What earthquakes, tsunamis and pandemics can teach us about global brand management

Having been a student, teacher and practitioner of global automotive marketing, I've come to believe that 'one size fits all' is never an option for global brands, but neither is 'to each his own'. Like it or not, we live in an interconnected world, and almost everything that happens somewhere, somehow has an effect somewhere else. The challenge global marketers face is to manage that effect across borders. And while it might seem counterintuitive, the secret to staying consistent globally is to be different locally.

While many textbooks have been written on the subject, there are valuable lessons that can be learned by looking way past business to other significant events--like earthquakes, tsunamis and pandemics. 

Lesson #1: Competitive Infrastructure Varies By Market

In March of 2011, I was in Yokohama when the 9.1 magnitude Great Tōhoku Earthquake struck. I was in a 1.5 year-old 22 story building and will never forget watching it twist around itself for almost 5 minutes. Remarkably, when the twisting and shaking was over, it sustained no permanent damage. Relieved, I remember thinking that a building constructed anywhere else in the world would likely have collapsed and thousands of lives would have been lost.

Japan's Strict Building Regulations Prevent Earthquake Damage

Just like the earthquake was no match for the formidable Japanese infrastructure, brands may encounter formidable competitors who can neutralize your biggest assets. As an example, the top 3 automotive sales brands are different in every one of the 8 markets listed below.  

Brands must understand what has driven success for leaders in each market. It's likely to be a some combination of heritage, filling unmet needs, innovative product offerings, market growth, and demographic trends. Brands should strategically weigh key market success factors against their own strengths and equities, and set expectations accordingly.

Even mighty Toyota has never been able to crack the code in Europe, where German brands have rendered Toyota's legendary strength, quality, as cost of entry in their market. As such, Toyota's share in Europe remains less than half that of markets like the US and others, where quality solved an unmet need.

Lesson #2: Home Market Relevance Diminishes With Distance From Home

An hour after the earthquake, I watched in shock as the news reports showed the massive tsunami hitting the coastline with lethal force. Ten hours later, it reached the California Coast, causing moderate damage in a few isolated spots.

Just like the tsunami's force diminished as it traveled further from its point of origin, a brand who is part of the fabric of its home market may have a hard time transferring that relevance to other markets. The further away from the home the the less relevant that story becomes. Thus, to be successful, the brand needs to leverage its DNA in a way that is relevant to the local market, and the state of that brand in that market.  

Take Hyundai. In South Korea, Hyundai is a hometown hero who was instrumental in rebuilding its country after the Korean War. Today, that role continues, as Hyundai Group's business units operate in almost every dimension of South Korean industry and infrastructure. It is because of its ubiquity that the Hyundai car brand commands more than a 50% share of its home market. 

As Hyundai expanded to other markets, it had to rely solely on the merits of its products which, at times did not hold up under scrutiny. Today, Hyundai's products are some of the best in the industry, and Hyundai is establishing local credibility on the merits of these class leading products.

Lesson #3: Understand the Local Culture and Communicate Accordingly

In 2020, we are watching a pandemic sweep across the globe, with some countries  containing it quickly, while others see no end in sight.

The current COVID-19 pandemic provides perhaps the most powerful illustration as to how culture differences manifest themselves in every aspect of life--and why you can't expect to connect with the same message in every market.

Geert Hofstede, a world renowned expert in cultural studies, defined 6 dimensions of culture and their effect on behaviors and communications style. Of these 6 dimensions, 4 seem to have the strongest relationship to success and failure in beating COVID-19--individual vs collective, long-term vs short-term orientation, tolerance for uncertainty, and tolerance for indulgence.

South Korea and Germany share similarities across these dimensions, and both have successfully flattened their curves. Meanwhile, the virus continues to rage out of control in the US. 

South Korea, with a curve that looks more like a needle, rates extremely high on collectivism, uncertainty avoidance, long term orientation, and restraint.  

While Germany scores higher on individualism, it was still able to lean into its long term orientation, uncertainty avoidance and cultural restraint to flatten the curve relatively fast. 

Conversely, the US is high on individualism, low on uncertainty avoidance, exhibits a very short term orientation, and indulgence is accepted. These dimensions likely explain the 'freedom' argument that seems to be fundamental to the anti-lockdown anti-masker sentiment, as well as the inability to abide by the rules for more than a few weeks.

These same dimensions of culture help to explain the efficacy of communication styles and corresponding messages across cultures. A culture dominated by  short term, individualistic dimensions requires a message that relates specifically to tangible evidence that can be proven today. It needs to be factual and to the point. Cultures with a longer term, collectivist mentality are more likely to respond to more esoteric, futuristic metaphorical stories.

A good example of how those differences manifest themselves in brand communications can be found by comparing Nissan's ads in China, a country that indexes high on long term orientation and collectivism, with the US and Canada, both indexing opposite to China on these dimensions. Where the China ads rely heavily on fantastic, futuristic imagery and metaphors, the US and Canada ads use straightforward everyday product demonstrations wrapped in personal stories, with features prominently highlighted.

Nissan China 

Nissan USA and Canada

It is important to note that while the brand's creative expressions are extremely different, they are both highlighting Nissan's 'Innovation that Excites'--but they are doing so in ways that connect with culture. 

So as brands strive to create global value though alignment, they need to be students of every market in which they compete. They need to evaluate the competitive environment and understand their relative strengths and weaknesses. They need to be cognizant of the fact that their history and heritage may not be relevant across the globe. And they need to understand that, sometimes inconsistency is what it takes to drive unity.

Boom, Bust or Reinvention? Could the Pandemic Create a New Kind of Car Culture?

In 2013, the New York Times declared that car culture was dead. For the next generation, it

seemed that driving had lost its caché. The percentage of young licensed drivers, and miles driven by them were trending down at precipitous rates. Technology had taken the place of cars as coveted objects of desire. Hipsters were fleeing the 'burbs and raising their kids in urban neighborhoods where everything was walkable. And for the occasional trip elsewhere, car sharing services were readily available . 

                            

Even though new vehicle sales rebounded handily after the Great Recession, the idea of cars for fun did not. As congested roads caused average highway speeds to plummet 40% or more, the dream of the open road became a pipe dream. As global warming hit the headlines, cars became a major culprit. 

Thus the type of vehicles that were purchased changed dramatically. Sales of sports cars, primarily purchased for the thrill of the ride plummeted. Instead, SUV's dominated the landscape as a means to an end--the destination had overshadowed the journey. Even the Porsche line up was dominated by SUV's

Now, the specter of COVID-19 is likely to change life in ways not seen in 100 years. Just like the Great Depression forever shaped the values and behaviors of an entire generation, COVID-19 is likely to do the same for those coming of age today. 

As we are work, learn and socialize remotely, and our vehicles sit idly in garages, it makes one wonder if this new 'do everything from home' mentality will make people question whether they need cars at all?

                                 

                      

Or could it actually do just the opposite -- could it create a new kind of car culture? 

Some things to consider: Will people ever feel safe using ride sharing vehicles or public transportation again? Will they continue to avoid public places like theaters, malls and restaurants, even after a vaccine is found? Will they choose not to fly? Will they eschew the denseness and consequent threat of urban living, and flee to the suburbs? If you  can work from anywhere, couldn't you live just about anywhere--even in the most remote places in the world?

If life change this way, the car might once again become central to life. If that is the case, is it possible that we could have a 'Back to the Future' car culture that looks oh so familiar but with a decidedly modern twist?  

Cars as a means to escape from 'the office' and 'school'?

• With roads free of congestion, and people confined to one place, will sport cars make a resurgence as the symbol of freedom and means for escape? The new breed of electric sports cars with the performance of the past and environmental friendliness of the future could handily fill the bill. 

• As designers of autonomous vehicles push the envelope on new interior configurations, could the car become a sanctuary, even when stationary? It could double as an extra room to relax and wind down. And unlike additions to your existing home, it could literally transport you, and be easily refreshed and remodeled every few years, so that your home never gets boring.

Cars as a reliable, safe haven in public places?

• Could drive in theaters make a comeback? There would by definition enable social distancing, while simultaneously eliminating the annoyance of intrusive cell phones and noisy audience members. Imagine driving up to a huge Jumbotron, and listening to the audio on your ultra premium in vehicle sound systems.
• Speaking of ultra premium audio, could outdoor live concerts also become drive in events?
• Will robotic car hops serve food at drive-in restaurants? Better yet, could robots serve at fine dining venues-- in the comfort of your luxury appointed autonomous dining room.

These are just a few of the possibilities. While we don't know what will happen, automakers should be looking beyond the current sales decline and begin to think of the post COVID-19 era as an opportunity to innovate in a way that regains the revered place in culture that cars once held.

