埃森哲：重塑汽車體驗(yàn) The automotive experience reimagined

TheautomotiveexperiencereimaginedRisingexpectationsaroundsustainability,newdefinitionsofluxuryanddigitally-enhancedvehiclesaresettochangethewaypeoplethinkaboutcarsforever.Nowisthetimefortheautomotiveindustrytoreimagineproducts,servicesandexperiencesthatdeliveragainstcustomers’newvalues,wantsandneeds.Connectivity,autonomousvehiclesandelectricandshareddrivingarefourmegatrendsthathadbeendisruptingtheautomotiveindustry—causingunprecedentedtechnologyandbusinessmodeltransformation—forawhile.1Thenaglobalpandemicmagnifiedthesepressures,forcingorganizationstorethinkmanyaspectsofhowtheydobusiness.COVID-19quicklydevastatedindustrygrowthbyalmostinstantlystallingconsumerdemand.IntheU.K.,salesofnewcarsweredown50%year-over-yearbytheendofthefirstnationallockdown,inJune2020.2AndbyFebruary2021,Britishnew-carregistrationsforthatmonthhadslumpedtothelowestforaFebruarysince1959.3Ontopofthis,therewaswidespreaddisruptiontosupplychainsinanindustryallabout“justintime”production,globalnetworksandleaninventory.Withinweeksofthepandemic’sstart,threeofJapan’slargestcarmakers—NissanMotorCo.,MitsubishiMotorsCorp.andMazdaMotorCorp.—hadput20,000oftheirworkersontemporaryleave.4InGermany,meanwhile,COVID-19compelledanestimated95%ofautomotive-relatedcompaniestoputtheirworkforcesonpart-timeschedulesduringtheshutdown—andpeoplewhoweretemporarilylaidoffrecievedasubstantialamountoftheirpaygovernment-subsidized.5LockdownsandsocialdistancingmeasuresusedtostemthespreadofCOVID-19alsospedupimportantshiftsinconsumerbehaviorthatwerealreadysettohaveasignificantimpactonoriginalequipmentmanufacturers’(OEMs’)futures.Consciousconsumption,shoppinglocalande-commercehaveallgrownsignificantlyoverthepastyearandtheaccelerationofthesetrendsaresettocontinue.6Whilejustayearortwoagoattentionswerefixedonconvenienceandsimplicity,nowit’sallaboutrapidlyevolvingprioritiesaroundsustainabilityandredefiningnotionsof“ownership.”Ayearfromthestartofthefirstlockdown,automotivesaleswerestartingtorally.Theglobalpassengercarmarket—valuedat2$1,321.74billionin2020—wasbeingtippedtoincreaseatacompoundannualgrowthrate(CAGR)of9.3%thisyearandataCAGRof8%to$1,988.72billionby2025,accordingtoonesurveyoftheglobalpassengercarmarketpublishedinFebruary2021.7Now,asOEMslookaheadtoafuturebeyondthepandemic,thetimeisrighttoreimaginetheroleofcarsinourdailylivesforgood—reestablishingtheirvalueandrebuildingtheemotionalinfrastructureandrelationshipshumanshavewiththem.It’sashiftthatcanbelikenedtothehumblehorseevolvingbeyondsimplybeingviewedandusedasafunctional“beastofburden.”Inthesameway,peoplewillexpectmoreoftheircarsinthefuture—moresafety,moreexperience,moreflexibilityandmoreintegrationintoourdailylivesbeyondsimplybeingamodeoftransportation.Movingforward,OEMsneedtoorganizethewholebusinessaroundthedeliveryofexceptionalexperiences,whichiswhatwecalltheBusinessofExperience.Itmeansrewiringthecustomer-facingfunctionsoftheorganization:marketing,commerce,salesandservice.TheBusinessofExperienceisanapproachthatallowsorganizationstobecomecustomer-obsessedandreignitetheirgrowth.Here,weidentifyfouropportunityareas.Eachissignificantandimportantinitsownright.Combined,theyrepresentareimaginationofthewholeautomotivedomain.ThisisthetimeforOEMstotakeinnovationseriouslyandholisticallyreimaginetheautomotiveexperienceinlinewithtechnologicalprogressandhumanchange.1.Newsalesexperiences2.Changeforgood:Theroadtozeroemissions3.Fromlosttimetoprimetime:Carsasexperienceplatforms4.Software-definedvehicles:FrompredictivepersonalizationtoindividualizedinteractionRadicalchangedrivenbyrealismTheautomotiveindustryhaslongbeenpowered—andcharacterized—bychange.Fromsharedmobilitytocarpoolingandcommunalmobility,therehasbeenamassiveshiftinhowpeoplemovefrompointAtoB.Now,theindustrystandsonthebrinkofaradicalchangeinattitudestowardcarownership.Yettodate,manyservicesandoffershavestruggledtodeliveragainstwhatchangedemands,creatingaperceptionthatsingularandone-sidedsolutionsarenotuptothejobbecausepersonalmobilityisjusttoocomplex,toocontextualandtoodiverse.Meanwhile,consumers’expectationscontinuetorise—especiallyaroundsustainability.Peoplewantmorefromtheircars,andtheywantthecompaniesbehindthemtodelivermore,too.OEMsneedbroad-basedopennessandcouragetoleavethebeatentrackandembracetheeraoftechnologyinordertorebuildautomotivefromthecore.Theyneedtointegratepersonal,sharedandpublictransportationinfrastructureintoaseamlessexperiencethatadaptstothedifferentneedsofconsumers.Andtheymustaddressasetofunderlying,acceleratingtrendsthatfallintotwobroadcategories.Humantrends:Peoplearereluctanttoacceptcompromisesaroundmobility—anecessarypartofmodernlifeandsociety—andtheyareoftenblindtothecontradictionsthatexist.Forinstance,ononehandtheystrivefortheluxuryandflexibilityofowningacar,ontheotherhandthey’reincreasinglydemandingmoresustainablemobilitysolutions.3Asaresult,peoplefeeltornbetweenwantingtoembracegreenerlifestylesandnotwantingtoforgothedailyconvenienceofprivatemobility.TheywanteverythingatthesametimeandtheyexpectOEMstoexpandtheirofferingsaccordingly.Meanwhile,carsaretakingonnewrolesinpeople’sdailylives.Increasingly,they’rebeingreconsideredintermsofbothfunctionalityandusage.Andascarsbecomemoreconnected,flexibleandadaptive,they’reofferingmanyofthefeaturesofahomeawayfromhome.Businesstrends:OEMsneedtorethinktheirentirebusinessaroundpeople’snewdemandsandrespondtothevaluecreatedbydigitalexperiences.Todothis,theyneedtoscaleflexibledigitalcapabilitiesacrossboththeirmainbusinessandtheentirevaluechain—fromnewpointsofsaleandpaymentmodelstologistics,productionandproductinnovation.Challengedbynewentrants,newdigitaldisruptorsandnewpartnerships,incumbentsalsoneedtoembraceagilesoftwaredelivery,fastiterationcyclesandconstantexpansionofdigitalservicesasareasofgrowth.StrivingforaholisticviewWhat’sneedednowisnothinglessthanareimaginingoftheautomotiveindustry’sfoundationalbuildingblockstoexplorecompletelynewareasofvalueandexpandtherangeofexperiencesinthedailylivesoftheircustomers.It’stooeasytofocusonincrementalareasofimprovement.Instead,what’sneededisanunderstandingofmobilityasanintegrativelayerofworking,living,socialexperiencesandhealth.ThisunderstandingwillofferprogressiveOEMstheopportunitytoredefinetheirvaluepropositions,setnewindustrystandardsandreimaginethefutureofmobility.Newdigitalsalesexperienceswillmakechoosingandbuyingcarsassmoothasthedriveitselfbyofferingradicaltransparencyandlettingpeopleexperiencethevehicleinavirtualsetting.Reimaginedphysicaltouchpointswillevolvefromsingularoptionstointerconnectedpointsthatsupportandelevatethedigitalexperienceintheofflineworld.Aswemoveintonewfrontiersofsustainability,theroadtozeroemissionswillbepavedwithelectricoptions,circularproductionandnewmodelsofsharedmobility,goingfromone-timepurchasestototalcostofownership.Meanwhile,expandingthecarintoamoreversatiletechdevicewillturnitintoatruelifecompanion.Understandinghowthedecouplingofsoftwareandhardwarecanhelpuswrapconsumersinasoftwarebubblethatmoveswiththemfromvehicletovehiclewillcreateawholenewparadigm.OEMsthathavehighambitionsforhumanexperienceandembracethiskindofmeaningfulinnovationwillgrowandsustaintheirmissionwhileleadingapositiveshiftintheautomotivedomain.They’llneedtobeambitious,becauseradicalexpectationsdemandradicalideas.4ExperienceReimaginationAutomotive-ThenewsalesexperienceThenewsalesexperienceWhenbuyingacar,customerswantadigital-firstexperiencethatcombinestheflexibilityofvirtualproductinteractionwiththeconvenienceofbuyingonlineandthepersonalconsultancyofadealer.Withtheuseofe-commerceandexpectationsofbrandexperiencesdriventonewheightsbythepandemic,nowisthetimetoreimaginethecarsalesexperience.What’sgoingonTheautomotivesalesmodelisprimedforchange.Today,almost90%ofcustomersuseonlinechannelsintheearlystagesoftheirdecision-makingjourneys.Whilepreviouslycustomersvisiteddealershipsonaverageeighttimesbeforedecidingwhatvehicletobuy,todaytheaverageissomewherebetweenoneandtwotimes.15ExperienceExperienceReimaginationAutomotive-ThenewsalesexperienceMeanwhile,manylargeoriginalequipmentmanufacturers(OEMs)expecttoachieve25%ofglobalpassengercarsalesthroughonlinechannelswiththeirtradingpartnersby2025.2Intheworld’slargestautomarket,China,digitalsalesareexpectedtoaccountfor10%ofnewvehiclesalesby2025and43%by2035.Yetcurrently,mostoftheautomotiveindustry’sestablishedOEMsstillrelyonatraditionalsalesmodel.Typically,thisinvolvesanOEMsellingitscarstoanindependentdealer—withthedealerplayingacentralroleinpricing,marketingandsales—thenthedealersellingdirecttotheconsumer.NewplayerssuchasTesla,NIOandCanoo,however,arenowchallengingestablishedOEMsandtheirdealerswithadirectcustomerapproachthatoffersconvenientsalesandmobilityexperiences.3AndOEMsarestartingtodesignnew,morecustomer-centricsalesmodelsinresponse.Before2020,digitizationwasevolvingthecarsalesexperienceandexpectationsaroundit.Itwasclearthatsellingcarsonlinewasn’tassimpleasputtinginventoryonawebsiteorofferingasleekconfigurator,andthatdigitalexperiencesthatempoweredandentertainedwereneededtotransportpeoplefrombrowsetobuy.Ontopofthis,theplethoraofinformationandreviewsavailableonlinehadflippedthesymmetryofinformationbetweendealersandbuyersonitshead.Yetdespiteallthis,thequalityofthecar-buyingexperiencewasfallingshort.ThencameCOVID-19,andsomeimportantaspectsoftheautomotivesalesexperiencewerehighlighted.Thefirstisthevalueofthedigitalexperienceinchoosingandbuyingacar,whichwasmagnifiedduringthepandemic—atimewhentraditionalreal-worldshowroomswereforcedtoclose.VolkswagenandFAW’sjointventurevirtualshowroominChina,forexample,attracted2.5millioncustomerviewsatitspeak.Morethan2,000Volkswagendealershipsarepresentingthecurrentmodelline-upvialivestreams.4During2020,carbrandsincludingMercedes-Benz,Honda,VolkswagenandBMWlaunchedonlineportalsandembarkedonanaccelerateddigitizationofconsumertouchpoints.Mercedes-Benz,meanwhile,launchedahostofremotecustomerinitiativesundertheumbrellathemeMercfromHome,whichuseddigitaltoolstoboosteaseofpurchase.56ExperienceReimaginationExperienceReimaginationAutomotive-ThenewsalesexperienceThesecondissueraisedbyCOVID-19wastheimportanceofOEMsmeetingcustomers’risingexpectationsofthequalityoftheexperiencesassociatedwithbuyingacar—expectationsraisedbythehigh-qualityexperiencesprovidedbybrandsinotherindustrieswheredigitizationwasmoreadvanced.Whenitcomestobuyingacar,customersnolongerjustwanttobeinspiredandinformedonline.Increasingly,theywantadigital-firstexperiencethatcombinesvirtualinteractionwiththecarwiththeconvenienceofbuyingonline,plusthepersonalconsultancyofadealer.What’snextDesertedshowroomshaveleftlotsfullofcarsDesertedshowroomshaveleftlotsfullofcarsandsalespeopleidleatatimewhenCOVID-19hasacceleratedpeople’sdesireformanymoreproductsandservicestobedeliveredtothemathome.Therelationshipsthesalesmodelfostersinitspresentformarealsolacking.Thefactthatcustomersvisitcardealershipsinfrequently—whenthey’reshoppingforacarorforaserviceorthey’re“l(fā)ockedin”withaparticulardealerorOEM—makesthecustomer-dealerrelationshippurelytransactional.Thecurrentsalesmodelislikelytoremaininplaceforsometime.However,thetimeisrightforOEMstoacceleratetheireffortstotackleitsmanyshortcomings.Amongthemostimportantareanunsatisfyingcustomerjourneycausedbylimitedonlineoptions;aninconvenientpurchasingexperienceandinsufficientchannelalignment;inconsistentpricing,whichresultsinintra-brandcompetition;andlittleengagementbetweenOEMsandcustomers,whichlimitsOEMs’accesstocustomerinformationandsothecapabilityfortrulydata-drivensales.6fromdigitalbrochuresallthewaythroughtoafter-sales—tobejoinedup.Now,asOEMsassessthelastingimpactofshiftsinconsumerbehaviorcausedbytheglobalpandemic,thestageissettoaddresstheshortcomingsofthetraditionalsalesmodelandpavethewayfornewsalesexperiences.7ExperienceExperienceReimaginationAutomotive-ThenewsalesexperienceFurther,carbuyersarespendinglesstimeshoppingandspendingfewerdaysinmarket—duringwhichtimetheyarevisitingasmallernumberofdealersandmakingtheirpurchasingdecisionsmorequickly.7Theknock-oneffectofthisisreducedtimefordealerstobuildrelationships.Findingnewwaystoengagewithcustomersmoreeffectively—bethatmorepersonalizedadvertisingormoreconvenientinteractivesalesjourneysonline—isanobviousopportunity.Meanwhile,thelimitedcontactOEMshavewiththeirendcustomersimpactstherelationshipbetweenthebrandandthecustomer.Customersdon’treallywanttonegotiateonprice,researchshows.Whenasked,81%preferfixedtransparentprices,forexample,yettheydowantaphysical,visceralinteractionwiththecaraspartofthesalesprocess:77%ofconsumersstillwanttobuyinaphysicalstore.8Thenthere’sthedisconnectthatoftenexistsbetweenthedigitalandphysicalcomponentsofthecar-buyingcustomerjourney.Withthemajorityofcustomersstartingtheircar-buyingjourneysonline,misaligneddigitalandphysicalsalesexperiencescanleavepeoplefeelingshortchanged.Alltoooftenacustomerwhohasconfiguredacaronlineiseitherunabletoaccesstheadditionalinformationtheyneedortestdrivetheprecisedesiredcaroncetheyvisitthedealership.Atthesametime,itwillbeimportanttocontinuetoevolvephysicaltouchpointsandtheirroleincustomerdecision-makingandthesalesjourney.Some70%ofconsumersfindtheconceptofabrandexperiencecenterappealing,researchbyCoxAutomotiveshows.9Boutique-stylecitycenterlocationsforbrandexperiencessuchasTeslaStores,AudiCityCyberStoresandMercedes-BenzVisionaryStoresareafewexamplesofnewretailformats.Thecaseforchangeisfurtherstrengthenedbyhowchallengingithasbecomefordealerstoturnaprofitonnewcarsalesascompetitionerodestheirmargins.Anotherchallengeassociatedwiththeexistingmodelisthatdealershipsmakemoreprofitfromaftercareservicethanthesaleoftheasset.Thisrevenuepressurewillonlyincrease,however,withtheriseofelectricvehicles(EVs)—thesalesofwhicharenowpredictedtogrowby22%by2026—asEVsneedlessaftercare.10Yetwhilemanydealersadmitthatnewcarsalesarenotprofitableforthemandwanttochangebusinessmodels,theystruggletochangeduetocapitalinvestments,fixedsalesterritoriesandOEMrelationships.11Lookingahead,furtherpressuretochangethecurrentsalesmodelwillcomefromthegrowingsalesofEVs—whichtypicallylastlongerandhavelesswearandtear—andrisingsubscriptionusagemodels,suchasCanoo’smobilityinexchangeforamembershipfeeproposition.12Thiswillneedtobebalancedwiththesaleofservicesandexperiences.8ExperienceExperienceReimaginationAutomotive-ThenewsalesexperienceOpportunitiesforreimagination1.Meetingcustomerswheretheyreallyare2020broughtmanychangestotheretailexperience,especiallywhenitcomestowhatconsumerswillventureoutforandwhattheyexpecttobedeliveredtotheirhomes.Anxietyabouthealthandsafetywilleaseovertime.Yetmanyshiftsinbehaviorandexpectationsnowlooklikelytoendurebeyondthepandemic.ItwillbecriticalforOEMstolearnlessonsfromthepandemic.Newdigitalretailingtoolsdroveprocessefficienciesandachievedhigherbuyersatisfaction,forexample,improvingtheautomobilebuyingprocessduringtheprolongeddownturn.13Earlyinthepandemic,FCAUKlaunchedCar@Home,aservicethatallowsdealerstosellvehiclesandcommunicatewithcustomersremotelyviavideoconferencing.14Italsointroducedachatfunctionacrossallofitsbrandandretailerwebsitesso,justlikevisitingashowroom,customersonthewebsitecanengagewiththeirretailersinrealtime,receivingengaging,relevantinformationwhentheyneedit.Tesla’stouchlessdeliveryexperience,meanwhile,involvestest-drivevehiclesleftinparkinglotsatTeslalocations,eachwithitsuniqueQRcodepostedinthewindow.Interestedpartiesscanthecode,entertheirinformationandgetstartedonatestdrivewithouttalkingorevenseeingaTeslaemployee.15Itwillalsobeimportantfororganizationstorespondtohabitualchangesandmeetcustomerswheretheycanbefoundnow:athomeandonline.Thiswillrequireaseamlessintegrationofthedigitalchannelwiththephysical,whichwillcontinuetohaveanimportantroletoplay.Whilecustomersbrowseandincreasinglyshopfortheirmobilityonline,therewillstillbeimportantphysicaltouchpoints.Anditwillbeimportantthatthesephysicaltouchpointsdon’tfeellikestartingfromscratchoraninterruptionoftheprocess.Dealersneedtotakeonnewrolesintheexperienceandhavefullaccesstocustomerdata,preferencesandchoicesinordertoamplifytheuser’sexperience,notmerelycomplementorfulfilit.Inthisway,disconnectedandseparatepointsofsaleswillturndealershipsintolocationspeopleusetoexploretheirpersonalizedmobility.9InIndia,Renaulthastrialedmobileshowrooms,forexample,16blendingconveniencewiththetactilenatureofcarbuying.Withamobileshowroom,thedealercandrawonalargerpoolofcarstobringtheclosestcaraprospectivebuyerhasconfiguredonlinetotheirhomeforasafeandconvenienttestdrive.Withtheopportunitytotouchandfeeldifferentvehiclesandoptionsseamlesslydeliveredtotheirdoor,thedisconnectbetweentheonlineandphysicalexperienceforthebuyerisclosed.IntheU.S.,anumberofdealershipsaretestingsimilarmodelsinresponsetothesuccessofnewentrants.Carvana,forexample,hasinnovatedwithitscarvendingmachines,multi-storystructuresholdingdozensofcarswherebuyerspickuptheironlinepurchases.It’soperatedusingaspecialoversizedcointhebuyerputsintothemachine,andoutcomestheircar.17Finally,nearlyhalfofdriverswantafter-salesservicestobeintegratedseamlesslyintotheirdailylives,savingthemthetimeandeffortofhavingtogoinpersontoaworkshopordealerservicelocation,accordingtointernalAccentureresearch.ExperienceExperienceReimaginationAutomotive-Thenewsalesexperience2.ExperienceconciergesToday’scardealerplaystheroleofsalespointandgatekeepertovehicleownership.Butwhatiftheirroleevolvedtobeingapurveyorofexperience?AsExperienceConciergetoallourmobilityexperiences,acardealerorOEMcouldcreatemorereasonsforauthenticcustomerinteractionsanddeveloplonger-termrelationshipsbasedontrust.Theopportunityisforthemtoplayagreaterroleinhelpingconsumersexperiencethecarandtrulyfeelwhatitwouldbeliketoownthatvehicle.Mercedes-Benz’sUserExperienceteamsetthreegoalsforthedevelopmentofitsin-carvoiceexperience:1.Allowdriverstotalkasnaturallyastheywouldtoanotherperson.2.Supportmoretypesofqueriesthantypicalvoiceservices.3.Integratevoicemorenaturallyintotheoverallin-carexperiencesouserscanseamlesslyswitchbetweenvoiceandtouchcontrol.18Dealersneedtodoubledownontheirprofitableservicebusinessbutnotrestrictthistopurecarservice.Somedealershipsalreadyinviteexistingandprospectivecustomerstotrackdaystotestthefullpotentialofacarinasafeenvironment.Suchexperiencesareoftenlimitedduetocost,however,whichmeansopportunitiestoexperiencethecarinamoreimmersivewayaremissed.Ifadealerweretohelpacustomerarrangeanightonthetown—organizingdinnerreservations,ashow,perhapsevenanovernightstayaspartofanelongatedtest-driveexperience—thecustomercouldhaveadeeper,richerexperienceofwhatowningthatcarcouldreallyfeellike.Thedealer,meanwhile,couldcollectcommissionforthethird-partyreferralsthey’vealignedtotheinterestsofthatcustomer.Rethinkinghowdealershipscreateexperiencesinwhichthecarplaysanimportantpartcanhelpdrivecarsales,improvedealers’marginsandprovidecustomerswithmoreemotionalconnectionthanachievablewitha30-minutetestdrive.ExperienceExperienceReimaginationAutomotive-Thenewsalesexperience3.PartneringtoevolvethedealermodelNewentrantssuchasTeslahaveproventhatthedirectsalesmodelhasbenefitsforboththeOEMandthecustomer,startingwiththelowercostofsales.TraditionalOEMsareencumberedwithanexistingdealernetwork,however.Thismeansthattheyneedtoevolvetheroleofandrelationshipwithdealersoverandbeyondsimplyrunningsmallpilots.OEMshaveanopportunitytopartnerwithdealersandmovefromawholesalemodeltoaretailmodelwheretheymayfinancethedealerinventory,reducingdealercostsorsubsidizingonlineadvertisingcosts.Ford,forexample,partneredwithdealersduringthepandemictooffernewvehiclehomedelivery.Thosewhoagreedtoparticipatewereofferedincentivesforcompletingtheentirepurchaseprocessonline.19BMWisusingacollaborativedigitalexperiencemanagementplatformtosolidifyrelationshipswithitsdealersandcustomers.Dealersandmanufacturerscollaborativelycultivaterelationshipswiththecustomerstheyseek,usingconsent-basedmarketingandadvancedanalyticstoengagewithpinpointaccuracy.20Further,thecompanyhasusedcustomerdatatocreaterelevantdigitalexperiencesthathaveresultedinhigherlevelsofonlineconversation.21EvolvingthedealermodeltoaretailmodelwillalsohelpreconnectthecustomerdirectlywiththeOEMandstabilizeorfixthesaleprice.Toachievethis,OEMswillneedtoinvestincentralcustomermanagementsystemsandhelpevolvethefinancialmodeltofixpricingandmitigatediscounts,creatinganopportunityfordealerstomaintaintheircurrent1-3%margins.ExperienceExperienceReimaginationAutomotive-Thenewsalesexperience4.CustomerambassadorsBorrowingfromdifferentconsumersalesmodelswillunlockotheropportunities.Asatisfiedcustomercouldbecomeacustomerambassadorwhoshowsofftheirownvehicleinreturnforasmallcommission—somethingsomeenthusiasticTeslaownershavebeenwillingtodoforfree.Thismodelwouldreducecostsandcreateanauthenticconnectionbetweenconsumers.Itcouldalsohelpnewcustomersbyconnectingthemwithrelatablepeoplewithwhomtheycandiscussvehiclesandproductfeatures.ChineseEVcompanyNIOisleveragingitsmanycustomers,whopridethemselvesontheirloyaltytothebrand,bybuildingonlinecommunitiesofsatisfiedcustomerstoencouragethemtoactassalesrepresentatives.Existingownerreferralsaccountedformorethan45%ofitscarssoldin2019.22Otherbrandsarepartneringwithsocialmediainfluencerstoleveragetheirfollowingsandgeneratesalesleads.Forexample,TeslaworkedwiththeChineseonlinecel