{ "docId": "019dd923-5ca1-7489-b63a-600ee98008c1", "docSlug": "7b4b56ddadbdec17", "documentTitle": "e-mobility in India", "authorId": "PwC", "authorName": "PwC", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 1.778, "pageNumber": 33, "pageCount": 35, "prevPage": 32, "nextPage": 34, "slideType": "key_takeaways", "function": "summarize", "density": "balanced", "nDataPoints": 0, "notes": null, "elementsJson": [ "headline_text", "bullet_list" ], "metadataConfidence": 1, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b63a-600ee98008c1/33", "deckHref": "/decks/019dd923-5ca1-7489-b63a-600ee98008c1", "deckJsonHref": "/decks/019dd923-5ca1-7489-b63a-600ee98008c1.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b63a-600ee98008c1#slide-33", "components": [ { "bbox": null, "kind": "callout", "text": "Players who are able to collaborate and champion the required capabilities (technical & non-technical), weave them into various EV business models (product sales, charging services, other monetization avenues) will be well positioned for the future.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-dfa2-7185-b393-6e6c05490068", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.7, "w": 0.92, "x": 0.04, "y": 0.2 }, "kind": "list", "text": "The global EV market is forecasted to grow rapidly over the next decade, fueled by stricter emissions norms, environmental concerns and improvements in electric vehicle technology\nIn addition to the regulatory push, there are five key levers to drive adoption of EVs in India, aligned to the customer concerns – by presenting the economic justification for owning EVs, through battery price reduction, range performance improvement, by enhancing overall product performance and by providing more options – products, services & infrastructure\nIn India, fleets and shared mobility are likely to be the earliest adopters with comparatively better economic proposition vis-à-vis ICE vehicles (higher daily usage) ; they also serve as catalysts for early adoption, allowing customers the opportunity to experience using electric vehicles without a high upfront monetary commitment, and investing in their own charging infrastructure\nSolving the charging challenge is yet another key to a wider e-mobility adoption and pushes diversified infrastructure development; India has a huge headroom for growth\nBattery prices will reduce with scale effects; significant road to be to covered in terms of developing product development capability. Indian ecosystem is heavily reliant on imports, design complexities arising out of various cell chemistries, vehicle configurations, variety of battery cooling technologies and so on\nEV skateboards are getting widely popular with different automakers; OEMs and component makers look to collaborate to bring down development costs and build capabilities. The HV architecture comprises of different components and presents wide opportunities for suppliers\nPlayers who are able to collaborate and champion the required capabilities (technical & non-technical), weave them into various EV business models (product sales, charging services, other monetization avenues) will be well positioned for the future.", "attrs": null, "subkind": "bullet", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "0392984e-ee2d-4d23-b86f-976add38c743", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.05, "w": 0.92, "x": 0.04, "y": 0.08 }, "kind": "title", "text": "With the above market perspective, following are the key takeaways", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a201f787-3cf0-4de2-938b-6fe9fe7c822e", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Pyramid Principle", "slug": "pyramid-principle", "agent": "Architect", "layer": "block", "matchId": "019de9aa-b7e7-77e3-90ec-6ec818e78c5e", "evidence": "Block 4 opens with the answer (takeaways) before imperative tasks", "confidence": 65 }, { "name": "Build-Up (Gradatio)", "slug": "build-up-gradatio", "agent": "Storyteller", "layer": "loop", "matchId": "019de9aa-b80f-77ce-b4a1-1e17b9a060aa", "evidence": "Loop 7 first page: takeaways escalate toward the supplier imperative", "confidence": 55 }, { "name": "Action Titles", "slug": "action-titles", "agent": "Architect", "layer": "slide", "matchId": "019de9aa-b796-70da-8af7-51a90cd64e48", "evidence": "Title signals synthesis ('key takeaways')", "confidence": 70 }, { "name": "List presentation", "slug": "list-presentation", "agent": null, "layer": "slide", "matchId": "62399c6c-d67c-4259-9c37-81bd54fc4395", "evidence": "list/bullet: The global EV market is forecasted to grow rapidly over the next decade", "confidence": 0.7 }, { "name": "So What? Test", "slug": "so-what-test", "agent": "Architect", "layer": "slide", "matchId": "019de9aa-b7b9-74c9-8339-e35c38e90024", "evidence": "Callout names winners as those who collaborate on capabilities", "confidence": 70 } ], "frameworks": [], "arcBeats": [ { "to": 34, "from": 33, "beatId": "019de9aa-a9f6-778f-9fa0-7a0a65e8c34f", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Impact & Next Steps", "beatSlug": null, "evidence": "Seven takeaways and four strategic imperatives for component suppliers", "position": 5, "confidence": 80, "parentBeatName": null, "parentBeatSlug": null }, { "to": 34, "from": 33, "beatId": "019de9aa-aa91-7636-9ade-429ac594a174", "arcName": "The Triple Take", "arcSlug": "triple-take", "beatName": "The Action (Now What)", "beatSlug": null, "evidence": "Strategic imperatives for component players", "position": 3, "confidence": 55, "parentBeatName": null, "parentBeatSlug": null } ], "loops": [ { "to": 34, "from": 33, "name": "So What Cascade", "slug": "41-so-what-cascade", "bestFor": "Data presentations, executive summaries, driving to recommendations", "matchId": "019de9aa-ab9b-700a-98a6-79cfeb24e79b", "evidence": "Seven takeaways -> four imperative pillars (strategy / capital / talent / innovation)", "position": 7, "objective": "Synthesize takeaways into strategic imperatives for suppliers", "structure": "The Data -> So What? (Insight 1) -> So What? (Insight 2) -> So What? (The Action)", "confidence": 65, "description": "Chain insights together, each answering 'so what?' until you reach the actionable conclusion" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }