毕马威-第 24 届年度全球汽车高管调查：了解电动汽车转型（英）

24th

Annual

Global

AutomotiveExecutive

SurveyGetting

real

aboutthe

EV

transitionIt’s

stillanexciting—andrewarding—journey,

butitmay

takelongerandtheridewon’t

besmooth.KPMG.Make

the

Difference./automotiveContentsForeword03Main

findings04The

globaloutlook06Powertrains09151923DigitalconsumersSupplychainsTechnologyWhat

to

do

nowHow

KPMG

can

helpRespondent

profileAbout

the

authorKPMG

contacts3031323435©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.2ForewordOur24th

AnnualKPMGGlobal

AutomotiveExecutiveSurveycomesatapivotalmomentfor

automakers.The

businessopportunitieshave

never

seemedgreater,

drivenby

advancesinelectricpowertrains,self-drivingtechnology,

andthepromiseofamoremagicalcustomerexperienceinthevehicle.Inthefactory,theshowroom,andone-commercesites,AIandothertechnologiesarechanginghow

carsaremade,sold,andserviced.upaswinners,notlosers,executivesshouldrethinktheirstrategiesandaskthemselvessomeimportantquestions:•

IsthecurrentslowdowninthegrowthrateofEVsalesmerelyapauseorasignofamoreprolongedreassessmentby

consumers?

Will

theirenthusiasmberekindledby

thenewmodelsabouttohitthemarket?•

Howlongwillittaketoturnaprofitonbattery-electricvehicles(BEVs)andwillmanufacturershaveenoughcashtoseethemthrough?Threeyearsago,whenwe

published

“Place

yourbillion-dollar

bets

wisely:

Powertrain

strategies

forthe

post-ICE

automotive

industry,”we

laidoutthechallengesandopportunitiesinthedevelopmentofthemarketfor

electricvehicles.Then,even

predictionsofanalystsdivergedonhow

rapidlyEVswouldpenetrateglobalmarkets.1

Lastyeartherewas

stillwidevariationinexpectationsaboutEVuptakeamongexecutivesinourannualsurvey.2•

Will

governmentscontinuetobeabletoafford

tosubsidizethepurchaseofBEVs?•

Whatrolewillotherpowertrainchoices

such

ashybridsandhydrogenfuelcellsplayinthemarket?•

Whatarethestrategicchoices

forsuppliersthatarebeingsqueezedby

marketchanges,

newcompetition,andrisingdemandsoforiginalequipmentmanufacturers(OEMs)?Howcantheythrive,notmerelysurvive,inthisnewmarket?Butourlatestsurveyofmorethan1,000

executivesin30countriesandterritories,showsthattheindustryisbecomingmoresoberaboutmarketprospects.HavingcommittedmorethanhalfatrilliondollarstotheEVtransition,theindustryisaskingwhencompanieswillseeareturnontheinvestment.•

How

much

shouldautomotivefirmsverticallyintegrate—incaroperatingsystems,batterysupplychains,andcomputerchips?Findingtherightanswerstotheseandotherstrategicquestionswillhelpdeterminehowcompaniessucceedinthecomingyears.

We

believethatadazzlingfuturefortheautomotivebusiness—withamazingproducts,moredelightedconsumers,andapositiveimpactontheplanet—isstillinview.

Butgettingtherewillrequireovercomingnear-termchallenges.Interact

with

the

dataReaderscangotoourwebsitetointeractwiththedataandviewgraphicalresultsby

country,companytypeandjobtitle.Explore

nowOur24thannualsurveyexaminesindetailhowexecutivesentimentischangingandtheconcernsandchallengesthatmakeglobalautomotiveleadersmorecautious.The

upshot:tohelpensurecompaniesendGary

SilbergGlobalHeadof

AutomotiveKPMGInternational12KPMGInternational,

“Place

your

billion-dollar

bets

wisely:

Powertrain

strategies

for

the

post-ICE

automotive

industry”(December2022)KPMGInternational,

“23rdAnnual

GlobalAutomotive

Executive

Survey”(July2021)©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.3Main

findingsThe

globaloutlookLess

confidence

in

profitable

growthSlower

growth,higher

costs.Aroundtheworld,autoexecutivesarelessconfidentthattheindustrywillachieve

moreprofitablegrowthover

thenextfiveyearsduelargelytoconcernsover

theglobaleconomyandrisingcosts.