Time for a Musk-ectomy? Why Tesla Needs Its Own Brand Narrative

Since its inception, the Tesla brand has been an extension of the Elon Musk brand. And for a long time. that served Tesla well. After all, with virtually zero marketing Tesla is a well known brand that has captured a large share of the premium automotive market. But, as Bob Dylan once wrote, things have changed. Thus, long before the recent SEC deal, a separation of brands was warranted.

Initially, Musk's audacity helped propel Tesla to the spotlight. Today, Musk's recklessness at best is an unnecessary distraction, at worst, could bring the Tesla brand down. Unfortunately, Tesla has been so dependent on the Musk brand that it has never established a brand, let alone a narrative of its own.

One only need look at online presence to discover this. The website is an e commerce shopping site, and nothing more. The YouTube channel features mostly dry 'how to', technical videos. The experience is as emotionless as picking out a new toaster. And due to Musk's impulsive response to a personal challenge, Tesla has no Facebook page, and no Twitter account, limiting the amount of potential fan engagement. There is no brand story, no sense of a bigger mission or brand experience. And that's a shame, because Tesla has a compelling story to tell.

Tesla fundamentally changed the game by obviating any and all objections one might have for buying an electric car, by making every aspect of the vehicle experience not just as good as, but better than internal combustion competitors. So, instead of electric being the reason to buy, it became the icing on the cake -- with a stellar execution in styling, performance, range, retail experience and charging infrastructure. Simply put, Tesla became the 'it' brand at the high end of the market. This is where early adopters who look to set the standards dominate. 

But as Tesla reaches down to higher volume segments, it is now at a critical inflection point, both internally and externally.

In August, at 17,000 units, the Tesla model 3 was the fifth best selling car in the US in volume, and first in revenue. In September, Tesla sold ~22,000 Model 3's. Currently, the Model 3 is likely fulfilling a couple of years of pent-up demand. Sustaining that volume over time will mean reaching beyond early adopters, and, instead serving a risk averse mass market buyer.

And over the next couple of years, those buyers will have a plethora of low risk EV choices from well known brands at every price point in the market, from the $20,000 VW compact ID to the $75,000 Porsche Taycan, to the $255,000 Aston Martin RapidE.

That's why it's critical that Tesla start telling a coherent, cohesive story that focuses not on Elon Musk, but on the entire Tesla brand experience. On what really sets Tesla apart from every other car brand. From the dealer free purchase experience to the performance, to the well established quick charging infrastructure, to the availability of solar panels that guarantee a true zero carbon footprint. No one else can tell this story. They haven't just invented a better car. Rather, they have reinvented car ownership to be an emotionally satisfying, purposeful experience every step of the way.

This is the story that needs to be told. It needs to be told clearly, without any interruption from Mr. Musk. It needs to be told in a way that inspires. It needs to be told in a way that will make a broader audience seek out, contribute to, and share the story. And it needs to be told now, or Tesla will wind up with Tucker, DeLorean, and the likes, as another 'what could have been' story in automotive history.

This Space for Rent: Vehicles as the New Frontier of Mobile Advertising?

 In 2017, like in many other years, the Automotive category ranked #1 in ad spending with a total outlay of $13 billion. But could the tables turn? Is it possible that over the next decade automotive companies will actually be collecting revenue from other advertisers? 

Converging trends that include connected cars, fully autonomous vehicles, augmented and virtual reality, could transform cars into the next mobile media. In fact, in the past few months, there have been a couple of developments that could signal the leading edge of this trend:

• California is currently testing a limited number of digital license plates. In addition to displaying license numbers and expiration dates, these plates are capable of displaying time sensitive, location based messages.

• General Motors recently introduced a marketplace app that, among other capabilities, allows you to order Starbucks while you are driving.

But this is only the beginning. There are a wide variety of possibilities ranging from incremental to transformative for cars to dominate mobile media. And each of these expanded possibilities opens up new potential revenue streams for car companies, and new brand value propositions for their customers.  Consider these:

Location Based Notifications

• Is there any reason why Chipotle wouldn't pay to intercept a vehicle that knows its driver is on a habitual noon run to Taco Bell with a special offer in a nearby location?

• Why not pay to guide commuters who are stuck in a gnarly traffic jam to the nearest McCafe drive through for a discounted refill of their coffee mug?

In these scenarios, automotive brands could offer customers who agree to accept sponsored notifications reduced rates on connected vehicle or other optional services. 

