 2018
32Source : DRAUP
$3.30 Bn
1000
2100
Expand talents in Cruise for ML,
Security and Mapping capabilities
Intel-Mobileye
Consortium BMW Group
PartnersNvidia
Consortium
FCA
Toyota
Audi*
Jaguar
Delphi Valeo
Volvo
Honda
Daimler
Tesla
Bosch TomTom
Volkswagen
Qual-
comm
Continen-
tal
NXP
The company’s leaders had to forego the product-centric
vision and eye AV as a technology to claim the
throne in self-driving battle
GM had to choose between the status of being a “Full-stack AV
player” that has hands-on control or an “AV partner” that relies on traditional auto supply
chain for procurement.
AV Skill development: Acquisition of Cruise automation and cash infusion from SoftBank partnership enabled GM to operate independently outside the traditional consortiums
Note: Analysis is based on the DRAUP’s vendor ecosystem module, updated in July, 2018
33Source : DRAUP
System Engineering &
Functional Safety
Feature
Development
System Integration
(Middleware)
SoC Testing, Physical
Design
Sensor Fusion
Sensor Testing & Validation Sensor Design Software
• RADAR• LIDAR• Ultrasonic• Camera
• Camera Module Reference Design• Radar Module Design• Multi-Sensor Hub Reference
Design
Physical Design & FPGA/ SoC Testing
• SoC Verification• SoC Validation• Burn-in stress testing
ECU platforms Maps & Navigation
Sensor Perception
• Night time Pedestrian detection• Distance and Angle Estimation• Pedestrian, cyclist detection• Path planning & object tracking
Vehicle Control Systems Data Analytics &
Cyber SecurityGPS/INS-based vehicle state estimation, 3D mapping and localisation
• Driver Assist Systems• Emergency Breaking• Steering Control
• OTA Software Management
ADAS Algorithms Computer Vision/ML Virtual Environment
Simulation & Testing
Prototype Testing &
Validation
System Safety System Modelling
System validation including performance validation
Validation of autonomous features against diverse road scenarios
System Architecture alignment to the autonomous vehicle’s mission
• Image Processing and Machine Vision
• Traffic Incident readiness and ML
• Virtual environment development and data collection
• Integration software platform
• Platform testing
Algorithm development and calibration, validation, and functional safety.
Outsourcing Intensity
Co
mp
on
en
ts &
Ha
rdw
are
Fu
ll S
tack
Pla
tfo
rms
Partnership Opportunities: High partnership opportunities in System Engineering, System
integration & Feature development.
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
34Source : DRAUP
LocationWarren, MichiganGreater Detroit Area
Autonomous Headcount800-1000
R&D Spend$ 1.0 Bn
Center LevelHQ & Hub
Key Influencers
Dan AmmannPresident
Pamela FletcherVP, Autonomous & EV
Aaron SullivanEngineering ManagerAutonomous system
GM Warren Technical Centre
Key Influencers
Kyle VogtCEO
Daniel KanCOO
Cruise Automation
LocationSan Francisco Bay Area
Autonomous Headcount1000-1200
R&D Spend$ 1.5 bn
Center LevelHub
Key Autonomous vehicle Activities
Key Profiles
• Autonomous Driving Software Engineer
• Autonomous Driving Controls Engineer
• Autonomous Vehicle System Safety Engineer
• Autonomous Validation Engineer
• Autonomous Performance Engineer
• Algorithm Design and Development Engineer
• Development and integration of analytical algorithms and tools for autonomous vehicles.
• Development of Simulation platform for testing and simulating autonomous cars
• Autonomous system integration with hardware and software redundancy, fault-tolerant focus
• Driver modeling/machine learning development/integration
• Functional safety, hazard analysis, risk assessment
Key Profiles
• Autonomous Driving Software Engineer
• GIS Mapping Technician
• Autonomous Security Engineer
• Self-driving systems Engineer
• Computer Vision Engineer
• Network Engineer
Key Autonomous vehicle Activities• Computer vision and LIDAR-based solutions for
robotic perception• Design, implementation and support of network
monitoring and alerting systems• System and sub-system level requirements for
perception and localization software• System and subsystem level validation planning
and execution• Safety analysis and gaps coverage• Drawing and semantic annotation of road maps• Inspecting map labeling to ensure compliance for
organizational standards
AV Buying Centres: Warren & Bay area are the top buying hotspots of GM’s self-driving technology.
