Digital SWOTanalysisofthe Automotiveindustry

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DIGITAL SWOT/TOWS ANALYSIS OF THE AUTOMOTIVE INDUSTRY
Technical Report · November 2021

DOI: 10.13140/RG.2.2.13007.20643
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DIGITAL SWOT/TOWS
ANALYSIS OF THE
AUTOMOTIVE INDUSTRY
By: Ahmed Khalil
NOVEMBER 12, 2021

© ALL RIGHTS RESERVED
Introduction
Many industries adopt business transformation because of its many advantages.
Digital transformation is more about strategy, concepts, and leadership than it is about
tools and technology. It is changing and challenging the way organisations and
customers think, behave, and compete. Therefore, former models and frameworks
maybe not fully applicable when thinking digital.
This report analysis the current state of the automotive industry in adapting its
strategies to the digital era using SWOT framework. This analysis was originally
conducted as assessed course work of Digital Strategies for Business, which is offered
by Columbia Business School Executive Education (Columbia Business School
Executive Education, 2021).
SWOT analysis seeks to identify the most significant factors affecting the organisation
and its markets as a quick executive summary (Nicoulaud, 2020, p. 40). SWOT can
also help focus discussion on future choices and the extent to which an organisation
could support these strategies e.g., using TOWS matrix (Whittington, et al., 2020, p.
113).
There are five domains of digital transformation which are customer, innovation, data,
value, and competition. These five domains are areas of strategies that could be
affected by digital technologies or influencing strategic choices.
Customers are the unit of the formed digital networks, validate and influence paths of
purchase, and may behave digitally in unprecedented ways. Innovation management
and experimentation evolved from traditional methods to agility and minimum viable
product for many reasons like enriching the overall firm’s learning experience, shorter
time to market, adapting to quick market and environmental changes, better standing
against distributions, etc.
Data are strategic assets that shall be analysed for better-informed decision making,
and a key differentiator between effective and efficient competition. Value domain is
concerned with adding value to a certain area of business, an organization, service, or
Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 1

product using technology or technological process in a way that was not available
before or solving an existing problem.
Digital competition may have new forms such as coopetition, asymmetric competition,
intermediation, etc. Therefore, the regular frameworks like Porter’s five forces may not
be applicable as the competitor could be also the partner in the same ecosystem, and
strategic choices shall be made to position an organization knowing that the winner
takes it all and a digital ecosystem needs a diversity of players who may be competitors
too.
Therefore, it could be beneficial for organizations or industries which are transforming

from legacy business models to adopting digital strategies to classify Strengths,
Weaknesses, Opportunities, and Threats each to the corresponding domain. This
classification enables a more subsidized and focused view, and versatile perspectives
to add value. This approach is applied in the SWOT/TOWS analysis in this report.
Digital SWOT Analysis
Figure 1 - Digital SWOT Analysis of Automotive Industry - Source: (The Author)

In Figure 1, the strengths, weaknesses, opportunities, and threats are summarised,
each with an associated {ID} for facilitated referencing. Each factor is detailed in the
following table.
Strengths
Domain ID Justification
Innovation {S1-i} Product innovation is constant because automakers

spend about a third of their revenues on R&D for more
enhanced safety and better performance.
Customer {S2-c} Connectivity and Sustainability are Expanding and

Influencing Luxury Transportation Market: Connectivity
like Car-to-X is expanding. Companies like Continental are
using the continuously growing possibilities of digitalization
and holistic connectivity to help vehicle manufacturers,
industries, and new market participants make mobility as
enjoyable as possible (Continental, 2021).
Smart infotainment, connectivity, and sustainability are

influencing the industry and means to deliver luxury
commercial vehicles, which is a focus of many
Automakers. Many Asian economies are becoming more
stable and developed. Therefore, there is increasing
demand for luxury public transportation systems.
Data {S3-d} Wide Range of Standards and Guidelines: The industry

adopts a wide range of standards and guidelines that
regulate data usage, define safety requirements,
processes, and tools. This makes it a mature industry that
is capable to evolve and adapt to new technologies and
challenges. Examples of such standards and guidelines
are ISO 26262, VDA, IATF 16949, ISO 9001, etc.

