Markus Sauerbruch is an Associate Principal in McKinsey & Company’s Zurich office. Since joining McKinsey in summer 2000 Markus has worked with OEMs and automobile suppliers. Markus is a member of McKinsey’s European Automotive & Assembly Sector leadership team. Additionally he is leading McKinsey’s global knowledge program in Automotive Aftersales.
Before he joined McKinsey & Company Markus Sauerbruch worked for five years in product development in the automobile supplier industry in the USA, Germany and France.
Markus Sauerbruch holds a degree in mechanical engineering from the Swiss Federal Institute of Technology, Zurich and completed his MBA at Rotterdam School of Management.
Key Takeaways for Automotive Aftersales Players
McKinsey & Company's CARE (Creating higher Aftersales Revenues & Earnings) initiative provides a comprehensive review of the forces shaping the automotive aftermarket. This final installment of a four-part series examines the key takeaways for three groups of industry players.
Vision 2015: Disruptive Strategies Could Shake Up the Aftersales Market
Part 3 of McKinsey & Company's four-part CARE (Creating higher Aftersales Revenues & Earnings) series on automotive aftersales looks ahead to the possible future competitive dynamics of this important sector of the automotive industry. Discover why potential market disruptions could make some aftersales players winners and others losers, as the market enters a new transformative phase.
The Aftermarket: Four Battlefields and Winning Strategic Options
In Part 2 of its four-part CARE (Creating higher Aftersales Revenues & Earnings) series, McKinsey & Company reveals that the most intense competition in the aftersales space occurs across four distinct "battlefields." While managers should be aware of all of these battles, they especially need to deeply understand the strategies and tactics employed in those battles relevant to their positions along the value chain. Learn why companies that win on their given battlefields have the best chances to realize high profit margins and to achieve sustainable growth in their aftersales business.
Why Automotive Aftersales Profits Are at Risk
Have automotive aftersales become an afterthought? In an industry focused on new products, the latest technologies, the freshest designs, the highest quality, and the best manufacturing productivity, "fixing cars" may seem staid, but it generates more than its share of value for an industry often desperate for profits. In the first installment of our four-part CARE (Creating higher Aftersales Revenues & Earnings) series, learn why OEMs currently find this high-margin business under attack.
Breakdown: Overhauling the Car Repair Industry
Automotive aftersales companies are no longer seeing the high profit margins they once were. Increasing deregulation, growing competition, and newcomers entering the market will force aftersales service providers to rethink their strategies. To shed light on success strategies and the future economics of the automotive parts and service aftermarket, McKinsey & Company's Automotive & Assembly Sector undertook a 12-month empirical research project, the "CARE" (Creating higher Aftersales Revenues and Earnings) Initiative. The results from the CARE Initiative provided the basis for a new report, published by McKinsey, which identifies ways industry players can improve the delivery of aftersales services and highlights new strategies for success.