ClientA global mobile electrification business
SprintAn 8 week sprint
Fieldwork6 competitors profiled across 4 product categories
Strategy and Commercial Excellence
The narrowest box on the board
The client wanted to sell complete drive systems rather than components. To know whether it could, it first had to see what everyone else was already selling, assembled into one comparison rather than scattered across brochures.
6
Competitors profiled, plus the client benchmarked on the same terms
4
Product categories assessed for each: motors, converters, energy storage, fuel cells
17
Acquisitions and collaborations mapped, with target, year and purpose
A note on sourcing. Every figure here comes from a SprintlyWorks client engagement. Clients are described, never named. Where a figure is identified, modelled or indicative rather than banked, the line says so.
01
The problem
The client’s electrification division sells motors, inverters and control systems into three vehicle markets, and wants to be the supplier of the whole drive rather than a part of it. Its product and business leaders had views about the competition. What nobody had was an assembled evidence base.
The answer was scattered across product brochures, annual reports, acquisition announcements and competitor websites, and every source measured things differently. Before anyone could act on it, it had to be normalised into a like for like comparison, and that work sat outside what the division could absorb while running itself.
02
What the sprint set out to do
Profile each competitor on background, headcount, product pipeline, financials, acquisition history and go to market. Assess each against four product categories. Place them on a growth quadrant, and build a competitive matrix for light and heavy vehicles separately. Then say plainly where the client’s own portfolio had holes.
The uncomfortable answer came out of the coverage table rather than any scoring exercise. The client is competitive on the motor itself, third of seven on power density and strong on efficiency. It also has the narrowest product box of anyone in the comparison.
Off-highway vehicles
Who offers what, and who does not
Product category coverage across the six competitors profiled and the client.
| Company | Motors | Converters | Storage | Fuel cells |
|---|---|---|---|---|
| The client | Yes | Yes | No | No |
| Competitor A | Yes | Yes | No | Part |
| Competitor B | Yes | Yes | No | No |
| Competitor C | Yes | Yes | Yes | No |
| Competitor D | Yes | Yes | Yes | No |
| Competitor E | Yes | Yes | Yes | No |
| Competitor F | Yes | Yes | No | No |
How to read this → Three of the six carry energy storage and the client does not, which is the gap between selling a motor and selling a drive system. Competitors are unnamed here: naming them would identify the client by elimination, since the client is the one company in the set that is not named.
SprintlyWorks analysis
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