Our Projects.

Move more: our projects.

The Mercedes-Benz Inhouse Consulting department succeeds in bridging the strategy unit and the operative specialists. Not only do we solve strategic challenges for Top Management, we also design their operative implementation. In so doing, we always work together closely with the relevant specialist departments. Through our projects, we create new impulses within the Daimler Group—globally and across all specialist departments and divisions. For a closer look at what we do, 3 example projects are included below:

Development of a premium strategy

Our task involved developing a premium strategy for a business division with the aim of optimizing the brand image for a sustainable increase in revenues. Beginning with a careful analysis of the competition and other relevant industries the key term “premium” was then clearly defined and implementation potentials derived from it. In addition to this, our team prepared a framework for assessing the premium factor within the automotive industry that can be used for similar issues. The solution we developed  was based on the core premise that a customer can only have a genuine premium experience if absolutely every stage of the customer journey is perceived as a premium experience—from the initial contact with the product, through interactions with the dealer, to the purchasing decision, as well as after-sales support. Finally, as well as concrete recommendations for action, the end product also contains implementation plans for Top Management. These were organized within six core areas of action, such as optimizing brand communication.

Digitisation of production.

The term industry 4.0 (I4.0) denotes the interlinking of industrial production with state-of-the-art information and communication technology; in short, the digitization of production.  The overriding goals in this project were the safeguarding of future sustainability by increasing efficiency, quality, and customer benefit. Our task was initially to make the term I4.0 “tangible.” To do so, we identified and evaluated existing ideas within the Group across all divisions and compared them with external approaches. In order to secure sustainable implementation, we established an appropriate tracking system at the level of Top Management. In addition to quickly implementing some good and already existing ideas, we developed a 4.0 strategy and roadmap for the Mercedes-Benz production.

Digitisation of production.

The term industry 4.0 (I4.0) denotes the interlinking of industrial production with state-of-the-art information and communication technology; in short, the digitization of production.  The overriding goals in this project were the safeguarding of future sustainability by increasing efficiency, quality, and customer benefit. Our task was initially to make the term I4.0 “tangible.” To do so, we identified and evaluated existing ideas within the Group across all divisions and compared them with external approaches. In order to secure sustainable implementation, we established an appropriate tracking system at the level of Top Management. In addition to quickly implementing some good and already existing ideas, we developed a 4.0 strategy and roadmap for the Mercedes-Benz production.

Strategic target picture for R&D China

China is the largest market for the Mercedes Benz Cars division and continues to grow as a pioneering market for various technologies such as connectivity. In order to better adapt the vehicles to the specific needs of that market, a product development department was established there. Due to the rapid growth in this environment, the unit was quickly expanded to become an R&D Centre, which is extending the vehicle-specific areas of expertise even further. In order to stay abreast of changes, it was our job to support the Chinese unit in preparing a target for the years 2020–2025.

With new opportunities and possibilities arising from the Regional product requirements, we extensively analyzed the development of the market and the competition in China. A major point of focus was a review of the interfaces in the cooperation between Germany and China, and on cross-functional collaboration. In addition, we looked in detail at the local start-up community as an incubator. Based on the data we collected, we delineated the implications for the future work of the unit such as defining its main points of focus. The structure of the organization was also reassessed and the overall efficiency potentials for growing organizations were identified.

Strategisches Zielbild für R&D China.

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