TheshareofJapaneseexecutivessurveyedwhoareextremelyconfidentdroppedfrom32percentto10

percent.Extremelyconfidentrespondentsdroppedfrom31percentto24percentin

WesternEuropeandfell

from48percentto43percentintheUS.

OnlyinChinadidextremeconfidencerise,movingfrom28percentto36percent.Extremeconfidenceamongsuppliersfell

from56percentto23percent.Automakers

think

they

can

raise

prices

in2024.Can

they?

MorethantwothirdsofOEMsanticipatea5to10

percentpriceincreasein2024.Independentdealersareeven

morelikelytoanticipatesuch

priceincreases.However,

givenrecentpricedeclinesandthehighnumberofnewmodels,we

believethesepriceincreasesmightbemoredifficulttoachieve

thananticipated.PowertrainsExecutives

have

a

more

mature

view

of

the

EV

transitionGetting

real

about

market

development.Threeyearsago,whenwe

askedhow

much

shareofannualsalesEVsmightcapturein2030,theanswersrangedfrom20percentto80percent.Evenamonganalysts,therewas

a1.6X

differencebetweenthelowestandhighestestimates.3

Nowtherangeofestimateshasnarrowed,asignofgreaterrealism.stillexpect

Tesla

toremainontop.

Theopeningofthe

Tesla

GigafactorynearBerlininMarch

2022ishelping

Tesla

gainshareandheighteningawarenessabouttheglobalcompetitionamongEuropeanexecutives.Inoursurvey,

moreEuropeanexecutivespredictedthat

Tesla

wouldstayontopthrough2030andfewer

predictedthatBMWand

Audiwoulddominate.Evenso,themeanestimatesfor

penetrationroseinthelatestsurvey.

In

WesternEurope,for

example,respondentslastyearestimatedthatbattery-electricvehicleswouldaccountfor

24percentofsalesin2030;thisyeartheconsensusestimatewas

30percent.IntheUS,

theestimatewentfrom29percentto33percentandinChinatheestimatejumpedfrom24percentto36percent.Parity

still

far

off.

Executivesarelessoptimisticthisyearthanlastabouthow

soonEVscanreachcostparitywithconventionalcars(notcountingsubsidies).Inthepreviousyear’s

survey,

70percentofexecutivessaidtheyexpectedparityby

2030;inthelatestsurvey,

66percentsaidthatwas

likely.However,

87percentofChineseOEMexecutivesexpectparityby

2030.

Thatcompareswith71percentlastyear.Tesla

on

top.Despitetheflurryofnew

modelsby

establishedbrands,oursurveyrespondents3KPMGInternational,

“Place

your

billion-dollar

bets

wisely:

Powertrain

strategies

for

the

post-ICE

automotive

industry”(July2021)©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.4DigitalconsumersCustomer

experience

is

a

key

differentiatorSeamless

and

hassle-free.

While

performanceremains

the

most

importantsellingpoint,a

seamlessand

hassle-free

customer

experience

hasmoved

upto

second

place.The

emphasis

ona

smooth

customerexperience

extendsfrom

buying

the

carto

havingseamless

operating

software

in

it,but

the

latter

is

achallenge

for

manufacturers.

The

car’s

hardware

isusually

reliable,

the

software

less

so.arenotlikely

to

sign

upfor

software

subscriptionsifthe

productsaren’t

compelling.In

this

year’s

survey,OEM

executives

in

particular

areless

confident

thanin

previous

years

thatthey

can

generate

subscriptionrevenue.How

good

is

cybersecurity?

Widelypublicizedbreaches

have

raised

concerns

about

automotivecybersecurity.Inoursurvey,

executives

arestillconfident

that

automakersprovideadequatecybersecurity

and

customer

data

protection,butthey

may

beover-confident.In-car

experience:this

stuff

has

to

work.

Thesoftware-defined

vehicle

provides

an

opportunitytosupplyallsorts

ofdriverapplications.

But

consumersSupplychainsJust

in

case

is

overtaking

just

in

timeOngoing

supply

concerns.

