Andreas Cornet is a Senior Partner in the Munich office of McKinsey & Company. Since joining McKinsey in 1994, he has mainly worked in the automotive and automotive supply industries as well as in the fields of consumer and industrial electronics. In his work, Andreas has maintained a special focus on brand management, customer-driven product development, and other sales and marketing issues. Andreas is a core group member of McKinsey's global Automotive & Assembly Sector and leads McKinsey's European Automotive Sales and Marketing Group.
Andreas holds an MS in Mechanical Engineering from the Technical University of Aachen (Germany) and did his final thesis at the ETH Zürich. He prepared a dissertation on the use and potential benefits and risks of product platforms in the automotive industry at the WHU Koblenz (Germany). Prior to his work at McKinsey, Andreas co-founded a software consulting company, where he worked until 1994.
The Road to Artificial Intelligence in Mobility—Smart Moves Required
Artificial intelligence (AI) remains embryonic in the automotive and mobility industry, but could ultimately have profound implications for the automobile. New McKinsey research reveals the potential scope and impact of the coming change.
New Rules for Winners
Having emerged from the last decade's economic crisis leaner and stronger than before, automotive suppliers must contend with a new slate of challenges through 2020. Find out more, as McKinsey & Company's Andreas Cornet, Dirk Breitschwerdt, and Philipp Kampshoff present their findings in a live Webcast, "New Rules for Winners: Ensuring Future Automotive Supplier Competitiveness," on November 20, 2013 at 14:00 CET.
Regions vs. Segments: Granularity of Growth in the Automotive Industry
Which strategic question is more important for an automotive player: Where to play or how to play? Learn the surprising answer in Part 4 of McKinsey & Company's series on automotive corporate finance, which examines the industry through a "granularity of growth" lens.
Capital Intensity: Finding Ways to Ease the Investment Burden for Automotive OEMs
Given the automotive industry's inherent appetite for capital, contract manufacturing offers a key route for automotive players to be able to reduce their asset bases in increasingly volatile markets. Part 3 of McKinsey & Company's series on automotive corporate finance reveals how this approach can provide automotive OEMs with a new strategic choice and why it will be a core topic in future capital market discussions of company valuations in highly cyclical industries such as automotive.
Driving Change: 10 Megatrends Shaping the Automotive Industry's Future. Part 2
What trends will shape the global automotive industry through 2020 and how could they change the competitive landscape? McKinsey & Company has identified 10 trends that will a have major impact on the sector's future.
New Rules for Winners: Ensuring Future Automotive Supplier Competitiveness
The global automotive supplier industry has weathered the economic disruptions and turmoil of the past decade to emerge leaner and more competitive than ever. But new challenges are on the horizon. A just published report by McKinsey & Company provides a clear point of view on the upcoming issues that could make or break many automotive suppliers in the future.
Creating Value in the Automotive Industry: Part 1
Financial markets often steeply discount automotive industry performance. Find out why, and what OEMs and suppliers can do about it in Part 1 of McKinsey & Company's series on unlocking the automotive industry's true value potential.
McKinsey Report: Advanced Marketing and Sales for Advanced Industries
Marketing and sales (M&S) can be an invaluable source of competitive advantage within the Advanced Industries sector. However, the power of M&S is often underestimated, playing second fiddle to "technical" functions in terms of CEO priorities. McKinsey & Company's new brochure covering 10 vital M&S topics reveals how taking a step forward in terms of sophistication and mastery in M&S can quickly pay off.
What Drives Premium Perceptions?
Achieving a premium positioning remains a key profitability driver in the automotive industry, but times – and customers – are changing. As a result, many automakers need to redefine their stance as premium players or risk losing what has become an increasingly competitive battle in this segment.
Supplier Perspective: How Automotive Suppliers Create Value
Automotive suppliers face some of the most difficult challenges in one of the toughest global industries there is. McKinsey has developed a comprehensive look at the issues facing suppliers, along with a selection of tools and approaches that can help companies achieve their goals.
High Potentials: Nurturing Top Talent
Automotive suppliers face a challenging decade ahead. Success for many players will require them to close the wide talent gaps that surfaced following the recent devastating economic crisis. As a result, leaders need a program that can dramatically accelerate development of top talent while simultaneously improving the company's overall strategic performance.
