BSB105 Week 5 Lecture Notes – RACQ
What is the big challenge/ opportunity for the years to come? And how far does RACQ look into the future?
· The cu
ent problem is a generational problem
· 100 years
· 30 years ago, KODAK did not foresee the changes in the industry (turning digital/electrical)
· The problem has 2 faults
· XXXXXXXXXXmillion Queenslanders rely on RACQ for roadside assistance
· 2. Major fleets, government and manufactures 2.7 million vehicles on road and over the century built up a huge intellectual property database to fix them and help people problems, 93% of problems are solved on roadside and have a huge geospatial infrastructure artificial intelligence system to help them in real time.
· Is that an asset in 10 years’ time?
· Automobile use in the 10 years’ time will still be the dominant form of transport
· The key problem we have is electric and autonomous vehicles
· The fundamental
· The major threat is smart cars
· RACQ’s cu
ent business model is based on battery replacement, this won’t be an issue with electric cars since electric cars have higher voltages that can kill a human hence RACQ is unbale to fix that on the roadside. Electric cars can be unlocked with smart phones therefore RACQ can’t provide roadside assistance.
· Autonomy e.g. cruise control. Real autonomy is the vehicle talking to the factory in real time. Therefore, when a fault occurs it sends a fault code to the manufacture, so the manufacture is aware of the issue. Individuals are also able to change codes, unlock the car all through their phone. This means that the people won’t be calling RACQ as they can solve the issues themselves. This is a big business threat to RACQ.
Within RACQ what tools and techniques do you use to plan strategies? And how do you determine which of these trends matter or don’t matter?
· The reality is that you don’t know.
· RACQ doesn’t have a predictive future.
· For RACQ looking forward, there are things they know e.g. they know the electric car trends and there are limited things they can do.
· For example, most cars in QLD run on internal combustion engines. In 5-10 years, the number of electrical cars will grow exponentially in u
anised areas as opposed to rural areas. We know how many combustion internal engines will be sold into the future and we know the speed of it.
· We can see the growth of one technology and the expiry of another.
· Use a lot of predicative technologies around the cost of vehicles. E.g. electric cars have lower cost, better technologies in terms of battery life.
· Planning horizon of 10 years.
· RACQ is investing in technologies now and investing in solutions now to make sure they have seated them in order to keep up with the pace with the service.
· RACQ is intensely studying electrical/ autonomous vehicles to look for opportunities. For example, electrical autonomous cars use sensing. It needs to know where it needs, or where people are standing to apply the
akes, etc. which means there is an opportunity there with ADAS, which is an advanced technology based on autonomous driver assistances systems. They need recali
ating. RACQ has invested in that technology ADAS system they are cu
ently operating that business in Brisbane. RACQ searches for niches in technology and trying to understand where they can play.
· RACQ is
oadening their mobility e.g. electric scooter, drones, bikes etc. They are opening their strategic appetite looking at mobility as a
oader scheme. How can we recharge them? Is there a way as a club we can recharge them at home using solar?
Is there a possibility of partnering with another organisation such as Tesla to Telstra?
· The social components: people buy roadside assistance because is comes from a place of vulnerability.
· RACQ sells a product that appeals to human emotion.
· Their logistic platforms will also continue to go forward.
· Partnerships are essential.
· What are the needs of a member in 10 years’ time? What will people be driving in 10 years’ time?
· RACQ is cu
ently doing partnerships with QLD transport and QUT and cars Queensland that are cu
ently doing research on autonomous vehicles.
· Manufactures are cu
ently RACQ partners but in the future, they will become competitors.
· BMW have cu
ently embedded chips and SIM cards in their vehicles which transmits data back to Germany to send them information about the vehicles faults/ battery system so they can a
ange a provider here in Australia.
Uber
· Uber is a potential partner.
· Must look at who is going to win in the future?
· RACQ is cu
ently using Uber to send when a member is
oken down and in a dangerous location if there is going to be a long wait with roadside assistance.
In terms of electric vehicles have we seen any transit to our cu
ent portfolio around insurance / roadside assist?
· Electric vehicles are very expensive to fix. For example, if a Tesla is in a reasonable accident, it is automatically considered as right-off because the batteries are built in the floor of the vehicle and the technology is not fixable. This means that the repair networks are not capable of repairing them. In the short term, it will lift insurance premiums.
· Small cosmetic damages are fixable.
· The problem is there is not enough frequency with electric cars.
Do you see the government assisting in the transition to electric cars?
· The government is cu
ently doing this.