After

the

disruptionsof

the

past

few

years

the

new

norm

in

supply

chainmanagementis

becoming

“justin

case,”

rather

than“justin

time.”

Companiesarepursuinga

wide

rangeof

strategiesto

build

resilience

and

thingsarefarbetter

than

two

years

ago.Still,thereis

a

high

levelof

concern

about

thecontinuity

of

supply

for

manycommodities

and

components

over

the

next

five

years.But

not

in

China.

As

we

saw

across

the

survey,in

manyimportantareas,

Chinais

different.This

wasparticularlytruein

supply

chain.

Chinese

executivesareconsiderably

less

worried

aboutcontinuity

ofsupply,

likely

because

thecountry

has

been

settingmuch

of

the

supply

of

key

commodities,particularlyraw

materials

for

EV

batteries

and

EV

components.TechnologyThe

technology

challenges

grow

more

complexLess

confidence

in

keeping

up.

In

the

latestsurvey,

automakers

indicated

thatthey

feel

lessprepared

than

the

previous

yearfor

advancedtechnologies,such

asartificialintelligence,

digitaltwins,

and

advancedrobotics.

Only

12

percent

of

autoexecutives

said

they

felt

extremelywellprepared,down

from

22

percent

the

yearbefore.AIquickest

willlikely

have

a

significant

competitiveadvantage.4Hedging

powertrain

bets.

Whenit

comestopowertrain

technology,

this

yearmore

companiesseem

to

be

hedging

their

bets.

Hybridtechnologieshave

jumped

from

fourth

tosecond

place

overallintechnology

investments.The

change

is

likely

associated

with

therapidadvancesin

artificialintelligence,

particularlyPartners—and“frenemies”?

Choosing

therighttechnology

partnersto

acceleratedevelopment

andshare

risksremains

fundamentalto

automotivestrategy.

At

the

same

time,

automakersexpecttechgiantsto

jumpinto

the

auto

market.

Appleis

thenumber

one

potentialcompetitor,but

the

listis

long,including

Google,

Samsung,Baidu,and

others.generative

AI,which

is

expected

to

bringautomationto

white-collar

jobs.

Automakers

aregoingto

have

totrain

moreworkers

to

take

advantage

of

AIin

allitsforms.Indeed,

automakers

will

be

competing

witheach

other

and

with

companies

across

industriesfortalent

with

AIskills.

As

notedin

the

recent

KPMGreport,

“Future

of

work,”

companies

that

master4KPMGInternational,

“Futureofwork”(November2023)©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.5The

global

outlookExecutivesworldwidearelessconfidentthanbeforethattheindustry

willachieve

moreprofitablegrowthoverthenext

fiveyears.Overall,just34percentofexecutivessaidtheyareextremelyconfidentthattheycanachieveprofitablegrowthinthenext

five

yearsversus41percentinthepreviousyear.AmongJapaneseexecutives,thesharewhowere

“extremely

confident”fell22points,from32percentto10

percent.Confidencealsofell(butlesssharply)intheUSand

WesternEurope.Supplierswerethemostdownbeatgroup.

Theshareofrespondentsfromsupplierfirmswhosaidtheyareextremelyconfidentaboutachievingprofitablegrowthtumbledfrom55percentto23percent.Expectations

for

profitable

growth

are

weakening

(except

in

China)Howconfidentorconcernedareyouthattheindustrywillachieve

moreprofitablegrowthover

thenextfiveyears?Industry

confidence

in

profitable

growth:

Breakdown

for

respondents

rating

extremely

confidentJapanWestern

EuropeExtremelyconfidentExtremelyconfident32%31%10%24%USChinaExtremelyconfidentExtremelyconfident48%28%43%36%20222023Thischange

insentimentisremarkable.Justayearago,executiveswereexcitedabouttheprospectsformarket,demandhasweakenedandsomeplayersmaycomeunderextremepressureascompetitionintensifies.transformingtheindustrywithnew

kindsofcars.Now,theyremainoptimistic,buttheyaremoresoberabouthowdifficultitwillbetomanagethetransitionandpreserveorincreaseprofits.Thisyear,

executivesseemlessconcernedabouttheeconomythanlastyear.

