AIASGAMECHANGERTheNewDrivingForceoftheAutomotiveIndustrySTUDYAuthors&ContactpersonAuthorDr.NilsSchaupensteinerTransformationAdvisoryNils.Schaupensteiner@mhp.comLeadAugustinFriedelSoftwareDefinedVehiclesAugustin.Friedel@mhp.comLeadMatthiasBorchArtificialIntelligenceMatthias.Borch@mhp.comContactPersonStephanBaierArtificialIntelligenceStephan.Baier@mhp.comAuthorMarcusWillandMobilityMarcus.Willand@mhp.comAuthorPatrickRuhlandTransformationAdvisoryPatrick.Ruhland@mhp.comThestudy“AIasGameChanger“anditssummarywerepublishedby:MHPGesellschaftfürManagement-undIT-BeratungmbHAllrightsreserved!Noreproduction,microfilming,storage,orprocessinginelectronicmediapermittedwithouttheconsentofthepublisher.Thecontentsofthispublicationareintendedtoinformourcustomersandbusinesspartners.Theycorrespondtothestateofknowledgeoftheauthorsatthetimeofpublication.Toresolveanyissues,pleaserefertothesourceslistedinthepublicationorcontactthedesignatedcontactpersons.Opinionarticlesreflecttheviewsoftheindividualauthors.Roundingdifferencesmayoccurinthegraphics.3AIasGameChanger|ContentsContents4Tableoffigures612KeyFindings8WelcometoChange!1001.RevolutionandAutomotiveMarketPotential1102.InvestmentinCompaniesWithanAIFocus1503.PilotProjectsandImplementation1904.AIModels,Levels,andUseCases234.1TheGameChanger:WhatCanBeAchievedWithAI264.2AutomobileManufacturersWithLowAIInvestment294.3AIModels:MakeorBuy?2905.AIApplicationsAlongtheAutomotiveValueChain315.1AIOperationinVehiclesandintheCloud355.2AIMonetizationinVehicles395.3AddedValueofAIApplicationsinCompanies4006.WhattheCustomerWants:TheUserPerspective476.1UseandUnderstandingofAIApplications496.2AdvantagesandDisadvantages–GenerallyandinVehicles496.3PurchasingDecision,TrustandWillingnesstoPay51407.SuccessFactorsandStrategicApproach557.1StrategyandGoalPlanning567.2ThinkfromthePerspectiveoftheCustomer,nottheTechnology567.3OrganizationalAnchoringandOwnership587.4LocalDifferencesrequirelocalSetup597.5ReducingComplexity597.6UseandMonetizationofData607.7ChecklistforsuccessfulImplementation6108.Challenges,Responsibility,andRisks638.1CostsofTrainingandOperation648.2DataandDigitalizationasaBasis658.3BusinessModelsandCasesforB2CandB2B658.4EthicsandResponsibility678.5NewRisksandRegulatoryChallenges6909.AIApplicationsintheAutomotiveIndustry:7RecommendationsforAction7110.FurtherInformations75LiteratureandSources76ContactInternational78AboutMHP795AIasGameChanger|ContentsTableoffiguresFigure1:Technologysupercycles–artificialintelligenceasthenextrelevantplatformshift(Coatue,2024)12Figure2:AImarketsizeintheautomotivesector(PrecedenceResearch,2024)12Figure3:TotalinvestmentsinAIcompaniesfoundedsince2001,inUSDbillion(Scheuer,2024)16Figure4:InvestmentinAIstacklayers(Coatue,2024)17Figure5:CompanieswithteamandbudgetforAI(Capgemini,2023)21Figure6:InterconnectedAIconcepts24Figure7:VisualizationofAIasapyramid25Figure8:ClassificationofAIterms27Figure9:TheperformanceofAImodelscomparedtohumancapabilitiesintheMMLUtest(iAsk,2024)28Figure10:SchematicdiagramofthetrainingofAIfoundationmodelsforvehicles30Figure11:UseofAIalongthevaluechain32Figure12:SignificantimprovementsoffunctionsandfeaturesthroughAI33Figure13:InterestinAIfunctionscomparedinternationally34Figure14:Roleofon-premise,cloud,andvehicleforAImodels35Figure15:Levelsofasoftware-definedvehicle(SDV)(Willand,Friedel,&Schaupensteiner,2023)36F...