Mobility Choices: Consumers at the Wheel
A McKinsey & Company survey of German consumers reveals a wide variety of mobility profiles and requirements, which makes the task of meeting their future needs challenging. Learn why future success requires automakers to cultivate an intimate knowledge of these needs and then use it to plan new options, such as car sharing.
Taking on the Automotive Supplier Perspective - Key Levers for Sustainable Value Generation
McKinsey & Company will host a one-hour live Webcast titled "Taking on the Automotive Supplier Perspective - Key Levers for Sustainable Value Generation". The McKinsey automotive team has launched an initiative focused on understanding how world-class suppliers create value and what leaders can do to snare a larger share of it for their companies.
Cost Down: Best-Practice Materials Cost Optimization
Attacking direct materials costs can pay big dividends for automotive suppliers, but success requires leaders to adhere to some proven, highly effective approaches.
Taking Charge: Supplier EV Opportunities
As the electrification of the automotive world gathers steam, traditional original equipment suppliers should explore the new roles they could play in this emerging part of the value chain. Learn what's driving the electric mobility opportunity and how new business models can create value for the supplier industry.
Designing-in Profits: Supplier Value-Based Pricing
Suppliers face a grueling competitive environment in today’s automotive industry, and as a result need to step up their game from a pricing perspective. A new dual-path approach to effective pricing can help suppliers hold onto more of the value they produce.
The Portfolio Game: Safeguarding Supplier Value
Suppliers routinely create much of the value generated by the automotive industry, but shifting trends and new challenges have clouded the way forward for many companies. By concentrating on making sure a supplier's portfolio of parts and components hits the "sweet spot" of market value, leaders can ensure the sustainability of their companies' value-creation performance over the long term.
The Street View: How Automotive Suppliers Create Value
Automotive suppliers can improve their standing with the investment community by learning how to speak its language. This first in a series of articles focused on automotive suppliers examines how players can generate renewed market interest, build investor trust, and get the respect they deserve from the markets.
Mobility of the Future
A McKinsey team has taken a look back and analyzed the complete mobility market over the past 40 years. In addition, the team has conducted an extensive consumer survey in the German market. The resulting focus topics center around business segments in which OEMs can grow beyond their traditional business model and the exciting future opportunities OEMs have in the fields of media integration and car sharing.
By the Numbers: Benchmarking Automotive Success
As competition reaches threshold levels in the global automotive industry, OEMs need to know where they excel, where they can improve, and where they need to launch aggressive programs to lift their performance as quickly as possible. Learn how a solid benchmarking effort can enable companies to uncover what separates the best from the rest.
Boosting Top-Line Revenue through Lean: Driving Value in Automotive Retail
Lean methodology has become a standard tool for optimization of production processes – but can lean thinking also help move top-line revenue? Learn how lean methodology can be applied in automotive retail and how it plays out in a number of business situations.
ChannelMatics® - Designing Customer-Oriented Sales Channels
In today's sales environment, almost anything seems possible. As customer segments become more fragmented, product life cycles shrink, and digital tools become more prevalent, sales management poses a growing challenge. Learn why having a structured approach to evaluating sales channel architecture can help companies achieve success in this area.
CARE - Creating higher Aftersales Revenues and Earnings
The automotive spare parts and service business is set to face some big challenges in the next few years. Automakers' authorized service centers and second brands are involved in a struggle with service chains and independent providers for a share of the stagnating market. A new brochure, CARE (Creating higher Aftersales Revenues and Earnings) has been published by McKinsey & Company, which provides all stakeholders in the aftermarket business with an in-depth look at success strategies and the future economics of the automotive parts and service aftermarket. The brochure is based upon a 12-month empirical research project undertaken by McKinsey's Automotive & Assembly Sector.
Race 2050 – A Vision for the European Automotive Industry
The McKinsey Center for Future Mobility has issued a report on the viability of Europe’s automotive industry. The good news: the region is currently a leader of the global industry, but to thrive over the long run, it needs to develop a shared vision regarding its positioning.