Weaknesses
Value {W1-v} Semiconductors Shortage and Rethinking the Supply

Chain: As vehicles go more digital (DW, 2021), a scarcity
of semiconductors is causing billions of dollars in lost
revenue for the automotive industry (Mckinsey, 2021);
(CNBC, 2021); (Allianz, 2020).
This was a potential threat that is exploited already with the

COVID-19 disruption to turn into a weakness. Long-term
strategies to overcome this weakness could be:
Reconsidering the current practice of just-in-time (JIT)
delivery and low stock levels along their value chains,
redesigning the supply chain, or rethinking contracts’
structures and durations (Mckinsey, 2021).
Value {W2-v} Deepened Challenges resulted from the Rising

Geopolitical Tensions and Protectionism: The rising
geopolitical tensions add pressure on the industry and
deepen challenges. For example, stockpiling of chips and
other sourcing parts, protectionism, undermined growths,
and more governments take unpredicted decisions with
unpredictable consequences (UN, 2020). The last US-
China tension is an example of such a rising mix of trade,
geopolitical, and technology tensions that deepened supply
and demand imbalance (BBC, 2016).
Innovation {W3-i} Need to Increase R&D Efficiency: With more players

conducting research and developing self-driving and
electric cars (Anand, 2021), automakers need to increase
R&D efficiency to overcome the current growth dip that is

caused by COVID-19 disruption and thereby shape a
successful future (PWC, 2021).
Other benefits of increasing R&D efficiency include

increasing the product quality to help OEMs stay ahead of
the competition, and reducing the costs to meet developing
markets’ needs where value for money (VFM) is the focus.
Data {W4-d} City Type Replaces Region to Determining Mobility

Behaviour and Scope: As the intensity of competition
increases, automakers target new markets like the
developing countries where they face more diversified city
types such as cities with unpaved roads, smart cities, rural,
urban, etc.
Big data shall be gathered, analysed, and treated. These

Big Data are different from a city type to the other in terms
of car ownership where it could be a burden, VFM is a
concern, lack of technological infrastructure (e.g., no
satellite or internet, or few charging stations), lack of
parking could have different dimensions, different
consumer preferences and nature of traffic jams. This
requires more R&D investments and business models.
Opportunities
Value {O1-v} New Ecosystem & Partnerships with Technology

Companies: Automakers will have to build an ecosystem
that includes partnerships with technology companies to
develop connectivity features that stand out and attract
consumers (PWC, 2021). Developing enhanced

connectivity features attract more consumers as it adds
more value because it makes driving a more enjoyable
experience and facilitated, could enhance safety, and save
time and lives on the road. Examples of such technology
partners are Infineon, Google, Microsoft, Huawei, etc.
Value {O2-v} A Fleet of Products Needs to Complement EVs: As

forecasted, electric vehicles will take off. This may offer an
opportunity for automakers to meet increasingly strict CO2
emissions requirements and to provide an array of new
consumer and fleet products (PWC, 2021). Continuously
adapting to this new situation and evolving; adds more
value to the consumer, electric vehicles, and related
services, and contributes to environmental protection which
is a trendy consumer concern.
Data {O3-d} Using Advanced Analytics for Real‑time Data Access:

The use of advanced analytics in the supply chain will likely
increase. It would make use of cloud infrastructure and Big
Data platforms. Advanced supply chain analytics is
increasingly providing opportunities for the global
automotive industry to move from historical point‑in‑time
snapshots to real‑time data access (Deloitte, 2021).
Value {O4-v} New Roles Shall be Defined for all Suppliers: The
traditional sourcing model of ECUs is being changed.
There is a shift to centralized, cross-domain engineering
and procurement structures. This new functionality-
oriented model opens opportunities for all players including
Tier-1 to define new roles for themselves in the new
Ecosystem, for example as Engineering Service Provider
(ESP), offering data-driven and connected services,
creating advanced analogue hardware, downstream

integration into modules and systems, advanced systems
on chips (SoCs), and more (Roland Berger, 2021).
Threats
Competition {O1-p} Intense Competition from Non-traditional Entrants:

As the concept of the self-driving car gained an attraction,
new non-traditional entrants such as Google (Waymo)
and Amazon (Zoox) are encouraged to begin their
research in this area and compete either as first or
second-tier (Anand, 2021); (CNBC, 2020). The
digitalization capabilities of these new entrants enable
them to play both roles in the ecosystem, the partner as
well as the competitor.
Customer {O1-c} Changing Consumer Behaviour enabled by