Smart, Mobile Billboards

• Moving to the outside of the vehicle, why couldn't door panels be embedded with flexible screens to mutate vehicles into rolling electronic billboards. Sponsored geo-targeted messages would adapt to the vehicle's current location and time to alert those in the area to offers from nearby businesses.

• Since autonomous, connected cars will communicate with one another, a vehicle will have the ability to know who is riding in adjacent vehicles. Advertisers could easily send a customized, highly targeted message on the body panels to the passengers in next vehicle while riding down the freeway. That message would be tailored to match passengers' past behavior and destinations, with the current time and place.

These scenarios would likely work best for manufacturer owned and operated car sharing services. Individual customers who value a discount over pride of ownership might also be enticed by large purchase incentives for cars that are used as media vehicles.

Reinventing Mobile Advertising

• While those examples more or less mimic existing smartphone or out of home advertising capabilities, there is also potential to completely reinvent the very idea of mobile advertising. Autonomous vehicle interior configurations will likely evolve to integrate multiple screens into lounge-like interiors. Even windows will have the potential to transform into screens. The potential to create mobile, 360 degree content could liberate advertisers from the tyranny of the small mobile screen. Add augmented and or virtual reality, and advertisers will be capable of delivering completely immersive experiences to the right audience at the right time and the right place like never before.

While this scenario could prove to be the most complex, it could also be the most lucrative...both in its ability to generate incremental revenue, as well as create a value added customer experience. Car brands could offer exclusive, sponsored content that is only available in their vehicles.

While there is much to figure out, including data privacy and the role and relationship between automotive companies, service and content providers, automotive brands who are willing to take a risk are likely to be handsomely rewarded.

Learnings from the 20th Century: Launch Messaging Strategies for 21st Century Car Brand

In the next few years, the automotive industry will see the launch of several new car brands.  The last time the US auto industry saw as many new brands coming to market was probably the late 1980's and early 1990's. During that time, Suzuki, Acura, Lexus, Saturn, Infiniti, Hyundai, Yugo, and Sterling, to name a few, were launched. Can new brands learn anything from the launch of those 20th Century brands?

It's easy to dismiss those launches as irrelevant today. After all, the 20th century brands'  reason for being was to capitalize on broad demographic and economic shifts. Today, the new automotive brand launches are inspired by dramatic changes in technology that will fundamentally alter the way cars are used. Technology has also completely reshaped the media landscape, making the 20th century 60 second network TV launch spot obsolete.

But yet, there still may be strategic lessons to be learned. In looking at the list of brands above, 4 did not survive. Of the surviving 4, the two who were arguably were most successful were Lexus and Hyundai. Lexus, because it managed to earn a spot in the top tier of luxury brands. Hyundai, because it has been able to challenge the volume market leaders, and make a significant dent in their market share.

How did they do it? From a product/pricing perspective, both were excellent value plays at either end of the market. Lexus had a superior product, yet undercut the European leaders by ~$10,000, and Hyundai offered an adequate product that cost almost half the price of other new cars. 

But what perhaps jumpstared their success, was their communication strategy. Both came out strongly with insight driven messages that created by value by depositioning their competitors. Lexus' 'The relentless pursuit of perfection' played on the dirty little secret that owners of top tier luxury cars of the day knew too well...their cars were not so bullet proof. Hyundai's 'Cars that make sense' made smug Japanese buyers reconsider what they had thought to be the smartest choice in the marketplace. What likely sealed the deal for these brands was how they demonstrated these messages by bringing them to life in provocative ways.

Lexus' iconic 'Ball Bearing' and 'Champagne Glass' ads demonstrated perfection by going against every automotive advertising convention. The cars weren't shown on the road. No one was even driving them. Yet, you knew they were closer to perfection than the luxury car in your driveway.

Hyundai relentlessly pounded the value message by finding compelling ways to quantify the better sense of choosing a Hyundai.

Of course, from a media perspective, these brands found the most impactful platform of the day, network TV to spread their message. Their media buys targeted their customers as best they could through demographics and rudimentary psychographics. But while media was important, messaging is what set them apart. 

The brands that didn't make it, were much less clear in articulating and demonstrating their positioning. While Saturn promised 'A different kind of car, a different kind of company', they were unable to convincingly demonstrate how they were different. Sterling touted its British heritage, without offering any tangible benefit of that heritage. Suzuki introduced the Samari as 'the most extraordinary event in your lifetime'...really? And Yugo--well, it was a Yugo. All of these brands also borrowed conventional cues from typical car commercials--acceleration/performance, romancing sheetmetal, winding roads, etc. 