Note: Global Footprint data curated by DRAUP and updated in July, 2018
35Source : DRAUP
Technology Leadership12 Key Executives (Including President, VPs and Directors)
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
VP & CXO
Directors
Dan AmmannPresident
Autonomous vehicle Strategy LeaderTop Leader
Pamela FletcherVP, Autonomous & EV
David PrystashCFO, Purchasing, and Supply
Chain
Joseph BuckDirector, Cybersecurity Autonomous platforms
Mike WahlstromDirector, Autonomous Vehicle
System Engineering
Christopher KinserDirector, Autonomous Vehicle
John CappDirector, Global safety strategy
Lance SmithDirector, ADAS Innovation
Ben AblerDirector, Mobile
Apps/connected apps
Aaron SullivanEngineering Group Manager
Autonomous system validation
Bing DengProgram Manager, Next-gen
Super Cruise
Managers & Buyers
Adam LucacelGlobal Software & Hardware Buyer
IT Security, Autonomous Vehicles, Infotainment, & PC/EDWS
Key Leaders & Influencers
Source : DRAUP
36
36
Aaron Sullivan– Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
Aaron SullivanEngineering Group ManagerAutonomous system validation
Experience• Engineering Group Manager -Autonomous
system validation (2016-Present)• Energy Systems Integration Engineer
(2015-2016)• Engineering Group Manager- Advanced
Tech (2012-2014)• Hybrid Lead Development Engineer (2010-
2012)• EcoCAR Technical Lead (2008-2011)• Development Engineer (2001-2007)• Project Engineer (1997-2001)
Education• University of Wisconsin-Madison• North Carolina State University
• Aaron would like to discuss the product/service with a subject matter expert who can help him answer his product/service queries
• Aaron always wants the technically best offering and expects the technical superiority to be highlighted. Product/Service's flexibility is also key for decision making.
• Aaron's decision-making process will be smooth when the meeting is done with a data rich presentation
• Over-simplification of Product USP will not help as Aaron will be expecting the complex product specifications that will help him believe on your Product/service more.
• Aaron expects very short and succinct meetings and hence sticking to the point in communication is helpful
• Paul will most likely seek additional information prior to making a decision.
• You can expedite the decision –making process by providing additional data, relevant case studies, and other references.
• If you have good knowledge about the product/service you're offering, along with the relevant industry and emerging trends, Aaron is more likely to make a decision in a short duration.
• Don't come across as desperate to sell your product/service to Aaron. Instead, assist him in the decision-making process by convincing that your offering will enhance his life/business for the better.
• Engaging in small talk to build a rapport with Aaron might not yield results
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
RationalA rational decision maker will rely on facts, figures, data and will try weighing all the options before he can take a decision to act.
Technology LeaderTechnology leaders are disruptive innovators who look at ways of revolutionizing their products or industries.
ReliantBeing reliant indicates the likelihood of being loyal to a product or service in the long run.
Source : DRAUP
37
37
Adam Lucacel – Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
• Adam decides on matters by keeping the future picture in mind. Hence, ensure to pitch the longevity of the product/service and prepare solutions for queries on future Challenges
• Adam is not interested in knowing what your product/service is all about, but rather in how it can be of help to him. So be specific and not turn him off by giving vague information.
• Ensure that your communication style is sharp and concise, focusing on addressing the solutions for the problems that Adam faces.
• Be warm and
enthusiastic about the meeting. Informal
conversations will help build rapport
with Adam
• Adam will most likely probe and come up with a lot of 'if' and/or 'but' situations, for which you need to be prepared. If not, he will lose interest and think that you're only interested in selling your product/service, rather than offering solutions to his challenges or problems.
• If you don't follow up or respond to Adam promptly,
or show any disrespect towards
human values, it could be a deal breaker..
• If you're unable to
understand and articulate Adam's precise
requirement, then it's a deal breaker
for him/her.
VisionaryAbility to look at the bigger picture, keeping
the future in mind
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
Challenge DrivenAbility to look at problems as challenge
and find efficient solutions to the same.
Adam LucacelGlobal Software & Hardware Buyer
Experience• Global Software & Hardware Buyer for IT
Security, Autonomous Vehicles (2016-Present)
• Global Commodity Manager for Plastics-Detroit Thermal Systems (2015-2016)
• Co-Owner & Managing Partner- GR Auto Gallery (2013-2015)
• Buyer- Johnson Controls (2012-2014)• Founder & President- A to Z Machinery
(2005-2010)
Education• Wayne State University• Western Michigan University
PersuasiveAbility to persuade someone to do or
believe something through reasoning or the use of temptation.