TheshareofUSrespondentswhosaidthattheyareextremelyconcernedabouttheimpactofhighinterestrates,energyprices,andinflationfell

from35percentin2022to27percentin2023.

AmongGermanexecutivestheshareofextremelyconcernedrespondentsfell

from30percentto16

percent.The

reasonsfor

concernareclear.

Companieshave

madehugebetsonelectricpropulsionandareincreasinglyconcernedaboutnear-term

headwindsthatcouldpostponethepayoff.

Whileafloodofnew

EVmodelsiscomingto©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.6Achieving

profitabilityin

ahighlycompetitiveandrapidlyevolving

marketwillrequirecarmakerstoremainagileandinnovative.Besidesshapingbrandrecognition,manufacturersneedtoinvestin

costoptimizationstrategies,includingsupplychainefficiency,

AI-infusedmanufacturing,andthereductionofbatteryproductioncosts,toensurehealthyrevenue

streams.Ultimately,thecompaniesthatcandeliverhigh-qualityBEVsatanaffordable

price,whilemaintainingahealthybrandvalue,canemergeasthemarginwinnersin

themarket.Dr.

Andreas

RiesGlobalLead

Partner,

ConsultingKPMGinGermanyThe

pictureisdifferent

inChina.

Theshareofautoexecutiveswhoareextremelyconcernedabouttheeconomyrosefrom10

percentto14

percent.Yet,

whileChineseexecutivesaremoreconcernedabouttheimpactofhighinterestrates,energycosts,andinflation,theshareofChineseexecutiveswhoareextremelyconfidentthatprofitswillgrowover

thenextfiveyearshasrisen.In

most

regions,economic

concerns

are

moderatingHowconcernedareyouthathigherenergyprices,highinterestrates,andinflationwilladverselyimpactyourbusinessin2024?Outlook

on

economic

pressures

impacting

automotive

businesses

in

20242023Sentiment,allrespondentsNetsentimentchangeby

regionfrom2022to2023ExtremelyconcernedChina-26%23%Restof

WorldWesternEuropeNorth

America-62%-68%Somewhatconcerned51%Neutral-68%-69%-69%12%Japan/SouthKoreaEasternEuropeIndiaand

ASEANSouth

AmericaNottooconcerned11%-73%-79%Notconcernedatall3%©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.7Despiteeconomicuncertainty,manyexecutivesstillexpectcarpricestocontinuetorise.

Two-thirds

ofautomakersanticipatepriceincreasesof5to10

percentin2024.Butautomakersshouldconsidercarefullywhethertheseexpectationsarerealistic.

Withrisingcompetitionanddeclininginflationarypressure,theirabilitytochargemorefor

theircarsin2024may

belimited.Automakers

are

confident

that

they

can

raise

prices

in

2024Ayearfromnow,

wheredoyouseepricesgoingonaverage?Automotive

sector

price

outlook

2024Upmorethan10%13%Up5%–10%64%Similartotoday18%Down5%–10%4%Downmorethan10%<1%©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.8PowertrainsTwo

yearsago,whenwe

askedwhatpercentageofnewcarsaleswouldbeEVsin2030,we

gotahugerangeofresponses,fromaslow

as20percenttoasmuch

as80percent.This

year,

therangeofestimateshasnarrowedconsiderably,indicatingthatexecutiveshave

developedamoremature—andrealistic—viewofhow

quicklyEVpenetrationwilloccur.

EVmarketsharegainsarealsoafunctionofslowergrowthinoverallautosales—EVsalesaregrowingrapidly,

buttotalsalesareplateauing.5According

tooursurvey,

Chinaisexpected

tohave

thehighestpenetrationofEVsin2030—36percentofnew

carsales.Respondents

expect

penetrationintheUS,

Japan,

andWestern

Europetoreach

30to33percent.Penetration

isexpected

tobeslower

inIndiaandBrazil,withsaleslimitedby

poorelectricity

infrastructure

andlower

incomes.TheestimateofEVpenetrationby

executives

inoursurveyarefarbelow

thoseofcleanenergyadvocates.The

Rocky

MountainInstitute

inlate2023predictedthatEVswould

accountformorethantwo-thirdsofglobalautosalesby

2030.6The

EV

penetration

outlook

is

maturing—with

less

variation

in

estimates

market

share

for

2030By2030,whatpercentageofnewvehiclessalesdoyoubelievewillbebattery-powered(excludinghybrids)withineach