Of course, message alone cannot build a brand. There were problems beyond advertising for all the brands that met their demise. Despite a great start, Hyundai also went through some rough patches over the years. But none of that diminishes the huge and swift impact of the Lexus and Hyundai launch messaging.

So how can today's start ups use these examples to develop an effective messaging strategy?

• Establish a clear, insight driven launch message that depositions the existing competition.
• Amplify that positioning by creating provocative, news/shareworthy content that makes the audience pause to rethink the entire category

How can new car brands implement these principles? Most new car brands are likely to differentiate themselves on some combination of autonomous driving, seamless connectivity, and cleaner powertrains, here are a few thought starters:

• Autonomous plus connected means you can use your time in your vehicle to be more productive. For brands who want to create value through superior 'productivity', how about a 24 hour challenge at the same time of the 24 hour LeMans race. Enlist writers, artists or musicians to create something from inside the car, while the car drives them. . Create film that juxtaposes the productivity of the creative process against the monotony of track laps. 
• As electric battery technology gets better, electric cars are likely to have better range than traditional internal combustion (I/C) cars. For brands staking their claim on the benefits of superior battery technology, what about an endurance challenge in a desolated, remote location between their car and a trusted I/C brand? It could instantly transfer the onus of range anxiety from electric to I/C.
• Autonomous also means safer. For brands deciding to leverage the value of 'safer', how about conducting and filming live 'human vs machine' reflex challenges? 

Of course, these brands should leverage new technologies to precisely target the right people at the right time to maximize impact and earned media. But without a solid messaging strategy that changes the game in their favor, they're more likely to be Sterling than Lexus. Because winding roads, motorsports, gorgeous sheet metal and Super Bowl ads just won't cut it.

It's Not a Smartphone: Why Automotive Brands Should Think Different About Subscriptions

Over the past few months, several automotive manufacturers have introduced 'subscription' models as an alternative to ownership. These subscriptions have been touted as being 'just like how you might buy a smartphone'. The smartphone analogy generally refers to the relatively short term commitments to the vehicles and the flexibility to upgrade at will.

But are smartphones and cars really analogous? While the automotive and smartphone plans may resemble each other on the surface, there are a few key differences that create an opportunity for auto makers to really change the game by charting their own course in tailoring subscriptions that best match user needs.

The first difference between the categories is the core value proposition. Volvo, Cadillac, Mercedes, and BMW have all launched subscription models, but there are differences across brands in cost and flexibility. BMW's plan is the costliest and most flexible with monthly rates ranging from $2,000 - $3700 per month. Volvo's plan is the least flexible and most affordable, with rates starting at $600/month. But even at $600/month, these models appear more expensive than a traditional retail contract or lease payment, likely making them appealing to only a small segment of the market. On the other hand, smartphone subscription plans tend to make the phone affordable, and therefore accessible to more users.

The second difference is in the way the hardware is used. The fact is that in the US, the average car sits idle for ~95% of the time, with the average driver making 2.3 trips per day. In contrast, the average smartphone sits idle for 80% of the time, but it is used an average of 85 times during the day in small bursts from morning 'til night. Yet all the existing automotive subscriptions are based on the car being in your possession, devoted to your usage 100% of the time...just like your smartphone is.

And that difference in user behavior creates opportunities for innovative, needs based automotive subscription models--models that would obviate the need to trade off flexibility for choice. Instead, they could be tailored to fit specific individual's lifestyles, while at the same time maximizing utilization rates and fleet efficiencies.

For instance, the same vehicle could be used by subscribers to the 'Carpool Plan' during commuting hours, and the 'Soccer Mom Plan' during the day. Other specific usage plans like a 'Night Owl' subscription or a 'Weekender Getaway Plan' could round out fleet utilization, and lower subscription costs. This would also provide the added value of defraying the cost and hassle of parking, as a concierge could arrange for pick up and delivery. Moving from a 95% utilization rate to even a 70% utilization rate would mean the the car now takes 13.8 trips per day, by 6 different subscribers. This would significantly lower cost, and make subscriptions available to a much larger market. Over time, tsubscriptions could outnumber sales or leases.

So why would car companies want to swap sales for subscriptions? According to Deloitte, by 2030, more than half of new vehicles will be used in car sharing. This could take many forms, including ride sharing services like Uber, or unbranded car sharing like Zip Car, or even rental car services. That percentage rises to over 80% by 2040 as autonomous vehicles become more commonplace, facilitating delivery and pick up. The fact is that all these categories are converging and car companies need to think differently.