Technological Advances: Consumers today use their
cars as all-purpose vehicles. There is; however, a rise of
a market for fit-for-purpose mobility solutions.
Technological breakthroughs are a contributor to this
changing consumer behaviour which is leading to a
significant number of cars sold in 2030 potentially being a
shared vehicle (McKinsey, 2016).
Customer {O1-c} Legislations and Policies affecting & influenced by

Technology: New digitalization-related legislations and
policies could be disruptive like the UK’s government
target of ending sales of new petrol and diesel cars by
2030 (UK government, 2020). Automakers shall
understand, navigate, adapt, and align themselves with

such a policy to avoid or mitigate the threat of risking their
market share and reputation.
Data {O1-d} Demand for Security Measures: There is a demand for

technical standard solutions and regulatory requirements
for security measures. Regulation should only define
appropriate security objectives and not technical
measures. The concrete solutions to achieve these goals
should be designed and implemented by the individual
manufacturers in the context of the overall system
security architecture (VDA, 2020).
TOWS Recommendations
Based on the previous SWOT analysis, this section demonstrates generic
recommendations for automotive players based on TOWS analysis. All or some of
these recommendations could be further customized for a specific automotive
company to support developing a complete digital strategy or marketing strategy. The
recommended TOWS are summarized in the following table using the T, O, W, & S
IDs that were given in the SWOT matrix:
Internal Factors
Strengths (S) Weaknesses (W)
{S1-i} + {O2-v} {O3-d} + {W1-v}

{S2-c} + {O1-v} {O3-d} + {W2-v}
External Factors
Opportunities (O) {S2-c} + {O2-v} {O3-d} + {W3-i}

{S1-i} + {O1-v} {O4-v} + {W4-d}
{S1-i} + {T1-p}
Threats (T) {S3-d} + {T3-c} {T1-p} + {W2-p}
{S3-d} + {T4-d}
Table 1 - TOWS matrix summarizes the strategic recommendations - Source: (The Author)

Recommendation # 1: {S1-i} + {O2-v}
An automotive company could use its internal resources together with {S1-i} the
innovation capability to seize the opportunity {O2-v} of the need for EVs
complementary products and services. Of course, this needs to analyse the
accessibility to and sustainability of the resources.
Recommendation # 2: {S2-c} + {O1-v}

While the automotive firms’ strength {S2-c} of Connectivity and sustainability are
positively influencing the luxury transportation market; they shall {O1-v} consider
different types of partnerships and with irregular partners such as public organizations,
cities’ authorities, or governments. Such partners may derive the innovation positively
and offer accessibility to an untapped market.
Similarly, this would minimize the weakness {W4-d} that City type replaces region to
determining mobility behaviour & scope. Because of the accessibility advantages that
some of these partners would be willing to provide.
Recommendation # 3: {S2-c} + {O2-v}

Automotive firms which would decide to get into EVs complementary products or
services shall ensure that {S2-c} their products or services offer the latest connectivity
technologies and sustainability trends; to {O2-v} adapt and compete effectively in the
EVs’ complimentary market.
Recommendation # 4: {S1-i} + {O1-v}

Automotive firms shall use their {s1-i} Constant product innovation to leverage against
{O1-v} New Ecosystem & partnerships with technology companies. Automotive firms
could position themselves uniquely by investing in technologies and areas that are
hard for technology companies to penetrate. This way more sustainable partnerships
could be established between the firms from different backgrounds.

Recommendation # 5: {S1-i} + {T1-p}
Automotive firms shall maintain its {S1-i} Constant product innovation; to be able to
stand against the {T1-p} intense competition with the new entrants. Otherwise, the
threat would be exploited.
A strategic choice that may be considered in this case is partnering with a new entrant
or academic entity that has a competitive edge in innovation. Such a strategic choice
could have positive influences on budget, access to human resources, value-added
due to increased number of patents, quicker adoption for innovations, etc.
Recommendation # 6: {S3-d} + {T3-c} & {T4-d}

Automakers and suppliers shall take benefit of {S3-d} the available Wide Range of
Standards and Guidelines by complying to them as much as possible; to avoid the
threat from {T3-c} Legislations & policies which are evolving, consider sustainability
issues, technological trends, security, and data privacy. Similarly, to meet {T4-d} the
increasing expectations and demand for effective security measures.
Recommendation # 7: {O3-d} + {W1-v} & {W2-v}

Automotive firms shall use the opportunity {O3-d} of Relying on advanced analytics
and AI for real‑time data access and rethinking the supply chain; to minimize the
weakness {W1-v} of Semiconductors shortage; and minimize the negative effect of
{W2-v} the Challenges resulting from the Rising geopolitical tensions and
protectionism.
Recommendation # 8: {O3-d} + {W3-i}

Automakers shall rethink how to {O3-d} Use real‑time data access and advanced
analytics to {W3-i} increase R&D efficiency. E.g., by collecting and analysing real-time
data from vehicles in the street and feeding these data instantly to research facilities
to be integrated into bigger scenarios or support making critical decisions.