· The government are forcing the use of electric vehicles through incentives and disincentives because it is green and environmentally friendly.
· 3-4 years down the track.
Europe has a plan by 2030 they will ban the manufacturing of diesel and petrol cars. Do you think that Australia is likely to adopt the same regulation as Europe? Or is it lot further in the future than 2030.
· No. because our population is nowhere near as condensed as Europe.
· Local councils in defined areas like Brisbane where they will provide incentives and discounts on registration to encourage the use of electrical cars.
· But in Australia this regulation is a lot further than 2030.
Where RACQ in 10 years’ time? What are our members needs?
· A role to play in renewable energy.
· RACQ is one of the largest car battery suppliers in QLD. Why can’t we be the battery supplier for homes? RACQ can have trucks installing solar panels and batteries in homes for member to charge their cars. Or members can share power between each other.
PowerPoint Presentation
the
future enterprise
BSB105
This resource offers you empty worksheets to complete for your chosen client for the assignment.
If you want more information, please see the accompanying materials that take you through a worked example using QUT as the client. You work through this in your workshops.
It is not mandatory to use these exact worksheets and submit them in your assignment. These are just teaching aids to help you along the way.
Scenario Planning
Scenario Planning:
A method
Stage 1: Setting the agenda
Stage 2: Determining the driving forces
Stage 3: Clustering the driving forces
Stage 4: Defining the cluster outcomes
Stage 5: Mapping cluster impact and uncertainty
Stage 6: Framing the scenarios
Stage 7: Scoping the scenarios
Stage 8: Developing the scenarios
3
Scenario Planning
Scenario Planning:
A method
Stage 4: Defining the cluster
outcomes
Ask yourself the question:
If the trends in this cluster became a reality, what is the negative outcome and what is the positive outcome?
Remember when we completed this worksheet? Now we follow the same logic. If QUT lost their Robotics department, what would happen? If QUT lost all their students, what would happen?
4
Negative Outcome
Cluster: Sustainable Campus
Unpredictable Trends
Positive Outcome
If the trends in this cluster became a reality, what is the negative outcome and what is the positive outcome?
No opportunity for international students
No funds coming from international students
The initial building cost, which can be more expensive than conventional buildings.
Green construction materials are not always as readily available as traditional materials.
Reduced ca
on footprint = sustainable campus
By improving indoor air quality through the exclusion of toxic materials and improved ventilation, sustainable campuses can improve the health of students, faculty and staff and decrease absenteeism increased productivity and enhanced student performance.
Repeat for each cluste
Climate change continues to be a significant issue around the world
Stronger focus on domestic markets means less travel, lower ca
on footprint
BSB105: The Future Enterprise
5
Negative Outcome
Cluster: Life-long educational wellbeing
Unpredictable Trends
Positive Outcome
If the trends in this cluster became a reality, what is the negative outcome and what is the positive outcome?
Need to do more with less to meet student and employer demands
Invest in understanding unique selling-proposition over new entrants (e.g., LinkedIn)
Traditional degrees become too standardised
Need to move away from traditional operational models of university teaching
Opportunity for new revenue streams by targeting new customers
New partnership opportunities to match academics with industry for blended learning.
Ongoing revenue stream from the lifelong learners
New unbundled degrees offer personalised experiences
Repeat for each cluste
Decrease in university funding overtime
Non-traditional rivals offering new
educational services
The shift to education as a continuous
process is changing demand for higher education offerings.
Increasing trend towards portfolio careers.
These negative and positive outcomes offer a na
ative around the opportunities and threats for each trend. This provides "meat" to the story you're telling to the client in the scenarios.
6
Now I have the negatives and positives of each trend, in each cluster.... Do I have to talk about all of them in the scenarios?
The answer is, no.
7
Scenario Planning
Scenario Planning:
A method
Stage 5: Mapping impact and
uncertainty
Ask yourself the question:
How important is this cluster of trends to the organisation in 2025?
You might try and answer that question by considering:
What impact is this cluster of trends going to have on the organisation if it becomes reality? A big impact or a small impact?
How certain are you these cluster of trends will become a reality?
8
Scenario Planning
For each cluster ask yourself, how important is this cluster of trends to your chosen organisation in 2025?
Not very important!!
If this were to become reality, the organisation would be impacted but it would not ruin them.
Very important!!
If this were to become reality, the organisation needs to have planned for it.
BSB105: The Future Enterprise
9
Scenario Planning
For each cluster ask yourself, how important is this cluster of trends to QUT in 2025?
Not very important!!