market?Estimated

EV

market

share

in

2030MeanestimateofEVpenetrationby

marketDistributionby

market:Mean,median,andrangeChina36%100806040200USA33%Japan32%WesternEurope30%India20%Brazil19%BrazilChinaIndiaJapanUSAWesternEuropeMeanvalueMedianvalueRangevalueWhenasked

whichcompaniestheyexpecttodominatethemarketforbattery-electricvehiclesin2030,

Tesla

cameoutontop,stretchingitsleadconsiderablyastheperceivednumberone.BMWisa

distantsecond,and

Audiisthird.Mercedes-Benzisfifth,

followed

by

BYD.

Toyota

hasmoveduptoseventhplace.thecompany’s

assemblyplantopenedinBerlin

inMarch2022.In2023,

Tesla’s

Model

Y

was

settobethebiggestsellingmodelinEurope—ofallpowertraintypes.

InJapan,Toyota

ismakingrapidheadway,

whileChina’s

BYD

isnow

aforce

tobereckoned

withoutsideitsdomesticmarket.Therestillseemstobea

gooddealoffearanduncertaintyaboutwhocanmakeitintothetopten—andwhocansecurea

profitableshareofmarket.

Apple,whichhasnotevenconfirmedthatitwillenterthemarket,isnowexpectedtobeinfourthplaceby

2030(upfromeighthinthepreviousyear’s

survey).The

shift

inperceptionisparticularlymarked

in

WesternEurope,where148

executives

now

expect

Tesla

torankfirstorsecondin2030,comparedwithonly66and57respectively

for

BMWand

Audi.

Europeancompaniesusedtobeskeptical

of

Tesla’s

market

power,

butthatchanged

after56KPMGInternational,

“Automotive:

In

the

midst

of

global

transformation”(

August2023)GreenCarReports,StephenEdelstein(September22,2023)©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.9Tesla

still

reinforcing

dominance

in

electric

vehicles

in

Western

EuropeLookingoutto2030,which

ofthefollowingcompaniesdoyouthinkwillbethemarketleadersinbatteryelectricvehicles?Respondent

predictions:

Future

market

leaders

in

battery

electric

vehicles

by

2030202314814012010080665760402003535343124191196520226159605439402002523201919171512101086Ranking:12Globally,Teslawasby

farnumberonewith464executivesrespondinginfirstorsecondplacefollowedinnextplaceby

BMWwith236executives.OEMexecutivesandsuppliersaregenerallymuch

lessoptimisticthisyearthanlastaboutwhenBEVs,withoutsubsidies,willreach

costparitywithinternalcombustionengine(ICE)vehicles.The

numberofOEMsthatsay

thispointwillbereachedby

2030hasgainedtenpercentagepoints.ChinesecompaniesarealreadythemostefficientEVmanufacturersand87percentofChineseexecutivesinoursurveyexpectcostparityatorbefore2030.

TheRockyMountainInstitutepredictsthatlargeEVssoldintheUSwillachieve

priceparityin2026andsmallervehiclesin2029;itpredictsparityinChinaby

2025.7Estimated

date

of

cost

parity

between

EVs

and

ICE

vehicles

is

moving

further

outWhendoyoubelievebatteryelectricvehicleswillreach

cost/affordabilityparitywithICEwithoutanysubsidies?Anticipated

dates

for

EV

and

ICE

cost

parity17%Theyalreadyhave3%19%By202513%36%By203046%23%By203520%5%After

203513%Never4%Don’t

know2%202220237GreenCarReports,StephenEdelstein(September22,2023)©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.10This

yearwe

saw

strongersupportforsubsidiesandincentivesamong

executives.Theshareofrespondentsfavoring

directsubsidiesgrew

from

75percentin

thepreviousyear’s

surveyto84percentin

thecurrentedition.The

increaseismostmarkedin

WesternEurope,whereautomakersfeeltheheatofcompetitionfrom

Chinaandindustryleadersarecallingforsubsidiestomatch

theonesintheUS.

The

shareofEuropeanexecutivesfavoring

subsidiesrosefrom

65percentin

thepriorsurveyto84percentin

thelatestedition.Support

for

subsidies

is

stronger,especially

in

EuropeSomegovernmentsareprovidingdirectconsumersubsidiesforelectricvehicles.Doyouagreewiththispolicy?Support

for

EV

subsidies

in

the

automotive

industryYe

s75%84%No21%12%Don’t

know4%4%20222023Morerespondentsalsosaidthatincentivesshouldbeoffered

atallpricepoints,includingonluxurymodels.The

shareofrespondentswhosaidallbattery-electricvehiclesshouldbesubsidizedjumpedfrom21percentto30percent.However,

moregenerousandwidespreadsubsidiesmightnotbeachievable

atatimewhengovernmentsareunderpressuretoreducedeficits.There

is

still

support

for

subsidy

phase-outson

luxury

EVsShouldthesubsidiesbephasedoutforvehiclesaboveacertainvehicleprice?Support

for

phasing

out

EV

subsidies

in

theautomotive

industryNo,allbatteryelectricvehiclesshouldbesubsidized30%Yes,

subsidiesshouldphasedoutabove$70,00031%Yes,

subsidiesshouldphasedoutabove$50,00027%Yes,

subsidiesshouldphasedoutabove$30,00010%Don’t

know2%©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.11AnotherperennialconcernaboutEVuptakeisthestateofthecharginginfrastructure.Thewho,how,

andwhenofinfrastructurebuildoutstillseemtobeunresolvedquestions.For

example,whenwe

askedwhoisbestpositionedtoown

andoperateEVchargingstations,theanswerswerenearlyevenlyspitbetweendedicatedcharging-networkplayers,electricutilities,followedbyTesla

andoilcompanies.The

charging

market

is

up

for

grabs,but

Tesla

has

a

strong

positionWhoisbestpositionedtoownandoperateelectricvehiclechargingstations?Potential

leaders

in

EV

charging

stationsDistributionofresponses:PercentagemeanDistributionofresponses:Mean,median,andrangeofresponsesChargingnetworks10019%19%Electricutilities80Tesla

superchargingnetwork6017%Existingoilcompanies/existingindependentfuelstations4017%IndividualOEM/OEMconsortium20014%Dealers14%Charging

DealersnetworksElectricutilitiesExisting

IndividualOtherTeslasuperchargingnetworkOtheroilOEMcompanies<1%MeanvalueMedianvalueDistributionofresponses©2024Copyrightownedby

oneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.

Allrightsreserved.12Intoday’s

market,

Tesla

isthechargingleader,

withitsownnetworkofsuperchargersinprimelocations.The

networkissoeffective

thatotherEVmakershave

madedealstouse

Tesla’s

chargingstations.chargingstationsarefast,convenientandtendtobeinsafe

areas.Pressuretobuildaneffective

chargingnetworkwillonlygrow,

becausecarownersarebecomingincreasinglydemandingaboutcharge

timesinsecurelocations.Forexample,83percentofUSsurveyrespondentssay

thatconsumerswantan80percentcharge

innomorethan30minutes,upfrom65percentinthepreviousyear.Thisisanotherexampleofthechangesthatautomakerscontinuetowrestlewith.It’s

notenoughtobuildprofitablecars—EVcompetitorsmustalsomakesuretheircustomershave

accesstocharginginfrastructure.Tesla’sMore

consumers

demand

quick

charge

times,executives

sayWhiletravelingandrunninglowonbatterycharge,howlongwillthetypicalconsumerbewillingtowaitforan80percentageorgreaterrecharge?Automotive

executive

insights

on

consumer

expectations:

EV

recharge

wait

times

(≥80%)10%10

minutes6%30%20minutes17%42%43%30minutes11%45minutes26%6%60minutes8%20222023Consumersaredemandingfasterrechargingtimesandamorereliableelectricinfrastructuretosupporttheirneeds.Throughstrategicpartnershipsandinnovation,automakerscancultivateanecosystemofchargingoptionsthatservetheneedsofc