Recommendation # 9: {O4-v} + {W4-d}
Automotive firms shall use the opportunity {O4-v} of New roles being defined for the
suppliers; to minimize the weakness {W4-d} that City type replaces region to
determining mobility behaviour & scope.
For example, an automotive supplier could specialize in gathering big data from
unpaved roads, analysing and modelling it, and developing add-ons that suit them.
Such add-ons could be Algorithms, software, or hardware to be integrated with a
sensor, ECU, SIL, HIL, etc.
Recommendation # 10: {T1-p} + {W2-p}

Automotive firms shall minimize the {W2-v} Negative effects resulting from the rising
geopolitical tensions and protectionism; and avoid the threat {T1-p} of Intense
competition from non-traditional entrants.
The rising geopolitical tensions would increase protectionism, disrupt adding value,
and prevent automotive companies from expanding and operating freely. Further,
together with the intense competition, it would derive customers to prefer buying from
national suppliers instead of comparing the valid international options.

Conclusion
This report introduced the five domains of digital transformation that could be affected
by digital technologies or influencing strategic choices. A SWOT/TOWS analysis for
the automotive industry is conducted from the perspective of digital transformation. i.e.,
what are the dynamics of the digital world that influence the industry, and how the
automotive industry could adapt itself to them.
The industry’s Strengths, Weaknesses, Opportunities, and Threats are not limited to
the ones which are detailed in this report. However, as SWOT is supposed to prioritize
the key factors, the detailed Ss, Ws, Os, Ts are considered the higher priority key
factors.
TOWS matrix is used to demonstrate strategic recommendations that could be further

customized for specific OEM, supplier, distributor, etc. Further, these
recommendations could be extended and detailed. When adopted, an organization
shall rethink and re-evaluate these recommendations considering the changing
dynamics.

References
Allianz, 2020. global shipping.
Available at: https://www.agcs.allianz.com/news-and-insights/expert-risk-
articles/shipping-2020-geopolitical-tensions.html
[Accessed 11 November 2021].
Anand, A., 2021. Top Self Driving Car Companies In 2022.

Available at: https://www.analyticssteps.com/blogs/top-self-driving-car-companies-
2022
[Accessed 04 October 2021].
BBC, 2016. Trump accuses China of 'raping' US with unfair trade policy.
Available at: https://www.bbc.com/news/election-us-2016-36185012
CNBC, 2020. Amazon Zoox unveils self-driving robotaxi.

Available at: https://www.cnbc.com/2020/12/14/amazons-self-driving-company-zoox-
unveils-autonomous-robotaxi.html
CNBC, 2021. Chip shortage expected to cost auto industry $210 billion in revenue in
2021.
Available at: https://www.cnbc.com/2021/09/23/chip-shortage-expected-to-cost-auto-
industry-210-billion-in-2021.html
[Accessed 04 Octobr 2021].
Columbia Business School Executive Education, 2021. Digital Strategies for

Business: Leading the Next-Generation Enterprise.
Available at: https://online1.gsb.columbia.edu/digital-
strategies?utm_source=CBSWeb
Continental, 2021. Innovation - Connectivity.

Available at: https://www.continental.com/en/products-and-

innovation/innovation/connectivity/connectivity/
Deloitte, 2021. Big data and analytics in the automotive industry.

Available at:
https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/manufacturing/deloitte
-uk-automotive-analytics.pdf
DW, 2021. The future of the automobile lies in bytes, not horsepower.
Available at: https://www.dw.com/en/http-wwwdwcom-en-self-driving-cars-
germany/a-56743917
McKinsey, 2016. Automotive revolution – perspective towards 2030.