Source : DRAUP
38
38
Ben Abler – Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
• Ben decides on matters by keeping the future picture in mind. Hence, ensure to pitch the longevity of the product/service and prepare solutions for queries on future Challenges
• Ben is not interested in knowing what your product/service is all about, but rather in how it can be of help to him. So be specific and not turn him off by giving vague information.
• Ensure that your communication style is sharp and concise, focusing on addressing the solutions for the problems that Ben faces.
• Be warm and enthusiastic about the meeting. Informal conversations will help build rapport with Ben
• Ben will most likely probe and come up with a lot of 'if' and/or 'but' situations, for which you need to be prepared. If not, he will lose interest and think that you're only interested in selling your product/service, rather than offering solutions to his challenges or problems.
• Be prepared to address Ben’s queries else he may lose interest and think that you are only there to sell your product/ service
• A unique and innovative solution that can disrupt automotive industry will ensure greater likelihood of your product/ service being purchased by Ben
• Back your claim that Ben is getting the best deal when compared to what others competitors might offer with strong facts, else it’s a deal breaker for him
VisionaryAbility to look at the bigger picture, keeping the future in mind
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
Challenge DrivenAbility to look at problems as challenge and find efficient solutions to the same.
Ben AblerGlobal Senior Manager, Mobile Apps Engineering, Connected Ecosystem Integration, Product Development
Experience• Global Senior Manager, Mobile Apps
Engineering (2015-Present)• Senior Manager, Collaboration
Development (2012-2015)• Manager & Senior Architect, OnStar (2010-
2012)• Director, Application Development, Digital
Information Technology- Jack Morton Worldwide (2008-2010)
Education• Carnegie Mellon University• Wayne State University• Western Michigan University
MethodicalVery close attention to details and preference for structure in their work.
AGENDA
Ø Details on GM’s technology focus areas
q Strategic Priorities
q Competitive landscape
q Technology stack and current vendor ecosystem
q Key decision making and buying hubs
Strategy Teardown
GM Strategic Overview
Technology Focus Areas
01
02
Electric Vehicles (EV)2.1
Autonomous Vehicles (AV)2.2
Mobility2.3
40Source : DRAUP
Full-stack Mobility Player- GM has emerged as a full-stack mobility provider leveraging its Maven and Cruise capabilities
From Ride-hailing to P2P carsharing, GM is not leaving any space vacant and ensures that the company’s presence
is felt by other mobility giants like Uber, Avis etc.
GM redefined their business as an automotive player and started playing as a transportation player
P2P carsharing is a model that enables value creation to the company as well as their customers ensuring attraction of customers
into GM mobility ecosystemRide
hailing
RideSharing
Car Rental
Car as a Subscription
Car-Sharing
GM
pla
ys a
cros
s w
hole
mob
ility
spa
ce
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
41Source : DRAUP
Individual
Enterprise
Gig Drivers
Ride Hailing & Sharing
Car Rental Car Pooling Car as a
SubscriptionCar
Sharing
Fleetrental
Fleet Leasing
Rent for Delivery
Corporate Car-Sharing
Rent as a Taxi
GM is clearly building an ecosystem that is aimed towards the new-age customers who are redefining mobility and vehicle
ownership.
Targeting new customer groups & exploring new vehicle use-cases is vital for sustaining dominance
in Mobility
Explore New Business models- Exploring use-cases and building an ecosystem around it shows GM’s intent to become a mobility leader
Competition Intensity
GM
exp
lorin
g al
l ave
nues
to
stan
dout
from
mob
ility
cro
wd
Intense battle
Space to Innovate
Explore to Win
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
42Source : DRAUP
Geo-location
Device’s Location Navigation
• Core Location Framework• Google’s Location API’s
• Mapping integration• Mapping API
Partnering Intensity
Communication
Payment
Web & Mobile
Notifications Inter-App Communication
• push notification services• SMS• email
• Driver-rider app communications
Cash Payment Offers & Discounts
• Customized offer codes• Rider/Driver credit points
Online/app payment
• Payment gateway• E-wallet• Card payments
Web Mobile
• Web Server• Rendering, building and
handling
• App Development and maintenance
Server Data Storage & Analytics Network
• Long term data storage• Distributed storage
and analytics• Cloud management
• Network devices data collection
• Development and maintenance
• Searching and Visualizations• Routing and Service discovery• App provisioning
Infrastructure &
Storage
Partnership Opportunities: Mapping, App-development and maintenance and data storage &
analytics are key mobility technology partnership areas.
Note: Analysis is based on the DRAUP’s proprietary engineering database, updated in July, 2018
43Source : DRAUP
LocationWarren, MichiganGreater Detroit Area
MobilityHeadcount800-1000
R&D Spend$ 600 million
Center LevelHQ & Hub
Key Influencers
Dan AmmannPresident
Paul PebblesMaven CTO
GM Warren
Technical Centre
Key Influencers
Lindsay FarlowLab Director
GM 2908
Innovation lab
LocationKitchener, Canada
MobilityHeadcount30-50
R&D Spend$ 400 million
Center LevelSatellite
Key Mobility Activities
Key Profiles
• Carsharing Technologist
• Data Scientist
• Big-data Analyst
• Software Architect
• Application developer
• Telemetry Analyst
• Simulation Platform Project to develop a large simulation platform for future mobility analysis, ride sharing driver-rider matching algorithms, car sharing system design and optimization, real-time vehicle relocation for car sharing and travel demand forecasting.
• Knowledge Management System to analyze performance trends and identifying future business opportunities
• Manage or assist various product lines for the business, including: Maven car-rental business, public transportation and shuttle systems, billing process for consumer and rent-to-work customers, and enhanced communication strategies for customers.
Key Profiles
• Android Multimedia Developer
• UX Designer
• Software Engineer
• Algorithm Engineer
Key Mobility Activities
• Explore and experiment with advanced smartphone applications, and new ride-sharing services and approaches.
• Explore new partnering opportunities to incubate new ideas for urban, multi-modal transportation systems that combine public transit, ride-sharing
AV Buying Centres: Kitchener is a key buying centre that is exploring new partnership opportunities towards new-age mobility business models
Note: Global Footprint data curated by DRAUP and updated in July, 2018
44Source : DRAUP
Technology Leadership12 Key Executives (Including President, VPs and Directors)
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
VP & CXO
Directors
Dan AmmannPresident
Mobility LeaderTop Leader
Katherine Lippman, EsqHead of New Business &
Platform Development, Maven
Lori MavisProduct Manager, Maven
Managers & Buyers
Joseph BabiBuyer
Purchasing Innovation - Global R&D - Maven
Julia SteynVice President
Urban Mobility and Maven
Lindsay FarlowDirector
GM 2908 Innovation lab
Mike SperanziniDirector
Global Connected Technologies
Paul PebblesMaven CTO
Ajai ShankarChief Strategy Officer
Urban Mobility and Maven
Catherine FurlaniCOO
Urban Mobility and Maven
Vijay IyerDirector
Urban Mobility and Maven
Derek JanisManager, Maven Market growth and acquisition
Key Leaders & Influencers
45Source : DRAUP
Joseph Babi – Executive Persona
Note: The above analysis is based on the DRAUP’s Executive Module, updated in July, 2018
Joseph BabiBuyer-Purchasing Innovation - Global R&D - Maven
Experience• Buyer-Purchasing Innovation - Global R&D
– Maven (2014-Present)• Creator- Gameup Alarm clock (2013-2016)
• Teller- Bank of America (2010-2011)
Education• Oakland University• Oakland Community college
• Joseph would like to discuss the product/service with a subject matter expert who can help him answer his product/service queries
• Joseph decides on matters by keeping the future picture in mind. Hence, ensure to pitch the longevity of the product/service and prepare solutions for queries on future Challenges
• Joseph's decision-making process will be smooth when the meeting is done with a data rich presentation
• Over-simplification of Product USP will not help as Joseph will be expecting the complex product specifications that will help him believe on your Product/service more.
• Ensure that your communication style is sharp and concise, focusing on addressing the solutions for the problems that Joseph faces.
• Don't come across as desperate to sell your product/service to Joseph. Instead, assist him in the decision-making process by convincing that your offering will enhance his life/business for the better.
• If you're unable to understand and articulate Joseph’s precise requirement, then it's a deal breaker for him/her.
Persona Communication Tip Decision Urgency Deal BreakerMeeting Guide
Technology LeaderTechnology leaders are disruptive innovators who look at ways of revolutionizing their products or industries.
ReliantBeing reliant indicates the likelihood of being loyal to a product or service in the long run.
VisionaryAbility to look at the bigger picture, keeping the future in mind
• Joseph will most likely probe and come up with a lot of 'if' and/or 'but' situations, for which you need to be prepared. If not, he will lose interest and think that you're only interested in selling your product/service, rather than offering solutions to his challenges or problems.
• You can expedite the decision –making process by providing additional data, relevant case studies, and other references.