Subscription plans that add value could help to drive brand loyalty and stave off new competition. Customized subscriptions that take into account user's needs are suited to offer added value through amenities. What if the car was delivered with after school snacks in the 'Soccer Mom Plan' or piping hot coffee in the 'Carpool Plan'? 

There is also an opportunity to tap into incremental revenue streams by bundling incremental relevant services like WiFi for commuters or streaming children's programming into the kid's shuttle. 

And while car sharing may seem scary to car brands worried about shrinking volume, this is not likely to be the case. That is because the projected number of miles driven will continue to increase. Even at a 30% utilization rate, shared cars would be driven over 80,000 miles per year, a 6 fold increase over the 13,476 US average today. Thus, the fleet would need to be refreshed on a more frequent basis to compensate for greater usage, leading many experts to predict that volume will not go down.

As it seems that change is inevitable,  perhaps it's time for automotive brands to start thinking seriously about different subscription models as a powerful tool to  lead this change! 


  

Automotive Innovation: Addressing New Needs or Hedging Bets?

The automotive business is undergoing its own climate change. A change in the  environmental, social and political climate that has recalibrated transportation needs to mandate a fundamental shift in the business.

Knowing that the world around them is changing, almost every traditional automaker has redefined their business as 'mobility'. It's a nice word, but what does it mean? It's actually just a catch all phrase that hedges their bets. They are hedging their bets by dabbling in new powertrain technologies like electric or hydrogen and business models like car sharing and subscription services. 

But instead of jumping in with both feet and leading the inevitable revolution, they are
treating these new initiatives as contingency plans for an uncertain future. They are largely ignoring society's changing needs by sticking to their core offerings. And they are hoping like crazy that if they close their eyes and drag their feet, they can slow down the change and milk the legacy business that they are so heavily invested in for as long as they can...and hoping that the new wave of start ups will run out of capital before they can make a difference. 

Are they right, or will they end up up like Kodak or Sears, by waiting too long for change? Thus far, Tesla is the only start up that has reached a level of success, but even Tesla is struggling to move from niche to mainstream. So will there be another breakout start up?

Much will depend on the approach that they take. Likely the one that strips away as many of the vestiges of the traditional car business to squarely address future needs states will be the one that wins. Lucid, SF Motors, Faraday Future, and the newest, Evelozity have all stated that they are out to revolutionize the industry.

 What approach is each taking? 

Lucid Motors

• Lucid promises 'a new era of luxury mobility' by offering 'forward-looking design with groundbreaking technology to establish an entirely new class of vehicle, one with unparalleled comfort, performance, and convenience'.  They will launch with the Lucid Air, starting at $60,000. The car is expected to be built in a Lucid factory in Arizona.
  

SF Motors

• SF Motors is offering 'premium seamlessly connected vehicles' to 'transform human mobility though intelligent EV's'. They will offer 2 models, the SF7 and SF5, both shaped like 'traditional luxury cars', to be built in one of two of SF motors factories, in the US and China.
  

Faraday Future

• Faraday Future is offering 'A New Species of premium, seamlessly connected electric vehicles'. They are slated to launch the FF91 by the end of 2018 in China for around $300,000. Faraday Future has broken ground on its factory in California.
  

Evelozity

• Evelozity is offering 'Urban mobility vehicles for modern urban life'. They will offer 3 purpose built vehicles: one personal urban vehicle that will eschew the traditional '3 box' design and will cost under $50,000, one designed for last mile delivery, and the third designed specifically for ride hailing. Evelozity will be outsourcing manufacturing.
  
  
  
  
  

Lucid, SF, and Faraday Future, all sporting similar designs, appear to be trying to 'out Tesla' Tesla, by offering more sophisticated luxury EV's. And while they may turn out to be better than Tesla, are they really addressing the changing needs of society that are bigger than electric? And can they beat the odds to avoid succumbing to the enormous capital requirements that have thwarted so many automotive start up dreams? Time will tell.

Evelozity, on the other hand is starting by looking at future transportation needs and organizing its portfolio of offerings around those specific needs. And despite raising an initial $1 billion dollars, it has chosen not to burn that capital on a manufacturing facility. Perhaps, then Evelozity could really accelerate the inevitable change that traditional automakers hope will never come, because they seem to be the only one solving real needs with real solutions.