Available at: https://www.mckinsey.de/industries/automotive-and-assembly/our-
insights/disruptive-trends-that-will-transform-the-auto-industry
Mckinsey, 2021. Coping with the auto-semiconductor shortage: Strategies for

success.
Available at: https://www.mckinsey.com/industries/automotive-and-assembly/our-
insights/coping-with-the-auto-semiconductor-shortage-strategies-for-success
Nicoulaud, B. J. N., 2020. Marketing Strategy and Competitive Positioning. 7th ed.
Digital: Pearson.
PWC, 2021. Auto industry growth strategies - Fasten your seatbelts.

Available at:
https://www.strategyand.pwc.com/de/en/industries/automotive/autoindustry.html
PWC, 2021. Digital automotive R&D - How to digitize automotive development in

times of uncertainty.

Available at:
https://www.strategyand.pwc.com/de/en/industries/automotive/automotive-
development.html
Roland Berger, 2021. Computer on wheels: A new role of Tier-1 suppliers.

Available at: https://www.rolandberger.com/en/Insights/Publications/Computer-on-
Wheels-A-new-role-for-Tier-1-suppliers.html
UK government, 2020. Government takes historic step towards net-zero with end of
sale of new petrol and diesel cars by 2030.
Available at: https://www.gov.uk/government/news/government-takes-historic-step-
towards-net-zero-with-end-of-sale-of-new-petrol-and-diesel-cars-by-2030
UN, 2020. Geopolitical Tensions Raise Profound Risk of Miscalculation, Secretary-

General Warns, Citing Escalating Global Turbulence, ‘World in Turmoil’.
Available at: https://www.un.org/press/en/2020/sgsm19929.doc.htm
VDA, 2020. Data security for networked mobility.

Available at: https://www.vda.de/en/topics/innovation-and-technology/data-
security/automotive-security.html
Whittington, R. et al., 2020. Exploring Strategy. 12 ed. Harlow: Pearson.
Allianz, 2020. global shipping.

Available at: https://www.agcs.allianz.com/news-and-insights/expert-risk-
articles/shipping-2020-geopolitical-tensions.html
Anand, A., 2021. Top Self Driving Car Companies In 2022.
Available at: https://www.analyticssteps.com/blogs/top-self-driving-car-companies-
2022
BBC, 2016. Trump accuses China of 'raping' US with unfair trade policy.
Available at: https://www.bbc.com/news/election-us-2016-36185012
CNBC, 2020. Amazon Zoox unveils self-driving robotaxi.

Available at: https://www.cnbc.com/2020/12/14/amazons-self-driving-company-zoox-
unveils-autonomous-robotaxi.html
CNBC, 2021. Chip shortage expected to cost auto industry $210 billion in revenue in
2021.
Available at: https://www.cnbc.com/2021/09/23/chip-shortage-expected-to-cost-auto-
industry-210-billion-in-2021.html
[Accessed 04 Octobr 2021].
Columbia Business School Executive Education, 2021. Digital Strategies for

Business: Leading the Next-Generation Enterprise.
Available at: https://online1.gsb.columbia.edu/digital-
strategies?utm_source=CBSWeb
Continental, 2021. Innovation - Connectivity.

Available at: https://www.continental.com/en/products-and-
innovation/innovation/connectivity/connectivity/
Deloitte, 2021. Big data and analytics in the automotive industry.

Available at:
https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/manufacturing/deloitte

-uk-automotive-analytics.pdf
DW, 2021. The future of the automobile lies in bytes, not horsepower.
Available at: https://www.dw.com/en/http-wwwdwcom-en-self-driving-cars-
germany/a-56743917
McKinsey, 2016. Automotive revolution – perspective towards 2030.

Available at: https://www.mckinsey.de/industries/automotive-and-assembly/our-
insights/disruptive-trends-that-will-transform-the-auto-industry
Mckinsey, 2021. Coping with the auto-semiconductor shortage: Strategies for

success.
Available at: https://www.mckinsey.com/industries/automotive-and-assembly/our-
insights/coping-with-the-auto-semiconductor-shortage-strategies-for-success
Nicoulaud, B. J. N., 2020. Marketing Strategy and Competitive Positioning. 7th ed.
Digital: Pearson.
PWC, 2021. Auto industry growth strategies - Fasten your seatbelts.

Available at:
https://www.strategyand.pwc.com/de/en/industries/automotive/autoindustry.html
PWC, 2021. Digital automotive R&D - How to digitize automotive development in

times of uncertainty.
Available at:
https://www.strategyand.pwc.com/de/en/industries/automotive/automotive-
development.html

Roland Berger, 2021. Computer on wheels: A new role of Tier-1 suppliers.
Available at: https://www.rolandberger.com/en/Insights/Publications/Computer-on-
Wheels-A-new-role-for-Tier-1-suppliers.html
UK government, 2020. Government takes historic step towards net-zero with end of
sale of new petrol and diesel cars by 2030.
Available at: https://www.gov.uk/government/news/government-takes-historic-step-
towards-net-zero-with-end-of-sale-of-new-petrol-and-diesel-cars-by-2030
UN, 2020. Geopolitical Tensions Raise Profound Risk of Miscalculation, Secretary-

General Warns, Citing Escalating Global Turbulence, ‘World in Turmoil’.
Available at: https://www.un.org/press/en/2020/sgsm19929.doc.htm
VDA, 2020. Data security for networked mobility.

Available at: https://www.vda.de/en/topics/innovation-and-technology/data-
security/automotive-security.html
Whittington, R. et al., 2020. Exploring Strategy. 12 ed. Harlow: Pearson.
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DIGITAL SWOT/TOWS ANALYSIS OF THE AUTOMOTIVE INDUSTRY

Technical Report · November 2021

The user has requested enhancement of the downloaded file.

NOVEMBER 12, 2021

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 1

Therefore, it could be beneficial for organizations or industries which are transforming

Digital SWOT Analysis

Figure 1 - Digital SWOT Analysis of Automotive Industry - Source: (The Author)

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 2

Innovation {S1-i} Product innovation is constant because automakers

Customer {S2-c} Connectivity and Sustainability are Expanding and

Smart infotainment, connectivity, and sustainability are

Data {S3-d} Wide Range of Standards and Guidelines: The industry

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 3

Value {W1-v} Semiconductors Shortage and Rethinking the Supply

This was a potential threat that is exploited already with the

Value {W2-v} Deepened Challenges resulted from the Rising

Innovation {W3-i} Need to Increase R&D Efficiency: With more players

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 4

Other benefits of increasing R&D efficiency include

Data {W4-d} City Type Replaces Region to Determining Mobility

Big data shall be gathered, analysed, and treated. These

Value {O1-v} New Ecosystem & Partnerships with Technology

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 5

Value {O2-v} A Fleet of Products Needs to Complement EVs: As

Data {O3-d} Using Advanced Analytics for Real‑time Data Access:

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 6

Competition {O1-p} Intense Competition from Non-traditional Entrants:

Customer {O1-c} Changing Consumer Behaviour enabled by

Customer {O1-c} Legislations and Policies affecting & influenced by

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 7

Data {O1-d} Demand for Security Measures: There is a demand for

Strengths (S) Weaknesses (W)

{S1-i} + {O2-v} {O3-d} + {W1-v}

Opportunities (O) {S2-c} + {O2-v} {O3-d} + {W3-i}

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 8

Recommendation # 2: {S2-c} + {O1-v}

Recommendation # 3: {S2-c} + {O2-v}

Recommendation # 4: {S1-i} + {O1-v}

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 9

Recommendation # 6: {S3-d} + {T3-c} & {T4-d}

Recommendation # 7: {O3-d} + {W1-v} & {W2-v}

Recommendation # 8: {O3-d} + {W3-i}

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 10

Recommendation # 10: {T1-p} + {W2-p}

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 11

TOWS matrix is used to demonstrate strategic recommendations that could be further

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 12

Anand, A., 2021. Top Self Driving Car Companies In 2022.

CNBC, 2020. Amazon Zoox unveils self-driving robotaxi.

Columbia Business School Executive Education, 2021. Digital Strategies for

Continental, 2021. Innovation - Connectivity.

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 13

Deloitte, 2021. Big data and analytics in the automotive industry.

McKinsey, 2016. Automotive revolution – perspective towards 2030.

Mckinsey, 2021. Coping with the auto-semiconductor shortage: Strategies for

PWC, 2021. Auto industry growth strategies - Fasten your seatbelts.

PWC, 2021. Digital automotive R&D - How to digitize automotive development in

Digital SWOT/TOWS Analysis of the Automotive Industry (2021) © pg. 14

Roland Berger, 2021. Computer on wheels: A new role of Tier-1 suppliers.

UN, 2020. Geopolitical Tensions Raise Profound Risk of Miscalculation, Secretary-

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